PROJECT SCOPE MANAGEMENT

Why 60% of projects worldwide

are completed
l t d beyond
b d

• Budgetary
B d t P
Provisions?
i i ?
• Original Schedule?
PROJECT SCOPE MANAGEMENT

Client’ss definition of project

Client End Product by Designer

WHAT WENT WRONG IN THE PROCESS?????

PROJECT SCOPE MANAGEMENT

Typical causative factors of cost/time overrun :

1. Delays in construction
2. Design associated problems
3 Additional work
3. ork

Main cause of unclear p

project
j requirements/objectives:
q j

1. Poorly drafted Bidding Documents

The above factors can be lumped under one single

CAUSE…………

POOR PROJECT SCOPING

PROJECT SCOPE MANAGEMENT

Project Scope v/s Product Scope

• Product
P d t scope = features
f t and
d functions
f ti th t are
that
included in the end product or service (question to be
asked is WHAT?????)

e.g My new house will have a plan area of 150 m2 at

each floor level

• Project scope = all the work that have to be

undertaken to create a product with specified features
and functions(question to be asked is HOW?????)

e.g the scope of my house project will comprise

excavation, erection of walls, casting of slabs and all
finishing works.
PROJECT SCOPE MANAGEMENT

Project Scope v/s Product Scope

• Completion of the product scope is benchmarked

against its requirements

• Completion of the project scope is benchmarked

against the original base plan

• Focus of lecture is on project scope

PROJECT SCOPE MANAGEMENT

PROJECT SCOPE

ƒ What do you understand by Scope of a

project??Also
j t??Al referred
f d to th Scope
t as the S off Works
W k

ƒ Recap (from your first PM Module): A project is a

temporary
p y endeavour,, is implemented
p to create a
unique product or service to meet certain pre defined
objectives.

ƒ Scope refers to all the work items required to meet

the objectives of the project.
PROJECT SCOPE MANAGEMENT

PROJECT SCOPE (CONT.)

(CONT )

• Example of scope /scope of works for a building

construction project.

1. Demolition of existing structures such as spectators

stand,, cloakroom,, etc..

2. New cloakroom in reinforced concrete including all

plumbing and electrical works,

3. Construction of roof covering in structural steel

4. Construction of stands in reinforced concrete,

PROJECT SCOPE MANAGEMENT

5. Paving works in stone for circulation areas,

6. External toilet block and septic tank,

7. Construction of boundary fencing and provision

of gates,

8 R
8. Relocation
l ti off rain
i water
t d drainage
i ffacilities
iliti and
d

9. Other minor on site works.

PROJECT SCOPE MANAGEMENT

PROJECT MANAGEMENT AREAS

3.
2. Project Time
1. Project Scope Management
Project Integration Management
Management 3.1
2.1 Activity Definition
Initiation 3.2
1.1
2.2 Activity Sequencing
Project Plan Development
Scope Planning 3.3
1.2
2.3 Activity Duration Estimating
Project Plan Execution
Scope Definition 3.4
1.3
2.4 Schedule Development
Overall Change Control
Scope verification 3.5
2.5 Schedule Control
Scope change Control

4. 6.
Project Cost 5. Project Human Resource
Management Project Quality Management
Management
4.1 6.1
Resource Planning 5.1 Organisational Planning
4.2 Quality Planning 6.2
Cost Estimating 52 Staff Acquisition
4.3 Quality Assurance 6.3
Cost Budgeting 5.3 Team Development
4.4 Quality Control
Cost Control 9.
j
Project Procurement
8. Management
7. Project Risk
Project Management 9.1
Communications Procurement Planning
Management 9.2
8.1
Risk Identification Solicitation Planning
7.1 9.3
8.2
Communications Planning Solicitation
Risk Quantification
7.2 9.4
83
8.3
I f
Information
i Distribution
Di ib i Source Selection
Risk Response
7.3 9.5
Development
Performance Reporting Contract Administration
8.4
7.4 9.6
Risk Response Control
Administrative Closure Contract Close-out

Figure 1: Project Management Areas

PROJECT SCOPE MANAGEMENT

PSM refers to all the processes required in defining and controlling

what is included in the project and also (what is not included in
the project)?

