Project Management 5.0 PDF

2 Project Selection, Initiation and Scope Management Syllabus Project Selection, Initiation and scope Management: Project selection criteria and methods, Project initiation and charter development, Stakeholder identifica...

2 Project Selection, Initiation and Scope Management Syllabus Project Selection, Initiation and scope Management: Project selection criteria and methods, Project initiation and charter development, Stakeholder identification and analysis, Scope planning and definition, Work Breakdown Structure (WBS) development, Scope verification and change control. 2.1 Project Selection Project selection involves a systematic evaluation of proposed projects or project groups, followed by the decision to implement a specific set of them, aligning with the parent organization's objectives. This structured process can be adapted and applied to any aspect of the organization's operations, where decisions need to be made between competing alternatives. The goal is to ensure that the chosen projects contribute to the overall success and achievement of the organization's strategic goals. 2.1.1 Steps in Project Selection Following are the steps in Project Selection: B Identify Potential Projects: The journey begins with identifying potential projects that align closely with the organization's goals and objectives. B Evaluate Projects: Thoroughly assess the feasibility, potential benefits, risks, available resources, stakeholder management, and compliance with regulations for each potential project. B Project Prioritization: Prioritize the evaluated projects based on their significance to the organization and their potential impact on achieving organizational goals. B Choose Projects: Select projects that not only hold the greatest potential to add value to the organization but also align seamlessly with its overarching goals and objectives. Create a Business Case : Construct a compelling business case outlining the projected benefits, costs, risks, and estimated timeline for the selected projects. Obtain Approval: Seek approval from senior management or the designated project sponsor for the chosen projects to move forward with their execution. Project Management 2-2 Project Selection, Initiation & Scope Management 2.1.2 Project Selection Criteria While selecting a project, the following project selection criteria should be kept in mind. Realism: The model should accurately represent how the firm makes decisions, considering the various B goals of both the company and its managers. Without a common measurement system, it's hard to directly compare different projects. The model should also consider the firm's limitations, such as available resources, funds, and personnel. It should include factors that account for project risks like performance, cost, time, customer acceptance, and implementation challenges. Capability: The model should be advanced enough to handle important factors such as multiple time periods and both internal and external project situations (e.g., strikes, changes in interest rates, etc.). Flexibility The model should give valid results within the range of conditions that the firm might B experience. It should be easy to modify in response to changes in the firm's environment. For example: Tax law changes, new technological advancements that alter risk levels, and above all, organizational goal changes. Ease of use: The model should be reasonably convenient, not take a long time to execute, and be easy to use and understand. It should not require special interpretation, data that are difficult to acquire, excessive personnel, or unavailable equipment. Cost: Data gathering and modelling costs should be low relative to the cost of the project and less than the B potential benefits of the project. All costs should be considered, including the costs of data management and of running the model. B Easy Computerization: It should be easy and convenient to gather and store the information in a computer database, and to manipulate data in the model through use of a widely available, standard computer package such as Excel. 2.1.3 Project Selection Method Modern business organizations utilize various project selection methods, each characterized by its unique features. Consequently, different organizations may find certain selection methods more suitable for their needs. Despite the distinctions among these project selection methods, they often share common underlying concepts and principles. Project selection techniques can be classified into two categories: 1. Benefit Measurement Methods 2. Constraints Optimization Methods. These methods serve the purpose of helping organizations select projects that yield maximum profit and align with their business objectives. 1. Benefit Measurement Methods Benefit measurement methods are widely used project selection techniques that involve evaluating the present value of estimated cash inflows and outflows. By comparing the costs and benefits of potential projects, organizations can make informed decisions. TechKnowledge Publications  Project Management 2-3 Project Selection, Initiation & Scope Management Some examples of benefit measurement methods include: B Benefit/Cost Ratio (BCR): Calculates the ratio between the present value of project inflow (cost invested) and outflow (return value). Projects with higher BCRs are preferred. Economic Value Added (EVA): Measures the value created for the organization by considering net profit after taxes and capital expenditures. Projects with higher EVA are prioritized. Scoring Model: Involves assigning scores based on criteria and their importance. The project with the highest overall score is selected. B Payback Period: Determines the time required to recover the project's initial investment. Projects with shorter payback periods are favored. B Net Present Value (NPV): Compares the current value of cash inflows and outflows. Positive NPV projects are preferable. Internal Rate of Return (IRR) Identifies the interest rate at which NPV becomes zero. Projects with higher IRRS are favoured. B Opportunity Cost: Evaluates what is lost by selecting one project over another. Projects with lower opportunity costs are preferred. 2. Constraints Optimization Methods Constraints optimization methods, also known as mathematical selection models, are used in project management for handling large projects with intricate calculations. These methods aim to find the best solutions that satisfy specific constraints while optimizing project outcomes. Some examples of constraints optimization methods are: B Linear Programming: This method is used when the project involves linear relationships between variables. It helps in optimizing resource allocation and minimizing costs under given constraints. B Non-linear Programming: When the project involves non-linear relationships between variables, this method is applied to find the optimal solution that maximizes or minimizes a specific objective. B Integer Programming: In projects where certain variables must take integer values (whole numbers), Ñ this method is utilized to find the best feasible solution. Dynamic Programming: This method is suitable for projects with sequential decision making, where the optimal solution depends on decisions made at different stages. By utilizing these project selection techniques, organizations can effectively identify and prioritize projects that align with their goals, ensuring successful outcomes and efficient resource allocation. 2.2 Project Initiation and Charter Development 2.2.1 Project Initiation The project initiation stage marks the beginning of the project management life cycle and comes before the actual project execution starts. Its primary objective is to reduce uncertainty to an acceptable level so that a decision can be made on whether to approve the project or not. TechKnowledge Publications Project Management 2-4 Project Selection, Initiation & Scope Management During this stage, two types of risks are considered: 1. Business Risk: Assessing whether the project will indeed create the intended value. This risk pertains to product development and must be evaluated and minimized during initiation. 