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1、 Project Management Body of Knowledge Collator：Eyes-Paranoia 阿鬼 项目管理知识体系指南项目管理知识体系指南 2003 Project Management Institute, Inc. Eyes-Paranoia 阿鬼 倾情整理 http:/ 第 1 页 第二部分项目管理知识领域第二部分项目管理知识领域KNOWLEDGE AREASKNOWLEDGE AREAS 第五章 项目内容管理Scope 第五章 项目内容管理Scope Project Scope Management includes the processes requi
2、red to ensure that the project includes all the work required, and only the work required, to complete the project successfully (1). It is primarily concerned with defining and controlling what is or is not included in the project. Figure 5-1 provides an overview of the major project scope managemen
3、t processes: 5.1 Initiation5.1 Initiationauthorizing the project or phase. 5.2 Scope Planning5.2 Scope Planningdeveloping a written scope statement as the basis for future project decisions. 5.3 Scope Definition5.3 Scope Definitionsubdividing the major project deliverables into smaller, more managea
4、ble components. 5.4 Scope Verification5.4 Scope Verificationformalizing acceptance of the project scope. 5.5 Scope Change Control5.5 Scope Change Controlcontrolling changes to project scope. These processes interact with each other and with the processes in the other knowledge areas as well. Each pr
5、ocess may involve effort from one or more individuals or groups of individuals, based on the needs of the project. Each process generally occurs at least once in every project phase. Although the processes are presented here as discrete components with welldefined interfaces, in practice they may ov
6、erlap and interact in ways not detailed here. Process interactions are discussed in detail in Chapter 3. In the project context, the term scope may refer to: Product scopethe features and functions that characterize a product or service. Project scopethe work that must be done to deliver a product w
7、ith the specified features and functions. The processes, tools, and techniques used to manage project scope are the focus of this chapter. The processes, tools, and techniques used to manage product scope vary by application area and are usually defined as part of the project life cycle (the project
8、 life cycle is discussed in Section 2.1). A project generally results in a single product, but that product may include subsidiary components, each with its own separate but interdependent product scopes. For example, a new telephone system would generally include four subsidiary componentshardware,
9、 software, training, and implementation. Completion of the project scope is measured against the project plan, but completion of the product scope is measured against the product requirements. Both types of scope management must be well integrated to ensure that the work of the project will result i
10、n delivery of the specified product. Project Management Body of Knowledge Collator：Eyes-Paranoia 阿鬼 项目管理知识体系指南项目管理知识体系指南 2003 Project Management Institute, Inc. Eyes-Paranoia 阿鬼 倾情整理 http:/ 第 2 页 项目范围管理包括保证项目包含且仅包含所有为顺利完成项目所需的全部工作所需要的过程。它主要涉及定义及控制项目应该包括或不包括的内容。图 5-1 提供了主要项目范围管理过程的概要： 5.1 启动5.1 启动批准项
11、目或项目阶段 5.2 范围计划编制5.2 范围计划编制编制一个书面的范围说明，作为将来项目决策的依据 5.3 范围定义5.3 范围定义将项目可交付成果分解成若干小的、容易管理的单元 5.4 范围核实5.4 范围核实将项目范围正式接受 5.5 范围变更控制5.5 范围变更控制控制范围变更 这些过程之间及其与其他知识领域的过程之间彼此互相影响。根据项目需要，每个过程可能会需要一个或多个个体或团体的努力。在每个项目阶段，每个过程通常至少发生一次。 尽管这里提到的这些过程是作为各自独立的因素给予了明确的界定，但是，在实践中它们是以各种形式重迭和影响的。有关过程之间的互相影响在第 3 章中作了详细的讨论
12、。 5.4 范围确认 Scope Verification .1 输入 .1 工作结果 Work results .2 产品文档 Product documentation .3 工作分解结构 Work breakdown structure .4 范围说明 Scope statement .5 项目计划 Project plan .2 工具和技术 .1 检查 Inspection .3 输出 .1 正式接受 Formal acceptance 5.5 范围变更控制 Scope Change Control .1 输入 .1 工作分解结构 Work breakdown structure .2
13、 绩效报告 Performance reports .3 变更申请 Change requests .4 范围管理计划 Scope management plan .2 工具和技术 .1 范围变更控制系统 Scope change control system .2 绩效测量 Performance measurement .3 补充计划编制 Additional planning .3 输出 .1 范围变更 Scope changes .2 纠正措施 Corrective action .3 教训 Lessons learned .4 调整的基准计划 Adjusted baseline Pr
14、oject Management Body of Knowledge Collator：Eyes-Paranoia 阿鬼 项目管理知识体系指南项目管理知识体系指南 2003 Project Management Institute, Inc. Eyes-Paranoia 阿鬼 倾情整理 http:/ 第 3 页 5.1 启动启动INITIATION Initiation is the process of formally authorizing a new project or that an existing project should continue into its next ph
15、ase (see Section 2.1 for a more detailed discussion of project 项目范围管理 Project Scope Management项目范围管理 Project Scope Management 5.1 启动 Initiation 5.2 范围计划编制 Scope Planning 5.3 范围定义 Scope Definition .1 输入 .1 输入 .1 产品描述 Product description .2 战略计划 Strategic plan .3 项目选择标准 Project selection criteria .4 历史信息 Historical information .2 工具和技术 .2 工具和技术 .1 项目选择方法 Project selection methods .2 专家判断 Expert judgment .3 输出 .3 输出 .1 项目章程 Project Charter .2 项目经理确认或任命 Project manager identified/assigned .3
