The final project for this course is the creation of a complete Pr.docx

The final project for this course is the creation of a complete
Project Plan, consisting of a project topic, project charter, seven
subsidiary project management plans, and a Final Report. For
the Final Report, the students will submit the project topic,
project charter, seven subsidiary project management plans that
have been revised to incorporate instructor feedback. The
project is divided into ten milestones, which will be submitted
at various points throughout the course to scaffold learning and
ensure a quality final submission. The Final Report carries a
significant grade based on incorporation of instructor feedback
to demonstrate authentic competency in project management
practices.
Milestone 1: Project Topic
Decide on a small project through which understanding of the
five project process groups and project knowledge areas can be
demonstrated. Decide on a project topic that will enable you to
explore the five project management process groups and nine
knowledge areas. Discuss with your instructor and get formal
approval for the project before proceeding to the next elements.
In Task 1.4, you will submit a description of your project topic.
The format should be in paragraph form and include a brief
description of the project activities, timeframe, and budget. This
is for the instructor’s approval and feedback. This submission
should be no more than one page in length. This milestone is
required, and instructor feedback should be incorporated into
the Final Project Report.
-Completed
Milestone 2: Project Charter
Prepare a brief description of the project activities, timeframe,
and budget. This is for the instructor’s approval and feedback.
In Task 2.4, you will submit the project charter for the
instructor-approved project that you chose in Milestone One.

You will provide details including project purpose, description,
objectives, success criteria, constraints, assumptions,
preliminary scope, risks, deliverables, high level schedule,
budget, approval requirements, project manager, and
authorization details. This should be in Word or Excel. This
submission should be no more than two pages in length,
excluding title page and Table of Contents. This milestone is
required, and instructor feedback should be incorporated into
the Final Project Report.
-Due Friday, 10/2
Milestone 3: Project Scope Management Plan
Provide the scope statement, work breakdown structure (WBS),
scope control, and sponsor acceptance for your project.
In Task 3.3, you will submit the project scope management plan
for the instructor-approved project. You will provide the scope
statement, work breakdown structure (WBS), scope control, and
sponsor acceptance. The format should be in paragraph form.
This submission should be no more than six pages in length,
excluding title page and Table of Contents. This milestone will
be graded using the Final Project Rubric, and instructor
feedback should be incorporated into the Final Project Report.
-Due Friday, 10/9
Milestone 4: Project Schedule Management Plan
Prepare the schedule management approach, activity list,
network diagram and critical path for your project.
In Task 4.3, you will submit the project schedule management
plan for the instructor-approved project. You will provide the
schedule management approach, activity list, network diagram,
and critical path. The format should be in paragraph form. This
submission should be no more than two pages in length,

-Due Friday, 10/16
Milestone 5: Project Cost Management Plan
Prepare the cost management approach, project costs, reporting
format, cost variance response process, cost change control, and
project budget for your project.
In Task 5.3, you will submit the project cost management plan.
You will provide the cost management approach, project costs,
reporting format, cost variance response process, cost change
control, and project budget. The format should be in paragraph
form. This submission should be no more than two pages in
length, excluding title page and Table of Contents. This
milestone will be graded using the Final Project Rubric, and
instructor feedback should be incorporated into the Final
Project Report.
-Due Friday, 10/23
Milestone 6: Project Human Resource Management Plan
Provide the RACI matrix and staffing management plan for your
project.
In Task 6.4, you will submit the project human resource
management plan. Specifically, you will provide the RACI
matrix and staffing management plan. The format should be in
paragraph form. This submission should be no more than two
pages in length, excluding title page and Table of Contents.
This milestone will be graded using the Final Project Rubric,
and instructor feedback should be incorporated into the Final
Project Report.
-Due Friday, 10/30
Milestone 7. Project Communications Management Plan
Briefly describe stakeholder communication requirements,
frequency, and communication matrix components for your

