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-1-CChhaapptteerr55PPrroojjeeccttSSccooppeeMMaannaaggeemmeenntt55ProjectScopeManagementincludestheprocessesrequiredtoensurethattheprojectincludesalltheworkrequired,andonlytheworkrequired,tocompletetheprojectsuccessfully.Itisprimarilyconcernedwithdefiningandcontrollingwhatisorisnotincludedintheproject.Figure5-1providesanoverviewofthemajorprojectscopemanagementprocesses:5-15.1Initiation—commitingtheorganizationtobeginthenextphaseoftheproject.5.2ScopePlanning—developingawrittenscopestatementasbasisforfutureprojectdecisions.5.3ScopeDefinition—subdividingthemajorprojectdeliverablesintosmaller,moremanageablecomponents.5.4ScopeVerification—formalizingacceptanceoftheprojectscope.5.5ScopeChangeControl—controllingchangestoprojectscope.-2-Figure5-1ProjectScopeManagementOverviewTheseprocessesinteractwitheachotherandwiththeprocessesintheotherknowledgeareasaswell.Eachprocessmayinvolveeffortfromoneormoreindividualsorgroupsofindividualsbasedontheneedsoftheproject.Eachprocessgenerallyoccursatleastonceineveryprojectphase.-3-Althoughtheprocessesarepresentedhereasdiscreteelementswithwell-definedinterfaces,inpracticetheymayoverlapandinteractinwaysnotdetailedhere.ProcessinteractionsarediscussedindetailinChapter3.3Intheprojectcontext,theterm“scope”mayreferto:zProductscope—thefeaturesandfuctionsthataretobeincludedinaproductorservice.zProjectscope-theworkthatmustbedoneinordertodeliveraproductwiththespecifiedfeaturesandfunctions.Theprocesses,toolsandtechniquesusedtomanageprojectscopearethefocusofthischapter.Theprocesses,toolsandtechniquesusedtomanageproductscopevarybyapplicationareaandareusuallydefinedaspartoftheprojectlifecycle(theprojectlifecycleisdiscussedinSection2.1).2.1Aprojectconsistsofasingleproduct,butthatproductmayincludesubsidiaryelements,eachwiththeirownseparatebutinterdependentproductscope.Forexample,anewtelephonesystemwouldgenerallyincludefoursubsidiaryelements—hardware,software,trainingandimplementation.-4-Completionoftheproductscopeismeasuredagainsttherequirementswhilecompletionoftheprojectscopeismeasuredagainsttheplan.Bothtypesofscopemanagementmustbewellintegratedtoensurethattheworkoftheprojectwillresultindeliveryofthespecifiedproduct.5.1InitiationInitiationistheprocessofformallyrecognizingthatanewprojectexistsorthatanexistingprojectshouldcontinueintoitsnextphase(seeSection2.1foramoredetaileddiscussionofprojectphases).Thisformalinitiationlinkstheprojecttotheongoingworkoftheperformingorganization.Insomeorganizations,aprojectisnotformallyinitiateduntilaftercompletionofafeasibilitystudy,apreliminaryplan,orsomeotherequivalent1formofanalysiswhichwasitselfseparatelyinitiated.Sometypesofprojects,especiallyinternalserviceprojectsandnewproductdevelopmentprojects,areinitiatedinformallyandsomelimitedamountofworkisdoneinordertosecuretheapprovalneededforformalinitiation.Projectsaretypicallyauthorizedasaresultofoneormoreofthefollowing:2.11a.-5-zAmarketdemand(e.g.,anoilcompanyauthorizesaprojecttobuildanewrefinery2inresponsetochronic3gasolineshortages).zAbusinessneed(e.g.,atrainingcompanyauthorizesaprojecttocreateanewcourseinordertoincreaseitsrevenues).zAcustomerrequest(e.g.,anelectricutilityauthorizesaprojecttobuildanewsubstation4toserveanewindustrialpark).zAtechnologicaladvance(e.g.,anelectronicsfirmauthorizesanewprojecttodevelopavideogameplayeraftertheintroductionofthevideocassetterecorder).zAlegalrequirement(e.g.,apaintmanufacturerauthorizesaprojecttoestablishguidelinesforthehandlingoftoxicmaterials).2n.3a.4n.-6-Thesestimulimayalsobecalledproblems,opportunities,orbusinessrequirements.Thecentraltheme5ofallthesetermsisthatmanagementgenerallymustmakeadecisionabouthowtorespond.5.1.1InputstoInitiation.1Productdescriptions.Theproductdescriptiondocumentsthecharacteristicsoftheproductorservicethattheprojectwasundertakentocreate.Theproductdescriptionwillgenerallyhavelessdetailinearlyphasesandmoredetailinlateronesastheproductcharacteristicsareprogressivelyelaborated..1Theproductdescriptionshouldalsodocumentbetweentheproductorservicebeingcreatedandthebusinessneedorotherstimulusthatgiverisetotheproject(seelistabove).Whiletheformandsubstanceoftheproductdescriptionwillvary,itshouldalwaysbedetailedenoughtosupportlaterprojectplanning.5n.-7-Manyprojectsinvolveoneorganization(theseller)doingworkundercontracttoanother(thebuyer).Insuchcircumstances,theinitialproductdescriptionisusuallyprovidedbythebuyer.Ifthebuyer’sworkisitselfaproject,thebuyer’sproductdescriptionisastatementofworkasdescribedinSection12.1.3.2.12.1.3.2.2Strategicplan.Allprojectsshouldbesupportiveoftheperformingorganization’sstrategicplan—thestrategicplanoftheperformingorganizationshouldbeconsideredasafactorinprojectselectiondecisions..2.3Projectselectioncriteria.Projectselectioncriteriaaretypicallydefinedintermsoftheproductoftheprojectandcancoverthefullrangeofpossiblemanagementconcerns(financialreturn,marketshare,publicperceptions,etc.)..3.4Historicalinformation.Historicalinformationaboutboththeresultsofpreviousprojectselectiondecisionsandpreviousprojectperformanceshouldbeconsidere