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	<title>PMServicesNW &#187; Scope</title>
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		<title>The Purpose of Scope Management</title>
		<link>http://www.pmservicesnw.com/2011/04/the-purpose-of-scope-management/</link>
		<comments>http://www.pmservicesnw.com/2011/04/the-purpose-of-scope-management/#comments</comments>
		<pubDate>Sat, 02 Apr 2011 12:16:22 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Scope]]></category>
		<category><![CDATA[scope control]]></category>
		<category><![CDATA[scope managment]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=2781</guid>
		<description><![CDATA[By Ray Myers, Jr., PMP The PMBOK says that Scope Management is primarily concerned with defining and controlling what is and is not included in the project.  But what does that really mean? The purpose of Scope Management is to: Define and document the product or service to be produced by the project Ensure that the project focuses ONLY on the work required to complete the project Enforce rigorous management control of the scope and adherence to strict scope change procedures Document what is IN-SCOPE and perhaps more importantly, what is OUT-OF-SCOPE Also note that only the project sponsor can approve Scope changes. About the Author: Ray Myers, Jr. is a PMP certified project manager with over 20 years’ experience planning and managing technology projects.  Contact Ray at www.pmservicesnw.com Article source: www.pmservicesnw.com &#169;2012 PMServicesNW. All Rights Reserved..]]></description>
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		<title>Develop a Project Scope Statement</title>
		<link>http://www.pmservicesnw.com/2010/12/develop-a-project-scope-statement/</link>
		<comments>http://www.pmservicesnw.com/2010/12/develop-a-project-scope-statement/#comments</comments>
		<pubDate>Tue, 14 Dec 2010 03:39:18 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Planning]]></category>
		<category><![CDATA[Scope]]></category>
		<category><![CDATA[Develop Project Scope Statement]]></category>
		<category><![CDATA[project scope statement]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=333</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP The 4th edition of the PMBOK eliminated the step to Develop Preliminary Project Scope Statement from the project Initiation phase.  Previous editions of the PMBOK recommended that the preliminary scope statement be developed during Initiation, but since the project charter contains many of the preliminary goals for the project, the Preliminary Scope Statement has been dropped. The project scope statement defines the project in terms of what the project will and will not accomplish.  The scope statement establishes and documents the: Project Boundaries- what is and is not included in the project Project Constraints – when must the project be completed, the maximum budget, limits on resources, and other limits Project Assumptions – facts upon which project decisions are based The scope statement should contain as much information about the project as possible.  Most of the information can be gathered from the project sponsor and other stakeholders.  Be sure to look for other organizational process assets when gathering information. The scope statement document may include the following information: Executive Summary Business Objectives Project Description Includes Excludes Completion Criteria Risk Assessment Constraints Dependencies Impacts Success Criteria Assumptions Roles and Stakeholders Project Approach Project Estimates Schedule Budget [...]]]></description>
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		<title>Scope Management</title>
		<link>http://www.pmservicesnw.com/2010/10/managing-scope/</link>
		<comments>http://www.pmservicesnw.com/2010/10/managing-scope/#comments</comments>
		<pubDate>Mon, 18 Oct 2010 09:04:28 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Scope]]></category>
		<category><![CDATA[change control]]></category>
		<category><![CDATA[change management]]></category>
		<category><![CDATA[manage scope]]></category>
		<category><![CDATA[scope management]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=40</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP Scope management is a key project management activity because it assures stakeholders that the project will achieve the deliverables as defined in the approved scope statement and statement of work. For this discussion, scope can refer to either: 1) The features and functions that are to be included in the product or service, or 2) the work that must be done in order to deliver or produce the product with the specified features and functions. Unmanaged scope changes are called scope creep.  Frequently clients, stakeholders and team members believe that small changes to project deliverables have little or no impact to the overall project success.  Managers may demand changes, other stakeholders may make informal requests, or team members just add or ignore requirements for their own convenience. However small or insignificant these changes may seem to be, all changes potentially impact the overall project schedule, budget, resource requirements, or quality and may result in failure to achieve the desired project results if not properly managed. Project scope management is a group of processes that are required to be sure that the project includes ALL the work required, and ONLY the work required to complete the [...]]]></description>
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		<title>Set Project Boundaries</title>
		<link>http://www.pmservicesnw.com/2010/08/set-project-boundaries/</link>
		<comments>http://www.pmservicesnw.com/2010/08/set-project-boundaries/#comments</comments>
		<pubDate>Sat, 28 Aug 2010 21:42:29 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Scope]]></category>
		<category><![CDATA[project boundary]]></category>
		<category><![CDATA[scope creep]]></category>
		<category><![CDATA[setting project boundaries]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=542</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP A good scope statement does more than describe what a project will do or produce.  The best scope statements will also describe what is not to be part of the project.  In other words, the scope statement builds a fence around the project that contains the project deliverables and only the project deliverables.  This fence provides the first line of defense against scope creep.  In effect, a strong scope statement that also describes what is not to be included in the project, provides the project manager the strongest tool to manage creeping scope expectations.  Together with a robust change management system, the project manager has the tools to coral expanding projects.   About the Author: Ray Myers, Jr. is a PMP certified project manager with over 2o years experience planning and managing technology projects.   Contact Ray at wwwpmservicesnw.com Article source: www.pmservicesnw.com &#169;2012 PMServicesNW. All Rights Reserved..]]></description>
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