project.
In Task 6.5, you will submit the project communications
management plan. You will describe stakeholder communication
requirements, frequency, and communication matrix
components. The format should be in paragraph form. This
submission should be no more than one page in length,
-Due Friday, 10/30
Milestone 8: Project Quality Management Plan
Submit a concise project quality management plan including the
quality requirements, quality assurance, and quality control
components for your project.
In Task 7.4, you will submit the project quality management
plan, including the quality requirements, quality assurance, and
quality control components. The format should be in paragraph
Project Report.
-Due Friday, 11/6
Milestone 9: Project Risk Management Plan
Briefly describe the risk management approach, risk
identification, prioritization, monitoring, mitigation, and
avoidance components for your project.
In Task 7.5, you will submit the for project risk management
plan. You will briefly describe the risk management approach,
risk identification, prioritization, monitoring, mitigation, and
avoidance components. The format should be in paragraph

Project Report.
-Due Friday, 11/6
10. Final Report
Demonstrate incorporation of the instructor feedback received
for the above project management plans and submit all revised
documents together as a final document.
In Task 8.3, you will submit the Final Report. This will contain
all of the previous milestones completed, with the incorporation
of your response to the feedback from the instructor for the
previous milestones. The format should be in paragraph form.
This submission should be no more than 20 pages in length,
excluding the title page and Table of Contents. This milestone
will be graded using the Final Project Rubric.
-Due Friday, 11/13
Description of Project:
The project selected for the course Final Project is the
construction of a community baseball complex for a small city
of approximately 30,000 people. Upon completion the complex
will consist of six fields, two small batting cage areas, two
small recreational areas, and a walking trail. The complex will
be the home for 40 Little League baseball and softball teams
ranging from T-ball (5 and 6 years old) to Fast Pitch baseball
and softball (12-14 years old). The complex will also hope to
attract traveling tournament teams during the spring and fall
months. The project activities include obtaining approval from
the city, obtaining funding for the project, purchasing land for
the complex, clearing the land, obtaining all necessary permits
from the city, constructing the fields, constructing the seating
areas, constructing the batting cage areas, constructing the
concession and restroom areas, constructing the recreational

areas, constructing the walking trail, constructing the parking
lot, setting up all necessary lighting for the complex, and
obtaining utilities. The timeframe for the completion of this
project is 18 months with a budget of $2.5 million.
Milestone Three: Project Scope Management Plan
In Task 3.3, you will submit the project scope management plan
for the instructor-approved project. You will provide the scope
statement, work breakdown structure (WBS), scope control, and
sponsor acceptance. The format should be in paragraph form.
This submission should be no more than six pages in length,
The final project for this course is the creation of a complete
Project Plan, consisting of a project topic, project charter, seven
subsidiary project management plans, and a Final Report. For
the Final Report, the students will submit the project topic,
project charter, seven subsidiary project management plans that
have been revised to incorporate instructor feedback. The
project is divided into ten milestones, which will be submitted
at various points throughout the course to scaffold learning and
ensure a quality final submission. The Final Report carries a
significant grade based on incorporation of instructor feedback
to demonstrate authentic competency in project management
practices.

Scope Statement
Writing a Scope Statement
An effective scope statement is necessary to guide a project to
successful completion. Learn about the different sections in a
scope statement, and get hints on how to minimize scope creep.
A scope statement is one of the most critical pieces of a project,
and writing one can be a difficult task for a project manager –
no matter what type of project management methodology is
being used. But, an effectively written scope statement can help
the rest of the project flow along with minimal problems. It is
written after the project charter, and includes everything that
the project is intended to produce.
A project charter is usually used for three different reasons:
Authorizing the project
Providing a high level overview
Identifying the main stakeholders
The charter often includes the name of the project owner as well
as project sponsors. It also identifies objectives or goals, and
constraints on resources or time. Finally, the charter is used as a
focal point throughout the life of the project, which can be
especially useful during change control meetings for minimizing
scope creep. Scope creep is a phenomenon where the scope of a
project gradually increases over time.
What's in a Name?
The name of the project be very clear and concise. An effective

