Scope: A very brief overview of one project management knowledge area and associated processes. The first step is to establish the scope of the project. By creating the task list, the project scope is established.
• Work Breakdown Structure (WBS) provides a structured model to think through what is required and identify everything required.
• Build shared understanding and buy-in to value and feasibility across project team and stakeholders.
• Early look at skill-set and resources required
• Limits unplanned changes
• Proof of what is required to achieve the project purpose (time, staff, other) and check on organizational capacity.
• By verifying it, we ensure that the tasks identified, if executed successfully (meet acceptance criteria), will achieve the project purpose.
Formal PMI Process and Definition: Project Scope Statement “What are we planning to accomplish and why?”
• Project Scope Description Acceptance Criteria (Process and Criteria, performance parameters)
With Charter, Stakeholder analysis, and high-level requirements summary
• Deliverables (SOW if applicable; Desired outcome and impact when implemented)
• Exclusions
• Constraints (Budget, time, critical milestones, contract provisions)
• Assumptions (resources required)
Creating a Project Scope Statement requires review and consideration of project objectives, metrics and measurement, identification of stakeholders, historical information, and consideration of existing systems, policies, and procedures. It also requires a discussion of how planning will be done, the approach, depth, and organizational expectations for the project.
PMI is a well regarded professional association in the field of Project Management with chapters in every New England state and throughout the world.
Strategy (Project Context)
Every initiative must aligned with organization goals and strategy.
It may be helpful to consider a light-weight strategy review to ensure the project charter and scope is aligned and integrated with the existing organization planning process. This high-level outline is not intended to replace formal strategy planning, simply a check on project design.
Strategy Discussion:
Alignment with purpose and mission
Synchronize with existing annual/quarterly plan and other initiatives
Rank, group, and clarify
Outcome and impact review*
Seek input from functional departments
Identify cross-functional points of integration at leadership level
Consider in context of two or three year objectives
Staff growth and development opportunities
Change:
The result of a strategy discussion may be one or more change initiatives
These may be simple tasks that can be assigned and completed quickly
These may be new or revised processes, communication models, modification of functional responsibilities, etc.
Or more extensive work that requires a project orientation and process.
This could provide initial objectives for a more detailed and formal strategic planning process
Operations:
Once a change or project is complete the result of the strategy discussion becomes an operational process or activity.
* Often present in the non-profit space, donor pressure to demonstrate effectiveness of programs and initiatives has resulted in adoption of a planning and measurement model focused on outcomes over time. A number of naming conventions are in use including Logical Framework Analysis or LogFrame, Outcome Management, Outcome Mapping, and Results Management. This approach focuses on activities that lead to outcomes that can be measured over time, not just a final milestone or product.
Often this concept is applicable to complex change, non-linear or discontinuous initiatives, and organizational, behavioral, or social change. Importantly, this model supports a life-cycle horizon beyond initial project implementation where by definition there must be a specific beginning and equally specific end. For example, an extended period of indoor environmental data collection provides a solid information foundation for making the best decisions leading to a suitable and stable climate for collections and buildings.