Project Scope Management: Prof. Dr. Liaqat Ali Qureshi Uet Taxila
Project Scope Management: Prof. Dr. Liaqat Ali Qureshi Uet Taxila
Project Scope Management: Prof. Dr. Liaqat Ali Qureshi Uet Taxila
By
PROF. DR. LIAQAT ALI QURESHI
UET TAXILA
Introduction
Project Scope Management includes the processes required to ensure
that the project includes all the work required, and only the work
required, to complete the project successfully.
It is primarily concerned with defining and controlling what is or is not
included in the project.
Following is an overview of the major project scope management
processes:
1. Initiationcommitting the organization to begin the next phase of the
project.
2. Scope Planningdeveloping a written scope statement as the basis for
future project decisions.
3. Scope Definitionsubdividing the major project deliverables into
smaller, more manageable components.
4. Scope Verificationformalizing acceptance of the project scope.
5. Scope Change Controlcontrolling changes to project scope.
Introduction (-ctd-)
INITIATION
Inputs to Initiation
1. Product description.
Inputs to Initiation
Product description (-ctd-)
While the form and substance of the product
description will vary, it should always be detailed
enough to support later project planning.
Many projects involve one organization (the seller) doing
work under contract to another (the buyer). In such
circumstances, the initial product description is usually
provided by the buyer.
If the buyers work is itself a project, the buyers product
description is a statement of work.
Inputs to Initiation
2. Strategic plan.
All projects should be supportive of the performing
organizations strategic goalsthe strategic plan of the
performing organization should be considered as a factor
in project selection decisions.
3. Project selection criteria.
Project selection criteria are typically defined in terms
of the product of the project and can cover the full range
of possible management concerns (financial return,
market share, public perceptions, etc.).
Inputs to Initiation
4. Historical information.
Historical information about both the
results of previous project selection decisions
and previous project performance should be
considered to the extent it is available.
When initiation involves approval for the next
phase of a project, information about the
results of previous phases is often critical.
SCOPE PLANNING
SCOPE PLANNING
Product description.
2. Project charter.
3. Constraints.
4. Assumptions.
1. Product analysis.
Product analysis involves developing a better understanding of
the product of the project.
It includes techniques such as systems engineering, value
engineering, value analysis, function analysis, and quality
function deployment.
2. Benefit/cost analysis.
Benefit/cost analysis involves estimating tangible and
intangible costs (outlays) and benefits (returns) of various
project alternatives, and then using financial measures such as
return on investment or payback period to assess the
relative desirability of the identified alternatives.
This document describes how project scope will be managed and how
scope changes will be integrated into the project.
It should also include an assessment of the expected stability of the
project scope (i.e., how likely is it to change, how frequently, and by
how much).
The scope management plan should also include a clear description
of how scope changes will be identified and classified (this is
particularly difficultand therefore absolutely essentialwhen
the product characteristics are still being elaborated).
A scope management plan may be formal or informal, highly detailed or
broadly framed based on the needs of the project.
It is a subsidiary element of the overall project plan.
SCOPE DEFINITION
SCOPE VERIFICATION
3. Additional planning.