Lectura

Project Scope Management Derived from the Greek term “skopos” and the Italian term “scopo” meaning “target or aim” “scope” has been used in the nautical sense to denote the “length of cable or hawser on which a ship rides” indicating the boundary point wherein a ship may venture freely while moored or anchored (Webster’s Third International Dictionary). Scope specifies and describes theboundaries wherein resources may be used within a project, the aim of which is to produce a result or results. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Third Edition defines Project Scope as "The work that must be performed to deliver a product, service, or result with the specified features and functions" (PMI 2004). The overall process has been described as the “summation ofall deliverables required as part of the project” (Kerzner 2006). “Defining and managing the project scope influences the project’s overall success” (PMI 2004). Effective scope management is considered essential to project success (Dekkers and Forselius 2007, Frohnhoefer 2003, Peters and Homer, 1997).
Project Scope Management is a set of processes. A process is a “set of interrelated actions andactivities performed to achieve a specified set of products, results, or services” (PMI 2004). Five processes are included in Project Scope Management:
Scope Planning is the first part of the overall project management plan processes, and is used in developing the project scope management plan. It can be broadly defined, or very detailed in accordance with project necessity (Dinsmore andCabanis-Brewin 2006). It describes the what, where, and how of the deliverable(s) and should be written keeping the customer or user as audience in mind, clearly delineating the point where the project begins and ends (Martin 2005, Martin and Tate 2000). Environmental and organizational factors are taken into account, as well as stakeholder input (Sutterfield, Friday- Stroud and Shivers-Blackwell 2006).Utilizing expert opinion, options identification, plus product and stakeholder analysis, a document is derived, showing how scope will be defined, verified, and controlled (Thatcher and Sarvis 1990).
Scope Definition creates a project scope statement "to gain an appropriate consent among all the stakeholders taking charge of the scope definition of the project", to confirm complementaryobjectives (Sanz Perez and Bucero Torres 2004). Decisions made at this time impact success at each successive project stage (Smith 1990). A clear statement of the intended product or service that is included within the project and expected by the stakeholders helps belay delays by establishing a set of clear goals and objectives, serving as a sort of project map to keep the project on track (Heldman, Bacaand Jansen 2005, Lo Valvo 2004, Monaghan 1990). The definition process produces a formal declaration of the boundaries of the project, what it is and is not; what is included and what is excluded (Peters and Homer 1997). Statements about what is NOT included within the scope sometimes are needed as part of the assumptions to avoid misinterpretation of the scope (O’Connor 2001). This document can“later be used to control and manage scope at both the project and subproject levels” (Thompson 1996), and as a stakeholder communication tool (Burek 2006). The definition process feeds back into the scope management plan and also sets the stage for the creation of the work breakdown structure (WBS) (Hamburger 1996, Woolshlager 1986).
A Work Breakdown Structure (WBS) creates a hierarchicalbreakdown of activities and end products (deliverables), thereby defining and organizing the project work that is to be completed (Richman 2006). It decomposes, or breaks down tasks into smaller components for ease of execution. Lowest level components are work packages, wherein work effort can be managed and estimated reliably. A well-formed WBS can serve as a “foundational agreement” between all...