Project Management Software

Project Scope of Work:

POME recommends a documented procedure for conducting its project scope management activities. Typical items in the procedure include'

• Assigning responsibilities for project scope management
• Developing a scope management plan for every project as a separate document or as part of other planning documents
• Defining project scope by subdividing the major project deliverables into smaller, more manageable components
• Formalizing the acceptance of project scope by project members through a scope verification process
• Establishing a scope change control system
• Ensuring that scope verification is performed
• Documenting lessons learned
• Establishing and using project templates
• Integrating product scope and project scope so that the work of the project results in delivery of the specified product or service

 

Items typically addressed in integrating product scope and project scope include'

• Features and functions to be included in a product or service (product scope)
• Work that must be done to deliver a product scope with the specified features and functions (project scope)
• Description of the processes, tools, and techniques used to manage both product scope and project scope are the following:-
  • Objectives
  • Commitment to perform
• Description of the methods to measure completion of both product scope and project scope
• Importance of integrating product scope and project scope
• Description of the methods to integrate any scope changes into the project

 

The project manager and the other parties will review and agree on all customer commitments. The purpose of this review is to'

• Support formal acceptance of the product or service of the project
• Adequate resources are provided for project
• Scope management activities.
• Experienced individuals, who have expertise in requirements definition, WBS development, change control, and scope verification, are made available to support project scope management activities.
• Ensure that all products or services are completed as specified and meet the customer's expectations

 

Tools and techniques to support project scope management activities are made available. Examples of tools and techniques include'

• Relevant Templates
• Project management software
• Adequate time is allocated for project scope management activities.
• Funding is made available for project scope management activities.
• Support is made available for implementing improvements in project scope engagement.

 

Scope change control training is provided to appropriate project implementation team and members. Topics in this training typically include'

• Developing a scope change request
• Determining factors that create scope changes
• Determining whether a change has occurred
• Managing scope changes
• Tracking the resolution of scope change requests
• Authorizing scope changes

 

ABILITY TO PERFORM: an orientation on scope verification is provided to directors and project members. Typical areas covered in such an orientation include'

• Definition of scope verification
• Reviewing requirements of deliverables
• Inspection activities as tools and techniques for scope verification
• Formal customer acceptance documentation requirements

 

Activities performed

The scope statement is reviewed and validated with the customer before it is finalised. The purpose of this review is to ensure the following'

• Customer requirements are reflected accurately in the project objectives
• Project objectives are measurable
• Project deliverables conform to customer expectations

A documented scope management plan is developed and used by the project team as the basis for performing the project scope management activities; this plan may be a standalone document or part of the overall project plan. The project scope management plan typically describes the'

• Management of project scope
• Integration of scope changes into the project
• Expected stability of the project scope
• Identification, classification, and assessment of scope changes
• Submission, review, and decisions concerning scope change requests

 

Scope Statement Illustration Project Format:

Purpose of Scope Statement

Describe the purpose of the scope statement using the following guidelines:

The Scope Statement is distributed to all the project stakeholders for their approval.  It documents a description of the project, including the objectives, planned deliverables, and requirements.  It becomes the baseline document that can only be changed through the process outlined in the Scope Management Plan.

The Scope Statement documents a description of the project, including the objectives, planned deliverables, and requirements.  It becomes the baseline document that can only be changed through the process outlined in the Scope Management Plan.

Project Business Need

Provide the justification in terms of the problems the project will address and/or the improvements it will implement.  The business need impacts the ability to assess project alternatives.

Project History

Provide a short narrative of the events that lead up to project approval.  This helps to put the project description into context and supports the rest of the document.

Project Description/ Objectives

Describe the project in terms of strategy, timing, objectives and deliverables.

Project Product Requirements

Provide a description of the project's product or service, its use, technical parameters, requirements, etc.

Project Deliverables

Provide the stakeholders a list of the project deliverables.

Project Assumptions and Constraints

Assumptions describe details that are considered to be true or certain that impact the success of the project.  Examples would be available critical personnel or funding.  Constraints describe factors the impact the project such as: budget limitations, organizational policies, statutes or regulations.

Assumptions

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Constraints

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Quality Assurance Manager Activities

Generally describe the activities of the QA manager as they relate to specific deliverables.  What will the QA manager do to supplement the testing and acceptance process?

Signature Page

The Scope Statement is distributed to all the project stakeholders for their approval.  Signature blocks should be provided for the project sponsor, the project manager and the primary resource managers from organizations such as project users, system owner, procurement, human resources, finance, enterprise architecture and others as appropriate.

RECORD OF AMENDMENTS

 

Version

Author

Date

Comments

 

 

1.0

 

07/25/09

Draft 1 ' Based on template created for scope statements

 

 

 

 

Scope Management Plan Illusration Template

 

The following are suggested sections for the Scope Management Plan

Purpose of Scope Management Plan

Describe the purpose of the Scope Management Plan using the following guidelines.  Do not merely describe the content of the plan, but explain why Scope Management is necessary for the project.

Scope changes are common in projects, especially complex projects, as more information and detail become available during project planning and execution.  Some changes are necessities in that the end product may not meet the project objectives if the changes are not incorporated.  Some changes are "nice to have" features that really are not essential to meeting the project end product objectives but would enhance the product.  Some changes are simply included due to a difference in approach, style or priority but are not essential at all to meeting project objectives.

 

A management process must to be established that will allow the evaluation and impact assessment of proposed scope changes.  Any change in scope will have some impact on cost, time or quality of the project's end product.  Before decisions can be made regarding the proposed change the impact of that change must be known.  Therefore a scope management process must be a part of the Project Plan.  The objective of the scope management plan is to make sure the scope is delivered ' no more and no less.

