SCOPE MANAGEMENT PLAN TEMPLATE

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SCOPE MANAGEMENT PLAN
<PROJECT NAME>
COMPANY NAME
STREET ADDRESS
CITY, STATE ZIP CODE
DATE
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TA%LE O& CONTENTS
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INTROD'CTION
Scope Management is the collection of processes which ensure that the project includes all the
wor8 re9uired to complete it while e:cluding all wor8 which is not necessary to complete it. The
Scope Management Plan details how the project scope will be defined; de<eloped; and <erified.
t clearly defines who is responsible for managing the projects= scope and acts as a guide for
managing and controlling the scope.
Project Scope Management follows a fi<e step process> %ollect "e9uirements; Define Scope;
%reate W-S; 4erify Scope; and %ontrol Scope.
?@ %ollect "e9uirements A this first step is the process by which we define and document the
re9uirements needed to meet all project objecti<es. The foundation of this process is the
project charter and sta8eholder register. .rom these; the team can identify re9uirements;
collecti<ely discuss details associated with meeting each re9uirement; conduct inter<iews
and followBon discussion to clarify the re9uirements; and document the re9uirements in
sufficient detail to measure them once the project begins the e:ecution phase. This
documentation also ser<es as an input to the ne:t step in the process which is to define
scope.
7@ Define Scope A this step is critical to project success as it re9uires the de<elopment of a
detailed projectCproduct description to include deli<erables; assumptions; and constraints
and establishes the framewor8 within which project wor8 must be performed.
&@ %reate W-S A this process brea8s project deli<erables down into progressi<ely smaller
and more manageable components which; at the lowest le<el; are called wor8 pac8ages.
This hierarchical structure allows for more simplicity in scheduling; costing; monitoring;
and controlling the project.
+@ 4erify Scope A this is the process by which the project team recei<es a formalized
acceptance of all deli<erables with the sponsor andCor customer.
/@ %ontrol Scope A this is the process of monitoringCcontrolling the projectCproduct scope as
well as managing any changes in the scope baseline. %hanges may be necessary to the
project scope but it is imperati<e they are controlled and integrated in order to pre<ent
scope creep.
The Scope Management Plan pro<ides the scope framewor8 for this project. This plan
documents the scope management approach> roles and responsibilities as they pertain to project
scope> scope definition> <erification and control measures> scope change control> and the
project=s wor8 brea8down structure. (ny project communication which pertains to the project=s
scope should adhere to the Scope Management Plan.
This project is for designing; programming; and testing a new software product which will be
used to trac8 the company=s finances and impro<e <arious financial processes. This includes
design of the software; all programming and coding; and testingC<alidation of the software. !o
e:ternal resources or outsourcing are anticipated for this project.
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SCOPE MANAGEMENT APPROAC(
t is important that the approach to managing the projects= scope be clearly defined and
documented in detail. This section pro<ides a summary of the Scope Management Plan in which
it addresses the following:
Who has authority and responsibility for scope management
*ow the scope is defined Di.e. Scope Statement; W-S; W-S Dictionary; Statement of
Wor8; etc.@
*ow the scope is measured and <erified Di.e. Euality %hec8lists; Scope -aseline; Wor8
Performance Measurements; etc.@
The scope change process Dwho initiates; who authorizes; etc.@
Who is responsible for accepting the final project deli<erable and appro<es acceptance of
project scope
.or this project; scope management will be the sole responsibility of the Project Manager. The
scope for this project is defined by the Scope Statement; Wor8 -rea8down Structure DW-S@ and
W-S Dictionary. The Project Manager; Sponsor and Sta8eholders will establish and appro<e
documentation for measuring project scope which includes deli<erable 9uality chec8lists and
wor8 performance measurements. Proposed scope changes may be initiated by the Project
Manager; Sta8eholders or any member of the project team. (ll change re9uests will be
submitted to the Project Manager who will then e<aluate the re9uested scope change. $pon
acceptance of the scope change re9uest the Project Manager will submit the scope change
re9uest to the %hange %ontrol -oard and Project Sponsor for acceptance. $pon appro<al of
scope changes by the %hange %ontrol -oard and Project Sponsor the Project Manager will
update all project documents and communicate the scope change to all sta8eholders. -ased on
feedbac8 and input from the Project Manager and Sta8eholders; the Project Sponsor is
responsible for the acceptance of the final project deli<erables and project scope.
