Project scope statement

Revision as of 17:23, 24 February 2018

Abstract

Defining a project scope statement is an essential part of any project. It is an output of the define scope process and used to identify the main deliverables of a project along with the key milestones, the boundaries, assumptions, and constraints. This statement documents also the responsibilities of each member of the project team and procedures for verifications and approves of completed work. Both the project team and all of the stakeholders have to agree with all of the terms suggested in the scope statement before the actual project work begins ^[1]. Even though the project scope statement is supposed to head the project in the right direction the situation can change as the project progresses. The changed situation has to be assessed on all aspects of the project and necessary changes have to be proposed to the project scope statement. The scope statement needs to be adjusted if the changes are approved ^[2]. A well-written scope statement is an important part to achieve a successful project and the six main aspects which a good statement should include are a product scope description, acceptance criteria, deliverables, project exclusion, constraints, and assumptions. These aspects will be discussed in more details in the following article, along with general guidelines of how to write a project statement, a concept called scope creep and at last, the limitations and advantaged of writing a project scope statement will be discussed ^[3].

Introduction

Project Scope Management

Figure 1: Project scope management processes and their tasks, with guidance from the PMBOK® Guide

As outlined in the abstract, the project scope statement is an output of the defined scope process, which is a part of the project scope management process. The project scope management process refers to the set of processes required to ensure that a project includes all the necessary work, and just the amount of work necessary, to successfully complete a project. It is primarily concerned with defining and controlling what is or what is not a part of the project. Therefore the project scope can be defined as the work that must be done to deliver a product with the specified features and functions, according to the PMBOK® Guide ^[4]. In Figure 1 the six major processes of the project scope management can be seen and their tasks description.

Each of these six processes interacts with each other and each process usually affects the next process which comes after the other. The first process in the project scope management is the planned scope management process. This process formally authorizes a new project and creates the scope management plan that records how the scope of the project will be managed. The planned scope management process influences the defined scope process, which develops the project scope statement, by linking the output of it to the input of the define scope process. Between these processes is an important process which is referred to as collecting requirements process. This prosses determines, documents and manages the project requirements that reflect on stakeholders needs to meet project objectives. These requirements selected to be part of the scope baseline are generally decided by the project governance, the project sponsor, the project management team, the project's customer and inputs from different stakeholders, who are considered to be important.

The identification process of who the project stakeholders are is an important early step in the scope planning. Project stakeholder can consist of persons or organizations that are actively involved in the project or if their interests may be affected by the project. These stakeholders can be, for instance, sponsors, customers, suppliers, and shareholders. ^[5] It is important for the project manager of a project to set proper expectations with their stakeholders at the beginning, to ensure that no misunderstandings can appear later on. These expectations can be about how the requirements or the scope of the project is managed, controlled and verified and these expectations are one of the elements in the project scope statement that needs to be well defined. The documentation of the requirements will be discussed further in the next section of the define scope process where it is an input and an essential element of the involvement of establishing the project scope statement.

Define Scope

The define scope process is the third process of the project scope management and it consists of developing a detailed description of the project. The main benefits of establishing the detailed description are that it provides a basis for making future project decisions and develops and confirms a common understanding of the project scope among the stakeholders. In addition to containing an accurate description of the project, it also includes which of the requirements from the requirement document, developed in the collect requirement process, are selected to be the final requirements of the project scope. To select and decide what is suppose to be part of the project description or the project scope statement, are different management tools and techniques applied. These tools and techniques are differently balanced since each project is unique and the scope of a project can be differently planned. By applying these tools and techniques the project team and the stakeholders also gain a better understanding of the project. In the define scope process, the initial inputs are the scope management plan, the project charter, the requirements documentation and the organizational process assets. The tools and techniques which are applied to the process are the expert judgment, product analysis, alternatives generation and the facilitated workshops. These inputs, tool, and techniques are illustrated in the process flow of the define scope process in Figure 2 and defined here below in a detailed explanation of each aspect, along with the outputs of the process, the project scope statement and the project documents updates. The project scope statement will then be further clarified in the next section where the characteristics of what is needed to be included in a well-written project scope statement are discussed.

Figure 2: Inputs, tools and techniques, and outputs of the define scope process, with guidance from the PMBOK® Guide

Inputs to the define scope process, as they appear in the PMBOK® Guide, are the following aspects:

1. Scope management plan - Establishes the activities for defining, developing, monitoring, controlling and verifying the scope of the project. These activities include, for example, preparing an accurate project scope statement, organize how the work brake structure (WBS) will be created and then accepted, and controlling how the change requests to the project scope statement will be managed.
2. Project charter - Provides formal authorization of the project, describes the characteristics of the project and outlines the project objectives. It is a framework for the project and connects the project manager, the project team and the key stakeholders together at the beginning.
3. Requirements documentation - This document provides all of the requirements needed to produce the final result in the project and is used to select the main requirements that will be included in the project scope statement. These requirements need to be measurable, traceable, consistent and acceptable to the stakeholders.
4. Organizational process assets - They can have a big impact when the scope is defined and are divided into two categories. The first category is the process and procedures for conducting work, which includes policies, procedures, a standard template for the project scope statement and general guidelines. The second category is the corporate knowledge base for storing and retrieving information, which includes risk register, lesson learned, stakeholder register, past project files and historical information.

Tools and techniques applied in the define scope process, as they appear in the PMBOK® Guide, are the following aspects:

1. Expert judgment - The expert judgment is a technique in which judgment is made based on a certain set of criteria and expertise that has been acquired in a certain knowledge part or product part. This expertise can be provided by any person or group with specialized knowledge, skill or education ^[6].
2. Product analysis - Product analysis involves in examining some of the product features and includes techniques such as product breakdown, analysis systems engineering, value engineering, value analysis, function analysis and quality function deployment.
3. Alternatives generation - The alternative identification technique is an evaluation of different choices available to achieve a particular project management objective, they are general management techniques, for example, brainstorming and Delphi technique.
4. Facilitated workshops -

The following aspects included in the output of the define scope process, as they appear in the PMBOK® Guide, are: Outputs from the define scope process, as they appear in the PMBOK® Guide, are the following aspects:

1. Project scope statement -
2. Project documents updates -

Practical Guidelines

Practical guidelines of how to write a project scope statement and the four main aspects of the project scope statement will be discussed in more details.

it is an important practice for planning and delivering projects successfully. 

• Project justification
• Project product
• Project deliverables
• Project objectives

Scope Creep

Discussion about what scope creep is and how it is connected to the project scope statement.

Limitations

There are few main limitations of the project scope statement and they will be discussed in this section, both strength and weakness.

Reference

1. ↑ Project management skills. (et. al). Retrieved 10. February 2018 from https://www.project-management-skills.com/project-scope-statement.html
2. ↑ Project management skills. (et. al). Retrieved 9. February 2018 from http://searchcio.techtarget.com/definition/project-scope
3. ↑ Page 56, 1996 ed. PMBOK® Guide
4. ↑ Page 51, 1996 ed. PMBOK® Guide
5. ↑ Page 6 - 7, 2013 ed. ISO 21500 Guidance on project management
6. ↑ Expert judgment. (et. al). Retrieved 16. February 2018 from https://www.projectmanagement.com/wikis/344587/Expert-judgment

Bibliography

William R. Duncan (2000), pages 51 - 57: A Guide to The Project Management Body of Knowledge: This guide provides deeper insight into the topic of Project scope statement to give further input into the process of scope statement.