• PSM comprises 5 processes in all which are:

1. Scope Initiation
2. Scope planning
3. Scope definition
4. Scope verification
5 Scope
5. S change
h control
t l
 PROJECT SCOPE MANAGEMENT

Scope Management Process

Scope Scope Scope Scope Scope Change

Initiation Planning Definition Verification Control

Ensuring that Confirming that

Setting the Identifying the project’s Ensuring that
authority and controls are in
resources are scope boundary the product scope is
to determine and project accurate, place to
committed to manage scope
developing a hat is and
what deli erables
deliverables complete and
complete,
what is not that support supports the changes once
scope the project’s
management included in the the project’s project’s
project work objectives objectives scope is set
plan

Formal Scope Deliverable Scope Scope change

Approval of go Statement definition table verification Request form
ahead Deliverable check list Scope change
structure chart Request log

Figure 2:Project Scope Management Plan

PROJECT SCOPE MANAGEMENT

STEP 1 OF PSM : SCOPE INITIATION

• Initiation is the process of formally recognizing that

there is a need for a new project or there is a an
existing project that should continue into its next
phase.

• Projects are normally initiated as a result of one or

more of the following:

1
1. Market demand ( e.g
e g an oil company wants to
construct a new refinery in response to gas
shortage)
2
2. A business need( e.g
e g client wants to extend the
plan area of his warehouse in the wake of business
expansion strategy)
PROJECT SCOPE MANAGEMENT

STEP 1 O
S OF PSM
S : SCO
SCOPE INITIATION
O (CONT.)
(CO .)

3. A customer request( e.g spouse does not want

to stay with in laws,
laws so there is a request to
construct a new house)

4. A technological breakthrough (e.g an electronics

company warrants development of a new video
game player following introduction of CD player)

5
5. A legal requirement (e.g
(e g the Ministry of Local
Government authorises a project for the
handling, carting away and disposal of toxic
substances).
PROJECT SCOPE MANAGEMENT

Documents required at this stage

((Inputs
pu s to
o Initiation
a o p phase)
ase)

1. Project description
y would include a one p
Normally g p
page j
project p
description
What will be the project objective statement??
What will the project accomplish??
Objectives of a project should be SMART:
¾ Specific
¾ Measurable
¾ Attainable
¾ R l
Relevant t
¾ Timebound
Examples of project objectives: host 500 tons of perishable goods
over the new 200 m2 plan area within the next 12 months
Provide 24/7 potable water supply to 100,000 inhabitants over the
next 8 years
PROJECT SCOPE MANAGEMENT

2
2. St t i /M t Plan
Strategic/Master Pl
Projects should be supportive of either the organisation’s
strategic goals or the government policy.

Such details on organisation’s and/or government’s

strategy can be retrieved from strategic papers or Master
plans.

Examples :

¾ N ti
National
lMMaster
t PlPlan ffor P
Potable
t bl water
t supply
l

¾ National Plan on renewable energy

¾ National Sewerage Master Plan
PROJECT SCOPE MANAGEMENT

3
3. Project selection criteria

Project can be selected based on

¾ Financial criteria including payback method,

discounted cash flow method, Net Present Value,
Internal Rate of Return

¾ Non Financial criteria: alignment with strategy,

project/economic drivers, schedule and timing,
technology etc.
PROJECT SCOPE MANAGEMENT

4. Historical information
¾ Lessons learned : the results of previous project
selection exercises and previous similar project
performance should be considered

¾ When initiation involves approval of the next phase

off a project,
j t information
i f ti on results
lt off previous
i
phase is mandatory
PROJECT SCOPE MANAGEMENT

Tools and techniques of Initiation Phase

¾ Project Selection methods : benefit measurement
methods & based on national priority/policy

¾ Expert advice : expert advice from the sources such

as other units of the organisation, ministry and
expert in the relevant field may be sought at this
stage
PROJECT SCOPE MANAGEMENT

OUTPUTS OF SCOPE INITIATION

• Project
P j t Charter
Ch t

• Assignment of a Project Manager who is

going to make things happen for the
project

• Constraints and assumptions(e.g on

scope, budget a
and
d des
design
g issues)
ssues)
PROJECT SCOPE MANAGEMENT

INPUTS TO INITIATION

1. Project Description
2
2. S
Strategic
i plan
l
3. User request
4. Market demand
5. Historical information

TOOLS AND TECHNIQUES

1. Project Selection methods

2. Expert judgment (normally
internal stakeholders at this stage)

OUTPUTS

1. Project Charter finalised

2. Project Manager assigned
3. Constraints
4. Assumptions

Figure 3: Schematic Summary of Step 1 of PSM

PROJECT SCOPE MANAGEMENT

STEP 2 : SCOPE PLANNING

• It refers to the process of developing a written scope

statement
t t t as the
th basis
b i for
f future
f t project
j t decisions.
d i i

