PMP, Introduction to Project Scope Management

Process Group PMBOK Knowledge Area Process Why? (inputs) How? (tools and techniques) What? (outputs)
　 　 　 　 　 　
Initiating 5.1 Initiation
  • Product description
  • Strategic plan
  • Project selection criteria
  • Historical information
  • Project selection methods (benefit measure and contstrained optimization)
  • Expert judgment
  • Project charter
  • Assignment of PM
  • Constraints
  • Assumptions
Planning 5.2 Scope Planning
  • Product description
  • Project charter
  • Constraints
  • Assumptions
  • Product analysis
  • Benefit/cost analysis
  • Alternatives identification
  • Expert judgment
  • Scope statement
  • Supporting detail
  • Scope management plan
Planning 5.3 Scope Definition
  • Scope Statement
  • Constraints
  • Assumptions
  • Other planning outputs
  • Historical information
  • WBS templates
  • Decomposition
  • Work Breakdown Structure (WBS)
  • Scope statement updates
Controlling 5.4 Scope verification
  • Work results
  • Product documentation
  • Work Breakdown Structure
  • Scope statement
  • Project plan
  • Inspection
  • Formal acceptance
Controlling 5.5 Scope change control
  • WBS
  • Performance reports
  • Change requests
  • Scope management plan
  • Scope change control system
  • Performance measurement
  • Additional planning
  • Scope changes
  • Corrective action
  • Lessons learned
  • Adjusted baseline

1.              The major Scope Management Processes consist of 1) Project initiation, 2) Scope planning, 3) scope Definition, 4) Scope Verification, and 5) scope Change Control.

 

2.                    Product Scope refers to the features and functions of the product delivered by the project, while Project Scope refers to the work required to deliver the product.

 

3.                    Project Initiation results from management¨s recognition of a problem, opportunity or a business requirement.

 

 

4.                    Preliminary work (i.e. feasibility study, preliminary plan or some other form of analysis) is often completed prior to project initiation.

 

5.                    The Project Charter clearly defines the duties and authority of the project manager, the functional managers and the project term.  Is also gives the project manager the authority to apply resources to project activities.

 

 

6.                    Constraints are factors that will limit the team¨s options.

 

7.                    Assumptions are factors that, for planning purposes, will be considered true, real or certain.

 

 

8.                    The Scope Statement is narrative document which provides a basis for 1) a contrast between the project team and the customer, 2) confirming a common understanding of the project scope, 3) charge control and 4) =making future project decisions.

 

 

9.                    Decomposition involves identifying the major project elements, developing cost and duration estimets, and identifying specific results for each level of the WBS.

 

10.                 Scope verification is the process of obtaining formal stakeholder acceptance of the [project scope.

 

 

11.                 Scope Change Control is concerned with 1) influenoing factors which create scope changes to make sure they are benefiting to the project, 2) determining when a change has occurred and 3) managing actual changes when and if they occur.

 

 

12.                 The Scope Management Plan is a high-level process for scope change control.  It is developed during the scope-planning phase, as part of Scope Statement document.