Project Name> Scope document
PROJECT NAME
Project Scope
Approved:(Project Manager's Signature) / Name:
Date:
Approved:
(Customer/Client Signature/s) / Name/s:
Date:
Document Control
Version Control
Version / Description of Change / Changed By / DateDocument Release
Version / Names/Committees / Released By / DateConditions of Use
This document has been supplied as a template to support the teaching of project management by your iStrategize facilitator.
The document is not to be; distributed, redistributed, copied or used commercially without the express permission of the iStrategize PTY LTD.
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Table of Contents
Document Control 2
Version Control 2
Document Release 2
Conditions of Use 2
Table of Contents 3
Project Background and Details 4
Project Manager History 4
Project Background 4
Project Approach 4
Project Benefits 4
Project Disbenefits 5
Strategic Alignment 5
Impact if Not Approved 5
Critical Success Factors 5
Key Stakeholders 5
Project Scope 7
Objectives 7
Deliverables 7
Inclusions/In-Scope 7
Exclusions/Out-Scope 7
Assumptions 8
Constraints 8
Dependencies 8
Key Milestones 8
Risks 9
Planning Quality Assurance and Quality Control 9
Lessons Learned 10
Change Impact 10
Project Budget/Finance 10
Long Lead Time Items 10
Large Capital Items 10
Appendix 1 - Project Work Breakdown Structure (WBS) 11
Appendix 2 - Project Schedule 15
Appendix 3 - Project Budget 16
Appendix 4 – WBS Dictionary 13
Project Background and Details
Project Name:Project Manager:
Sponsor/s:
Project Manager History
If relevant include a history of project managers who have worked on the project, during which phase and a forwarding contact. This assists in accountability and ensuring that a current forward contact is held in case of questions.
PM Name / Phase / Comments / Contact DetailsJane Smith / Initiation / Developed Scope document and gained approval from the Steering Committee for budget and Phase 1 of the project.
Kevin Jones needed to be managed closely as he was not invited to be a part of the Steering Committee.
Project is seen to be progressive in nature given the company’s current portfolio of investments. / eMail –
Fred Blogs / Planning / Current PM. / eMail –
Project Background
General background to the project, why it is taking place and the situation that led up to the project being required. This is the ‘story’ behind the project coming into being.
Project Approach
The project approach provides details on the how the project will be undertaken. Will there be a phased approach for example. How will the project be approached within the organisational setting?
Project Benefits
Description of the expected project benefits.
Benefit / Description/KPI / When Expected to be Delivered / Accountable Business OwnerExample. Reduction in FTE’s by 20% / Reduction in Service Desk personnel by 20% over the baseline of 20, from the introduction of the IVR system. / 2 FTEs 2 months post go-live.
2 FTEs 6 months post go-live, subject to review of service quality. / Director Service Delivery
Project Disbenefits
Description of the project disbenefits. Disbenefits are described as expected undesirable outcomes. Disbenefits could take the form of a loss of value by a person or department (for example) arising from the project; termed the disbeneficiary.
Strategic Alignment
Provide details of the alignment of the project to the Departments Business Plan or the organisations Corporate Strategy. Indicate if any Key Performance Indicators will be improved by the implementation of this project, (if not already described in the Benefits section).
Impact if Not Approved
What is the impact to the Business if the project is not approved? Consider potential loss of business, damage to reputation or employee and public safety.
Critical Success Factors
Describe what the critical success factors are for the project. These should be described in such a way that maintains focus of the project manager and project team. They should provide clarity so at the end of the project a check-back to the CSF, deliverables and objectives can be made to assess project success.
Key Stakeholders
These could be extracted from the Stakeholder matrix to ensure consistency.
Name / Position / InterestExample.
John Smith / Director Service Delivery / Sponsor and primary recipient of the project’s deliverables.
Project Organisational Structure
Insert/edit the project’s organisational structure.
Project Team Roles
Role / Reporting Lines / DescriptionProject Officer / Direct to PM / Project Administrative Support
Project Scope
Objectives
What are the business objectives the project seeks to achieve? Ensure the acronym SMARTA, (Specific, Measurable, Achievable, Realistic, Time bound and Agreed), is applied to any objective statement written.
Deliverables
What are deliverables of the project? These can also be clearly stated in terms of: Specific, Measurable, Achievable, Realistic, Time bound, and Agreed.
Outputs are usually defined as physical deliverables of the project, for example an ERP system, training manuals, a processes etc. These should be distinguished from outcomes.
Outcomes go beyond the physical deliverables; outcomes are usually less tangible and associated with changes in behaviours. For example, delivering an ERP system is just a computer system, without changes to process and people trained and the employees using the system in a productive manner the output will become diluted.
Deliverable / Description / Output / Outcome / Measure / Proposed Delivery DateExample.
20km run of pipe between major pumping stations. / 20km pipe laid to the required depth and footings between the two major pumping stations. / Output / Pressure tested to Quality standards. / Month 6 of project.
