■ 1.11 Given an incomplete project scope definition, complete or rewrite the definition to 1) reflect all necessary scope components or 2) explicitly state what is included in the project and what is not included. Necessary components include: o Project size o Project cost o Projected schedule and window of opportunity o Stakeholders, their roles and authorities o The project manager' s role and authority o Completion criteria o Methodologies to be followed o The scope change control process o Mandated tools, personnel, and other resources o Industry or government regulations that apply
■ 1.12 Identify the following as possible elements of a final project scope definition and the circumstances in which they would be appropriate: o A requirements change control process including how to request a change, how to analyze the impact of the change, and how to obtain approval for the additional funds and/or time to implement the change
■ 1.13 Identify strategies for building consensus among project stakeholders.
Given a project kick-off scenario, select an appropriate course of action involving negotiation or interviewing strategies, meetings, memos, etc.
■ 1.14 Recognize and explain the need to build management buy- in and approval into the structure of the project, and describe strategies for doing so, including:
o Involving management in up-front definitions of project concept and charter o Involving management in defining and approving project scope o Involving management in reviewing and approving all key project deliverables as they evolve o Providing a role for management as a spokesperson-
advocate for the project, for team member participation, and for the deliverables
Finally, we finish up our project ' s scope and present it to the stakeholders. In the "skeleton" metaphor mentioned in earlier chapters, we ' re ready to put some clothes on our creation and take it to the dance. One of the components of this chapter will be a discussion on what to do if you' ve inherited a project that has an incomplete scope. We ' l l talk about a phrase you ' l l hear a lot in PM circles—change control (also called change management). Specifically in this chapter, we ' l l be dealing with the change control of the project' s requirements. We' l l also talk about consensus formulation among stakeholders and obtaining buy-in from management.
Clearly, the scope of the project is the most important part of any project, including an IT project. Whether you' re building something as large as the Three Gorges dam on the Yangtze River or something less significant such as an Internet-based e-commerce system, good project management and a well- founded scope document will help ensure a successful conclusion to your project.
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