The AMA Handbook of Project Management

By Paul C. Dinsmore; Jeannette Cabanis-Brewin | Go to book overview
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CHAPTER 8
Project Scope Management in Practice

RENEE MEPYANS-ROBINSON, NASHVILLE STATE COMMUNITY COLLEGE

From company to company, although methodology and life cycle may vary, the most critical success factor in any project is comprehensive scope management. The project team coordinates processes, policies, methodology, and life cycle to ensure that work requirements meet customer expectations. The project definition and scope control must be examined continuously through all phases of the project to minimize risks to the outputs.

The project manager is responsible for initiating the planning of the project. With upper management approval, the team can begin to conduct planning sessions to create a statement of work that outlines the customer requirements. The project manager, with the team’s input, will analyze documentation and discuss the use of system tools, resources, schedules, and budgetary costs to develop the scope management output.

One example of planning for an e-business online education tool involved upper management approval, buy-in from vendors, outsourcing some work elements, sound organization structure, staff support of business activities, change control process, and customer input during the implementation phase of the project.

The scope management plan can be developed as an informal or formal document and have as many details as necessary to effectively describe the nature of the work to be completed. The document will be used to guide the team through all phases of the life cycle. The project manager may decide how the team will define the scope, develop the details of the scope statement, in what format the Work Breakdown

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