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MindMap Gallery project scope management

project scope management

Determine what work is included and what is not included in the project, thereby defining the project scope. The project scope may change for various reasons during the entire life cycle of the project. Project scope management must also manage such changes in the project scope. Changes in project scope are also called changes.

Edited at 2020-05-29 21:46:16

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project scope management

Product Scope: Represents the features and functionality of a product, service, or result. Product scope is measured by whether product requirements are fulfilled.

Project Scope: The work that must be completed to complete a product, service, or result with specified features and functions. Whether the project scope is completed is measured by the project management plan, project scope statement, WBS and WBS dictionary. Product scope is measured against product requirements.

management process

1. Prepare scope management plan

Specifies how scope is defined, verified, controlled, and how the work breakdown structure is created and defined.

Tools and techniques

1. Expert judgment

2. Templates, forms and standards

Includes work breakdown structure template, change control form, and scope change control form

enter:

1. Project charter

2. Project scope statement (preliminary)

The project scope statement clarifies the corresponding work that needs to be done to complete the project at the "deliverable" level.

The project scope statement (preliminary) clarifies the characteristics and boundaries of the project and its related products and services, as well as the methods for scope control and acceptance.

In the project scope management plan, the method for decomposing the project scope statement (preliminary) into the project scope statement (detailed) should be clearly defined.

3. Organizational process assets

4. Environmental factors and organizational factors

5. Project management plan.

The formulation of the project management plan is a gradual improvement process, which gradually evolves from the brief plan in the early stage of the project to the detailed project management plan at the end of the planning stage. This process absorbs scope management, schedule planning, budget and other sub-plans.

Output:

1. Method of preparing a detailed scope statement based on the preliminary project scope statement.

2. Create a WBS methodology from the detailed project scope statement.

3. Detailed instructions on formalizing and approving completed deliverables

4. Methods on how to implement changes in control requirements into the detailed project scope statement. Changes in requirements often trigger the entire change control process.

Depending on the actual situation of the specific project, the project scope management plan can be formal or informal, detailed or rough. It can also be included in the project management plan or be a sub-plan in the project management plan. The project management plan is a collection of sub-plans from other knowledge areas.

2. Scope definition

Give a detailed description of the project and product. These descriptions are written in detailed project management instructions and serve as the basis for future project decisions.

Tools and techniques

1. Product analysis

2. Identify multiple alternatives. For example, use brainstorming and lateral thinking.

3. Expert judgment

enter:

1. Project charter and preliminary scope statement

2. Project scope management plan

The project scope management plan provides a method for preparing a detailed project scope statement from the preliminary scope statement.

3. Organizational process assets

4. Approved change application

Output:

1. Project scope statement (detailed)

1. Project goals. Including achievement goals and binding goals

2. Product scope description

3. Project deliverables

4. Project boundaries

5. Product acceptance criteria

The process and principles for acceptance of deliverables are clearly defined.

6. Project constraints

7. Project assumptions

8. Updated project documentation

Changes in the scope definition process will lead to changes in the scope management plan, and the corresponding project documents will also be updated. These documents include the project management plan, sub-plans, project stakeholder requirements documents, and requirements tracking matrix. These updates are handled through overall change control.

In order to complete the project, existing risks, assumptions, and constraints are analyzed, and newly discovered risks, assumptions, and constraints are appended to the detailed scope statement as necessary.

3. Create a work breakdown structure

Break down a project's deliverables and project work into smaller, more manageable units. Commonly used tools Work Breakdown Structure (WBS)

WBS representation

1. Hierarchical tree structure, similar to an organizational chart.

2. List form. Similar to a hierarchical directory of data, it is best to have an intuitive indented format.

Tools and techniques

1. Decomposition

Decomposition is the process of dividing project deliverables into smaller, more manageable units, guiding deliverables into work packages sufficient to support future, clearly defined project activities. (In the industry, work that can be completed by one person in 2 weeks, or work that can be completed by one person in 80 hours is generally called a work package)

Process activities:

1. Identify and analyze project deliverables and work related to them

2. Construct and organize WBS

3. Decompose high-level WBS work into low-level, detailed work units

4. Assign codes to WBS work units

5. Confirm that the degree of work decomposition is necessary and sufficient

Decomposition method:

1. Use life cycle stages as the first level of decomposition and arrange project deliverables at the second level.

2. Use the important deliverables of the project as the first level of decomposition.

3. Arrange the sub-projects on the first level and decompose the WBS of the sub-projects.

General steps:

1. Identify and confirm project phases and main deliverables

2. Decompose and confirm whether each component is decomposed in sufficient detail. Generally speaking, it should be at least decomposed until a reasonable cost and duration estimate can be made.

3. Confirm the components of the main deliverables. It should be described in terms of tangible, verifiable results on which performance can be evaluated.

4. Verify the correctness of the decomposition

1. Are the lowest-level elements necessary and sufficient for project decomposition?

2. Is the definition of each component element clear and complete? If it is incomplete, the description needs to be modified or expanded.

