【導(dǎo)讀】Contentisfrom“AGuideToThe. HistoricalRecords–needtocollectand. Project–temporaryendeavor. Projectsareunique–。Scope,time,cost,andquality. Stakeholders?expectations. Requirements(needs)vs.unidentified. approval/denialare“phaseexits,

　　

【正文】 ints – factors that limit project management team?s options ? Assumptions – factors that are considered true for planning purposes. Involve a degree of risk Chapter 5 – Project Scope Management ? Scope Planning – process of developing a written statement as basis for future decisions ? Criteria to determine if the project or phase is successful ? Scope Planning Inputs: ? Product description ? Project Charter ? Constraints ? Assumptions Chapter 5 – Project Scope Management ? Scope Planning Tools amp。 Techniques ? Product Analysis developing a better understanding of the product of the project ? Cost/Benefit Analysis – estimating tangible/intangible costs and returns of various project alternatives and using financial measures (.) to assess desirability ? Alternatives Identification – generate different approaches to the project。 “brainstorming” ? Expert Judgment Chapter 5 – Project Scope Management ? Scope Planning Outputs ? Scope Statement – documented basis for making project decisions and confirming understanding among stakeholders. Includes: ? Project justification – business need, evaluating future tradeoffs ? Project Product – summary of project description ? Project Deliverables – list of summary of delivery items marking pletion of the project ? Project Objectives – quantifiable criteria met for success. Addresses cost, schedule and metrics – unqualified objectives indicate high risk (customer satisfaction) Chapter 5 – Project Scope Management ? Scope Planning Outputs (continued) ? Supporting detail – includes documentation of all assumptions and constraints ? Scope Management Plan – how project scope is managed, change control procedure, expected stability, change identification and classification ? Control what is/is not in the project。 prevents delivering “extra” benefits to the customer that were not specified/required Chapter 5 – Project Scope Management ? Scope Definition – subdividing major deliverables into smaller, manageable ponents ? Improve accuracy of cost, time, and resource estimates ? Define a baseline for performance measurement ? Clear responsibility assignments ? Critical to project success – reduces risk of higher cost, redundancy, time delays, and poor productivity ? Defines “what” you are doing。 WBS is the tool Chapter 5 – Project Scope Management ? Scope Definition Inputs: ? Scope Statement ? Constraints – consider contractual provisions ? Assumptions ? Other Planning Outputs ? Historical Information Chapter 5 – Project Scope Management ? Scope Definition Tools amp。 Techniques ? Work Breakdown Structure – templates from previous projects ? Deposition – subdividing major deliverables into manageable ponents: ? Major elements – project deliverables and project management approach ? Decide cost and duration estimates are appropriate at level of detail ? Constituent elements – tangible verifiable results to enable performance management, how the work will be acplished ? Verify correctness of deposition ? All items necessary and sufficient? ? Clearly and pletely defined? ? Appropriately scheduled, budgeted, assigned? Chapter 5 – Project Scope Management ? Scope Definition Outputs ? Work Breakdown Structure (WBS) – a deliverableoriented grouping of project assignments that anizes and defines the scope of the project ? Each descending level represents further detail。 smaller and more manageable pieces ? Each item is assigned a unique identifier collectively known as “code of accounts” ? Work element descriptions included in a WBS dictionary (work, schedule and planning information) ? Other formats: ? Contractual WBS – seller provides the buyer ? Organizational (OBS) – work elements to specific . units ? Resource (RBS) – work elements to individuals ? Bill of Materials (BOM) – hierarchical view of physical resources ? Project (PBS) – similar to WBS Chapter 5 – Project Scope Management ? Scope Definition Outputs ? Work Breakdown Structure (WBS) ? First Level is monly the same at the Project Life Cycle (requirements, design, coding, testing, conversion and operation) ? First level is pleted before the project is broken down further ? Each level of the WBS is a smaller segment of level above ? Work toward the project deliverables ? Break down project into tasks that ? Are realistically and confidently estimable ? Cannot be logically divided further ? Can be pleted quickly (under 80 hours rule of thumb) ? Have a meaningful conclusion and deliverable ? Can be pleted without interruption ? Provides foundation for all project planning and control Chapter 5 – Project Scope Management ? Scope Definition Outputs ? Work Breakdown Structure (WBS) Benefits ? Prevent work slippage ? Project team understands how their tasks fit into the overall project and their impact upon the project ? Facilitates munication and cooperation between project team and stakeholders ? Helps prevent changes ? Focuses team experience into what needs to be done – results in higher quality ? Basis and proof for estimating staff, cost and time ? Gets team buyin, role identification ? Graphical picture of the project hierarchy ? Identifies all tasks, project foundation Chapter 5 – Project Scope Management ? WBS phrases ? Graphical hierarchy of the project ? Identifies all tasks ? Foundation of the project ? Very important ? Forces thought of all aspects of the project ? Can be reused for other projects Chapter 5 – Project Scope Management ? Scope Definition Outputs ? Work Breakdown Structure (WBS) – Dictionary ? Designed to control what work is done and when ? Also known as a task description ? Puts boundary on what is included in a