.3 Project Scope Management Plan
Described in Section 5.1.3.1.
.4 Deliverables
The deliverables are those that have been fully or partially completed, and are an output of the Direct and Manage Project Execution process Section 4.4.
5.4.2 Scope Verification: Tools and Techniques
5
.1 Inspection
Inspection includes activities such as measuring, examining, and verifying to determine whether work and deliverables meet requirements and product
acceptance criteria. Inspections are variously called reviews, product reviews, audits, and walkthroughs. In some application areas, these different terms have
narrow and specific meanings.
5.4.3 Scope Verification:
Outputs
.1 Accepted
Deliverables
The Scope Verification process documents those completed deliverables that have been accepted. Those completed deliverables that have not been accepted are
documented, along with the reasons for non-acceptance. Scope verification includes supporting documentation received from the customer or sponsor and
acknowledging stakeholder acceptance of the project’s deliverables.
.2 Requested
Changes
Requested changes may be generated from the Scope Verification process, and are processed for review and disposition through the Integrated Change Control
process.
.3 Recommended Corrective Actions
Described in Section 4.5.3.1.
5.5 Scope Control
Project scope control is concerned with influencing the factors that create project scope changes and controlling the impact of those changes. Scope control assures
all requested changes and recommended corrective actions are processed through the project Integrated Change Control process. Project scope control is also used to
manage the actual changes when they occur and is integrated with the other control processes. Uncontrolled changes are often referred to as project scope creep.
Change is inevitable, thereby mandating some type of change control process.
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Figure 5-10. Scope Control: Inputs, Tools Techniques, and Outputs
5.5.1 Scope Control: Inputs
.1 Project Scope Statement
The project scope statement, along with its associated WBS and WBS dictionary Section 5.3, defines the project’s scope baseline and product scope.
.2 Work Breakdown Structure
Described in Section 5.3.3.2.
.3 WBS
Dictionary
Described in Section 5.3.3.3.
.4 Project Scope Management Plan
Described in Section 5.1.3.1.
.5 Performance
Reports
Performance reports provide information on project work performance, such as interim deliverables that have been completed.
.6 Approved Change Requests
An approved change request Section 4.4.1.4 impacting project scope is any modification to the agreed-upon project scope baseline, as defined by the approved
project scope statement, WBS, and WBS dictionary.
.7 Work Performance Information
Described in Section 4.4.3.7.
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5.5.2 Scope Control: Tools and Techniques
.1 Change Control System
A project scope change control system, documented in the project scope management plan, defines the procedures by which the project scope and product
scope can be changed. The system includes the documentation, tracking systems, and approval levels necessary for authorizing changes. The scope change control
system is integrated with any overall project management information system Section 4.6.2.2 to control project scope. When the project is managed under a
contract, the change control system also complies with all relevant contractual provisions.
5
.2 Variance
Analysis
Project performance measurements are used to assess the magnitude of variation. Important aspects of project scope control include determining the cause of
variance relative to the scope baseline Section 5.3.3.4 and deciding whether corrective action is required.
.3 Replanning
Approved change requests affecting the project scope can require modifications to the WBS and WBS dictionary, the project scope statement, and the project scope
management plan. These approved change requests can cause updates to components of the project management plan.
.4 Configuration Management System
A formal configuration management system Section 4.3.2.2 provides procedures for the status of the deliverables, and assures that requested changes to the project
scope and product scope are thoroughly considered and documented before being processed through the Integrated Change Control process.
5.5.3 Scope Control: Outputs
.1 Project Scope Statement Updates
If the approved change requests have an effect upon the project scope, then the project scope statement is revised and reissued to reflect the approved changes. The
updated project scope statement becomes the new project scope baseline for future changes.
.2 Work Breakdown Structure Updates
If the approved change requests have an effect upon the project scope, then the WBS is revised and reissued to reflect the approved changes.
.3 WBS
Dictionary Updates
If the approved change requests have an effect upon the project scope, then the WBS dictionary is revised and reissued to reflect the approved changes.
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.4 Scope Baseline Updates
Described in Section 5.3.3.4.
.5 Requested
Changes
The results of project scope control can generate requested changes, which are processed for review and disposition according to the project Integrated Change
Control process.
.6 Recommended Corrective Action
A recommended corrective action is any step recommended to bring expected future project performance in line with the project management plan and project
scope statement.
.7 Organizational Process Assets Updates
The causes of variances, the reasoning behind the corrective action chosen, and other types of lessons learned from project scope change control are documented
and updated in the historical database of the organizational process assets.
.8 Project Management Plan Updates
If the approved change requests have an effect on the project scope, then the corresponding component documents and cost baseline, and schedule baselines of
the project management plan, are revised and reissued to reflect the approved changes.
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HAPTER
6
Project Time Management
6
Project Time Management includes the processes required to accomplish timely completion of the project. Figure 6-1 provides an overview of the Project Time
Management processes and Figure 6-2 provides a process flow diagram of those processes and their inputs, outputs, and other related Knowledge Area processes.
The Project Time Management processes include the following:
6.1 Activity Definition – identifying the specific schedule activities that need to
be performed to produce the various project deliverables.
6.2 Activity Sequencing – identifying and documenting dependencies among schedule activities.
6.3 Activity Resource Estimating – estimating the type and quantities of resources required to perform each schedule activity.
6.4 Activity Duration Estimating – estimating the number of work periods that
will be needed to complete individual schedule activities.
6.5 Schedule Development – analyzing activity sequences, durations, resource
requirements, and schedule constraints to create the project schedule.
6.6 Schedule Control
– controlling changes to the project schedule. These processes interact with each other and with processes in the other
Knowledge Areas as well. Each process can involve effort from one or more persons or groups of persons, based on the needs of the project. Each process
occurs at least once in every project and occurs in one or more project phases, if the project is divided into phases. Although the processes are presented here as discrete
components with well-defined interfaces, in practice they can overlap and interact in ways not detailed here. Process interactions are discussed in detail in Chapter 3.
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