project name reads something like 'Create a Marketing Plan For
Increasing Sales of Widget X in Chicago'. This is much better
than 'Marketing Plan Project', which is definitely concise but by
no means clear. The aim of the project name is to document the
project so that everyone involved is aware of what is expected
during the life of the project. A good project name also helps
provide a vision of where the project is headed.
Writing the Scope Statemment
Now that you have the project charter and the name, you can
start by filling in the project name, project charter, and a listing
of the project owner, sponsors, and stakeholders on the scope
statement.
Justifying Your Existence
Next, A project justification will need to be identified, as well
as project requirements, milestones, and deliverables. Any non-
goals - items that fall outside of the scope of the project - need
to be identified here.
Project justification is simply identifying the reason for the
project's existence. It is usually a statement or two identifying
why the project is being created. It’s important to have the
project justification identified because this helps to give overall
direction to the project as well as emphasizing the final goal.
The project justification should be clear and precise manner so
that it identifies a quantifiable measure of success for the end of
the project. An effective justification might read like the
following:
This project is to create a successful marketing plan for the
month of August 2008, in order to increase sales of Widget X
by 15% in the Chicago metropolitan area. This is a good
example of an effective justification because it is quantifiable
and qualitative. Distinct boundaries are set as to what is the
expected result of the project so there is no ambiguity.

How Much?
Finally, cost estimates need to be provided within the scope
statement. This information may be readily available or it may
need to be compiled from various sources, but the scope
statement is where it needs to be documented all together. This
can be a cumbersome task, but it is a necessary one. As the
project progresses, everyone involved knows where they can
look should a question arise.
Requirements, Deliverables, and Non-Goals
The next section in the scope statement should list the
requirements of the project. The requirements are objectives
that must be met during the project, and often they include
significant milestones or goals. The objectives need to be
quantifiable and identified clearly.
Any milestones or goals need to be also clearly identified, as
well as any non-goals. Non-goals are items that are specifically
not going to be addressed by the project, which helps to
eliminate the scope creep. By clearly identifying these as non-
goals, the scope cannot include them later on without going
through a change management process. Ultimately, many project
managers track their milestones, goals, and/or deliverables
using a Work Breakdown Structure.
The deliverables for a project need to be clearly identified
within a scope statement. If necessary, deliverables need to be
tied to specific milestones in the project schedule. The
deliverables also need to be agreed upon by the major
stakeholders as well as the project owner.
Deliverables may include any training necessary for personnel
at the culmination of the project. Or deliverables may be a final
product to be provided to the stakeholders. No matter what
makes up a project's deliverables, specific details regarding

them is the golden rule. The more clearly the deliverables are
identified and specified, the less chance there will be for scope
creep to occur later on.
Cost estimates for the project should also be included in the
scope statement. This is an essential process of project
planning, so the cost estimates should be as accurate as
possible. If the cost estimates are too low, the project will go
over budget - sometimes significantly so.
If the cost estimates are too high, resources that are allocated to
the project - whether they are money, equipment or people - are
unavailable for other projects and could negatively affect them.
So the more on track the cost estimates are, the more efficient
and successful the project will be. This can be a difficult task
for the project manager to do, but effective cost management is
a critical success factor for projects.
Finalization and Acceptance
The last significant section of a scope statement is the formal
acceptance signatures. Once the project manager has compiled
all of the documentation into a concise and clear statement, all
of the major stakeholders as well as the project owner need to
sign off on it.
This is a very significant step and can be a very useful tool in
mitigating scope creep as well. A meeting should be held where
everyone can be provided a copy of the scope statement. At that
time, any discrepancies can be cleared up or last minute changes
can be made.
Once everyone signs off on the scope statement, there should be
agreement between all parties and the project can begin. By
having everyone sign the scope statement, there is very little
chance of surprises down the road. And in the event that
something does pop up, there is documentation of what was

agreed upon initially so that changes can be made if necessary.
If anything does change down the road and the scope does need
to be increased for some reason, signatures should be obtained
from everyone once more.
Exhaustively detailed specifics, clear and concise language
throughout, and avoiding ambiguity are the keys to making a
scope statement effective and useful. It is also very beneficial
to have all of this information documented in one place - even if
the process of creating it is enormous.
The task of creating a scope statement can encompass a great
deal of time for any project manager, but the rewards usually
include more successful projects and minimized scope creep
throughout. And this can be a highly desirable benefit, as scope
creep is often a significant cause of project failure. So
document as much as possible, as clearly as possible, and make
sure everyone involved is aware of what is expected. Through
clear and concise documentation, a scope statement's usefulness
shines all the way to project success.
(Stallsworth, 2014)
Stallsworth, Eric (2014). Writing a Scope Statement. Retrieved
on 24 October 2015 from
http://www.brighthubpm.com/templates-forms/2491-writing-a-
scope-statement/