3. Can each component be properly scheduled and budgeted? Whether a specific organizational unit such as a department, project team, or individual can accept the responsibility and perform the work satisfactorily. If not, necessary modifications need to be made to ensure reasonable management control.

in principle:

1. Maintain the integrity of the project at all levels and avoid missing essential components.

2. The functions of a work unit are subordinate to an upper-level unit to avoid cross-subordination.

3. Work units at the same level should have the same properties.

4. The work unit should be able to separate different responsible persons and different work contents.

5. Management needs to facilitate project management and control

6. The lowest-level work should be comparable, manageable, and quantitatively inspectable

7. Project management work should be included, including outgoing work

8. The lowest level work unit of WBS is the work package.

2. Work breakdown structure template

3. Format of work package in WBS

Project2003 - "Determine the project scope"

4. Rolling wave plan

The short-term work plan should be more detailed, and the long-term work plan should be more general. progressive detailing

enter:

1. Detailed project scope statement

2. Project management plan

3. Organizational process assets

Output:

1. WBS and WBS dictionary

The WBS dictionary is a supporting file of WBS and is used to describe each WBS element. Each element should describe content:

1. Number

2. Name

3. Work description

4. List of related activities

5. Milestone list

6. Organizing organization

7. Start and end time

8. Resource requirements, cost estimation, load capacity

9. Specifications

10. Contract information

11. Quality requirements and technical reference materials related to work quality

2. Scope benchmark

The approved detailed project scope statement and its associated WBS and WBS dictionary are the project scope baseline. The scope baseline is an integral part of the project management plan.

3. Updated project management plan

Project stakeholder requirements document

project management plan

Scope Baseline:

The project scope statement, the associated WBS, and the WBS dictionary serve as the scope baseline of the project. Throughout the life cycle, this scope baseline is monitored, verified, and confirmed.

Generally speaking, project stakeholders such as customers propose scope changes at the level of project deliverables, and project deliverables are formally described in detail in the project scope statement.

The project management team follows the change control process and makes changes to the approved project deliverables with the approval of the change control committee. By comparing the WBS of the project before and after the change, the impact of the change on the progress, cost and quality of the project can be specifically assessed. impact and take corresponding change measures.

The lowest unit of WBS is the work package, which is the basis for defining the scope of work, defining project organization, setting the quality and specifications of project products, estimating and controlling costs, estimating time and scheduling progress.

4. Scope confirmation

Confirm formal acceptance of completed project deliverables. It also becomes the process of scope verification.

Tools and techniques

examine

Includes tasks such as measurement, testing, and verification to determine whether work and deliverables meet requirements and product acceptance criteria.

enter:

1. Project management plan

1. Project scope statement

2.WBS

3. WBS dictionary

2. Deliverables

A portion of a project that has been completed or partially completed and has been verified for correctness by a quality control process.

Output:

1. Acceptable project deliverables and work

2. Change application

3. Updated WBS and WBS dictionary

Scope validation is different from quality control. Scope validation is about the acceptance of the work results, while quality validation is about whether the work results are correct or not.

5. Scope control

Monitor project and product scope status and manage scope changes.

Ensure that all requested changes and recommended corrective actions are processed through the overall change control process.

1. Reasons for the change

1. Changes in the external environment of the project, such as adjustments to national industrial policies.

2. The planning of the project scope is not thorough and detailed, and there are certain errors or omissions.

3. New technologies, new methods or new solutions have appeared on the market or designers have proposed them.

4. The project implementation organization itself changes.

5. Customer requirements for the project, project products or services change.

2. Focus issues of change control

1. Determine whether a scope change has occurred.

2. Influence the factors that change the scope to ensure that these changes are unanimously recognized.

3. When project changes occur, manage the actual changes.

Tools and techniques

1. Deviation analysis

Measures of project performance such as actual completed project scope are used to evaluate the extent of changes against the scope baseline.

An important aspect of project scope change control is to determine the reasons for the changes and whether corrective actions are required.

2. Re-make plans

3. Change control system and change control board

The approach to scope change control is to define the relevant processes for scope changes. Includes necessary paperwork, corrective actions, tracking systems, and approval levels for authorized changes.

Change control systems integrate with other systems, such as configuration management systems, to control project scope.

When a project is subject to a contract, the change control system should comply with all relevant contract terms.

The change control committee is responsible for approving or rejecting change requests

The change control system and change control board are typically described in the scope management plan. If there is no project management plan document, describe the change control system and change control board directly in the project management plan.

4. Configuration management system

Scope changes bring about a series of systematic changes to project deliverables and documents. All this requires a formal configuration management system to manage this.

enter:

1. Project management plan

1. Scope benchmark

2. Change management plan

Defined change process for project management

3. Configuration management plan

A formal change control process that defines changes to configuration items and related configuration items

2. Work performance data

3. Performance report

4. Approved change requests

Output:

1. Change request

The results of scope control will also generate change requests to modify the confirmed WBS.

Changes should be handled according to the overall change control process of the project

2. Work performance

3. Organizational process asset update

4. Updated project management plan

1. Update of scope baseline

2. Updates to other benchmarks

Change requests to the project management plan and its subplans are processed through integrated change control.

Confirm the significance of project scope to project management

1. Clearly understand the specific scope and content of the project work to lay the foundation for improving the accuracy of cost, time and resource estimates.

2. The determination of the project scope is to determine the specific work tasks of the project, which helps to clearly divide responsibilities and assign tasks, and lays the foundation for further arrangement of work and tasks. Project scope management and control is part of the project management plan and is the basis for all plans.

For project managers, it is not enough to just know the meaning of the project scope. The most important thing is to correctly and clearly define the project scope and manage changes in the project scope. Otherwise, it will cause cost overruns, schedule delays, deviations from goals, and then lead to project s failure

Completion of the project scope is measured based on the project management plan. Product scope completion is measured based on product requirements. The project scope management process needs to be integrated with the processes of other knowledge areas so that the required product can be met.