【正文】 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 ta。 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。 “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。 Authority level ? Senior Management approval ? Project?s Goals and Objectives ? Constraints – 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 for Initiation ? Project Selection Methods: ? Decision models – generalized and sophisticated techniques ? Expert judgment ? Business Units with specialized skills ? Consultant ? Professional and Technical Associations ? Industry Groups ? Delphi Technique – obtain expert opinions on technical issues, scope of work and risks ? Keep expert?s identities anonymous ? Build consensus Chapter 5 – Project Scope Management ? Outputs from Initiation: ? Project Charter – formally recognizes project, created by senior manager, includes: ? Business need/Business Case ? Product description amp。s goals Chapter 5 – Project Scope Management ? Initiation Inputs (continued) ? Project Selection Criteria – defined in terms of the product and covers range of management concerns (finance, market) ? Historical Information – results of previous project decisions and performance should be considered Chapter 5 – Project Scope Management ? Tools amp。 defines what task is/is not ? Meetings ? Most are inefficient。 Techniques ? All Changes must be evaluated before a decision can be reached ? Change Control System – collection of formal procedures, paperwork, tracking systems, approval levels ? Change Control Board – decision making authority ? Configuration Management – documented procedure to apply technical and administrative direction ? ID and document functional and physical characteristics ? Control changes to these characteristics ? Record and report change and implementation status ? Audit items and system to verify requireme