Scope Management Plan
Project Scope Management follows a five step process; Collect
Requirements, Define Scope, Create WBS, Verify Scope, and
Control Scope.
Collect Requirements – this first step is the process by which
we define and document the requirements needed to meet all
project objectives. The foundation of this process is the project
charter and stakeholder register. From these, the team can
identify requirements, collectively discuss details associated
with meeting each requirement, conduct interviews and follow-
on discussion to clarify the requirements, and document the
requirements in sufficient detail to measure them once the
project begins the execution phase. This documentation also
serves as an input to the next step in the process which is to
define scope.
Define Scope – this step is critical to project success as it
requires the development of a detailed project/product
description to include deliverables, assumptions, and constraints
and establishes the framework within which project work must
be performed.
Create WBS – this process breaks project deliverables down
into progressively smaller and more manageable components
which, at the lowest level, are called work packages. This
hierarchical structure allows for more simplicity in scheduling,
costing, monitoring, and controlling the project.
Verify Scope – this is the process by which the project team
receives a formalized acceptance of all deliverables with the
sponsor and/or customer.
Control Scope – this is the process of monitoring/controlling the
project/product scope as well as managing any changes in the
scope baseline. Changes may be necessary to the project scope
but it is imperative they are controlled and integrated in order
to prevent scope creep.

Scope Management Approach
It is important that the approach to managing the projects’
scope be clearly defined and documented in detail. This section
of the Scope Management Plan provides a summary of the
Scope Management Plan in which it addresses the following:
Who has authority and responsibility for scope management
How the scope is defined (i.e. Scope Statement, WBS, WBS
Dictionary, Statement of Work, etc.)
How the scope is measured and verified (i.e. Quality Checklists,
Scope Baseline, Work Performance Measurements, etc.)
The scope change process (who initiates, who authorizes, etc.)
Who is responsible for accepting the final project deliverable
and approves acceptance of project scope
For this project, scope management will be the sole
responsibility of the Project Manager. The scope for this project
is defined by the Scope Statement, Work Breakdown Structure
(WBS) and WBS Dictionary. The Project Manager, Sponsor and
Stakeholders will establish and approve documentation for
measuring project scope which includes deliverable quality
checklists and work performance measurements. Proposed scope
changes may be initiated by the Project Manager, Stakeholders
or any member of the project team. All change requests will be
submitted to the Project Manager who will then evaluate the
requested scope change. Upon acceptance of the scope change
request the Project Manager will submit the scope change
request to the Change Control Board and Project Sponsor for
acceptance. Upon approval of scope changes by the Change
Control Board and Project Sponsor the Project Manager will
update all project documents and communicate the scope change
to all stakeholders. Based on feedback and input from the
Project Manager and Stakeholders, the Project Sponsor is
responsible for the acceptance of the final project deliverables
and project scope.
Roles and Responsibilities
In order to successfully manage a projects’ scope it’s important

that all roles and responsibilities for scope management are
clearly defined in the Scope Management Plan. This section
defines the role of the Project Manager, Project Team,
Stakeholders and other key persons who are involved in
managing the scope of the project. It should state who is
responsible for scope management and who is responsible for
accepting the deliverables of the project as defined by the
projects’ scope. Any other roles in scope management should
also be stated in this section.
The Project Manager, Sponsor and team will all play key roles
in managing the scope of this project. As such, the project
sponsor, manager, and team members must be aware of their
responsibilities in order to ensure that work performed on the
project is within the established scope throughout the entire
duration of the project. The table below defines the roles and
responsibilities for the scope management of this project.
Name
Role
Responsibilities
John Doe
Sponsor
Approve or deny scope change requests as appropriate
Evaluate need for scope change requests
Accept project deliverables
Jane Doe
Project Manager
- Measure and verify project scope
- Facilitate scope change requests
- Facilitate impact assessments of scope change requests
- Organize and facilitate scheduled change control meetings
- Communicate outcomes of scope change requests
- Update project documents upon approval of all scope changes
Bob Jones
Team Lead
- Measure and verify project scope
- Validate scope change requests

