A Guide to Project Management

Tools and techniques used to manage product scope

Info iconThis preview shows page 1. Sign up to view the full content.

View Full Document Right Arrow Icon
This is the end of the preview. Sign up to access the rest of the document.

Unformatted text preview: tion methods--mathematical models using linear, nonlinear, dynamic, integer, and multi-objective programming algorithms. These methods are often referred to as decision models. Decision models include generalized techniques (Decision Trees, Forced Choice, and others), as well as specialized ones (Analytic Hierarchy Process, Logical Framework Analysis, and others). Applying complex project selection criteria in a sophisticated model is often treated as a separate project phase. .2 Expert judgment. Expert judgment will often be required to assess the inputs to this process. Such expertise may be provided by any group or individual with specialized knowledge or training, and is available from many sources, including: Other units within the performing organization. Consultants. Stakeholders, including customers. Professional and technical associations. Industry groups. 5.1.3 Outputs from Initiation .1 Project charter. A project charter is a document that formally authorizes a project. It should include, either directly or by reference to other documents: The business need that the project was undertaken to address. The product description (described in Section 5.1.1.1). The project charter should be issued by a manager external to the project, and at a level appropriate to the needs of the project. It provides the project manager with the authority to apply organizational resources to project activities. 54 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 When a project is performed under contract, the signed contract will generally serve as the project charter for the seller. .2 Project manager identified/assigned. In general, the project manager should be identified and assigned as early in the project as is feasible. The project manager should always be assigned prior to the start of project plan execution (described in Section 4.2) and preferably before much project planning has been done (the project planning processes are described in Section 3.3.2). .3 Constraints. Constraints are factors that will limit the project management team's options. For example, a predefined budget is a constraint that is highly likely to limit the team's options regarding scope, staffing, and schedule. When a project is performed under contract, contractual provisions will generally be constraints. Another example is a requirement that the product of the project be socially, economically, and environmentally sustainable, which will also have an effect on the project's scope, staffing, and schedule. .4 Assumptions. See Section 4.1.1.5. A Guide to the A Guide to the 5.2 SCOPE PLANNING Scope planning is the process of progressively elaborating and documenting the project work (project scope) that produces the product of the project. Project scope planning s...
View Full Document

Ask a homework question - tutors are online