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The five steps of Project Scope Management - Collect Requirements, Define Scope, Create WBS, Verify Scope, and Control Scope. It also details the responsibilities of various roles such as the Project Manager, Sponsor, and Team Members in managing project scope. an overview of the Scope Management Plan, including the definition of project scope, measurement and verification methods, scope change process, and acceptance of project deliverables.
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This Project Scope Management Plan Template is free for you to copy and use on your project and within your organization. We hope that you find this template useful and welcome your comments. Public distribution of this document is only permitted from the Project Management Docs official website at: ProjectManagementDocs.com
This project is for designing, programming, and testing a new software product which will be used to track the company’s finances and improve various financial processes. This includes design of the software, all programming and coding, and testing/validation of the software. No external resources or outsourcing are anticipated for this project.
It is important that the approach to managing the projects’ scope be clearly defined and documented in detail. This section provides a summary of the Scope Management Plan in which it addresses the following: Who has authority and responsibility for scope management How the scope is defined (i.e. Scope Statement, WBS, WBS Dictionary, Statement of Work, etc.) How the scope is measured and verified (i.e. Quality Checklists, Scope Baseline, Work Performance Measurements, etc.) The scope change process (who initiates, who authorizes, etc.) Who is responsible for accepting the final project deliverable and approves acceptance of project scope For this project, scope management will be the sole responsibility of the Project Manager. The scope for this project is defined by the Scope Statement, Work Breakdown Structure (WBS) and WBS Dictionary. The Project Manager, Sponsor and Stakeholders will establish and approve documentation for measuring project scope which includes deliverable quality checklists and work performance measurements. Proposed scope changes may be initiated by the Project Manager, Stakeholders or any member of the project team. All change requests will be submitted to the Project Manager who will then evaluate the requested scope change. Upon acceptance of the scope change request the Project Manager will submit the scope change request to the Change Control Board and Project Sponsor for acceptance. Upon approval of scope changes by the Change Control Board and Project Sponsor the Project Manager will update all project documents and communicate the scope change to all stakeholders. Based on feedback and input from the Project Manager and Stakeholders, the Project Sponsor is responsible for the acceptance of the final project deliverables and project scope.
In order to successfully manage a projects’ scope it’s important that all roles and responsibilities for scope management are clearly defined. This section defines the role of the Project Manager, Project Team, Stakeholders and other key persons who are involved in managing the scope of the project. It should state who is responsible for scope management and who is responsible for accepting the deliverables of the project as defined by the projects’ scope. Any other roles in scope management should also be stated in this section.
The Project Manager, Sponsor and team will all play key roles in managing the scope of this project. As such, the project sponsor, manager, and team members must be aware of their responsibilities in order to ensure that work performed on the project is within the established scope throughout the entire duration of the project. The table below defines the roles and responsibilities for the scope management of this project. Name Role Responsibilities John Doe Sponsor - Approve or deny scope change requests as appropriate
Project Exclusions – description of work that is not included in the project and outside of the scope Project Constraints – lists limits on resources for time, money, manpower, or equipment (capital) Project Assumptions – describes the list of assumptions the project team and stakeholders are working under to complete the project The project scope statement provides a detailed description of the project, deliverables, constraints, exclusions, assumptions, and acceptance criteria. Additionally, the scope statement includes what work should not be performed in order to eliminate any implied but unnecessary work which falls outside the of the project’s scope. This project includes the design, programming, and testing of a new software application for tracking the company’s finances. The deliverables for this project are a completed software application for finance tracking with the flexibility to modify and expand the application as necessary in the future. This project will be accepted once the new software has been successfully tested in each department and has been shown to be compatible with the company’s current information technology (IT) infrastructure. This project does not include ongoing operations and maintenance of the software. Only internal personnel and resources may be used for this project. Additionally, the project is not to exceed 180 days in duration or $450,000 in spending. Assumptions for this project are that support will be provided by the project sponsor and all department managers and that adequate internal resources are available for the successful completion of this project.
The Work Breakdown Structure (WBS) and Work Breakdown Structure Dictionary are key elements to effective scope management. This section should discuss how the project scope is to be subdivided into smaller deliverables in the WBS and WBS Dictionary and how these smaller components are managed during the life of the project. In order to effectively manage the work required to complete this project, it will be subdivided into individual work packages which will not exceed 40 hours of work. This will allow the Project Manager to more effectively manage the project’s scope as the project team works on the tasks necessary for project completion. The project is broken down into three phases: the design phase; the programming phase; and the testing phase. Each of these phases is then subdivided further down to work packages which will require no more than 40 hours of work and no less than 4 hours of work (see WBS structure below). 7 New Software Project 1.1 Design Phase 1.2 Programming Phase 1.3 Testing Phase 1.1.1 First Design Phase 1.1.2 Second Design Phase 1.1.1.2 Design Task # 1.1.1.1 Design Task #1 1.1.2.1 Design Task
1.1.2.2 Design Task
1.2.1 Programming Task # 1.2.2 Programming Task #
1.3.2 Testing Task
1.3.1 Testing Task
Figure 1.1, Work Breakdown Structure (WBS) In order to more clearly define the work necessary for project completion the WBS Dictionary is used. The WBS Dictionary includes an entry for each WBS element. The WBS Dictionary includes a detailed description of work for each element and the deliverables, budget and resource needs for that element. The project team will use the WBS Dictionary as a statement of work for each WBS element. Leve l
Code Element Name Description of Work Deliverables Budge t Resource s Table 1.2, WBS Dictionary
Scope verification discusses how the deliverables will be verified against the original scope and how the deliverables from the project will be formally accepted. The deliverables for the project should be formally accepted and signed off on by the customer throughout the lifecycle of the project and not held back as a single deliverable at the end of the project.
Approved by the Project Sponsor: ___________________________________________ Date:____________________