2. Project Risk: Ensuring that the project can deliver the expected outcome within the allocated budget and timeline. Managing this risk is a crucial aspect of project management, and the initiation stage provides a preliminary estimation of project feasibility based on varying levels of accuracy in estimates. The level of uncertainty reduction required during initiation depends on the trade-off between the necessary certainty for project approval and the time and resources spent in this stage. The initiation stage aligns closely with the Ideation and Design stage of product development, where the more uncertainty needs removal, the more detailed the design becomes, and more effort is devoted to project initiation. However, excessive time spent on this stage can lead to a low project risk but a high business risk, as customer needs may have changed significantly by the time the project commences. The project initiation stage involves analysing the problem or opportunity, developing a project proposal, conducting stakeholder analysis, defining project rules, and evaluating the project proposal. The start of this stage may be clear and urgent when addressing a specific problem. In contrast, in other cases, the idea for the project gradually takes shape in the minds of a few individuals before transitioning into a more formal and structured initiation stage. Overall, the project initiation stage sets the foundation for successful project execution by carefully assessing risks, aligning with business goals, and establishing the project's framework for subsequent stages. 2.2.2 Project Charter A Project Charter is a comprehensive document that outlines the objectives and detailed goals of a project, as well as the roles and responsibilities of team members and stakeholders. It serves as a guiding principle for future projects and plays a crucial role in the organization's knowledge management system. The Project Charter is a concise document, typically generated for a new offering request or a request for proposal. It is an essential component of the project management process, required by Initiative for Policy Dialogue (IPD) and Customer Relationship Management (CRM). 1. Roles of a Project Charter Documenting the reasons for undertaking the project. B Defining the project's objectives and constraints. B Providing solutions to address the identified problem or opportunity. Identifying the key stakeholders involved in the project. 2. Benefits of Project Charter B Enhancing customer relationships and satisfaction. · Improving project management processes and efficiency. B Enhancing communication between regional and headquarters teams. B Securing project sponsorship. Tech Knowledge Publications  2-5 Project Selection, Initiation & Scope Management Project Management. Recognizing senior management roles. B Facilitating progress towards industry best practices. 3. Essential Elements of a Project Charter To be effective, a project charter should address the following key elements: B Project identification and title. B Project timeline, including start date and deadline. B Key team members and stakeholders involved. B Clear objectives and targets set for the project. B Business case, explaining the reason for the project. B Detailed description of the problem or opportunity being addressed.. Expected return on investment from the project. B Project performance expectations and outcomes. Planned date for achieving the project objectives. Well-defined roles and responsibilities of participants. Resource requirements for achieving the objectives. B Identification of barriers and project risks. Effective communication plan to ensure informed stakeholders. By addressing these elements, a well-structured and comprehensive project charter can significantly contribute to the success of the project and streamline project management processes. 4. Project Charter Development · Develop Project Charter is the process of creating a document that officially approves the project's existence and empowers the project manager to utilize organizational resources for project tasks. B The primary advantages of this process include establishing a direct connection between the project and the organization's strategic goals, generating a formal record of the project, and demonstrating the organization's dedication to the project's success. Develop Project charter Tools and Techniques Outputs Inputs 1. Expert judgment 1. Project charter 1. Business documents 2. Assumption log 2. Data gathering ÑBusiness case B Brainstorming ÑBenefits management plan. Focus groups 2. Agreements B Interviews 3. Enterprise environmental factors 3. Interpersonal and team skills Conflict management 4. Organizational process assets B Facilitation Meeting management 4. Meetings Fig. 2.2.1: Develop Project Charter TechKnowledge Publications Project Management 2-6 Project Selection, Initiation & Scope Management The above diagram shows the inputs, tools and techniques, and outputs of the develop project charter. i) Inputs B Business Documents: The business case and benefits management plan act as valuable sources of information regarding the project's objectives and its alignment with the organization's business goals. The business case justifies the required investment by presenting necessary business-related details, aiding decision-making by managers and executives. It considers factors like market demand, organizational needs, customer requests, technological advancements, legal requirements, ecological impacts, and social needs. Agreements: Agreements, such as contracts, memorandums of understanding (MOUs), or service level agreements (SLAs), play a crucial role in defining the initial intentions of the project. Contracts are commonly used for projects involving external customers. B Enterprise Environmental Factors: Various factors in the enterprise environment significantly influence the development of the project charter. These factors encompass government or industry standards, legal and regulatory requirements, marketplace conditions, organizational culture, governance framework, and stakeholder expectations. Organizational Process Assets: Organizational process assets also contribute significantly to the development of the project charter. These assets consist of standard policies, processes, and procedures used by the organization. The governance framework at the portfolio, program, and project levels provides guidance and direction for decision-making. Additionally, monitoring and reporting methods, templates, and historical information and lessons learned from previous projects offer valuable insights and resources for the process. These inputs collectively provide the necessary information and framework for creating a robust project charter that aligns the project with the organization's strategic goals, ensures proper justification for investment, and establishes a strong foundation for successful project execution. ii) Tools and Techniques Expert Judgment: Expert judgment is the input of specialized expertise in relevant areas like organizational strategy, benefits management, technical knowledge of the industry, duration and budget estimation, and risk identification. Experts provide valuable insights and knowledge to guide the project charter development process. B Data Gathering: Data gathering techniques, such as brainstorming, focus groups, and interviews, are employed to collect essential information and solutions from stakeholders, subject matter experts, and team members during the project charter development. Interpersonal and Team Skills: Interpersonal and team skills, including conflict management, facilitation, and meeting management, help align stakeholders on project objectives, success criteria, high-level requirements, and other crucial elements ofthe charter. B The tools and techniques utilized in the process, such as expert judgment, data gathering through. brainstorming, focus groups, and interviews, and the application of interpersonal and team skills, play a vital role in guiding the project charter development. TechKnowledge Publications  2-7 Project Selection, Initiation & Scope Management Project Management iii) Output B Project Charter: The project charter is an official document issued by the project initiator or sponsor, granting the project's existence and empowering the project manager to use organizational resources for project activities. It contains essential high-level information about the project and the intended product, service, or result. Assumption Log: The assumption log captures high-level strategic and operational assumptions and constraints identified in the business case before project initiation. Throughout the project, lower-level assumptions related to technical specifications, estimates, schedule, risks, and other factors are generated. The assumption log serves as a record of all assumptions and constraints throughout the project life cycle. · The output of the process comprises the official project charter, authorized by the project initiator or sponsor. This document empowers the project manager with the authority to use organizational resources for project activities. 