I am now starting a series of posts on the 5th chapter of the PMBOK® Guide, which covers the first of the individual knowledge areas besides Integration which can be seen as tying all of the other knowledge areas together.
Scope Management is the first individual knowledge area perhaps because its management is perhaps the most crucial to the success of a project. Scope creep, or the inability to manage the scope, is one of the most common reasons for a project to get out of hand and not meet the other constraints of being completed on time and within the budget.
1. Product vs. Project Scope
To start the discussion of this chapter, let me begin with a discussion of the distinction between the scope of the product and the scope of the project.
|
Scope |
Definition |
Scope Contained in… |
| Product | Features and functions that characterize a product, service, or result | Product requirements |
| Project | The work performed to deliver a product, service, or result with the specified features and functions. | Project management plan |
2. The Scope Baseline
The scope baseline, against which the performance of the project is measured, consists of three elements.
- Project scope statement
- Work Breakdown Structure
- WBS Dictionary
The processes that create the scope baseline are found in the planning process group. The processes that can potentially change the scope baseline are found in the monitoring and controlling process group. The next post will outline these two sets of processes.
Filed under: Uncategorized |
4squareviews 
Leave a comment