Project Management

How do I establish the scope of my project?

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Baselining the Scope

by Kenneth Darter, PMP

Baselining the schedule dates is the easy part. Trying to baseline the scope will be much more difficult. So how do you go about baselining the scope? Keep these four tips in mind.

Customer-Facing Ground Rules

by Andy Jordan

Customer-facing project teams are the face of the organization, and that has to mean something. We need to help project teams understand the ground rules that they are operating within--and what is expected of them.

Jekyll & Hyde PM: Managing Project Shifts

by Mark Mullaly, Ph.D., PMP

The most significant challenge for any project manager is when projects shift modes. The shift from startup to execution, and the shift from execution to closeout, requires a change in mindset. Each shift needs the PM to adjust their focus and emphasis--and a corresponding change to how they deal with people.

The Requirements Wisecrack

by Patti Gilchrist, PMP

Given the serious challenges that projects face with requirements, requirements management is no laughing matter. Yet to become successful at it, you might want to consider starting the discussion with a funny remark…

Command and Control: How can project managers prevent scope creep?

by PM Network Staff

Nearly every project falls victim to scope creep. This article features five project professionals discussing how scope creep can be prevented. In doing so, it cites the difference between change and creep. It also explores how change management and intermediate control of work can allow project managers to control the project scope.

Effective Project Scope Management

by Dr. Cesar Portillo

In the real world, scope changes can be expected during the life cycles of most projects. Scope changes implemented once work has begun will have a greater effect on the project schedule and cost than changes implemented during the project initiation or planning phase; therefore, it is imperative that the project scope be well defined before the project work begins. The purpose of this paper is to help the reader better define project scope, give examples of some of the difficulties of managing project scope and the consequences and recommendations for dealing with those difficulties.

Business Scope

PREMIUM deliverable

This document outlines the Business Scope, which is a description of the area of the business to be supported by the application package, including the specific business activities to be supported, the business objects to be managed and the organizations and sites to be supported.

Project Scope Statement

PREMIUM deliverable
by Cynthia Snyder Dionisio

The project scope statement details your project's deliverables and describes the major objectives, which includes measurable criteria for success. Use this template to document the six essential elements.

Sample Project Charter

PREMIUM deliverable
by Andy Jordan

So you're starting your project...have you considered your communication strategy? What about project structure and steering committee/stakeholder commitments? These considerations--along with a more detailed RACI/RASCI approach to roles and responsibilities--infuse our newest sample Project Charter with even more for you to think about.

Detailed Project Charter

PREMIUM deliverable

This is a detailed Project Charter template for projects of any size. It is full of hints and tips to guide you through the chartering process.

Project Charter

PREMIUM deliverable
by Cynthia Snyder Dionisio

The Project Charter formally authorizes a project or phase. It defines the reason for the project and assigns a project manager—and the PM's authority level. The content of the Charter should describe the project in high-level terms. This revised deliverable is from A Project Manager's Book of Forms - Third Edition (A Companion to the PMBOK® Guide — Sixth Edition).

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