2.3 Stakeholder Identification and Management Identify Stakeholders is a continuous process in which project stakeholders are regularly identified and their interests, involvement, influence, interdependencies, and potential impact on project success are analysed and documented. The main advantage of this process is that it helps the project team determine the best approach to engage with each stakeholder or stakeholder group effectively. This process is conducted at Ivarious intervals throughout the project as required. Identify Stakeholders Inputs Tools and Techniques Outputs 1. Expert judgment 1. Stakeholder register 1. Project charter 2. Business documents 2. Data gathering 2. Change requests Business case Ñ Questionnaires and sureys 3. Project management plan Benefits management plan B Brainstorming updates 3. Data analysis B Requirements management 3. Project management plan Communications Stakeholder analysis plan Document analysis B Communications management plan ÑStakeholder engagement B Meeting management management plan 4. Data representation Risk management plan plan B Stakeholder mapping/ B Stakeholder engagement 4. Project documents representation plan B Change log B Issue log 5. Meetings 4. Project documents updates B Assumption log Requirements documentation B Issue log 5. Agreements Ñ Risk register 6. Enterprise environmental factors 7. Organizational process assets Fig. 2.3.1: Identify Stakeholders: Inputs, Tools & Techniques, and Outputs B This process is typically first conducted either before or at the same time as the project charter is developed and approved. It is a recurring activity and should be performed at the beginning of each project phase and whenever a significant change occurs in the project or the organization. During each iteration of the identification process, the project management plan components and project documents should be referred to in order to identify the relevant project stakeholders. TechKnowledge Publications Project Management 2-8 Project Selection, Initiation & Scope Management i) Inputs 1) Project charter: The project charter identifies the key stakeholder list. It may also contain information about the responsibilities of the stakeholders. 2) Business documents: In the first iteration of the Identify Stakeholders process, the business case and the benefits management plan are sources of information about the project's stakeholders. B Business case: The business case identifies the project objectives and identifies an initial list of stakeholders affected by the project. O Benefits management plan: The benefits management plan describes the expected plan for realizing the benefits claimed in the business case. It may identify the individuals and groups that Iwill benefit from the delivery of the outcomes of the project and are thus considered as stakeholders 3) Project Management Plan: The project management plan is not available when initially identifying stakeholders; however, once it has been developed, project management plan components include but are not limited to. Communications management plan: Communications and stakeholder engagement are strongly B linked. Information included in the communications management plan is a source of knowledge about the project's stakeholders. O Stakeholder engagement plan: The stakeholder engagement plan identifies the management strategies and actions required to effectively engage stakeholders. 4) Project Document: It is unlikely that any project documents will be an input for the initial stakeholder identification. However, stakeholder identification occurs throughout the project. Once the project is past the start-up phase, more documents become available and are used throughout the project. Project documents that can be considered as inputs for this process include but are not limited to: O Change log: The change log may introduce a new stakeholder or change the nature of an existing stakeholder's relationship to the project. O Issue log: The issue log records issues that may introduce new stakeholders to the project or change the type of participation of existing stakeholders. O Requirements documentation: Requirements can provide information on potential stakeholders. 5) Agreement: The parties of an agreement are project stakeholders. The agreement can contain references to additional stakeholders. 6) Enterprise environmental factors: The enterprise environmental factors that can influence the Identify Stakeholders process include but are not limited to: B Organizational culture, political climate, and governance framework B Government or industry standards (regulations, product standards, and codes of conduct) o Global, regional, or local trends and practices or habits B Geographic distribution of facilities and resources. TechKnowledge  Project Management 2-9 Project Selection, Initiation & Scope Management 7) Organizational process assets: The organizational process assets that can influence the Identify Stakeholders process include but are not limited to: O Stakeholder registers templates and instructions O Stakeholder registers from previous projects B Lessons learned repository with information about the preferences, actions, and involvement of stakeholders. Overall, these inputs work in synergy to help project managers comprehensively identify stakeholders, understand their roles, and develop effective engagement strategies to ensure project success. ii) Tools and Techniques B Expert judgment: Expertise from individuals or groups with specialized knowledge in areas such as organizational strategy, environmental knowledge, industry expertise, and team member contributions is considered to identify stakeholders. Data gathering Techniques like questionnaires, surveys, brainstorming, and document analysis are used to collect information from stakeholders and subject matter experts. Data analysis: Data analysis techniques like stakeholder analysis and document analysis help create a list of stakeholders with their positions, roles, expectations, and interest in the project. Data representation: Stakeholder mapping methods like power/interest grid, salience model, and directions of influence are used to categorize stakeholders for effective engagement. Meetings Meetings, including workshops and group discussions, are held to develop an understanding of significant project stakeholders.. By utilizing these tools and techniques in a well-coordinated manner, project managers can identify and engage with stakeholders proactively. This enhances stakeholder support and involvement throughout the project lifecycle, ultimately contributing to the project's success and the achievement of its objectives. iii) Outputs Stakeholder register: The stakeholder register contains information about identified stakeholders, including their names, positions, contact details, roles on the project, and assessment information like requirements and potential influence. Change requests: As stakeholder identification continues, new stakeholders or additional information about stakeholders may lead to change requests in the project documents or management plan. B Project management plan updates: Updates to the project management plan may be required in areas like requirements management, communications management, risk management, and stakeholder engagement due to newly identified stakeholders. Project documents updates: Project documents like the assumption log, issue log, and risk register may be updated with new information from the stakeholder identification process. Tech Knowledge Publications Project Management 2-10 Project Selection, Initiation & Scope Management Overall, the outputs of the Identify Stakeholders process enable project managers to maintain a clear understanding of the project's stakeholder landscape and foster positive relationships with stakeholders. By continuously updating project documents and management plans based on stakeholder information, project managers can adapt to changing circumstances and ensure that the project remains aligned with stakeholder needs and expectations throughout its lifecycle. Effective stakeholder identification and management contribute significantly to project success and the achievement of desired project outcomes. 