Project Scope Management

The following table includes topics dealing with some of the most important areas of project management, requirements definition and scope control, as well as the time-honored work breakdown structure.

Minor investment, requirements are well understood and reasonably stable; familiar internal customer.
Moderate investment, requirements not obvious; potential for misunderstandings; familiar customer.
Significant investment, significant requirements; probable changes; significant technical unknowns.
Major investment, extensive requirements; volatile environment; substantial visibility and technical risks.
Requirements Definition
Document the requirements definition; obtain approval from key stakeholders; place requirements document under version identification and change control.
Document business case and detailed performance based requirements specifications; use modular structure for documenting functions, performance and features.
Review detailed requirements definition with customer and sponsor; employ walk-thrus, simulations, prototypes, demonstrations, mock-ups or draft user documentation.
Conduct a rigorous, extensive requirements definition and review process; map requirements to design and test documents; conduct independent peer reviews and formal customer approval.
Work Breakdown Structure
Prepare WBS to level 3 to ensure comprehensive indentification of tasks and outputs; firm-up WBS structure early.
Use WBS to prepare responsibility matrix, cost estimates, and schedules; publish WBS as a project baseline document.
Prepare WBS dictionary to level 3; use WBS structure to aggregate cost data.
Use product-oriented WBS to organize requirements, schedules, budgets, testing, and deliverables; map WBS to organizational breakdown structure.
Product Baseline Control
Use requirements document to establish baseline stability; have PM approves major changes; establish version control as product design matures.
Place requirements document under formal control; require change request approval by PM; report metrics to track scope changes.
Establish configuration identification, status accounting, control process (with ECNs and CCB chaired by PM), and configuration audits; staff a formal CM function.
Establish baseline for requirements, functional and allocated specs, and product design; evaluate ECP impact and require functional approvals prior to CCB; manage the pace of changes.
Project Baseline Control
Maintain historical track of cost and schedule estimate revisions; report baseline and latest revised estimates against actuals.
Identify cost and schedule baselines; report metrics to show changes against milestone estimates.
Establish cost and schedule baselines and maintain disciplined controls; report all baseline replans or changes; define tasks in discrete work packages.
Establish firm cost and schedule baseline between major milestones; require sponsor signature for baseline replans; use work package approval and authorization process.
Version 1.2
© Copyright 1997, James R. Chapman

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