Summary of the hand of project management | Remco van der Schoot
2. HANDBOOK OF PROJECT MANAGEMENT
2.1. HOOFDSTUK 10 – MANAGING SCOPE AND CONFIGURATION (P.161-179)
Projects are strategic tools of organizations which help them achieve their business goals and objectives.
- Projects -> project deliverables (such as products, services, and knowledge) -> business change -> realize
business goals.
Project scope must include all the activities and only the activities that should be performed to provide the
project deliverable.
2.1.1. SCOPE DEFINITION CHAIN AND ERRORS
Projects = when organizations need to align themselves with some necessary changes in the business
environment.
- The changes are required because of new opportunities, problems, threats, or legislation compliances.
Vital point is the alignment between business and project goals and objectives
- Project need a sequential top-down evaluation to identify the precise accurate scope (see picture).
P a g i n a 2 | 35
, Summary of the hand of project management | Remco van der Schoot
SCOPE IDENTIFICATION ERRORS
In the scope chain process error scan occur due to lack of accurate scope definition. There are five categories:
1. Error type 1: Inconsistency between business and project goals and objectives
2. Error type 2: Inconsistency between project goals and objectives and project scope statement
3. Error type 3: Inconsistency between project scope statement and project Work Breakdown Structure
(WBS)/deliverables
4. Error type 4: Inconsistency between project WBS/deliverables and work packages
5. Error type 5: Inconsistency between project work packages and activities
Two important points to be considered to mitigate the scope errors:
1. Impact of upper-level errors will be more than the lower-level errors.
2. any error in the upper levels will effect on the lower ones.
PROGRESSIVE ELABORATION
Progressive elaboration = during project life-cycle more detailed information
about the project is being identified (unknow becomes know).
SCPE CREEP
Scope creep = an uncontrolled change in the project scope and it is the project
manager’s responsibility to prevent the scope creep.
SCOPE MANAGEMENT SCOPE
Scope management must be managed in conjunction to other core knowledge areas:
- The relationship between corporate, integration, scope, and time management:
o Key inputs of integration management are the availability of the business goals and objectives
o The process and functionalities within integration management result in the project charter
o The project charter is the major input of the scope management
o The major scope management outputs are the project scope statement and WBS
o Time management is based on scope management inputs and provides project activities
P a g i n a 3 | 35
2. HANDBOOK OF PROJECT MANAGEMENT
2.1. HOOFDSTUK 10 – MANAGING SCOPE AND CONFIGURATION (P.161-179)
Projects are strategic tools of organizations which help them achieve their business goals and objectives.
- Projects -> project deliverables (such as products, services, and knowledge) -> business change -> realize
business goals.
Project scope must include all the activities and only the activities that should be performed to provide the
project deliverable.
2.1.1. SCOPE DEFINITION CHAIN AND ERRORS
Projects = when organizations need to align themselves with some necessary changes in the business
environment.
- The changes are required because of new opportunities, problems, threats, or legislation compliances.
Vital point is the alignment between business and project goals and objectives
- Project need a sequential top-down evaluation to identify the precise accurate scope (see picture).
P a g i n a 2 | 35
, Summary of the hand of project management | Remco van der Schoot
SCOPE IDENTIFICATION ERRORS
In the scope chain process error scan occur due to lack of accurate scope definition. There are five categories:
1. Error type 1: Inconsistency between business and project goals and objectives
2. Error type 2: Inconsistency between project goals and objectives and project scope statement
3. Error type 3: Inconsistency between project scope statement and project Work Breakdown Structure
(WBS)/deliverables
4. Error type 4: Inconsistency between project WBS/deliverables and work packages
5. Error type 5: Inconsistency between project work packages and activities
Two important points to be considered to mitigate the scope errors:
1. Impact of upper-level errors will be more than the lower-level errors.
2. any error in the upper levels will effect on the lower ones.
PROGRESSIVE ELABORATION
Progressive elaboration = during project life-cycle more detailed information
about the project is being identified (unknow becomes know).
SCPE CREEP
Scope creep = an uncontrolled change in the project scope and it is the project
manager’s responsibility to prevent the scope creep.
SCOPE MANAGEMENT SCOPE
Scope management must be managed in conjunction to other core knowledge areas:
- The relationship between corporate, integration, scope, and time management:
o Key inputs of integration management are the availability of the business goals and objectives
o The process and functionalities within integration management result in the project charter
o The project charter is the major input of the scope management
o The major scope management outputs are the project scope statement and WBS
o Time management is based on scope management inputs and provides project activities
P a g i n a 3 | 35