2.3.1 Stakeholder Analysis Stakeholder analysis is the process of collecting information about any person that will be impacted by (or can impact) your project. Conducting a stakeholder analysis will enable you to identify all your stakeholders as well as their needs and expectations. Here is a step-by-step guide for conducting a stakeholder analysis : B Develop a stakeholder list: Identify all individuals, groups, and organizations that provide resources to the project or have a vested interest in its success or failure. O Assess stakeholder interest: Assign a value of "1" for positive interest, "-1" for negative interest, "0" for neutral, and "?" for uncertain stakeholders. B Evaluate stakeholder influence: Use a scale of 0 to 5 to determine the level of influence each stakeholder has on the project, where 0 means no influence, and 5 implies the ability to terminate the project. O Define stakeholder roles: Assign specific roles to each stakeholder, such as project champion, project owner, consultant, decision-maker, advocate, rival, etc. Use descriptive adjectives or metaphors to clarify their roles. B Set objectives for stakeholders: Determine what each stakeholder can contribute to the project, whether it's resources, expertise, or guidance through organizational politics. For adversarial stakeholders, seek their acceptance or approval for specific project aspects. O Identify strategies for engagement: Develop strategies for building, maintaining, improving, or re- establishing relationships with each stakeholder to achieve the set objectives.. It's important to note that the stakeholder analysis is an exercise rather than a formal document for public use. By following these steps, the project manager and team can better navigate the informal organization and ensure effective engagement with stakeholders to support project success. 2.3.2 Project Scope Management B The term "scope" refers to setting clear boundaries and identifying the deliverables of a project, ensuring that all necessary tasks are accomplished while avoiding unnecessary work. It is crucial to define not only what is included in the project but also what is excluded from it. Any work that falls outside the defined project boundaries is considered beyond the project's scope. TechKnowledge Publications  Project Management 2-11 Project Selection, Initiation & Scope Management Project Scope Management Overview Plan Scope Management Collect Requirements Define Scope 1. Inputs 1. Inputs 1. Inputs 1. Project charter 1. Project charter 1. Project charter 2. Project management plan 2. Project management plan 2. Project management plan 3. Enterprise environmental 3. Project documents 3. Project documents factors 4. Business documents 4. Enterprise environmental factors 4. Organizational process assets 5. Agreements 6. Enterprise environmental 5. Organizational process assets 2. Tools and Techniques factors 7. Organizational process assets 2. Tools and Techniques 1. Expert judgment 2. Data analysis 1. Expert judgment 2. Tools and Techniques 2. Data analysis 3. Meetings 3. Decision making 1. Expert judgment 3. Outputs 2. Data gathering 4. Interpersonal and team skills 5. Product analysis 1. Scope management plan 3. Data analysis 2. Requirements management 4. Decision making plan 5. Interpersonal and team skills 3. Outputs 6. Context diagram 1. Project scope statement 7. Prototypes 2. Project documents updates Create WBS 3. Outputs 1. Requirements documentation 2. Requirements traceability Control Scope 1. Inputs matrix 1. Project management plan 2. Project documents 1. Inputs 3. Enterprise environmental 2. Project management plan factors Validate Scope 3. Project documents 4. Organizational process assets 4. Work performance data 5. ganizational process assets 2. Tools and Techniques 1. Inputs 1. Expert judgment 1. Project management plan 2. Tools and Techniques 2. Decomposition 2. Project documents 1. Data analysis 3. Verified deliverables 3. Outputs 4. Work performance data 3. Outputs 1. scope baseline 1. Work performance information 2. Project documents updates 2. Tools and Techniques 2. Change requests 1. Inspection 3. Project management plan 2. Decision making updates 4. Project documents updates 3. Outputs 1. Accepted deliverables 2. work performance information 3. Change requests 4. Project documents updates Fig. 2.3.2: Project Scope Management Overview B The scope management plan consists of following processes: O Plan Scope Management: The process of creating a scope management plan that documents how the project and product scope will be defined, validated, and controlled. O Collect Requirements: The process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives. B Define Scope: The process of developing a detailed description of the project and product. Tech Knowledge Publications  Project Management 2-12 Project Selection, Initiation & Scope Management Create WBS: The process of subdividing project deliverables and project work into smaller, more 0 manageable components. 0 Validate Scope: The process of formalizing acceptance of the completed project deliverables. 0 Control Scope: The process of monitoring the status of the project and product scope and managing changes to the scope baseline. 2.4 Scope Planning Plan Scope Management is a crucial process that involves developing a comprehensive scope management plan, outlining the strategies for defining, validating, and controlling both the project and product scope. The primary advantage of this process lies in the provision of clear guidance and direction on how scope-related activities will be managed throughout the entire project lifecycle. By creating a well-defined scope management plan, the project team gains a structured approach to effectively handle scope-related challenges, ensuring that the project stays on track and meets its objectives. Plan Scope Management Inputs Tools and Techniques Outputs 1. Project charter 1. Expert judgment 1. Scope management plan 2. Project management plan 2. Data gathering 2. Requirements management B Quality management plan B Alternatives analysis plan B Project life cycle description 3. Meetings B Development approach 3. Enterprise environmental factors 4. Organizational process assets Fig. 2.4.1: Plan Scope Management: Inputs, Tools & Techniques, and Outputs i) Inputs B Project Charter: The project charter serves as a fundamental input, containing vital details about the project's purpose, high-level description, assumptions, constraints, and high-level requirements. It provides the initial foundation for defining the project's scope. B Project Management Plan: The project management plan is another crucial input, encompassing various components that influence scope management. This plan includes the quality management plan, which defines how organizational quality policies, methodologies, and standards impact scope management. Additionally, the project life cycle description and development approach are considered, determining the project's phases and approach. B Enterprise Environmental Factors: The enterprise environmental factors play a significant role in the Plan Scope Management process. These factors include the organization's culture, infrastructure, personnel administration, and marketplace conditions, which can influence how scope management is executed. Organizational Process Assets: Organizational process assets also influence the Plan Scope Management process. These assets comprise policies, procedures, and historical information, including lessons learned from previous projects, which provide valuable insights and guidance for scope management activities. TechKnowledge Publications Project Management 2-13 Project Selection, Initiation & Scope Management ii) Tools and Techniques B Expert Judgment: In this technique, input is sought from individuals or groups with specialized knowledge or training in specific topics such as previous similar projects, and industry, discipline, and application area information. Their expertise provides valuable insights and guidance for scope management activities. Data Analysis Data analysis techniques, including alternatives analysis, are employed in this process. Various methods of collecting requirements, elaborating project and product scope, creating the product, validating the scope, and controlling the scope are evaluated to make