This preview shows page 1. Sign up to view the full content.
Unformatted text preview: ork breakdown structure .2 Scope statement updates ment ment geE L geE PL P 5.4 Scope Verification
.1 Inputs .1 Work results .2 Product documentation .3 Work breakdown structure .4 Scope statement .5 Project plan .2 Tools and Techniques .1 Inspection .3 Outputs .1 Formal acceptance 5.5 Scope Change Control
.1 Inputs .1 Work breakdown structure .2 Performance reports .3 Change requests .4 Scope management plan .2 Tools and Techniques .1 Scope change control system .2 Performance measurement .3 Additional planning .3 Outputs .1 Scope changes .2 Corrective action .3 Lessons learned .4 Adjusted baseline Figure 51. Project Scope Management Overview 52 NAVIGATION LINKS ACROYMNS LIST ACRONYMS LIST ACROYMNS LIST A Guide to the Project Management Body of Knowledge (PMBOK Guide) 2000 Edition 2000 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA Chapter 5--Project Scope Management 5.1 INITIATION
Initiation is the process of formally authorizing a new project or that an existing project should continue into its next phase (see Section 2.1 for a more detailed discussion of project phases). This formal initiation links the project to the ongoing work of the performing organization. In some organizations, a project is not formally initiated until after completion of a needs assessment, a feasibility study, a preliminary plan, or some other equivalent form of analysis that was itself separately initiated. Some types of projects, especially internal service projects and new product development projects, are initiated informally, and some limited amount of work is done to secure the approvals needed for formal initiation. Projects are typically authorized as a result of one or more of the following: A market demand (e.g., a car company authorizes a project to build more fuelefficient cars in response to gasoline shortages). A business need (e.g., a training company authorizes a project to create a new course to increase its revenues). A customer request (e.g., an electric utility authorizes a project to build a new substation to serve a new industrial park). A technological advance (e.g., an electronics firm authorizes a new project to develop a video game player after advances in computer memory). A legal requirement (e.g., a paint manufacturer authorizes a project to establish guidelines for the handling of toxic materials). A social need (e.g., a nongovernmental organization in a developing country authorizes a project to provide potable water systems, latrines, and sanitation education to low-income communities suffering from high rates of cholera). These stimuli may also be called problems, opportunities, or business requirements. The central theme of all these terms is that management generally must make a decision about how to respond. A Guide to the A Guide to the Project Project Management Management Body of Body of KnowledgeE L KnowledgeE PL
Inputs .1 .2 .3 .4 Product description Strategic plan Project selection criteria...
View Full Document