Note. In defining Objectives and Deliverables you may experience some overlap.
Inclusions/In-Scope
Specify explicitly and comprehensively what is to be included in the project.
Exclusions/Out-Scope
Explicitly state what is NOT to be included in the project.
Assumptions
What are the known (confirmed) assumptions for this project? Assumption statements are accepted as true without proof. Assumptions are circumstances and/or activities that need to occur for the project to be successful, but are outside the control of the project team. Until proven true they add risk to a project and can impact the project, so it is important to document and analyse them.
Constraints
Constraints are things that might restrict, limit, or regulate the project. Generally constraints are outside the total control of the project team. Review constraints closely for potential risks.
Dependencies
Is this project dependent on any other projects or activities in the company completing in order for this project to complete? What projects or activities in the company are dependent on this project completing?
Key Milestones
In addition to Deliverables, document any Key Milestones that the project either must achieve or provide good marker points for the projects progress.
Milestone / Description / Proposed Delivery DateRisks
Identify the high-level risks to the project; ensure the probability (the chance of the risk occurring) and the Impact (the effects if the risk occurs). For consistency consider taking this from the Risk Register.
Risk ID / Description / Probability / Impact / Overall Risk ScorePlanning Quality Assurance and Quality Control
Capture the quality standards and control mechanisms to be applied to both the project and the product/service being produced by the project.
Quality Assurance / Quality ControlProject
· Enter details / · Enter details
Product/Service
· Enter details / · Enter details
Continuous Improvement Processes
Lessons Learned
Document any Lessons Learned from previous projects internal or external to the organization and how this project is to be designed to ‘avoid’ or ‘exploit’ the lesson.
Lesson / Internal/External Source / What is being done in this project?Change Impact
Identify users/departments where a large ‘organisational’ change impact is expected. Outline what these are, and reference any associated Risks that have been logged to address.
Impact Description / Impact on (people, process and technology) / Related RisksProject Budget/Finance
Total OPEX / $ / Funded from…Total CAPEX / $ / Funded from…
Total Project Budget / $ / Funded from…
Include required information from the project budget.
Include a narrative on the basis and background to how these figures were arrived at.
Long Lead Time Items
Ensure any long lead-time items are documented and the lead-time required, including potential impact to the project schedule if these are not procured in a timely manner.
Large Capital Items
Highlight any large capital purchases, the $ amount and when in the project life cycle these are expected to be purchased.
Appendix 1 - Project Work Breakdown Structure (WBS)
Insert a copy of the project WBS.
Remember when creating the WBS, ask the hard questions – after all it is the design for your project.
· What Lessons Learned can be drawn from the WBS’s of previous projects?
· Start with the close project team and sponsor but then consider the wider project team and stakeholders in the review and contribution process.
· Do the tasks and work packages at the lowest level result in a tangible work product?
· Is there tight integration within the branches of the WBS? Are the activities and deliverables related?
· Can the cost, schedule and resource needs be effectively estimated?
· Is it defined at a level that you can confidently and effectively manage at?
· Can you turn the WBS into a manageable project schedule?
· Have required deliverable review and approval cycles been included?
· Have transitional and transformational activities been included?
· Have the lessons learned from previous projects been reviewed for possible impacts on the plan or approach to this project?
Appendix 2 – WBS Dictionary
Copy’n’paste the below tables as many times as required to start building a reusable dictionary of WBS items. The WBS dictionary descriptions can also be further developed and used as the basis for the Work Packages. These work packages would then be distributed/allocated to the appropriate resource scheduled from the Gantt chart for example.
WBS ID/Work Package Reference / WP1Task Description / Felling and removal of all trees as identified on the site plan by the Chartered Surveyor. All tree material including the removal of stumps is be carried out by the required date.
Trees for removal have been marked with a fluoro-orange band tied around the base of the tree.
Associated/Dependant Task/s / Mark Site, Chartered Surveyor.
Milestone / Foundations complete.
Assigned to / CutAbove Tree Services.
Contact: Ash, 0199 999 999
Start / End / Start, 10 April
End, 14 April
Resources / Provided by Project:
Project to provide safety supervisor on-site.
Provided by Contractor/Supplier:
CutAbove Tree Services to supply all required equipment.
Budget / As quoted, $10,800 (incl. GST)
Contract / Contract to CutAbove Tree Services attached.
Quality Standards/requirements
And
Acceptance Criteria / Adherence to AS/NZS 4801
Technical / Refer attached site plan.
Attachments / Copy of contract.
Site plan.
Reporting Arrangements / Outline how the work package will be reported back to the project manager.
WBS/Work Package Detailed Task List:
WBS ID / Task/Sub-Task / Resources
(People, Equipment, Tools) / Duration / Planned Costs / Total
Appendix 3 - Project Schedule
Insert a copy of the draft project schedule, summarized appropriately (Activity Level).
Appendix 4 - Project Budget
Insert a copy of the draft project budget.
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