【正文】 udgment Chapter 4 – Project Scope Management 3. Scope Planning ? Outputs – Scope Statement – documented basis for making project decisions and confirming understanding among stakeholders. Includes: ? Project justification –evaluating future tradeoffs ? Project Product – summary of project description ? Project Deliverables – list of summary of delivery items ? Project Objectives – quantifiable criteria met for success. – 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 4 – Project Scope Management 4. 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 4 – Project Scope Management 4. Scope Definition ? Inputs: – Scope Statement – Constraints – consider contractual provisions – Assumptions – Other Planning Outputs – Historical Information Chapter 4 – Project Scope Management 4. Scope Definition ? Tools Techniques – Work Breakdown Structure Templates – Deposition ? The main works in scope definition – Major project deliverables and management approach – Decide cost and duration estimates – Tangible and verifiable results to enable performance management, how the work will be acplished – Verify correctness of depositionAll items necessary and sufficient? Clearly and pletely defined? Appropriately scheduled, budgeted, assigned? Chapter 4 – Project Scope Management 4. 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 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