-Difficult to create a good WBS
-Project manager and team must decide as a group how to organize the work and how many levels to include in the WBS
-Better to focus on getting the top levels of the WBS done well to avoid being distracted by too much detail
-People confuse tasks on a WBS with specifications or think it must reflect a sequential list of steps
-Focus on what work needs to be delivered, not when or exactly how it will be done
1. Planning scope management involves determining how the project's scope and requirements will be managed. The project team works with appropriate stakeholders to create a scope management plan and requirements management plan.
2. Collecting requirements involves defining and documenting the features and functions of the products produced during the project as well as the processes used for creating them. The project team creates stakeholder requirements documentation, a requirements management plan, and a requirements traceability matrix as outputs of the requirements collection process.
3. Defining scope involves reviewing the project charter, requirements documents, and organizational process assets to create a scope statement, adding more information as requirements are developed and change requests are approved. The main outputs of scope definition are the project scope statement and updates to project documents.
4. Creating the WBS involves subdividing the major project deliverables into smaller, more manageable components. The main outputs include a work breakdown structure, a WBS dictionary, a scope baseline, and updates to project documents.
5. Verifying scope involves formalizing acceptance of the project deliverables. Key project stakeholders, such as the customer and sponsor for the project, inspect and then formally accept the deliverables during this process. If the deliverables are not acceptable, the customer or sponsor usually requests changes. The main outputs of this process, therefore, are accepted deliverables, change requests, work performance information, and updates to project documents.
6. Controlling scope involves controlling changes to project scope throughout the life of the project—a challenge on many information technology projects. Scope changes often influence the team's ability to meet project time and cost goals, so project managers must carefully weigh the costs and benefits of scope changes. The main outputs of this process are work performance information, change requests, and updates to the project management plan, project documents, and organizational process assets.
Which statement best describes scope?
-each level of work that is outlined in a work breakdown structure
-end product created as part of a project that is delivered to the client
-tasks that are decomposed into smaller tasks in a work breakdown structure
-work involved in creating the products and the processes used to create them