- Participate in impact assessments of scope change requests
- Communicate outcomes of scope change requests to team
- Facilitate team level change review process
John Smith
Team Member
- Participate in defining change resolutions
- Evaluate the need for scope changes and communicate them to
the project manager as necessary
Tom Brown
Team Member
- Participate in defining change resolutions
- Evaluate the need for scope changes and communicate them to
the project manager as necessary
Scope Definition
The scope definition section details the process of developing a
detailed description of the project and its deliverables. This can
only be completed after the requirements have been identified
and defined during the requirements definition process. During
the requirements definition process three documents were
created; Requirements Documentation, Requirements
Management Plan and a Requirements Traceability Matrix. You
can refer to these documents when defining the projects’ scope.
This section of the Scope Management Plan should explain the
process you followed to develop the detailed description of the
project and its deliverables. If you used other documents such
as the Project Charter, Preliminary Project Scope Statement or
Requirements Documentation you should identify them and all
other documents used. You should tie the scope definition
process back to the requirements definition as the projects’
scope answers the requirements for the project.
You should also document the tools and techniques used to
define the project scope such as expert judgment, product
analysis, alternatives identification or facilitated workshops.
The scope for this project was defined through a comprehensive

requirements collection process. First, a thorough analysis was
performed on the company’s current software applications based
on employee and user feedback. From this information, the
project team developed the project requirements documentation,
the requirements management plan, and the requirements
traceability matrix for what the new software application must
accomplish.
The project description and deliverables were developed based
on the requirements collection process and input from subject
matter experts in software design, technical support,
programming and business applications. This process of expert
judgment provided feedback on the most effective ways to meet
the original requirements of providing a new software platform
from which the company can improve its financial tracking and
internal financial processes.
Project Scope Statement
The project scope statement details the project’s deliverables
and the work necessary to create these deliverables. The Project
Scope Statement should contain the following components:
Product Scope Description – describes what the project will
accomplish
Product Acceptance Criteria – describes what requirements must
be met in order for the project to be accepted as complete
Project Deliverables – detailed list of deliverables the project
will result in
Project Exclusions – description of work that is not included in
the project and outside of the scope
Project Constraints – lists limits on resources for time, money,
manpower, or equipment (capital)
Project Assumptions – describes the list of assumptions the
project team and stakeholders are working under to complete
the project
The project scope statement provides a detailed description of
the project, deliverables, constraints, exclusions, assumptions,
and acceptance criteria. Additionally, the scope statement
includes what work should not be performed in order to

eliminate any implied but unnecessary work which falls outside
the of the project’s scope.
This project includes the design, programming, and testing of a
new software application for tracking the company’s finances.
The deliverables for this project are a completed software
application for finance tracking with the flexibility to modify
and expand the application as necessary in the future. This
project will be accepted once the new software has been
successfully tested in each department and has been shown to be
compatible with the company’s current information technology
(IT) infrastructure. This project does not include ongoing
operations and maintenance of the software. Only internal
personnel and resources may be used for this project.
Additionally, the project is not to exceed 180 days in duration
or $450,000 in spending. Assumptions for this project are that
support will be provided by the project sponsor and all
department managers and that adequate internal resources are
available for the successful completion of this project.
Work Breakdown Structure
The Work Breakdown Structure (WBS) and Work Breakdown
Structure Dictionary are key elements to effective scope
management. This section of the Scope Management Plan
should discuss how the project scope is to be subdivided into
smaller deliverables in the WBS and WBS Dictionary and how
these smaller components are managed during the life of the
project.
In order to effectively manage the work required to complete
this project, it will be subdivided into individual work packages
which will not exceed 40 hours of work. This will allow the
Project Manager to more effectively manage the project’s scope
as the project team works on the tasks necessary for project
completion. The project is broken down into three phases: the
design phase; the programming phase; and the testing phase.
Each of these phases is then subdivided further down to work
packages which will require no more than 40 hours of work and

