Detailed Project Scope Management Plan - Green House Constructing

This project scope management plan outlines the approach, roles, responsibilities, and processes used by Green House Constructing Company. It details the scope definition, project scope statement, work breakdown structure (WBS), scope verification, scope control, and scope change procedures. The plan emphasizes customer requirements, adherence to Australian standards, and the importance of stakeholder involvement in managing project scope. It covers aspects such as budget planning, quality checks, monitoring building conditions, and ensuring alignment with customer expectations. The document also includes references to relevant project management literature, providing a comprehensive overview of the company's scope management practices. Desklib provides access to similar project plans and solved assignments for students.

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Management project scope
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Summary
The Greenhouse constructing company has built various houses and apartments. This
projects specifically documents concrete the scope management approach, some of the roles and
responsibilities as they pertain to the scope, project definition, forms of verification and control
measures, scope change control and the entire projects’ work breakdown structure (Meredith &
Mantel, 2011).
Introduction
The Green House Company was established in the year 1998 by Jay and Dash who were
the co-founders of the company (Bryde, Broquetas, Volm, 2013). The company started from
building and constructing various types of bathrooms and after about a decade the company grew
and various branches were established in the suburbs. Currently, the company fully established
in Melbourne.
The primary objective of Green House Constructing Company is to construct not only houses but
homes for their esteemed customers. It focuses more on residential houses especially in towns
and cities. The company gets some of the requirements of their customers and what the
customers need the house to be then their task is just to participate in the actual constructions.
This is done by putting into consideration some aspects such as the budget that the customers
have regarding their house (Marchewka, 2014).
Scope Management Approach
At Green House Constructing Company, the project director is tasked with the
responsibility of managing the scope of the Company (Wysocki, 2011). Here the Scope

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statement and the work breakdown structure (WBS) fully define the scope of the project. Three
main stakeholders; Director, Sponsor and Management staff undertakes the various tasks such as
preparation and approval of documents that measure the projects scope which consists of actual
work performance and delivering quality checklists.
Moreover, these three major stakeholders also have the task of initiating the required
proposed scope changes after which a request is submitted so as to obtain an estimate with regard
to the cost and schedule (Verzuh, 2015).The requested changes are the evaluated by project
director so as to decide whether or not to enact them. Once the changes have been approved by
the director an action is taken so as to enact them or to dismiss them. In the case where the
changes have been approved, then they are sent to the change control board and the project
sponsor for acceptance and necessary changes made such as updating all documentation and
communicate the changes to various management staff.
Roles and responsibilities
Here the project director as well as the project team plays a key role in managing the
entire scope of the housing project. For instance, the project director, various managers and
constructing supervisors are required to be fully aware of their various responsibilities so as to
ensure that the tasks performed in general by the company is of the right quality and in
accordance to customer requirements (Kerzner & Kerzner, 2017). The table below outlines some
of the role and various responsibilities for the scope of management Green House Constructing
Company;
Role Description

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Project owners Is the major stakeholder and does the work of
planning for the main budget of various
activities in the company
Project Director Head of the entire management team. Does
qualitative checks for various housing plans,
maintains work plan, safeguards various
constructions equipments.
Management staff Monitors various building conditions and gives
advice to employees regarding certain errors
done in the construction process.
Employees Consists of various team members that would
be analyzing, designing and replacing the
house accordingly.
Scope definition
The scope of Green House Constructing Company is based on various aspects such as
customer requirements and various geographical characteristics of the land in accordance with
Australian standards. Here customer preferences are taken into many considerations because the
houses must be constructed as per what the customers desires (Rosenau & Githens, 2011).

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Project scope statement
The company’s scope report entails an explicit explanation of the projects, deliverables,
constraints, exclusion, assumptions as well as acceptance criteria. It also includes the design
panning and scheduled employees’ work (Kerzner, 2017).The company also focuses of the
durability of the house.
Scope verification
As Green House Constructing Company progresses, the constructing team will building
project deliverables in contradiction of the original scope as defined in the scope statement, WBS
and WBS Dictionary (Fageha & Aibinu, 2013). Immediately the project director does some
verification on the suppliers as defined in the project plan the company sponsors and owners
agree to do a formal acceptance in regard to the impending deliverable.
Milestone In Scope Out
Scope
Date Deliverable

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Scope control
The company owners and founders with the management team work to work hand in
hand so as to maintain and commit to the scope of the company.
Scope Change
The owner of the company has the power to change the scope of the company. A project
team member may also request changes to the plan scope (Abdelgawad & Fayek, 2010). All
these requests are sent to the project owner who then decided what changes to incorporate but
under consultation with the control board.

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References
Bryde, D., Broquetas, M., & Volm, J. M. (2013). The project benefits of building information
modelling (BIM). International journal of project management, 31(7), 971-980.
Fageha, M. K., & Aibinu, A. A. (2013). Managing project scope definition to improve
stakeholders’ participation and enhance project outcome. Procedia-Social and
Behavioral Sciences, 74, 154-164.
Kerzner, H. (2017). Project management metrics, KPIs, and dashboards: a guide to measuring
and monitoring project performance. John Wiley & Sons.
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
Marchewka, J. T. (2014). Information technology project management. John Wiley & Sons.
Meredith, J. R., & Mantel Jr, S. J. (2011). Project management: a managerial approach. John
Wiley & Sons.
Rosenau, M. D., & Githens, G. D. (2011). Successful project management: a step-by-step
approach with practical examples. John Wiley & Sons.
Verzuh, E. (2015). The fast forward MBA in project management. John Wiley & Sons.
Wysocki, R. K. (2011). Effective project management: traditional, agile, extreme. John Wiley &
Sons.

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Abdelgawad, M., & Fayek, A. R. (2010). Risk management in the construction industry using
combined fuzzy FMEA and fuzzy AHP. Journal of Construction Engineering and
Management, 136(9), 1028-1036.