informed decisions. Meetings Project teams hold meetings to develop the scope management plan. Attendees may include the project manager, project sponsor, selected project team members, stakeholders, and those responsible for scope management processes. These meetings facilitate collaboration and alignment among team members and stakeholders. ii) Outputs B Scope Management Plan: The scope management plan, a component of the project management plan, outlines how the scope will be defined, developed, monitored, controlled, and validated. It includes processes for preparing a project scope statement, creating the Work Breakdown Structure (WBS), establishing scope baseline approval and maintenance, and defining the formal acceptance process for completed project deliverables. The scope management plan can be formal or informal, tailored to the specific needs of the project. Requirements Management Plan: The requirements management plan, also a component of the project management plan, details how project.and product requirements will be analyzed, documented, and managed. It may be referred to as a business analysis plan in some organizations. Components of the requirements management plan include the planning, tracking, and reporting of requirements activities, configuration management procedures for handling changes and impacts, requirements prioritization process, metrics for measuring progress, and a traceability structure that captures requirement attributes in the traceability matrix. By using these inputs, tools, and outputs effectively, project teams can ensure that scope management is well-planned, controlled, and aligned with project objectives, ultimately leading to successful project execution and deliverables that meet stakeholder expectations. 2.4.1 Scope Definition B Scope definition is an essential project management process that involves creating a comprehensive and detailed description of the project and its intended outcomes. The primary advantage of this process is that it establishes clear boundaries and acceptance criteria for the project's deliverables, services, or results. While all the requirements gathered during the "Collect Requirements" process may not be included in the final project, the "Define Scope" process aids in selecting the most pertinent and essential requirements from the requirements documentation. B The preparation of a detailed project scope statement builds upon the major deliverables, assumptions, and constraints documented during the project initiation phase. As the project progresses through the planning Tech Knowledge Publications Project Management 2-14 Project Selection, Initiation & Scope Management phase, the project scope is further defined and refined with greater specificity as more information becomes available. This process involves analysing existing risks, assumptions, and constraints to ensure they are comprehensive and updated as needed. It is important to note that the "Define Scope" process can be iterative in nature, especially in projects B following an iterative life cycle approach. In such cases, a high-level vision is initially established for the overall project, and the detailed scope is determined incrementally, one iteration at a time. B The detailed planning for each iteration is carried out as work progresses on the current project scope and deliverables. This iterative approach allows for flexibility and adaptability throughout the project's lifecycle. Define Scope Inputs Tools and Techniques Outputs 1. Project charter 1. Expert judgment 1. Project scope statement 2. Project management plan 2. Data gathering 2. Project documents updates B Scope management plan B Alternatives analysis B Assumption log B Project 3. Decision making B Requirements B Requirements documentation Multicriteria decision documentation documentation analysis Requirements traceability B Risk register 4. Interpersonal and team skills matrix 4. Enterprise environmental B Facilitation B Stakeholder register factors 5. Product analysis 5. Organizational process assets Fig. 2.4.2: Define Scope: Inputs, Tools & Techniques, and Outputs i) Inputs Project Charter: The project charter provides a high-level description of the project, product characteristics, and approval requirements. B Project Management Plan: The project management plan includes the scope management plan, which documents how the project scope will be defined, validated, and controlled. B Project Documents: Various project documents serve as inputs, including the assumption log (identifying assumptions and constraints), requirements documentation (identifying project requirements), and risk register (containing response strategies that may impact the project scope).. Enterprise Environmental Factors: External factors that can influence the Define Scope process, such as the organization's culture, infrastructure, personnel administration, and marketplace conditions. B Organizational Process Assets: Internal assets that can influence the Define Scope process, such as policies, procedures, templates for a project scope statement, project files from previous projects, and lessons learned from previous phases or projects. ii) Tools and Techniques B Expert Judgment: Seeking expertise from individuals or groups with knowledge or experience in similar projects. Data Analysis Using techniques like alternatives analysis to evaluate ways to meet project requirements and objectives. TechKnowledge Dublications  2-15 Project Selection, Initiation & Scope Management Project Management B Decision Making: Applying techniques like multicriteria decision analysis, which uses a decision matrix to establish criteria (requirements, schedule, budget, resources) and refine the project and product scope. Interpersonal and Team Skills: Utilizing techniques like facilitation to reach a common understanding of project deliverables and boundaries with key stakeholders. B Product Analysis: Employing methods such as product breakdown, requirements analysis, systems analysis, systems engineering, value analysis, and value engineering to define products and services and capture high-level requirements. ii) Outputs B Project Scope Statement: This document describes the project scope, major deliverables, assumptions, and constraints. It provides a detailed description of the project's deliverables, acceptance criteria, and any project exclusions. The project scope statement serves as a baseline for evaluating changes and additional work requests. B Project Documents Updates : Project documents such as the assumption log, requirements documentation, requirements traceability matrix, and stakeholder register may be updated based on the outcomes ofthe Define Scope process. the Overall, the Define Scope process involves gathering inputs, using tools and techniques to define project's detailed scope, and producing outputs like the project scope statement and updated project documents. This process helps establish clear boundaries and acceptance criteria, enabling effective project planning and execution. 2.5 Work Breakdown Structure Development Create WBS (Work Breakdown Structure) is a crucial project management process that involves breaking down project deliverables and work into smaller, manageable components. The primary benefit of this process is that it provides a clear framework of what needs to be delivered throughout the project. The WBS is a hierarchical decomposition of the entire scope of work required to achieve project objectives and produce the necessary deliverables. It is based on the current approved project scope statement. Here are several reasons why creating a WBS is beneficial for a project : B Provides an accurate and clear project organization. B Enables precise assignment of responsibilities to the project team. B Highlights project milestones and control points. B Facilitates cost, time, and risk estimation. B Illustrates the project scope, enhancing stakeholders' understanding ofthe project. are as follows: B There are many design goals for WBS. Some important goals B Giving visibility to important work efforts. B Giving visibility to risky work efforts. B Illustrate the correlation between the activities and deliverables. B Show clear ownership by task leaders. TechKnowledge Publications  Project Management 2-16 Project Selection, Initiation & Scope Management Different Types of Work Breakdown Structures : WBS Spread Sheet: This type of WBS is organized efficiently in a spread sheet format, with