• The scope statement forms the basis for an agreement

between the project team and the customer by
identifying the project objectives and major deliverables

• In this step, the major success factors of the project will

be listed.
listed (example in terms of time,
time cost,
cost quality)

• It also establishes a criteria for the completion of an

activity, completion of a project phase or even the
completion
l ti off the
th whole
h l project
j t
PROJECT SCOPE MANAGEMENT

• The scope planning outlines the project philosophy

in terms of :

¾ Defining the boundary of the project and confirms

some common understanding of the project scope
amongst the project stakeholders

¾ Listing
Li ti th major
the j project
j t objectives
bj ti and
d major
j
deliverables of the project

Input to Scope
S Planning
¾ All the outputs of the initiation phase such as
Project Charter, Product description, constraints
andd assumptions
ti
PROJECT SCOPE MANAGEMENT

Tools and techniques in Scope Planning

¾ Product Analysis
Development of a better understanding of the
product of the project.

¾ Alternatives identification: different approaches to

solve the problem are investigated using
b i t
brainstorming
i techniques
t h i f example
for l

¾ Cost Benefit analysis

The tangible and intangible costs shall be
compared against the benefits for each
alternative. Decision shall be made of the best
chosen alternative to meet the project
objectives ( ROI, payback method, NPV)
PROJECT SCOPE MANAGEMENT

Output of Scope Planning

¾ Scope statement: to typically include project

justification, project product description, project
deliverables( completion of all sub level
products/activities = completion of the project).

¾ Supporting
pp g details: to typically
yp y include
documentation of all identified assumptions and
constraints

¾ Scope management plan: to typically include

how the project scope will be managed and how
scope changes will be taken care over the
project execution
PROJECT SCOPE MANAGEMENT

INPUTS TO SCOPE PLANNING

1.
1 Project
P j Description
D i i
2. Project Charter
3. Constraints
4. Assumptions

TOOLS AND TECHNIQUES

1. Product Analysis
2 Cost Benefit Analysis
2.
3. Identification of alternatives
4. Expert Judgment (Internal stakeholders
& Project Manager)

OUTPUTS
1. Scope Statement
2. Supporting Details
3. Scope Management Plan

Figure 4: Schematic Summary of Step 2 of PSM

PROJECT SCOPE MANAGEMENT

STEP 3 : SCO
S SCOPE DEFINITION
O

• Scope definition outlines the content of the whole project

1.
1 How the project will be approached
2. How it will solve the client’s needs or problems
• It establishes a method to identify all the items of work
that will be required while executing the project
• It sub divides the major project deliverable(s) as
identified in the project scope statement into smaller and
more manageable components
• Improves the accuracy of cost, time and resource
estimates
• Facilitates responsibility assignment
PROJECT SCOPE MANAGEMENT

A proper scope definition of a project is critical to the

project success.

If scope definition
d fi iti i poor, project
is j t objectives
bj ti b th in
both i
terms of time and cost will suffer. Also, product might
not be fit for purpose.

Rework = time = cost

Good scope starts with good requirements

PROJECT SCOPE MANAGEMENT

How can the project manager get the requirements of the project
through the needs of the clients???

Some questions to be asked by the PM at this stage are:

¾ What is problem(or real problem to be addressed)
¾ What is the source of the problem (cause and effect)
¾ Whose problem is it??In other words, identification of
i t
internal
l and
d external
t l stakeholders
t k h ld
PROJECT SCOPE MANAGEMENT

Some helpful clients’ requirements gathering techniques :

(a) Work shop approach
• Involve all identified stakeholders
• Brainstorm on the respective requirements
• Come up with a checklist of requirements

(b) Follow up on previous deliverables on similar projects

• Feasibility study report : Check the stipulations of

previous studies regarding key project parameters e.g
d i horizon,
design h i population,
l ti id tifi ti off needs
identification d etc
t
• Project completion report : Provides a valuable database
about previous similar projects and information such as
errors and omissions on previous similar projects can be
identified and taken on board this time.
PROJECT SCOPE MANAGEMENT

(c) Structured interviews

• Generally done one-to-one
• Checklist during interviews can be helpful and is
ti
time efficient.
ffi i t
• Used to get specific user/client requirements
(d) Focus group technique
• Identify small groups of users
• Helpful to examine a particular area in depth

