Figure 5. Plan Scope Management: Inputs, Tools and Techniques, and Outputs. Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p. 107. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.
Process Assessment
The process begins with inputs from the project management plan, project charter, enterprise environmental factors, and organizational process assets. Through meetings, historical performance from similar projects, and expert judgment, the project management team will identify the steps required to formulate a detailed task map to take them from the charter thru project completion. The scope management plan is concerned with planning, controlling, and closing scope work. Scope Management techniques allow project managers and supervisors to allocate just the right amount of work needed to accomplish the project scope. This process is as much about controlling what is and what is not part of the project's scope. Excess work wastes time and money.
ARTIFACTS
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Dinglehopper Kitchen Remodel Project Charter: This is an example of a Plan Scope Management input. In PMGT 5.2, a project charter was created to support development of the project work scope and the management plan.
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PMGT 502 Time Cost Scope: As a technique for preparing the Plan Scope Management, expert judgement plays a role by adding experience to the project scope development and management plan.
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Statement of Work: As an output of the Plan Scope Management process, the Statement of Work serves as a necessary building block when developing the project management plan.