phases, tasks, or B deliverables listed in columns and rows. It allows for easy tracking and management of project elements WBS Flowchart: The WBS is presented as a diagrammatic workflow, using flowcharts to illustrate the hierarchy of tasks and deliverables. Flowcharts provide a visual representation of the project structure and relationships. WBS List: This is a simple and straightforward approach, where the WBS is presented as a list of tasks and deliverables, along with their subtasks. It offers a clear and concise overview of the project components. B WBS Gantt Chart: In this type of WBS, the structure is represented as a Gantt chart, combining elements of both a spread sheet and a timeline. It allows for linking task dependencies and displaying project milestones for better project planning and tracking. Create WBS Inputs Tools and Techniques Outputs 1. Project management plan 1. Expert judgment 1. Scope baseline ÅScope management plan 2. Decomposition 2. Project documents updates 2. Project document Å Assumption log B Project scope statement B Requirements B Requirements documentation documentation 3. Enterprise environmental factors 4. Organizational process assets Fig. 2.5.1: Create WBS: Inputs, Tools & Techniques, and Outputs i) Inputs B Project Management Plan: The project management plan, including the scope management plan, outlines how the WBS will be created based on the project scope statement. B Project Documents: Relevant project documents that serve as inputs include the project scope statement, describing the work to be performed and excluded, and requirements documentation, detailing how individual requirements fulfil the project's business needs. B Enterprise Environmental Factors: External factors like industry-specific WBS standards that align with the project's nature can influence the WBS creation process. Organizational Process Assets: Internal assets, such as policies, procedures, templates for the WBS, project files from previous projects, and lessons learned, can also influence the WBS development process. ii) Tools and Techniques B Expert Judgment: Input from individuals or groups with knowledge and experience in similar projects can guide the WBS development process. B Decomposition: Decomposition is used to divide the project scope and deliverables into smaller, manageable parts. This involves identifying, organizing, and breaking down the work into work packages that can be estimated, managed, and controlled. The level of decomposition is determined by the need for effective project management. TechKnowledge Publications  Project Management 2-17 iii) Outputs Project Selection, Initiation & Scope Management Scope Baseline: The scope baseline is the approved version of the scope statement, WBS, and its associated WBS dictionary. It serves as a basis for comparison and can be changed only through formal change control procedures. The scope baseline includes the project scope statement (Section 2.4.1), WBS, work packages, and planning packages. It also incorporates the WBS dictionary, which provides detailed information about each WBS component, including descriptions, assumptions, responsible B organizations, schedules, resources, cost estimates, quality requirements, and more. Project Documents Updates: As a result of the Create WBS process, project documents like the assumption log and requirements documentation may be updated to reflect additional assumptions, constraints, or approved changes. B Overall, the Create WBS process is essential for effectively defining and organizing the project scope, facilitating project planning and execution, and ensuring a clear understanding of the deliverables and associated work packages. 2.5.1 Construction of WBS B The initial step in creating a Work Breakdown Structure (WBS) involves identifying the main deliverables of the project. This task is typically carried out by project managers and subject matter experts (SMEs) who are involved in the project. Once the main deliverables are determined, the SMEs proceed to break down the high-level tasks into smaller, manageable work components. During this breakdown process, tasks can be subdivided into varying levels of detail. Some tasks may be broken down into ten sub-tasks, while others may be divided into 20 sub-tasks. The level of breakdown is influenced by the project type and the management style adopted for the project, without any strict rules dictating the specific level of detail.. However, there are some commonly followed guidelines. For example, the "two weeks" rule suggests that no task should be smaller than two weeks' worth of work. In the "8/80" rule, tasks should neither be shorter than 8 hours nor longer than 80 hours of work. The representation of the WBS can take different forms. Some use a tree structure, while others prefer lists B and tables. Outlining is a straightforward method to present a WBS. Ultimately, the chosen format should effectively illustrate the breakdown of tasks and help in project management. Following example is an outlined WBS: Project Name Task 1 Subtask 1.1 Work Package 1.1.1 Work Package 1.1.2 Subtask 1.2 Work Package 1.2.1 Work Package 1.2.2 Task 2 Subtask 2.1 Work Package 2.1.1 Work Package 2.1.2 Fig. 2.5.2 Tech Knowledge Publications Project Management 2-18 Project Selection, Initiation & Scope Management 2.5.2 Validate Scope B Validate Scope is a process that focuses on formalizing the acceptance of completed project deliverables. The main benefit of this process is to bring objectivity to the acceptance process, increasing the likelihood offinal product, service, or result acceptance by validating each deliverable. B During the Validate Scope process, the deliverables, which have been verified through the Control Quality process, are reviewed with the customer or sponsor to ensure they have been completed satisfactorily. B The formal acceptance of these deliverables by the customer or sponsor is obtained through this process. The outputs generated during the Planning processes in the Project Scope Management Knowledge Area, such as requirements documentation or the scope baseline, serve as the basis for performing the validation and obtaining final acceptance. B It's important to note that the Validate Scope process differs from the Control Quality process in its primary focus. While Validate Scope is concerned with the acceptance of the deliverables, B Control Quality primarily focuses on ensuring the correctness of the deliverables and meeting the specified quality requirements. Generally, Control Quality is performed before Validate Scope, although the two processes may run in parallel. B Overall, the Validate Scope process plays a crucial role in confirming the completeness and satisfaction ofthe deliverables by involving stakeholders and obtaining their formal approval, which is essential for successful project closure. Validate Scope Tools and Techniques Outputs Inputs 1. Inspection 1. Accepted deliverables 1. Project management plan 2. Work performance 2. Decision making Scope management plan information B Volting Requirements management 3. Change requests plan 4. Project document updates B Scope management BLessons learned register 2. Project documents B Requirements BLessons learned register documentation B Quality reports BRequirements traceability Requirements matrix documents BRequirements traceability matrix 3. Verified deliverables 4. Work performance data Fig. 2.5.3: Validate Scope: Inputs, Tools & Techniques, and Outputs i) Inputs B Project Management Plan: The scope management plan, requirements management plan, and scope baseline are included in the project management plan, providing guidance on how to obtain formal acceptance ofthe completed project deliverables and validating project requirements. Project Documents: Lessons learned register, quality reports, requirements documentation, and requirements traceability matrix serve as valuable inputs for the validation process, allowing for comparison of requirements to actual results and identifying areas for improvement. TechKnowledge Publications  2-19 Project Selection, Initiation & Scope Management Project Management B Verified Deliverables: These are project deliverables that have undergone the Control Quality process and have been checked for correctness and compliance. Work Performance Data : Work performance data, which includes metrics such as compliance level with requirements and nonconformities, is utilized to assess the validation progress and