All the above techniques will lead to a long list of client’s

requirements which will have to be prioritised.
PROJECT SCOPE MANAGEMENT

• Some good characteristics of the project requirements that

the project manager will be looking at are:
¾ Unambiguous
¾ Complete
¾ Verifiable
¾ Consistent
¾ Modifiable
¾ Traceable
¾ Usable
• Now having obtained a list of ‘good’ requirements of the
project stakeholders, the project manager can finalise a
substantial and clear scope of project.
• Having
H i finalised
fi li d the
th scope off works,
k the
th project
j t manager is i in
i a
situation to start a comprehensive planning both in terms of time
and cost of the project in order to meet the client’s expectations.
PROJECT SCOPE MANAGEMENT

WORK BREAKDOWN STRUCTURE (WBS)

• How can the project manager have control on all the

project activities in order to deliver a project which is fit for
purpose??
• One tool is the Work Breakdown Structure (WBS)
By definition, the WBS is the sub division of the MAIN
SCOPE OF WORK into
1. Smaller
2. Manageable work packages which can be estimated,
planned and assigned
p g to a responsible
p person or department
p p
for a smooth project completion
• It is often referred as the TABLE OF CONTENTS of a
particular project.
• The summation of the individual work packages = Scope of
Work of the Project
PROJECT SCOPE MANAGEMENT

Creating the Work Breakdown Structure

• There are two methods of presenting a WBS

¾ Graphically in boxes
¾ Text Indents

• Principle in developing a WBS

¾ Major project work deliverables/systems are
identified first.
¾ Then the sub deliverables necessary to accomplish
the larger deliverables are defined.
¾ The process is repeated until the sub deliverable
detail is small enough to be manageable and
where
h one person can bbe responsible.
ibl
¾ This sub deliverable is further divided into work
packages.
PROJECT SCOPE MANAGEMENT

• Two main approaches in developing a WBS

¾ Analogy approach : Reviewing WBS if a similar

project and tailor to your own project

¾ Top down approach : start with the largest items

off the project and break them down as you go
down one level
PROJECT SCOPE MANAGEMENT

TOP DOWN APPROACH

Project
™ Top Down
ƒ Start with Project Phase Phase Phase
Objectives
ƒ Decompose into Stages Milestone Milestone Milestone Milestone Milestone

ƒ Determine Milestones in
each Stage Activity Activity Activity Activity Activity

Activity Activity Activity Activity Activity

ƒ Identify activities Activity Activity Activity Activity
necessary to get results Activity Activity Activity Activity

ƒ Usually done only in early Activity Activity Activity

Selection and Definition Activity Activity Activity

phases Activity Activity

Activity

Figure 5: WBS – Top Down Approach

PROJECT SCOPE MANAGEMENT

EXAMPLES OF GRAPHICAL WBS FOR A HOUSE

CONSTRUCTION PROJECT

House

Civil Plumbing Electrical

Foundation Walls/Roof Piping Sewerage Wiring Appliances

Figure 6: WBS of House Construction Vertical

Presentation
PROJECT SCOPE MANAGEMENT

WBS OF HOUSE CONSTRUCTION HORIZONTAL PRESENTATION

Foundations
Civil
Walls/Roof

Piping
House Plumbing
Sewerage

Wiring
i i
Electrical
Appliances

Figure
i 7 WBS
7: S off House Construction
C i Horizontal
i l
Presentation
PROJECT SCOPE MANAGEMENT

HOUSE PROJECT

1.0 Civil

1.1
11 Foundations

1.2 Walls and Roof

2.0 Plumbing

2.1 Piping

2.2 Sewerage

30
3.0 El t i l
Electrical

3.1 Wiring

3.2 Appliances

Figure 8: WBS of House Construction in Text

Indents
PROJECT SCOPE MANAGEMENT

Figure 9: WBS Sample in MS Project

PROJECT SCOPE MANAGEMENT

Relevance of WBS to Project Manager

• Project Scope Definition

¾ Once the pproject
j manager
g is readyy with multi-level
feature and sub- features tree, the requirements for
each work package are clear to him.

¾ The WBS helps to understand the functionality in great

detail and to find out any issues which can affect the
development/execution. These issues can be shared
with client in initial stage itself to avoid any unforeseen
event later on.