no less than 4 hours of work (see WBS structure below).
In order to more clearly define the work necessary for project
completion the WBS Dictionary is used. The WBS Dictionary
includes an entry for each WBS element. The WBS Dictionary
includes a detailed description of work for each element and the
deliverables, budget and resource needs for that element. The
project team will use the WBS Dictionary as a statement of
work for each WBS element.
WBS Dictionary
Level WBS CodeElement NameDescription of
WorkDeliverablesBudgetResources
Scope Verification
Scope verification discusses how the deliverables will be
verified against the original scope and how the deliverables
from the project will be formally accepted. The deliverables for
the project should be formally accepted and signed off on by the
customer throughout the lifecycle of the project and not held
back as a single deliverable at the end of the project.
As this project progresses the Project Manager will verify
interim project deliverables against the original scope as
defined in the scope statement, WBS and WBS Dictionary. Once
the Project Manager verifies that the scope meets the
requirements defined in the project plan, the Project Manager
and Sponsor will meet for formal acceptance of the deliverable.
During this meeting the Project Manager will present the
deliverable to the Project Sponsor for formal acceptance. The
Project Sponsor will accept the deliverable by signing a project
deliverable acceptance document. This will ensure that project

work remains within the scope of the project on a consistent
basis throughout the life of the project.
Scope Control
Scope control is the process of monitoring the status of the
scope of the project. This section of the Scope Management
Plan also details the change process for making changes to the
scope baseline.
The Project Manager and the project team will work together to
control of the scope of the project. The project team will
leverage the WBS Dictionary by using it as a statement of work
for each WBS element. The project team will ensure that they
perform only the work described in the WBS dictionary and
generate the defined deliverables for each WBS element. The
Project Manager will oversee the project team and the
progression of the project to ensure that this scope control
process if followed.
If a change to the project scope is needed the process for
recommending changes to the scope of the project must be
carried out. Any project team member or sponsor can request
changes to the project scope. All change requests must be
submitted to the Project Manager in the form of a project
change request document. The Project Manager will then review
the suggested change to the scope of the project. The Project
Manager will then either deny the change request if it does not
apply to the intent of the project or convene a change control
meeting between the project team and Sponsor to review the
change request further and perform an impact assessment of the
change. If the change request receives initial approval by the
Project Manager and Sponsor, the Project Manager will then
formally submit the change request to the Change Control
Board. If the Change Control Board approves the scope change
the Project Sponsor will then formally accept the change by
signing the project change control document. Upon acceptance
of the scope change by the Change Control Board and Project
Sponsor the Project Manager will update all project documents
and communicate the scope change to all project team members

stakeholders.
(Piscopo, 2015)
Piscopo, Mark (2015). Scope Management Plan. Retrieved on
24 October 2015 from
http://www.projectmanagementdocs.com/project-planning-
templates/scope-management-plan.html#axzz3pVBs2VC8
Benefits of a Scope Management Plan
By design, Project Managers (PMs) like structure, organization,
and progress, and when there are deficiencies in one of these
areas, we have a strong desire to jump in, correct it, and get the
job done. In our quest to identify issues, and find and
implement mitigation options during the control and monitoring
phase, we sometimes overlook the use of a key document
developed in the planning phase to help manage the chaos: the
Scope Management Plan (SMP). This document is a best
practice, but is often forgotten once a project transitions from
the planning phase to execution or monitoring and controlling
phases due to of the number of activities needing a PM’s
attention. The following tailored scope management plan is
based of PMI and CMMI standards.
WHAT IS A SCOPE MANAGEMENT PLAN
· Documents the process to evaluate whether or not a request is
within the contract’s scope
· Defines how approved requests are prioritized and scheduled
· Explains the roles and responsibilities for each participant in
the scope management process
BENEFITS OF A SCOPE MANAGEMENT PLAN
When used properly, an SMP helps effectively manage the triple
constraint elements (time/schedule, budget, and quality) as well
as other factors:
· Applicable to public (government) and private organizations