performance. ii) Tools and Techniques · Inspection Activities such as measurement, examination, and validation are conducted to determine if work and deliverables meet requirements and acceptance criteria. Inspections, also known as reviews or walkthroughs, are employed for this purpose. Decision Making: Decision-making techniques, such as voting, are used when validating deliverables involving the project team and stakeholders. iii) Outputs. Accepted Deliverables: Deliverables that meet acceptance criteria are formally signed off and approved by the customer or sponsor. Formal documentation of stakeholder acceptance is forwarded to the Close Project or Phase process. Work Performance Information: Information about project progress, including accepted and non-accepted deliverables and reasons for non-acceptance, is recorded and communicated to stakeholders. Change Requests: Deliverables not formally accepted and requiring defect repair may lead to change requests for review and disposition through the Perform Integrated Change Control process. Project Document Updates: ° Lessons Learned Register: Updated with information on challenges encountered and successful approaches for validating deliverables. O Requirements Documentation: May be updated with the actual results of validation activity, including instances where results surpass requirements or where requirements were waived. B Requirements Traceability Matrix: Updated with the results of validation, including the method used and the outcome. Overall, the Validate Scope process facilitates a transparent and thorough evaluation of project deliverables, increasing the likelihood of successful project closure and customer satisfaction. By ensuring that the completed deliverables align with the specified requirements and acceptance criteria, the project can proceed smoothly towards its final phases and successful delivery. 2.6 Scope Verification B Project scope verification is a vital process in scope management, ensuring that the project deliverables are completed according to the defined standards in the deliverable definition table (DDT). To verify the scope, a checklist inspired by Gray and Larson (2000) is commonly used, incorporating the concept ofthe Measure of Value (MOV).The Measure of Value (MOV) refers to the project's defined objectives and goals. TechKnowledge Publications  2-20 Project Management Project Selection, Initiation & Scope Management Itthatis essential to have a clear and agreed-upon MOV by all stakeholders, as it helps prevent scope change could negatively impact the project's schedule and budget. The checklist includes the following key elements : B Deliverables: The project deliverables should be tangible and verifiable items that contributedirectlyto achieving the project's MOV. Ensuring that the deliverables align with the project's objectives isessential to its success. B Quality Standards: Controls should be in place to ensure that the deliverables are completed to meet specific quality standards. This ensures that the work produced is of high quality and meets the project's requirements. B Milestones: For each deliverable, milestones are set to mark significant events, indicating that the deliverable has been completed and reviewed. Milestones provide the project manager and team with approval to proceed to the next phase, indicating progress in the project. O Review and Acceptance: The project's scope must be reviewed and formally accepted by all stakeholders, including the project sponsor and project team. This mutual understanding and acceptance of the project's scope and objectives help prevent misunderstandings and ensure a clear path for project execution. By using this scope verification checklist, the project team ensures that the project's scope is well-defined, B agreed upon, and aligned with the project's objectives. This verification process minimizes the risk of scope changes, ensures quality work, and improves the chances of successful project outcomes. 2.6.1 Control Scope B Control Scope is a vital process that involves continuously monitoring the status of the project and product scope while effectively managing any changes to the scope baseline. The main benefit of this process is the maintenance of the scope baseline throughout the project's lifecycle. It is performed continuously and integrated with other control processes. B The primary objective of controlling the project scope is to ensure that all requested changes and recommended corrective or preventive actions go through the Perform Integrated Change Control process, as described in Section 2.6 of the project management plan. By following this approach, the project team can manage actual changes effectively when they occur. B One significant challenge in project management is scope creep, which refers to the uncontrolled expansion ofthe product or project scope without appropriate adjustments to time, cost, and resources. To address this issue, Control Scope is crucial in identifying and managing changes in scope to prevent scope creep and its potential negative impact on the project's success. B Change is a natural part of any project, and having a well-defined change control process becomes mandatory to handle and accommodate changes effectively. By implementing a robust Control Scope process, project managers can maintain control over the project's scope, ensuring that changes are carefully evaluated, approved, and incorporated while maintaining alignment with the scope baseline and project objectives. This helps in delivering a successful project that meets stakeholders' expectations and achieves its desired outcomes. TechKnowledge Publications Project Management 2-21 Project Selection, Initiation & Scope Management ControlScope Inputs Tools and techniques Outputs 1. Project management plan 1. Data analysis 2. Work performance. Scope management plan Variance analysis information B Requirements management Trend analysis 2. Change requests plan 3. Project management. Change management plan updates B Configuration management BScope management plan plan BScope baseline.Scope baseline ÑSchedule baseline B Performance measurement Cost baseline baseline BPerformance measurement 2. Project documents baseline BLessons learned register 4. Project documents updates B Requirements BLessons learned register documentation B Requirements documentation B Requirements traceability matrix Requirements traceability matrix 3. Work performance data 4. Organizational process assets Fig. 2.6.1: Control Scope: Inputs, Tools & Techniques, and Outputs i) Inputs B Project Management Plan: The scope management plan, requirements management plan, change management plan, configuration management plan, scope baseline, and performance measurement baseline are all components of the project management plan that influence how scope is controlled. Project Documents: The lessons learned register, requirements documentation, and requirements traceability matrix are essential project documents used to detect deviations in scope and manage changes effectively. B Work Performance Data: This data provides information on change requests received, accepted, and the status of deliverables. B OOrganizational Process Assets: Existing scope control-related policies, procedures, guidelines, and monitoring and reporting methods can influence the Control Scope process. ii) Tools and Techniques Data Analysis: Variance analysis and trend analysis are employed to compare the baseline with actual results, determine variances, and assess if corrective or preventive action is necessary. iii) Outputs B Work Performance Information: This output provides correlated and contextualized information on how the project and product scope are performing compared to the scope baseline, including scope variances, their causes, and their impact on schedule or cost. B Change Requests: Analysis of project performance may result in change requests to the scope and schedule baselines or other components of the project management plan. B Project Management Plan Updates: Changes to the project management plan components, such as the scope management plan, scope baseline, schedule baseline, cost baseline, and performance measurement baseline, are incorporated in response to approved changes in scope, schedule, or cost estimates. TechKnowledge Publications Project Management 2-22 Project Selection, Initiation & Scope Management Project Documents Updates: Project documents, including the lessons learned register, requirements documentation, and requirements traceability matrix, may be updated to reflect changes and updates in requirement documentation. The Control Scope process ensures that the project scope is effectively managed and controlled throughout the project's lifecycle, helping to prevent scope creep and maintain alignment with project objectives. By diligently monitoring and managing scope changes, project managers can enhance project success and meet stakeholder expectations. Review Questions Q. 1 Give steps in Project Selection. Q.2 Explain different Project Selection Methods. Q.3 Explain Project Scope Management in detail. Q.4 Write short note on Work Breakdown Structure Development.  