【正文】 iationmitting the anization 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 ponents. – 4. Scope Verificationformalizing acceptance of the project scope. – 5. Scope Change Controlcontrolling changes to project scope. Chapter 4 – Project Scope Management 1. Project Scope Management ? These processes interact with each other and with the processes in the other knowledge areas as well. ? Each process may involve effort from one or more individuals or groups of individuals based on the needs of the project. ? Each process generally occurs at least once in every project phase. Chapter 4 – Project Scope Management 2. Initiation Process ? A process of formally recognizing that a new project exists, or an existing project continue to next phase ? It involves feasibility study, preliminary plan, or equivalent analysis ? Authorized as a result of: – Market Demand, Business Need。 meeting standards – Team Development – developing team and individual skill sets to enhance the project – Progress Meetings (continued) Chapter 3 – Project Management Processes 6. Executing Processes – Information Distribution – making project information available in a timely manner – Solicitation – obtaining quotes, bids, order, proposals as appropriate – Source Selection – chooseing appropriate suppliers – Contract Administration – managing vendor relationships Chapter 3 – Project Management Processes 7. Controlling Processes ? To regularly measure project performance and to adjust project plan ? Take preventive actions in anticipation of possible problems – Overall Change Control – coordinating changes across the entire project plan – Scope Change Control – controlling “scope creep” – Schedule Control – adjusting time and project schedule of activities (continued) Chapter 3 – Project Management Processes 7. Controlling Processes – Cost Control – managing project budget – Quality Control – monitoring standards and specific project results。 smaller and more manageable pieces ? Each item is assigned a unique identifier collectively known as “code of accounts” – Work Breakdown Structure Dictionary (WBSD) ? All work element descriptions included in a WBSD (work, schedule and planning information) – Other formats:Contractual WBS, Organizational (OBS) , Resource (RBS) , Bill of Materials (BOM) , Project (PBS) – similar to WBS Chapter 4 – Project Scope Management Software Development Project Project Management Product Requirement System Design Training and Transmitting Construction Integration Time quality Cost Owner’s Requir. End User’s Requir. Analysis Result Logic Sys Design Physic Sys design System Design Prog ramming Integ rating Testing User Documentation Training Program Transmitting Program An illustration of the WBS for a software development project Scope 5. Scope Verification ? Inputs – Scope Definition Work Results – WBS, WBSD – Product Documentation – description available for review (requirements) ? Tools Techniques – Inspection – measuring, examining, testing to determine if results conform to requirements ? Outputs – Formal acceptance – documentation identifying client and stakeholder approval, customer acceptance of efforts Chapter 4 – Project Scope Management 6. Scope Change Control ? Influencing factors to ensure that changes are beneficial ? Determining scope change has occurred ? Managing changes when they occur ? Thoroughly integrated with other control processes Chapter 4 – Project Scope Management 6. Scope Change Control ? Scope Change Control Inputs: – Work Breakdown Structure – Performance Reports issues reported – Change Requests – expansion/shrink of scope derived from : ? External events (government regulations) ? Scope definition errors of product or project ? Value adding change – new technology – Scope Management Plan Chapter 4 – Project Scope Management 6. Scope Change Control ? Scope Change Control Tools Techniques – Scope Change Control System – defines procedures how scope change can occur ? All paperwork, tracking systems, approval levels ? Integrated with overall change control procedures – Performance Measurement – determine what is causing variances and corrective actions – Additional Planning Chapter 4 – Project Scope Management 6. Scope Change Control ? Scope Change Control Outputs: – Scope Changes – fed back through planning processes, revised WBS – Corrective Actions – Lessons Learned – cause and reasoning for variances documented for historical purposes Chapter 4 – Project Scope Management Chapter 5 – Project Time Management 1. Project Time Management ? It includes the processes required to ensure timely pletion of the project. ? The major processes are: – Activity Definitionidentifying the specific activities that must be performed to produce project deliverables. – Activity Sequencingidentifying and documenting interactivity dependencies. – Activity Duration Estimatingestimating the work periods needed to plete individual activities. – Schedule Developmentanalyzing activity sequences, durations,and resource requirements for the schedule. – Schedule Controlcontrolling changes to the schedule. Activity Definition identifying the specific activities Schedule Development analyzing sequences, durations, and resource requirements Activity Duration Estimating estimating work periods needed to plete individual activities Activity Sequencing identifying and documenting interactiv