Manage Project Scope - Desklib

Running head: MANAGE PROJECT SCOPE
Manage Project Scope
Name of the Student
Name of the University
Author Note

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MANAGE PROJECT SCOPE
Table of Contents
Knowledge Assessment.......................................................................................................3
Task 1: Project Scope Management....................................................................................6
Introduction......................................................................................................................6
1. Project Authorization Procedure..................................................................................6
2. Define Project Scope...................................................................................................7
2.1. Project Scope Statement.......................................................................................8
3. Project Scope Management Plan...............................................................................14
3.1. Roles and Responsibilities..................................................................................15
3.2. Major Milestones................................................................................................15
3.3. How is scope defined and Documented..............................................................16
3.4. Scope change control Process.............................................................................16
3.5. Scope Validation.................................................................................................17
3.6. Scope Acceptance...............................................................................................17
3.7. Scope Performance Measurement......................................................................18
4. Manage Project Scope Control Processes..................................................................18
4.1. Factors that could trigger requests for scope change in Project.........................18
4.2. Change Request..................................................................................................18
4.3. Change Control Procedure..................................................................................21
4.4. Update and Communication of new baselines....................................................21

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4.5. Example of Scope Creep....................................................................................22
Bibliography......................................................................................................................23

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Knowledge Assessment
1. (c). WBS & WBS Dictionary
2. (d). Project Management Plan
3.(d). Validate Scope
4. (a). Create WBS
5. (d). Control Scope
6. (c). Create WBS
7. (b). Obtaining stakeholder's formal acceptance of the project deliverables
8. (b). Can be scheduled
9. (b). Collect Requirements
10. (a). Project Management Plan
11. (c). should be managed and controlled from the project concept through closing
12. (b). The Sponsors
13. (a). Clearly defined acceptance criteria
14. (a). Solution Requirements
15. (a). Project Scope Management
16. (c). b-a-c-d

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17. An issue is an important topic or problem that can be further discussed or managed.
An issue in project management can arise as a result of risks and problems in project
management. Furthermore, problems associated with staffs, suppliers and material shortages can
have a negative impact on the project giving rise to issues. However, there are a significant
differences between and issues and a risk in project management. An issue is raised when
problems have already occurred in the project while the risk in a project can be described as a
potential issue that may happen or may not happen in the project. Thus, the issues in a project is
needed to be resolved immediately while for addressing the risks in a project can follow a
planned approach, starting with identification of the risks. Issues in a project are mainly resolved
by following a issue management process. Resolving an issue is important in order to eliminate
the chances of having an undesirable impact.
18. A deliverable in project management can be described as a product or service that is
delivered to the client. A deliverable is delivered to a client in a scheduled time that satisfies the
set milestone associated with the project. A deliverable of the project can include a software
product, design document, project plan, training program and other activities associated with the
project. A deliverable in a project can be described as either tangible or intangible assets of the
project. The most important deliverable of a project is considered to be a key deliverable. A
single deliverable of a project can contain multiple smaller tasks. Completion of each of the
deliverables of a project will ensure successful completion of the project. In large projects, a
deliverable of a project might depend on completion of another deliverable which is needed to be
completed first. This type of project involves multiple milestones.
19. (b). Confirm that all the stakeholders have had input to the scope of work

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20. Scope Creep in project management can refer to certain uncontrolled changes in
project scope after the beginning of the project. Scope creep in a project can occur when the
scope of the project is not properly defined, documented or controlled. When a scope creep
occurs in a project, certain issues are faced in management of time, costs and resources. Thus
management of scope creep in a project is important. Thus a scope creep can happen only when
the project is not properly defined in the initiation phase. Improper scope identification is another
reason behind the occurrence of scope creep in the project. Another reason behind the occurrence
of scope creep is lack of project supervision and continuous change in scope of the project. In
order to manage the scope creep, it is essential to correctly understand the client’s vision and
needs. However, a scope creep might also occur if the client changes the requirements of the
project after the initiation of the project.