Scope Management Plan Template
Scope management doesn't just include managing 'scope creep'; it also ensures that everying within scope for the project is actually delivered. Be sure to plan scope management thouroughly and refer back often to the Scope Management Plan during the lifecycle of your project.
Scope Management Plan Template
This section should describe the purpose of the Scope Management Plan for this particular project. It should explain what the plan covers and why it is an integral part of successful project management. Strict adherence to a formal Scope Management Plan is a key element to completing a project which accomplishes the goals and objectives it was intended to.
The purpose of this Scope Management Plan is to define the scope for the NextGen Cable Development Project. This Scope Management Plan provides a formal guideline for planning, defining, controlling, and verifying the scope of the project throughout its duration. This includes roles and responsibilities for all project participants, the work breakdown structure (WBS) and WBS dictionary, managing scope and changes to scope, and scope verification measures to ensure that deliverables meet their original intent in accordance with the project scope.
2.0 Scope Management Roles and Responsibilities
Defining roles and responsibilities as they relate to scope is an important part of the Scope Management Plan. This section should provide all necessary detail of these roles and responsibilities so they are clear throughout the life of the project.
2.1 Project Sponsor
Director of Research and Development, Mr. John Doe: The Project Sponsor is the approval authority for the NextGen Cable Development Project. He is responsible for the oversight of all aspects of the project as well as accepting project deliverables, and approving any submitted scope change requests.
2.2 Project Team
Project Manager, Mr. Bud Smith: The Project Manager is responsible for scope management for the NextGen Cable Development Project. The Project Manager is responsible for reviewing and determining the impact of all scope change requests and submitting them to the Project Sponsor for approval. He is responsible for the development of scope control and validation measures. He is responsible for communicating any changes in scope to all project participants and updating all project documentation based on changes. He is responsible for the development of the WBS and WBS dictionary as well as the project scope statement.
Design Engineer, Mr. John Black: The Design Engineer is responsible for assisting the Project Manager in the development of the scope statement, WBS and WBS dictionary, and scope control and validation measures. The Design Engineer is also responsible for identifying and validating any scope change requests regarding product design and communicating them with the Project Manager.
Process Engineer, Mr. Patrick White: The Process Engineer is responsible for assisting the Project Manager in the development of the scope statement, WBS and WBS dictionary, and scope control and validation measures. The Process Engineer is also responsible for identifying and validating any scope change requests regarding product processes and communicating them with the Project Manager.
2.3 Project Stakeholders
There are numerous stakeholders for the NextGen Cable Development Project. When necessary, the project stakeholders are responsible for identifying any required changes to project scope and communicating them to the Project Manager. They may also be required to assist the Project Manager in validating scope change requests and determining their impact.
Director of Operations, Mr. Bill Green
Testing Laboratory Director, Mr. Steve Blue
3.0 Scope Management Planning
This section should provide an explanation for how various inputs are used to determine the scope of the project. Each scope element should be linked to a project requirement or deliverable so that all project objectives are met and all project work is attributable to a meaningful outcome. One pitfall of many projects is allowing extraneous or unnecessary work to occur which is not directly applicable to an objective or deliverable.
For the NextGen Cable Development Project, the Project Manager is responsible for scope management. The scope of this project was defined through a formal collection and review of the project’s objectives and requirements as outlined in the Project Charter, preliminary scope statement, and all available project documentation. This review was led by the Project Manager and included the Project Sponsor, Project Team, and all Stakeholders. Based on the identification and review of all project requirements, the deliverables for the project were agreed upon and approved by the Project Sponsor.
For the NextGen Cable Development Project, the scope is defined by the Scope Statement, WBS, and WBS Dictionary. These components will be detailed in the following sections of the Scope Management Plan in order to provide a common understanding for all project participants.
4.0 Scope Statement
The scope statement is perhaps the most important part of any project. It defines what the project is, what it must accomplish, when it must be accomplished, and the acceptable outcomes. It may also provide assumptions and/or constraints if they have already been determined. The scope statement should also list what is not included in the project’s scope. This is to minimize the likelihood of unnecessary work being performed or prevent work shifting from accomplishing the intended objectives of the project.
