About Project Scope Management
Project Scope Management deals with defining the project scope, project requirement scope, project work, making the work breakdown structure, making the scope baselines and managing the
scope of the project. This is one point where you can plan the ways of keeping the project within the established boundaries. Project Scope Management includes the processes required to ensure that the project includes all the work required to complete the project successfully. Managing the project scope is primarily concerned with defining and controlling what is and is not included in the project.There are six processes in the scope management knowledge area.
Following are the important points to keep in mind.
- Most change requests are a result of Value-added change. Value added change centers on adding some element that was not available to the project scope to reduce costs at scope creation.
- The project team member did not follow the change management plan’s method of incorporating changes into the scope.
- The responsibility to ensure that the project work is authorized, contracted, and funded rests with the project manager.
- Scope statements must at least include the quantifiable criteria of cost, schedule, and quality metrics. The scope statement serves as a point of reference for all future project decisions.
- The stakeholders determine the project requirements and decide whether the project was a success.
- After the customer’s input, the performing organization’s project team is responsible for scope baseline preparation. The scope baseline includes the WBS, WBS dictionary, and project scope statement.
- Team buy-in is a direct result of the WBS creation process.
- The heuristic (rule of thumb) we use in project decomposition is 80 hours. It doesn’t matter how experienced the team members are. You need this level of reporting to manage the project effectively.
- The project manager must facilitate a fair and equitable solution, but the customer is the first of equals.
- Decomposing: The important words here are “project work packages”. This indicates that a WBS has already been created. If ithe question said “project deliverables,” the answer would have been ‘Creating a WBS’.
- The numbering system allows you to quickly identify the level in the work breakdown structure where the specific element is found. It also helps to locate the element in the WBS directory.
- A change request is the most effective way of handling the disconnect between what users actually want and what management thinks they want.
- A team member should have flexibility at the work package level to make some changes as long as they are within the overall scope of the WBS dictionary.
- Informal changes to project scope and plan are probably the chief cause of schedule slippage, cost overruns and project team member frustration. Effective scope control is critical to the success of a project.
- The project manager should validate with the customer that the change will add value, and then follow the change process.
- Much of the work on the project is dictated by the project scope statement. Any imprecision in such a key document will lead to differing interpretations.
- The scope management plan describes how requested scope changes will be managed.
- The level of uncertainty in scope increases based on the scale of effort required to identify all the scope. For larger projects it is more difficult to “catch” everything.
- Work not in the WBS is outside the scope of the project.
- Scope verification focuses on customer acceptance of a deliverable while product verification is focused on making sure all the work is completed satisfactorily.
- The Verify Scope process is done at the end of each phase of the project. If it is not done, you risk delivering something in the next phase that is not acceptable to the customer.
- You need to first understand the change before you can evaluate it. In this instance, verbal communication is not likely to provide enough information to evaluate. Once you understand the change, you can work with the team to determine the impact and options.
- A submittal that does not meet the requirements should not be accepted.
- Customers do not generally approve the project scope (what you are going to do to complete their requirements); instead, they approve the product scope (their requirements)
- Fait accompli – Commonly used to describe an action which is completed before those affected by it are in a position to query or reverse it.
10 Knowledge areas specified by PMI:
This knowledge Area Project Scope Management is covered in PMP Certification Prep course which contains following practice tests:
This course includes practice tests and articles, but it does not cover every exam question. Only the PMI exam team has access to the exam questions for PMP exam, and PMI regularly adds new questions to the exam, making it impossible to cover specific questions. You should consider this course a supplement to your relevant real-world experience