and projects
· Helps prioritize and reduce ad hoc work requests, which can
save time and money
· Allows for quantitative analysis to validate the need of an ad
hoc request
· Facilitates productive communications with stakeholders and
their team
· Serves as a tool to manage client expectations, work load
balancing, and team morale
APPLICABLE CONTRACT TYPES
The SMP can be used on most contract types and has significant
value if the project’s contract type is firm fixed with broad
scope and general requirements (which can lead to many ad hoc
activities).
KEY AREAS OF A SCOPE MANAGEMENT PLAN
1. Defined roles and responsibilities
2. Developed process
The following table outlines general roles and responsibilities
involved in the scope management process.
Next, the process should be simple and easy to understand by
all stakeholders. The figure below provides a high-level
graphical view of the scope management process. Although the
client may choose to terminate consideration of an ad hoc
request at any point, boxes shown in yellow represent key
decision points. Each step in the process is described in the
sections following the diagram.
Step 1: Initiate Request

The process begins when a client formally or informally
requests an ad hoc activity. Note that any client may request ad
hoc support. No work will be performed until the remaining
steps in the process are followed, including reaching agreement
that the work is in scope and gaining the COR/CO’s
authorization to proceed.
Step 2: Document Details
To allow each request to be evaluated effectively, a standard set
of key information is gathered and documented in a standard
scope analysis template. The expected outcome, task
performance expectations and a requested delivery date are
among the information that will be gathered for each request.
The template is still incomplete during this step. Several pieces
of information need to be added in step 3 and other information
may change as the request proceeds through the scope
management process (e.g., the task’s priority).
Step 3: Evaluate
The PM adds the following information to the template:
· Initial assessment of whether the request falls within the
contracted scope of work
· Number of resource(s) required to perform the work
· Level of effort (LOE) estimate of the required work in hours
· Initial determination of the scope request type
Once this information is added, the PM meets with the COR to
discuss the request. If both parties agree (a) the work is in
scope and (b) it is sufficiently defined, the process continues to
step 4.
If there is disagreement about whether the work is within the
contracted scope that cannot be quickly resolved, either the
COR or the PM may request the CO be engaged to help resolve
the issue.
If there is concern the work is not sufficiently defined to allow
an effective outcome, the process will return to step 2 to
document additional details.
Step 3.1: Evaluate - Request Type Determination
The determination of the request type is critical to its overall

assessment and management. The request type serves as the
reference point for the COR and PM to decide if the request is
within the scope of the current staffing capabilities or not. The
following information identifies and defines these request types:
· In scope - no impact to team resources’ activities
An in-scope request that can be supported by the current level
of team resources and no reprioritization of current activities is
needed.
· In scope - impact to team resources’ activities
An in-scope request, but current activities being supported by
existing team resources require reprioritization to support it.
· In scope - requires additional team resources to meet the
requirement
An in-scope request requiring additional team resources to
support it. The client prepares a statement of work and
negotiates with the PM for a contract/project modification to
meet the requirement.
· Out of scope – no work will be performed
The CO, COR, and PM agree the work requested is outside of
the scope of the contract and will not be performed.
Step 4: Prioritize
The COR prioritizes all ad hoc activities. These priorities
provide a foundation for estimating the task’s delivery date.
Step 5: Estimate Delivery Date
The PM estimates the task’s delivery date based on factors
including:
· Priority relative to other ad hoc tasks
· LOE estimated
· Skills required
· Current team members’ skill sets and availability to support ad
hoc activities.
Once the delivery date is estimated, the PM and COR discuss it
and, if necessary, the COR works with the PM and the
appropriate client staff to refine the task’s scope or change the
priority to enable a more aggressive target delivery date.
Step 6: Authorize Work

