Project Scope Management Free Samples †MyAssignmenthelp.com

Question: Discuss about the Project Scope Management. Answer: Introduction: The following blog reviews the technical article of project scope management by Asadullah Khan through critical reflection on an academic journal pertaining to the topic. The aspects of projects scope management in an IT project are largely vested in the identification of the processes such as definition and control of the elements to be included in the project (Khan, 2006). Project scope management could be associated with the prolific benefits such as cost effectiveness and the sequential arrangement of stages involved in the project scope management. As per Asadullah Khan the key stages associated with project scope management include Initiation stage followed by the Scope Planning phase(Khan, 2006). The scope planning is succeeded by Scope Definition and Scope Verification stage which ultimately serve inputs for the final stage in project scope management i.e. Scope Change Control(Burke, 2013). The individual processes are interrelated to each other not only in terms of functiona l areas but also on the grounds of knowledge competences. The individual processes require varying levels of efforts from individuals or groups according to the prerequisites estimated for the project. The reflection on individual processes involved in the project scope management could be feasible only through the representation of each process as a discrete elements characterized with precise definition of interfaces (Collins, 2017). Furthermore, the completion of the project scope for development of IT product could be validated through comparison with the precedents established in the plan. Initiation: The first stage in project scope management refers to initiation that is associated with the formal recognition of the need to develop a project into its next phase or work on a new project. The initiation of projects in organizational contexts is realized through feasibility studies or similar forms of analysis. The requirement of formal initiation is not observed in case of new product development projects and internal service projects which can be assumed as exceptions(Kerzner, 2013). However, the precedents which are necessary for formal initiation include references to customer request, business requirements, market demand, legal obligations and technological improvements. The outcomes of the process of initiation are characterized on the basis of project selection methods as well as judgment approach of decision maker involved in the project. The formal recognition of project requirements results in outcomes such as a project charter that describes the managerial responsibiliti es for the project, assumptions and limitations in context of the project (Leach, 2014). Scope Planning: As per the article of Asadullah Khan, Scope planning is associated with the estimation of criteria for future project decisions such as descriptors for the feasible execution of individual stages involved in project(Khan, 2006). The essential highlight of the scope planning stage in project scope management could be identified in documentation of the scope statement that facilitates a platform for designing future decisions pertaining to the concerned project. The scope statement reflects profoundly on the project dimensions such as cost, objectives, project deliverables and the rationale for undertaking the project(Phillips, 2013). The scope planning process utilizes methods such as cost benefit analysis and product analysis with respect to the project charter in order to present the scope management plan that describes clear approaches for identification and classification of changes in scope. Scope Definition: Scope definition is accounted as a crucial stage in the project scope management process since it is responsible for categorization of the notable project deliverables into manageable components. The prominent outcome from the scope definition stage is identified in the creation of a work breakdown structure. A project manager can utilize the work breakdown structure for advantages such as improving accuracy in the estimation of cost, resources and time, precise assignment of responsibilities and identification of benchmarks for performance measurement and control(Schwalbe, 2015). The primary inputs required for the scope definition include the assumptions, scope statement and planning outputs from the knowledge areas of other stages in the project scope management process. Scope definition in ITproject management could be facilitated through the use of work breakdown structure templates(Collins, 2017). Scope verification: The scope verification is ensured through reviewing the work results and the product specifications according to the project requirements. A notable ambiguity noted in context of scope verification with respect to quality control(Phillips, 2013). In the scope verification stage, the work results are accepted on the grounds of correct and satisfactory completion. As mentioned in the article of Asadullah Khan, the tools used for inspection could be observed primarily in the form of product reviews and audits(Khan, 2006). Scope change control: Issues identified in the previous stages of the project scope management process could deter the effectiveness of a project to render the appropriate results. Therefore, scope change control is implemented to tailor the impact of scope change factors for the benefit of the project and identification of the instances of scope change(Kerzner, 2013). The effectiveness of the scope change control is identified in the effective management of actual changes. Some of the effective tools and techniques which facilitate effective outcomes in the stage of scope change include performance metrics and control systems for scope change. Conclusion: The report reflected critically on the distinct aspects pertaining to project scope management in order to present an inference regarding the inputs and outcomes alongside tools and techniques implemented in individual stages. Bibliography Burke, R. (2013). Project management: planning and control techniques. New Jersey, USA. Collins, W. P. (2017). Development of a Project Scope Definition and Assessment Tool for Small Industrial Construction Projects.Journal of Management in Engineering. Journal of Management in Engineering, 33(4). Kerzner, H. (2013). Project management: a systems approach to planning, scheduling, and controlling. John Wiley Sons. Khan, A. (2006). Project scope management. Cost engineering. 48(6), 12-16. Leach, L. P. (2014). Critical chain project management. Artech House. Phillips, J. (2013). PMP, Project Management Professional (Certification Study Guides). McGraw-Hill Osborne Media. Schwalbe, K. (2015). Information technology project management. Cengage Learning.