The PMBOK Guided fines five projectprocesses that support the knowledge area called project scope management. Collect requirements

It defines and documents the customer, sponsor, or other stakeholders’ needs and expectations. This can be a large, formal document, depending on the size and complexity of the project.

Define Scope

Theprocesses are used to develop a detailed description of the project and the product, service, or information system the project team will design, build, or implement. Scope definition defines what is and is not included in the project work. This sets the work boundary for the project and identifies the project deliverables (as defined in the IT Project Methodology) and the product deliverables (the features and functionality of the IT solution).(For Project deliverable and product deliverable refer Q4)

Create work breakdown structure (WBS)

Itprovides a hierarchical decomposition of all of the project’s scope or deliverables. In this chapter, we will introduce the WBS. A more thorough discussion of the WBS will be covered in the next chapter. Accurate definition of these deliverables is critical for the next step when we plan and estimate the project’s schedule and budget. (For Work breakdown structure refer Q1)

Project scope verification

Itis the scope management process that provides a mechanism for ensuring that the project deliverables are completed according to the standards described in the DDT. Theverify scope process confirms that thescope iscomplete and accurate. The project team andsponsormust agree to all of the project deliverables. This not only sets expectations, but also focuses the project team on what needs to get done and what is outside the scope of the project. The project’s scope should be considered complete ifit supports the project’s MOV.

Time and resources will be wasted needlessly if the scope of the project is never definedaccurately or agreed upon. However, changes to the scope may be inevitable as new information becomes available or if the needs of the organization change.

The checklist has been adapted to include the MOV concept. MOV—Is the project’s MOV clearly defined and agreed upon? Failure to define and agree upon the MOV could result in scope changes later in the project, which can lead to added work impacting the project’s schedule and budget. Deliverables—Are the deliverables tangible and verifiable? Do they support the project’s MOV? Quality standards—Are controls in place to ensure that the work was not only completed, but completed to meet specific standards?

Milestones—Are milestones defined for each deliverable? Milestones are significant events that mark the acceptance of a deliverable and give the project manager and team the approval to begin working on the next deliverable. Review and acceptance—Are both sides clear in their expectations? The project’s scope must be reviewed and accepted by the project stakeholders. The project team must be clear on what it must deliver. In both cases,expectationsmust be realistic and agreed upon.

Scope change control is concerned with managing actual changes to the project’s scope as and when they occur, to ensure that any changes to the project’s scope will be beneficial. Therefore, a process called control scope is needed to handle these changes so that if a scope change is appropriate, the change can be approved in order to amend the project’s schedule and budget accordingly. (For detailed refer Q3) Together, the processes and techniques for defining and managing scope make up the scope management plan.