In the readings, we learned that in order to develop accurate estimates for the project, you will need to first determine what it is you are really trying to accomplish and how you plan to get there. It is the project manager's job to align everyone involved - - all team members, your sponsor, the customer, and other stakeholders -- with the "vision" and "direction" of the project. This is known as "defining" the project and is a very critical moment in the project lifecycle and can make or break your project (Longman & Mullins, 2005).
So how do you "define" the project and get everyone to agree on the "vision" and move in the same direction? Document the Scope Management Plan with a Scope Statement. The project charter you created last week has many of the sections that go into a Scope Statement. However, there are a few that are missing that need to be addressed. Instead of recreating a full Scope Statement, I want you to just include the following components: Project Scope Description, Specific Deliverables, Critical Success Factors, and what is out of scope (not be done for this project). Stating what is out of scope helps focus on what the expectations are of the project.
Your answer needs to include all the headings below (Project Scope Description, Specific Deliverables, Specific Requirements, Critical Success Factors, Out of Scope). Your paper should be a minimum of two pages in length.
Project Scope Description: Capture the high-level components of the project in one clear, concise statement that everyone can agree to. At a minimum, this should include three components:
Performance Element: Accomplishing something with an end result. Will include an "action" word.
Time Element: Target date for project completion. This is the ultimate completion date (final delivery) for the product, not intermittent deliverables.
Cost Element: Overall project cost/budget. This will be a high-level cost estimate.
Specific Deliverables: These statements are more specific, results-oriented statements that also outline project constraints. In order for project objectives to be meaningful, they MUST be measurable and indicate the value the project will provide. When creating objectives, it is important to they are measurable so you can determine if you were able to achieve them or not. According to Longman and Mullins (2005), objectives should, "...contain a clear measure and standard of performance." However, do not get into the weeds of the executing process. The following should be considered to help develop objectives:
Functionality/Capabilities desired
Production value
Acceptance or success criteria
Benefits - both short- and long-term
Necessary requirements
Constraints, restrictions, or limitations
Resources required
Ask these questions to help determine if your objectives are measurable, results-oriented, and describe the value the project will provide:
What are the capabilities and/or benefits you desire as outcomes?
What value will the project contribute to the business?
How will you know when you achieved your objectives (i.e. what level of standard and how will you measure)?
What are the desired short- and long-term benefits?
Specific Requirements
Critical Success Factors
Out of Scope [What is NOT included in the scope of the project (functionality, delivery, phasing, etc.)]
NOTE: Use the same scenario and RFP as you did for the Project Charter. The Project Charter is a feeder document for the Project Scope Statement. You will not be completing a full Scope Statement. This website will help in creating the necessary information for this assignment: Project Charter and Scope Statement: Content and Differences (Ricardo Viana Vargas, Slideshare slideshare.net, 2009). The Scope Statement is a feeder document into the Work Breakdown Structure that you will do next week. That is why it is very important to get specific in your details.
