Initiation
Input includes: product description; strategic plan; project selection criteria; historical
information
Methods used: project selection methods and expert judgment from other units within the
organization; consultants; industry groups; or professional / technical associations.
Output includes: scope statement; supporting detail, scope management plan, project
charter, identified project manager, constraints, and assumptions.
The process of formally recognizing that a new project exists or that an existing project
should continue to its next phase.
Scope Planning
Input includes: the product description; project charter; constraints, and assumptions.
Methods used: product analysis; benefit / cost analysis; identifying alternatives, and
expert judgment.
Output includes: scope statement; supporting detail, and scope management plan
The process of developing a written scope statement as the basis for future project
decisions.
The scope statement forms the basis for an agreement between the project team and the
project customer by identifying the project objectives and major project deliverables.
Scope Definition
Methods used: work breakdown structure templates (or WBS from a previous project)
and decomposition (subdivision).
The process of subdividing the major project deliverables into smaller, more manageable
components.
Scope Verification
The process of formally accepting the project scope by the stakeholders (sponsor, client,
customer, etc.)
Input includes: WBS, performance reports, change requests, and the scope management
plan.
An output of the scope definition process. Used as input into the scope change control
process.
Work Package
Work packages are further broken down during the Activity Definition Process. (part of
Time Management)
Should also include an assessment of the expected stability of the project scope.
Should also include a clear description of how scope changes will be identified and
classified.