The scope for the NextGen Cable Development Project includes the design, testing, and acceptance of the next generation fiber optic cable for the company’s product line. The project’s deliverables are a new cable product which meets company performance requirements and is smaller in diameter than our current products, a complete technical data package (TDP), and a qualified and documented process for manufacturing the new cable. The acceptance criteria for this project are: the successful manufacturing run for a 1 kilometer length of NextGen Cable and successful testing in accordance with company performance requirements; a vetted and documented manufacturing process which meets company process requirements; product/process data and specifications which have been reviewed and approved internally; and Operations Department acceptance to begin the manufacturing of the NextGen Cable. This project does not include ongoing manufacturing operations or support of NextGen cable or products/processes being developed in parallel with NextGen Cable. The acceptance criteria for this project must be met no later than 270 days from the Project Kickoff date. The allocated budget for this project is $1,500,000.00. All resources assigned to this project are internal and any additional resources must be requested through and approved by the Project Sponsor.
5.0 WBS and WBS Dictionary
This section should discuss the WBS and WBS Dictionary and how they help the Project Manager manage scope. These tools provide a logical decomposition of the work to be performed in order to meet the objectives and requirements for the project and ensure that the work is performed in accordance with the project scope. By deconstructing the deliverables into manageable work packages the scope of the project can be managed much more easily.
The WBS and WBS Dictionary, along with the scope statement, are key components for defining and managing the project scope. The WBS provides a hierarchical decomposition of the work to be performed in the project in order to allow the scope to be managed more easily through clearly understood work packages not exceeding 40 hours of work but not less than 4 hours of work each. The WBS structure below details the phases and work packages the NextGen Cable Development Project consists of. All work packages were created and defined with the input from the groups and individuals who will be performing the work throughout the project.
The WBS Dictionary, shown below, provides the necessary detail for the work outlined in the WBS so the tasks, resources, and deliverables are clearly defined. Every element of the WBS must be entered in the WBS Dictionary to ensure all work is accounted for, assigned the appropriate resources, and pertains to the appropriate deliverable(s).
6.0 Scope Control
This section should discuss the steps or processes by which the project scope is controlled throughout the duration of the project. Elements of the project scope must be reviewed on a regular basis in order to ensure all project work is performed in accordance with the Scope Management Plan. This section should also describe how changes in scope may be requested/proposed, reviewed, and approved/denied.
This NextGen Cable Development Project Manager is responsible for continuously monitoring project work to ensure all work performed is within the project scope outlined in this plan. The Project Manager may also utilize regularly occurring meetings with the project team to ensure that all work is performed in accordance with the appropriate work package(s) in support of project deliverables and objectives.
Project scope change requests (CR) may be submitted by any project participant who determines that a change in scope is necessary for the project. The individual proposing the change in scope must submit a CR to the Project Manager outlining the proposed change and why it is necessary. The Project Manager will review the proposal with the project team to determine if it is necessary and what impact(s) it will have on the project. The change proposal will then be presented to all project participants and forwarded to the Project Sponsor for review and approval. Any scope changes approved by the Project Sponsor will require updates to all project plans and documentation. This is the responsibility of the Project Manager. The Project Manager must also communicate the change to all project participants upon its approval.
7.0 Scope Verification
Scope verification is the process of ensuring that as the project proceeds, all project work and deliverables are aligned with the original project scope before they are formally accepted. If work is allowed to proceed which is not aligned with and directly supporting the original intent of the project, then the project will fail.
The NextGen Cable Development Scope Management Plan was created to ensure that all project work directly supports the scope of the project. As the project progresses, the Project Manager must verify that interim deliverables correspond to deliverables originally specified in the project’s scope statement, the WBS and/or the WBS Dictionary. Once the Project Manager determines that work performed is aligned and in support of the project’s scope, the associated deliverable may be accepted.
As deliverables are completed, the project team will complete a deliverable acceptance package which outlines the appropriate WBS level and code, work description, planned completion date, actual completion date, and any variance in the deliverable. The deliverable acceptance package will then be submitted to the Project Sponsor for formal acceptance of the deliverable.
All project and management plans must have the approval of the Project Sponsor and Project Manager. The signatures of these individuals indicate their acknowledgement and understanding of the Scope Management Plan.
The signatures of the people below indicate an understanding in the purpose and content of this document by those signing it. By signing this document you agree to this as the formal Scope Management Plan for the NextGen Cable Development Project.