ROLES AND RESPONSI%ILITIES
n order to successfully manage a projects= scope it=s important that all roles and responsibilities
for scope management are clearly defined. This section defines the role of the Project Manager;
Project Team; Sta8eholders and other 8ey persons who are in<ol<ed in managing the scope of the
project. t should state who is responsible for scope management and who is responsible for
accepting the deli<erables of the project as defined by the projects= scope. (ny other roles in
scope management should also be stated in this section.
The Project Manager; Sponsor and team will all play 8ey roles in managing the scope of this
project. (s such; the project sponsor; manager; and team members must be aware of their
responsibilities in order to ensure that wor8 performed on the project is within the established
scope throughout the entire duration of the project. The table below defines the roles and
responsibilities for the scope management of this project.
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Nae Ro!e Re$pon$)*)!)t)e$
0ohn Doe Sponsor B (ppro<e or deny scope change re9uests as
appropriate
B '<aluate need for scope change re9uests
B (ccept project deli<erables
0ane Doe Project Manager B Measure and <erify project scope
B .acilitate scope change re9uests
B .acilitate impact assessments of scope
change re9uests
B #rganize and facilitate scheduled change
control meetings
B %ommunicate outcomes of scope change
re9uests
B $pdate project documents upon appro<al of
all scope changes
-ob 0ones Team ,ead B Measure and <erify project scope
B 4alidate scope change re9uests
B Participate in impact assessments of scope
change re9uests
B %ommunicate outcomes of scope change
re9uests to team
B .acilitate team le<el change re<iew process
0ohn Smith Team Member B Participate in defining change resolutions
B '<aluate the need for scope changes and
communicate them to the project manager as
necessary
Tom -rown Team Member B Participate in defining change resolutions
B '<aluate the need for scope changes and
communicate them to the project manager as
necessary
Ta*!e +#+, Scope Management Roles and Responsibilities
SCOPE DE&INITION
The scope definition section details the process of de<eloping a detailed description of the
project and its deli<erables. This can only be completed after the re9uirements ha<e been
identified and defined during the re9uirements definition process. During the re9uirements
definition process three documents were created> "e9uirements Documentation; "e9uirements
Management Plan and a "e9uirements Traceability Matri:. Fou can refer to these documents
when defining the projects= scope.
This section should e:plain the process you followed to de<elop the detailed description of the
project and its deli<erables. f you used other documents such as the Project %harter;
Preliminary Project Scope Statement or "e9uirements Documentation you should identify them
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and all other documents used. Fou should tie the scope definition process bac8 to the
re9uirements definition as the projects= scope answers the re9uirements for the project.
Fou should also document the tools and techni9ues used to define the project scope such as
e:pert judgment; product analysis; alternati<es identification or facilitated wor8shops.
The scope for this project was defined through a comprehensi<e re9uirements collection process.
.irst; a thorough analysis was performed on the company=s current software applications based
on employee and user feedbac8. .rom this information; the project team de<eloped the project
re9uirements documentation; the re9uirements management plan; and the re9uirements
traceability matri: for what the new software application must accomplish.
The project description and deli<erables were de<eloped based on the re9uirements collection
process and input from subject matter e:perts in software design; technical support;
programming and business applications. This process of e:pert judgment pro<ided feedbac8 on
the most effecti<e ways to meet the original re9uirements of pro<iding a new software platform
from which the company can impro<e its financial trac8ing and internal financial processes.
PROJECT SCOPE STATEMENT
The project scope statement details the project=s deli<erables and the wor8 necessary to create
these deli<erables. The Project Scope Statement should contain the following components:
Product Scope Description A describes what the project will accomplish
Product (cceptance %riteria A describes what re9uirements must be met in order for the
project to be accepted as complete
Project Deli<erables A detailed list of deli<erables the project will result in
Project ':clusions A description of wor8 that is not included in the project and outside of
the scope
Project %onstraints A lists limits on resources for time; money; manpower; or e9uipment
Dcapital@
Project (ssumptions A describes the list of assumptions the project team and sta8eholders
are wor8ing under to complete the project
The project scope statement pro<ides a detailed description of the project; deli<erables;
constraints; e:clusions; assumptions; and acceptance criteria. (dditionally; the scope statement
includes what wor8 should not be performed in order to eliminate any implied but unnecessary
wor8 which falls outside the of the project=s scope.