The scope of a project should be captured in the Work Breakdown Structure (WBS).  The WBS organizes the project by major functions (project planning, standards documentation, training etc.), continuous processes (status reporting, financial reporting, etc.), and primary deliverables.   The WBS is the primary tool for managing the scope of the project.  This simply means that if the work is included within the WBS, it is considered within scope.  If work is not contained within the WBS, it is considered "out of scope" and should not be included in the project's end product.  The Work Breakdown Structure is the fundamental planning tool for project management.

Roles and Responsibilities

Describe how the following project participants, at a minimum, perform in the planning and execution of project communications

'       Project Sponsor

'       Project Manager

'       Project Team

'       Project Stakeholders

 

Work Breakdown Structure (WBS) Development

The plan should discuss the process the project will follow to develop the WBS (an outline or graphical depiction of the project scope). The development process involves deciding on an approach (usually top-down), involving team members who will accomplish the work (tasking them for inputs, meetings), creating a numbering system, including financial system codes and budgetary information, and deciding where to capture costs (work package level). A thorough understanding and buy-in of the WBS from the project team and supporting organizations is essential.

Scope Baselining

Describe the process for establishing the scope baseline (essentially freezing WBS development). The formal process to insure the project team and stakeholders understand the WBS and are supportive of its layout. The baselined WBS can then become the backbone for establishing a detailed project schedule and cost accounting system. The integrated change control process must be followed to initiate further changes or revision to the WBS (schedule, budget, risk database, requirements, acquisition plan, etc.) if rebaselining occurs. Discuss the possible use of a Change Control Board (CCB).

Scope Change Management Process

Describe the scope (WBS) change control process as it pertains to project integrated change control. Discuss the likelihood that WBS changes will be necessary. As an example, progressive elaboration of the project product can lead to changes to the WBS. Discuss the frequency of anticipated changes. Describe how scope changes will be identified classified and assessed (major cost and schedule impact, minor impact, no impact, etc). Do scope changes require changes to the scope statement, WBS, or schedule? Include a process for tracking scope changes, continuously evaluating the overall impact of changes, and reporting changes to sponsors, senior management, stakeholders, project team members (immediately, at status reviews, etc.). Discuss the triggers for rebaselining the WBS and process for revising project documents (schedule, budget, risk database, requirements, acquisition plan, etc.) if rebaselining occurs. Discuss the possible use of a Change Control Board (CCB).The integrated change management process must be followed to initiate any changes or revisions to the WBS.  Scope changes can be impacted by any aspect of the project, including schedule, budget, risks, requirements, acquisition plan etc.  The integrated change management plan is described in the document titled EVM Change Management.doc.

Change Thresholds

Submittal of a change request to the [sponsor] for approval is required if one of the two following statements is true:

1. The change is estimated to reduce the cost or duration of an individual activity by x% or more, or increase the cost or duration of an individual activity by x% or more
2. The change is estimated to reduce the cost or duration of the overall schedule by x% or more, or increase the cost or duration of the overall schedule by x% or more

Change requests that do not meet these threshold levels are to be submitted to the [Project Manager] for approval.

Approved scope changes may or may not require re-baselining.  In other words, a change in scope may not necessarily change the schedule or cost and therefore would not require re-baselining.  In determining whether to make a scope change, consideration will be given to impacts on schedule, cost, risk, quality and staffing.  The integrated change management plan contains further explanation of the re-baselining process.  The status of all change requests is communicated to appropriate project stakeholders in accordance with the project's communications plan.

All change requests are documented using a change request form. The change request form is included in the integrated change management plan document  along with instructions on how to complete it.

The project Scope Statement must be reviewed for any impacts as part of a change request submission.  Any scope changes also affecting the scope statement must be noted on the request form.  The change request is then processed through the approval process with knowledge that the scope statement also requires revision.

Gautam Koppala,

POME Author

About the Author:
GAUTAM KOPPALA, With over   a decade, track record of successful leadership, excellent results through strategic skills in driving revenue and profit growth. Demonstrated ability to identify and trouble shoot critical issues impacting productivity, cost, distribution, marketing, Strategic positioning, sales and financial operations, with innate ability to build and maintain strong client relationships in operations. Expert in distilling and managing processes, enhancing internal structures, and promoting multi-skilled team competencies via nurturing mentorship and inspirational leadership. Engagements have spanned operational, strategic, technological and change management roles. Academically, I am a cum laude graduate with a Bachelor of Technology degree in Electrical and Electronics Engineering (B-Tech E.E.E.) and a post graduate in Masters in Human Resources Management (M.H.R.M.) and Masters of Foreign Trade (M.F.T.). As you will see my Post Graduation's were been studied part-time, as well as working full-time as an Engineer. I feel that this demonstrates my ability to maintain dedication, motivation and enthusiasm for a project management over a long period of time. In addition, balancing full-time work with study has perfected my time-management and organizational skills. I believe that my college degrees and gamut certifications in combination with my extensive broad-based work experience along with my drive, resourcefulness and determination, would make me an excellent candidate for a senior management position with any company. Highlights of my background include Operations related Commercial, Supply chain, Sales with a magnificent experience in Project management, technically oriented towards Automation and Security Systems in Industrial and Building sectors. Presently, writing a book on Projects and Operations Management (comprise of 12 volumes, 6K pages), and awaited for the reputed publications. These books can be checked in Google books and other search engines too.