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Unformatted text preview: tarts with the initial inputs of product description, the project charter, and the initial definition of constraints and assumptions. Note that the product description incorporates product requirements that reflect agreed-upon customer needs and the product design that meets the product requirements. The outputs of scope planning are the scope statement and scope management plan, with the supporting detail. The scope statement forms the basis for an agreement between the project and the project customer by identifying both the project objectives and the project deliverables. Project teams develop multiple scope statements that are appropriate for the level of project work decomposition.
.1 .2 .3 .4 Product description Project charter Constraints Assumptions Project Project Management Management Body of Body of KnowledgeE L KnowledgeE PL MP AM SA S
Tools & Techniques
.1 .2 .3 .4 Product analysis Benefit/cost analysis Alternatives identification Expert judgment Outputs
.1 Scope statement .2 Supporting detail .3 Scope management plan 5.2.1 .1 .2 .3 .4 Inputs to Scope Planning Product description. The product description is discussed in Section 126.96.36.199. Project charter. The project charter is described in Section 188.8.131.52. Constraints. Constraints are described in Section 184.108.40.206. Assumptions. Assumptions are described in Section 220.127.116.11. 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 NAVIGATION LINKS ACROYMNS LIST ACRONYMS LIST 55 ACROYMNS LIST Chapter 5--Project Scope Management 5.2.2 Tools and Techniques for Scope Planning .1 Product analysis. Product analysis involves developing a better understanding of the product of the project. It includes techniques such as product breakdown analysis, systems engineering, value engineering, value analysis, function analysis, and quality function deployment. .2 Benefit/cost analysis. Benefit/cost analysis involves estimating tangible and intangible costs (outlays) and benefits (returns) of various project and product alternatives, and then using financial measures, such as return on investment or payback period, to assess the relative desirability of the identified alternatives. .3 Alternatives identification. This is a general term for any technique used to generate different approaches to the project. There is a variety of general management techniques often used here, the most common of which are brainstorming and lateral thinking. .4 Expert judgment. Expert judgment is described in Section 18.104.22.168. 5.2.2 | 22.214.171.124 ment ment geE L geE PL P 5.2.3 Outputs from Scope Planning .1 Scope statement. The scope statement provides a documented basis for making future project decisions and for confirming or developing common understanding of project scope among the stakeholders. As the project progresses, the scope statement may need to be revised or refined to reflect approved changes to t...
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