• Cost Estimation
¾ The simple
Th i l rulel for
f good d estimation
ti ti isi to
t break
b k the
th workk
in smallest possible unit and then estimate each unit.
PROJECT SCOPE MANAGEMENT

• Work Planning and Allocation

¾ Once the Project Manager has smaller work units in

hand, he can easily allocate these to the available
resources.
¾ It also helps to identify the right resource for a work unit
considering the skills and requirements.
¾ It also facilitates to have a control at g
granular level byy
allocating very small unit of deliverables/work items to
a distinct team member.

• Activity Management and their Networking

¾ It also helps in drawing the network of activity
implementation after considering their dependencies on
each other.
other In other words,
words it is the platform of network
diagrams and determination of critical path.
PROJECT SCOPE MANAGEMENT

• Change
Ch Management
M t and
d Risk
Ri k Management
M t

¾ In case of any change request, the project manager

can easily evaluate the effect by adding the new work
item(s) in WBS.

¾ The mapping
pp g of anyy change g request
q on the WBS
mitigates the associated risk as the Project Manager
is in a situation to understand the new requirements
clearly and thus he can plan the work efficiently.
PROJECT SCOPE MANAGEMENT

• Communication Management

¾ Once the requirements are clear with the WBS, the

project manager is in a better position to
communicate more clearly with all the stakeholders.
stakeholders

¾ WBS helps in communicating the work

responsibilities to the team members.

¾ WBS helps in communicating with client regarding

how to achieve the scope.

• Quality Management

¾ As the requirements of the project are clear, the

quality checks will be more efficient and
accountability is obvious.
PROJECT SCOPE MANAGEMENT

WBS DICTIONARY

¾ It refers to a supporting document prepared by the

project team providing the definitions of each
component included in the WBS.
WBS

¾ Its main objective is to furnish every team member

with clear task-descriptions
task descriptions as a matter of
consistency.

¾ It defines the tasks,

tasks the requirements,
requirements and the
deliverables all in accordance with the function's
relevance to the overall objectives of the project.
PROJECT SCOPE MANAGEMENT

WBS DICTIONARY

¾ WBS Dictionary covers all the project elements and can include
1. a brief definition of the scope or statement of work,
2. defined deliverable(s),
3. a list of associated activities,
4. a list of milestones,
5. responsible organisation,
6. start and end dates,
7. resources required,
8
8. costt estimate
ti t off the
th element
l t under
d reference.
f
PROJECT SCOPE MANAGEMENT

INPUTS TO SCOPE DEFINITION

1. Scope Statement
2. Constraints
3. Assumptions
4. Other planning outputs
5. Historical data

TOOLS AND TECHNIQUES

1. Work Breakdown Structure templates
2. Decomposition of main activities

OUTPUTS
1. WBS
2. Refined cost estimates & project
duration
3. Setting project milestones

Figure 10: Schematic Summary of Step 3 of PSM

PROJECT SCOPE MANAGEMENT

STEP 4 : SCO
S SCOPE VERIFICATION
C O

• Having defined the scope of the project in details, the

project manager has now the responsibility to validate
same among the main project stakeholders (internal and
external ). Refer to Table 1
• The stakeholders will have to review all the work
packages/activities in order to validate or otherwise the
scope of the works.
• If the project is to be carried out in phases,
phases the
stakeholders shall also validate and document the level
and extent of completion by parts.
PROJECT SCOPE MANAGEMENT

Word of caution: Scope verification ≠ Quality control

• Scope verification is all about acceptance of the work

results leading to a new asset whilst Quality control is
about
b t correctness
t off the
th workk results
lt involved
i l d ini
creating the asset.
• At this stage, the documents describing the project’s
product
d t mustt be b readily
dil available
il bl for
f review
i b the
by th
stakeholders. Such documents may include
preliminary plans, specifications, drawings, bill of
quantities etc.
q
• In practice, the documents may form part of the draft
bidding document, which is circulated among project
stakeholders for review and acceptance.
p
PROJECT SCOPE MANAGEMENT

INPUTS TO SCOPE VERIFICATION

1. Work results
2. Product documentation

TOOLS AND TECHNIQUES

1 Inspection
1. I ti

OUTPUTS

1. Formal Acceptance

Figure 11: Schematic Summary of Step 4 of PSM

PROJECT SCOPE MANAGEMENT

STEP 5 : SCOPE CHANGE CONTROL

• Almost all projects are subject to scope changes at some

point in time during their project life cycle.
• These changes in scope might impact on project
objectives and can have cost and time implications.
• Under such a scenario, there should a system
y in
place to effectively manage the change of scope
process.
• The solution lies in the scope change control system
which establishes a framework to assess,
monitor, evaluate and approve the changes by
authorised p people
p before the change
g is incorporated
p
in the baseline plan.
PROJECT SCOPE MANAGEMENT

• The scope change

Th h approvall system
t should
h ld bbe agreed
d
by all stakeholders at the outset.

