项目管理第五章 (作者为Jack T. Marchewka版教材)

STEP 6:CONTROL SCOPE
it is about understanding and managing the triple constraint. The most important benefit of scope change control procedures is that they keep the project manager in control of the project. Scope change control procedures
work breakdown structure (WBS):How the work or scope is to be accomplished entails the use of a project management tool . A bridge, between the project’s scope and the detailed project plan that will be created using a project management software package.
cruxes or proof of concepts. Milestones can also provide a mechanism for quality
control
DEVELOPING THE WBS
PRODUCT-ORIENTED SCOPE
focuses on identifying the features and functionality of the product or system to be developed.
Tools : use case diagram
PROCESS STEP 5:VALIDATE SCOPE
Deliverables can include such things as presentations or reports, plans, prototypes, and the final application system.
TWO SECTION FOR WBS: DELIVERABLES AND MILESTONES
STEP 3:DIFINE SCOPE
Step1:THE SCOPE STATEMENT Another way to define the scope boundary is to create a
more detailed scope statement that documents the project sponsor’s needs and expectations. Step2:Deliverable
In short, the WBS provides an outline for all of the work the project team will perform.
TWO SECTION FOR WBS: WORK PACKAGES
WBS decomposes, or subdivides, the project into smaller components and more manageable units of work called work packages
Why:to define the activities or tasks the project team must undertake to fulfill the scope deliverable requirements.
Tools :work breakdown structure (WBS)
Tool:PMBOK Guide® provides a valuable set of processes to manage project scope.(next picture)
SCOPE MANAGEMENT PROCESS
PROCESS STEP 3:DIFINE SCOPE
THE SCOPE BOUNDARY to establishing what is, and what is not, part of the
CHARPTER 5
Project Planning: Scope and the Work Breakdown Structure
OBJECTIVE
1. Understand and describe the relationship among scope, schedule, and budget
3. DEFINING AND MANAGING PROJECT SCOPE
A project’s scope defines all the work, activities, and deliverables that the project team must provide in order for the project to achieve its MOV.
methods.
1.INTRODUCTION
scope: is used to define the work boundaries and deliverables of the project so what needs to get done, gets done—and only what needs to get done, gets done.
Functions: developing the project plan and links the project’s scope to the schedule and budget.
The total scope of the project is divided and subdivided into specific deliverables that can be more easily managed. This includes both product- and projectoriented deliverables.
Through work packages, the project is then decomposed into phases, with each phase having one or more deliverable as defined in the deliverable structure chart (DSC).
project work to be completed by the project team. THE STATEMENT OF WORK (SOW)
a narrative（叙述的） description of the product, service, or system. For internal projects, the SOW should tie together the business need with the specific requirements or expectation of the project.
Advantage of milestone: milestones can keep the project team focused. if milestones are realistic, they can motivate a project
team if their attainment is viewed as a success. Milestones also reduce the risk associated with a project Milestones can also be used to reduce risk by acting as
2.Understand the processes and apply several tools for defining and managing the scope of a project.
3.Develop a work breakdown structure (WBS). 4.Differentiate between a deliverable and a milestone. 5.Describe and apply several project estimation
PROCEDURE
Scope
WBS
Determie the activity
estimation
determine
schedule and budget
2.THE TRIPLE CONSTRAINT
The triple constraint should serve as a conceptual reminder whenever making a decision that affects the project’s MOV, scope, schedule, or budget.
TWO SECTION FOR WBS: DELIVERABLES AND MILESTONES
Differences: A milestone is a significant event or achievement that
provides evidence that a deliverable has been completed or that a phase is formally over.
Once the project’s scope has been defined, it must be verified, validated, and formally accepted by the project sponsor and other appropriate stakeholders. This process should include: Verification of the MOV Documentation of all deliverables Specification of quality standards Identification of milestones Review and acceptance
PROJECT-ORIENTED SCOPE
support the project management processes that are defined by the project life cycle (PLC) and the chosen project methodology.
Tools: deliverable structure chart (DSC).
a tangible and verifiablewenku.baidu.comwork product. project-oriented deliverables and product-oriented deliverables. (This separation gives the team a clearer definition of the work to be accomplished and improves the likelihood of accurately assigning resources and estimating the time and cost of completing the work. )
A scope change procedure should be in place before the actual work on the project commences.
special form (next picture)
3. THE WORK BREAKDOWN STRUCTURE (WBS)