Creating the Project Scope Management Plan

Once the project moves from the initiating processes into planning, one of the first plans to be created is the project scope management plan. This plan defines several things:

• How the project scope will be defined

• How the detailed project scope statement will be created

• How the work breakdown structure will be created

• How scope verification will happen at the end of each phase and at the end of the project

• How the project scope will be controlled

The project scope management plan is based first on the details of the project charter. Recall that the project charter authorizes the project within an organization and defines the general project boundaries and goals. Combined with the project scope statement, the project management team will also consider the preliminary project scope statement from our pals in the initiating process group. When the project management team is ready to begin creating the project scope management plan, they'll actually rely on five things as inputs to this project management process:

• Enterprise environmental factors.

• Organizational process assets.

• Project charter.

• Preliminary project scope statement.

• Project management plan. (This seems redundant, but because the scope management plan can be updated, this is an input of the plan that already exists.)

The project management team can use expert judgment to help them analyze these five inputs to create the best project scope management plan. Don't get too hyped over expert judgment; you'll see this term throughout the PMBOK and this book. Expert judgment is just an approach to use experts, people, and consultants (assuming they're truly experts—wink, wink) that have exceptional knowledge about the product the project will be creating. For example, in the skyscraper project, expert judgment could be world-renowned architects, city planners, union representatives, and more.

The project management team can also use templates, forms, and standards as part of the process to create the project scope management plan. If an organization is completing the same type of project over and over, there's no real benefit to starting from scratch each time. Instead, they'll logically use previous projects' plans, forms, work breakdown structures, and more as part of the current planning.

You now know that the project scope management plan will be used to define, verify, manage, and control the project scope. There are four more juicy facts you need to know about this hefty plan:

• The project scope management plan defines how the official project scope statement will be defined based on the preliminary project scope statement.

• The project scope management plan defines how the work breakdown structure (WBS) will be created, controlled, and approved. We'll talk about the WBS in more detail later in this chapter.

• The plan documents the process for scope verification. To clarify, scope verification is the inspection of the project's deliverables by the project customer. The goal of scope verification is to verify that the deliverables are in alignment with the project's goals and then formally accepted.

• The project scope management plan documents and defines how changes to the project scope will be managed and controlled. This is linked to our conversation in Chapter 4 on integrated change control. As a refresher, integrated change control acknowledges that a change in one knowledge area can affect all of the other knowledge areas.

The project scope management plan is a subsidiary of the project plan. This plan sets the tone for the remainder of the project. As you may have already guessed, the larger the project, the more important this plan is. As a general rule, larger projects require more detail.

Project Management Made Easy

Project Management Made Easy

What you need to know about… Project Management Made Easy! Project management consists of more than just a large building project and can encompass small projects as well. No matter what the size of your project, you need to have some sort of project management. How you manage your project has everything to do with its outcome.

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