جمعه 31 فروردین‌ماه سال 1386

Chapter 3: ScopePlanning


  • 1.5 Given a scope definition scenario, demonstrate awareness of the need to secure written confirmation of customer expectations in key areas.

  • 1.6 Given a project initiation document (a project charter or contract), including a confirmed high-level scope definition and project justification, demonstrate the ability to identify and define key elements.

  • 1.7 Given a project initiation document (a project charter or contract), including the client’s highest priority between quality, time, and budget, estimate a number of elements.

  • 1.9 Given a proposed scope definition and based on the scope components, assess the feasibility of the project and the viability of a given project component against a predetermined list of constraints.

  • 1.10 Recognize and explain the need to obtain formal approval (sign-off) by the project sponsor(s) and confirm other relevant management support to consume organizational resources as the project scope statement is being developed.

  • 1.11 Given an incomplete project scope definition, complete or rewrite the definition to (1) reflect all necessary scope components or (2) explicitly state which is included in the project and which is not.

  • 1.12 Identify possible elements of a final project scope definition and the circumstances in which they would be appropriate.

  • 1.14 Recognize the need to obtain consensus of stakeholders and to obtain buy in from the team to proceed to the planning stage of the project given a high-level estimate of scope, schedule, budget, and resources.

  • 2.6 Given a project description/overview and a list of the project business and technical requirements, perform key tasks to ensure project success.

  • 2.7 Describe the goals of a useful project requirements review with the client (e.g., verify mutual understanding of client’s product delivery, product performance, and budget requirements, etc.) and describe when it is important to have such reviews.

  • 2.8 Given the client’s approved project requirements and the input of stakeholders, decompose these requirements into business and functional requirements while maintaining trace ability within strict configuration control.

  • 2.9 Given a project planning scenario, demonstrate an understanding of and the ability to develop a phase-oriented WBS with high detail for an early phase and with low detail for later phases.

  • 2.10 Given a scenario involving tasks, resources (fixed or variable), and dependencies for a multiphase IT project, demonstrate knowledge of the standards for creating a workable WBS.

  • 2.11 Recognize and explain the need to obtain consensus and formal approval (sign-off).

Now that we have covered the initiation process and have an approved project charter, it is time to talk about project planning. Planning can be one of the most overlooked areas of project management. Once a project is approved, everyone just wants to run off and start working. As a project manager, you may even find that your organization does not support taking the time to do planning. If you have ever had an executive call you to task for wasting valuable time planning when there is work to be done, you know what we are talking about.

A good understanding of the planning processes will prepare you to communicate within your organization about the benefits of taking time up front to define all aspects of managing a project before the work actually starts. Starting with this chapter and continuing through Chapter 7, “Creating a Comprehensive Project Plan,” we will cover all the aspects of project planning. Our first planning topic is project scope.

Project scope is defined as the size of the work involved to complete the project. As a project manager, you need to be aware of what is included in the project as well as what is excluded. Scope planning will assist you in getting your arms around a project and setting the boundaries for what is included in the project.

You need to define and document three scope components to complete scope planning: the scope statement, scope management plan, and work breakdown structure (WBS). The scope statement provides a common understanding of the project by documenting the project objectives and deliverables. The scope management plan documents the procedures that you will use to manage any proposed changes to the project scope throughout the life of the project. The final component of scope is the work breakdown structure, which breaks the project deliverables down into smaller activities from which you can estimate task durations, assign resources, and estimate costs.


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