• A typical
yp scope
p changeg control system
y should be able to
provide the following:

1. A procedure defining the steps whereby the

official project documents may be changed
changed.

2. A list of people who shall have authority to make

changes to the scope of work.
3. Traceability of previous baseline configurations.
4. A record and an audit trail of the approved
changes.
5. Automatic approval for emergency situations.
PROJECT SCOPE MANAGEMENT

SCOPE CHANGE CONTROL

In terms of schematic, a typical scope change control system is as follows:

Identify
Circulate for
change & Client Baseline Authorised
input &
document approval update work
design approval

NCRs
C
Concessions
i Project Instructions Revise Issue
Communication Scope orders
Changes Baseline
request Impact
Statement
Variations
Modifications
Extras

Figure 12: Scope Change Control Flow Chart

PROJECT SCOPE MANAGEMENT

Typical useful document worth devising at this stage are

• Change Request form

• Communication of change in scope
• Impact statement.

CHANGE REQUEST
NUMBER: DATE RAISED:
INITIATED BY:
CHANGE REQUESTED (related drawings/work packages):

REASON FOR CHANGE:

APPROVAL:
APPROVAL

NAME POSITION APPROVAL DATE

Figure 13- Change Request Form

PROJECT SCOPE MANAGEMENT

PROJECT COMMUNICATION
NUMBER: DATE RAISED
INITIATED BY:
DESCRIPTION (related drawings/work packages)

COMMENTS/INSTRUCTION

WE ACKNOWLEDGE YOU INQUIRY/INSTRUCTION

VERBAL FROM: TO:
WRITTEN FROM: TO:
DATE:

PLEASE ADVISE HOW WE ARE TO PROCEED:

1. START IMMEDIATELY AND QUOTE WITHIN 7 DAYS
2. START IMMEDIATELY ON UNIT RATES
3. DO NOT START, QUOTE WITHIN SEVEN DAYS
4. OTHER
REQUEST FROM: INSTRUCTION FROM:
CONTRACTOR CLIIENT
PROJECT MANAGER PROJECT MANAGER

Figure 14-
14 Communication of Change of Scope
PROJECT SCOPE MANAGEMENT

IMPACT STATEMENT
The impact
Th i t statement
t t t quantifies
tifi th implications
the i li ti off making
ki th proposed
the d
change. The impact statement generally follows the clients response from the
project communication, but in reality it is usually issued at the same time. An
information pack is now compiled to collect input, information, comments and
approvall from
f th responsible
the ibl parties.
ti

• Design team (prepare information pack)

• Technical (can we make it, what is the impact on the build method)
• Procurement (can we buy it)
• Production(resources impact)
• Planning (time impact)
• Cost (budget impact)
• Quality (quality impact)
• Legal (contractual impact)
• Project manager approval (also consider risk impact)
• Client approval
PROJECT SCOPE MANAGEMENT

IMPACT STATEMENT
NUMBER: DATE RAISED
INITIATED BY:
DESCRIPTION (related drawings/work packages)

REFERENCE PROJECT COMMUNICATION:

IMPACT ON PROJECT: IF YES QUANTIFY

TECHNICAL: YES/NO
PROCUREMENT: YES/NO
PRODUCTION YES/NO
SCHEDULE: YES/NO
COST: YES/NO
QUALITY: YES/NO
CONTRACT: YES/NO
RISK: YES/NO
PLEASE ADVISE IF WE ARE TO PROCEED: YES/NO
REQUEST FROM
FROM: INSTRUCTION FROM:
FROM
CONTRACTOR CLIIENT
PROJECT MANAGER PROJECT MANAGER

Figure 15-
15 Impact Statement
PROJECT SCOPE MANAGEMENT

INPUTS TO SCOPE CHANGE CONTROL

1. Work Breakdown Structure

2. Performance reports
3. Change requests

TOOLS AND TECHNIQUES

1. Scope
1 S change
h control
t l system
t
2. Additional planning

OUTPUTS

1. Scope changes: Go ahead or no

2. Corrective action
3. Lessons learned

Figure 16: Schematic Summary of Step 5 of PSM