Project Time and 3 Cost Management Syllabus Project Time & Cost Management Activity definition and sequencing, Estimating activity durations and resources, Developing the project schedule, Schedule control and monitoring, Cost estimation techniques, Budget development and monitoring, Earned Value Management (EVM), Cost control and analysis 3.1 Project Schedule Management Project Schedule Management is a critical knowledge area in project management that encompasses the processes required to ensure the timely completion of a project. It involves planning, defining, sequencing, estimating, developing, and controlling the project schedule to effectively manage project timelines and meet project objectives. Project Schedule Management Overview Plan Schedule Management Define Activities SequenceActivities 1 Inputs 1. Inputs 1. Inputs 1 Project charter 2. Project management plan 2. Project management plan 2 Project management plan 3. Enterprise environmental 2. Project documents factors 3. Enterprise environmental 3 Enterprise environmental factors 4. Organizational process assets factors 4 Organizational processassets 4. Organizational process assets 2. Tools and Techniques 2 Tools and Techniques 1. Expert judgment 2. Tools and Techniques 1 Expert judgment 2. Decomposition 1. Precedence diagraming 3. Rolling wave planning method 2 Data analysis 3 Meetings 4. Meetings 2. Dependencydetermination and integration 3 Outputs 3. Outputs 3. Leads and lags 1 Schedule management plan 1. Activity list 4. Project management 2. Activity attributes information system 3. Milestone list 4. Change requests 3. Outputs 5. Project management plan 1. Project schedule network updates diagrams Estimate Activity Durations. 2. Project documents updates 1. Inputs 1. Project managementplan Control Schedule Develop Schedule 2. Project documents 3. Enterprise environmental 1 Inputs 1. Inputs factors 1. Project management plan 1. Project management plan 4. Organizational process assets 2. Project documents 2. Project documents 3. Agreements 3. Work performance data 2. Tools and Techniques 4. Enterprise environmental 4. Organizational process assets 1 Expert judgment factors 2 Analogous estimating 3 Parametric estimating 5. Organizational process assets 2. Tools and Techniques 1. Data analysis 4 Three-point estimating 2 Tools and Techniques 2. Critical path method 5 Bottom-up estimating 6 Data analysis 1. Schedule network analysis 3. Project management 7 Decisionmaking 2. Critical path method information system 3. Resource optimization 4. Resource optimization 8 Meetings 4. Data analysis 5. Leadsand lags 3. Outputs 5. Leads and fags 6. Schedule compression 1 Duration estimates 6. Schedule compression 3. Outputs 2 Basis of estimates 7. Project management 3 Project documents updates Information system 1. Work performance information 2. Schedule forecasts 8. Agile release planning 3. Change requests 3 Outputs 4. Project management plan 1. Schedule baseline updates 2. Project Schedule 5. Project documents update 3. Schedule data 4. Project calendars 5. Change requests 6. Project management plan updates 7. Project documents updates Fig. 3.1.1: Process of Project Schedule Management Project Management 3-2 Project Time & Cost Management The Project Schedule Management processes are as follows: Plan Schedule Management: This process involves establishing policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule. It includes defining how the schedule will be created, updated, and monitored throughout the project lifecycle. Define Activities: In this process, specific actions required to produce the project deliverables are identified and documented. These activities are the building blocks of the project schedule and serve as the basis for further planning and resource allocation. Sequence Activities: This process entails identifying and documenting the relationships among the project · activities. By determining the logical order in which activities should be performed, dependencies are established, ensuring a smooth flow of work and minimizing potential conflicts. B Estimate Activity Durations: Here, the number of work periods needed to complete individual activities with the estimated resources is estimated. The goal is to provide realistic and accurate estimates of the time required to complete each activity. B Develop Schedule: This process involves analysing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model. The resulting schedule represents the project timeline for execution and serves as the basis for monitoring and controlling the project's progress. Control Schedule: In this process, the status of the project is monitored to update the project schedule and manage changes to the schedule baseline. By comparing actual progress against the planned schedule, project managers can take corrective actions to keep the project on track. B Effective Project Schedule Management ensures that the project progresses according to the planned timeline, resources are optimally utilized, and any deviations are addressed promptly. It facilitates communication among project stakeholders and supports decision-making processes, ultimately contributing to the successful completion of the project within the established time constraints. 3.1.1 Plan Schedule Management Plan Schedule Management is the fundamental process of defining the policies, procedures, and documentation necessary for effectively planning, developing, managing, executing, and controlling the project schedule. The primary advantage of this process is the provision of clear guidance and direction on how the project schedule will be handled throughout the project's lifecycle. It is typically carried out once during the project initiation phase or at predefined milestones to ensure a structured and well-managed approach to scheduling activities. Plan Schedule Management Tools and techniques Outputs Inputs 1. Expert judgment 1. Schedule management plan 1. Project charter 2. Data analysis 2. Project management plan 3. Meetings B Scope management plan B Development approach 3. Enterprise environmental factors 4. Organizational process assets Fig. 3.1.2: Plan Schedule Management TechKnowledge Publications Project Management 3-3 Project Time & Cost Management i) Inputs Project Charter: It provides the summary milestone schedule that influences the project schedule B. management. Project Management Plan: Components such as the scope management plan and the development B approach contribute to how the schedule will be planned and executed. e Enterprise Environmental Factors: Factors like organizational culture, resource availability, scheduling software, and commercial databases influence schedule management. B Organizational Process Assets: Historical information, existing policies, templates, and monitoring tools from previous projects impact the planning of schedule management. ii) Tools and Techniques. Expert Judgment: Input from individuals or groups with expertise in schedule development, methodologies, scheduling software, and the specific industry relevant to the project. B Data Analysis: Techniques like alternatives analysis help determine the appropriate scheduling methodology, level of detail, duration of waves for rolling wave planning, and frequency of review and updates. B Meetings: Project teams hold planning meetings involving project managers, sponsors, team members, stakeholders, and others responsible for schedule planning or execution. iii) Outputs B Schedule Management Plan: This component of the project management plan outlines the criteria and activities for developing, monitoring, and controlling the schedule. It specifies the scheduling methodology, release and iteration lengths, level of accuracy for estimates, units of measure, organizational procedures lin