This project includes the design; programming; and testing of a new software application for
trac8ing the company=s finances. The deli<erables for this project are a completed software
application for finance trac8ing with the fle:ibility to modify and e:pand the application as
necessary in the future. This project will be accepted once the new software has been
successfully tested in each department and has been shown to be compatible with the company=s
current information technology DT@ infrastructure. This project does not include ongoing
operations and maintenance of the software. #nly internal personnel and resources may be used
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for this project. (dditionally; the project is not to e:ceed ?5G days in duration or H+/G;GGG in
spending. (ssumptions for this project are that support will be pro<ided by the project sponsor
and all department managers and that ade9uate internal resources are a<ailable for the successful
completion of this project.
,OR- %REA-DO,N STR'CT'RE
The Wor8 -rea8down Structure DW-S@ and Wor8 -rea8down Structure Dictionary are 8ey
elements to effecti<e scope management. This section should discuss how the project scope is to
be subdi<ided into smaller deli<erables in the W-S and W-S Dictionary and how these smaller
components are managed during the life of the project.
n order to effecti<ely manage the wor8 re9uired to complete this project; it will be subdi<ided
into indi<idual wor8 pac8ages which will not e:ceed +G hours of wor8. This will allow the
Project Manager to more effecti<ely manage the project=s scope as the project team wor8s on the
tas8s necessary for project completion. The project is bro8en down into three phases: the design
phase> the programming phase> and the testing phase. 'ach of these phases is then subdi<ided
further down to wor8 pac8ages which will re9uire no more than +G hours of wor8 and no less
than + hours of wor8 Dsee W-S structure below@.
&)g.re +#+, Work Breakdown Structure (WBS)
n order to more clearly define the wor8 necessary for project completion the W-S Dictionary is
used. The W-S Dictionary includes an entry for each W-S element. The W-S Dictionary
includes a detailed description of wor8 for each element and the deli<erables; budget and
resource needs for that element. The project team will use the W-S Dictionary as a statement of
wor8 for each W-S element.
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,e<el W-S
%ode
'lement !ame Description of Wor8 Deli<erables -udget "esources
Ta*!e +#/, WBS Dictionary
SCOPE 0ERI&ICATION
Scope <erification discusses how the deli<erables will be <erified against the original scope and
how the deli<erables from the project will be formally accepted. The deli<erables for the project
should be formally accepted and signed off on by the customer throughout the lifecycle of the
project and not held bac8 as a single deli<erable at the end of the project.
(s this project progresses the Project Manager will <erify interim project deli<erables against the
original scope as defined in the scope statement; W-S and W-S Dictionary. #nce the Project
Manager <erifies that the scope meets the re9uirements defined in the project plan; the Project
Manager and Sponsor will meet for formal acceptance of the deli<erable. During this meeting
the Project Manager will present the deli<erable to the Project Sponsor for formal acceptance.
The Project Sponsor will accept the deli<erable by signing a project deli<erable acceptance
document. This will ensure that project wor8 remains within the scope of the project on a
consistent basis throughout the life of the project.
SCOPE CONTROL
Scope control is the process of monitoring the status of the scope of the project. This section
also details the change process for ma8ing changes to the scope baseline.
The Project Manager and the project team will wor8 together to control of the scope of the
project. The project team will le<erage the W-S Dictionary by using it as a statement of wor8
for each W-S element. The project team will ensure that they perform only the wor8 described
in the W-S dictionary and generate the defined deli<erables for each W-S element. The Project
Manager will o<ersee the project team and the progression of the project to ensure that this scope
control process if followed.
f a change to the project scope is needed the process for recommending changes to the scope of
the project must be carried out. (ny project team member or sponsor can re9uest changes to the
project scope. (ll change re9uests must be submitted to the Project Manager in the form of a
project change re9uest document. The Project Manager will then re<iew the suggested change to
the scope of the project. The Project Manager will then either deny the change re9uest if it does
not apply to the intent of the project or con<ene a change control meeting between the project
team and Sponsor to re<iew the change re9uest further and perform an impact assessment of the
change. f the change re9uest recei<es initial appro<al by the Project Manager and Sponsor; the
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Project Manager will then formally submit the change re9uest to the %hange %ontrol -oard. f
the %hange %ontrol -oard appro<es the scope change the Project Sponsor will then formally
accept the change by signing the project change control document. $pon acceptance of the
scope change by the %hange %ontrol -oard and Project Sponsor the Project Manager will update
all project documents and communicate the scope change to all project team members
sta8eholders.
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SPONSOR ACCEPTANCE
(ppro<ed by the Project Sponsor:
IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII Date:IIIIIIIIIIIIIIIIIIII
JProject SponsorK
JProject Sponsor TitleK
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