The COR provides authority to the PM to perform the requested
ad hoc activity.
Step 7: Perform Work
The PM assigns the appropriate team member(s) to perform the
work and designated formal and informal progress reporting
methods are used to keep the client apprised of the activity’s
status.
CONCLUDING THOUGHT
A scope management plan is a great management tool to
effectively handle and “flex” to a project’s time/schedule,
budget, resources, and activities to ensure they align with the
agreed upon contractual boundaries.
(Mastal, 2013)
Mastal, Rick (2013). Benefits of a Scope Management Plan.
Retrieved on 24 October 2015 from
http://www.projecttimes.com/articles/benefits-of-a-scope-
management-plan.html
Project Charter
Community Baseball & Softball Complex
Table of Contents
Project
Purpose………………………………………………………………
……………………………..1
Project
Description……………………………………………………………
…………………………….1
Project
Objectives……………………………………………………………
…………………………......1

Project Success
Criteria………………………………………………………………
…………………….1
Project
Constraints……………………………………………………………
……………….……………1
Project
Assumptions…………………………………………..………………
……………………………2
Preliminary
Scope…………………………………………………………………
…………………….….2
Project
Risks…………………………………………………………………
……………………………..2
Project
Deliverables…………………………………………………………
…………..………………….2
High Level
Schedule………………………………………………………………
…….………………….3
Project
Budget…………………………………………………………………
……………………………3
Project Approval
Requirements…………………………………………………………
………………….3
Project
Manager………………………………………………………………
………………………….....3
Project Authorization
Details……………………………………………………...…………
…..…………3
Project Purpose
The purpose of this project is to design a baseball complex for

use by local youth baseball and softball teams during spring and
summer months as well as for use by traveling teams during fall
and winter months. A new complex is needed as the local youth
leagues have expanded over recent years and also because the
current fields have deteriorated and need to be upgraded.
Project Description
This project is the construction of a community baseball
complex for a small city of approximately 30,000 people. Upon
completion the complex will consist of six fields, two small
batting cage areas, two small recreational areas, and a walking
trail. The complex will be the home for 40 Little League
baseball and softball teams ranging from T-ball (5 and 6 years
old) to Fast Pitch baseball and softball (12-14 years old). The
complex will also hope to attract traveling tournament teams
during the spring and fall months. The project activities
include
Project Objectives
The objective for this project is to provide the City of Ennis
with a modern baseball field complex which provides a fun and
safe family environment.
Project Success Criteria
This project will be considered successful if it is completed
within the stated budget limitations and is ready for community
use by May 1, 2017
Project Constraints
-Funding delayed or not approved by city council
-Permits delayed or not approved by city
-Weather conditions
-Inability to obtain utilities

Preliminary Scope
This project only includes the construction of the six field
complex which includes six youth league baseball fields,
seating, two batting cages, two recreational areas, walking trail,
seating, restrooms, concession stands, and parking lot.
Project Risks
Project Deliverables
1. Obtaining approval from the city
2. Obtaining funding for the project
3. Purchasing land for the complex
4. Clearing the land
5. Obtaining all necessary permits from the city
6. Constructing the playing fields
7. Constructing the seating areas
8. Constructing the batting cage areas
9. Constructing the concession and restroom areas
10. Constructing the recreational areas
11. Constructing the walking trail
12. Constructing the parking lot
13. Setting up all necessary lighting for the complex
14. Obtaining utilities
High Level Schedule
-Project begins November 2, 2015
-Funding approved by November 3, 2015 at City Council
meeting
-Land purchased by November 20, 2015
-All necessary permits obtained by December 18, 2015
-Land clearing begins January 4, 2016 and ends January 8, 2016
-Playing field and seating area construction begins January 25,

2016 and ends on September 30, 2016
-Concession and restroom construction begins on October 3,
2016 and ends on December 16, 2016
-Batting cage construction begins on January 4, 2017 and ends
on January 20, 2017
-Recreational area construction begins on January 23, 2017 and
ends on March 3, 2017
-Parking lot construction begins on March 6, 2017 and ends on
March 31, 2017
-Setting up all lighting begins on April 3, 2017 and ends on
April 21, 2017
-Utilities will be obtained on April 24, 2017
-Walking trail construction begins on April 24, 2017 and ends
on April 29, 2017
Project Budget
The budget for this project is $2,500.000.00
Project Approval Requirements
Changes to project must come from the Ennis City Council and
must be approved by the project manager
Project Manager
The project Manager in charge of this project is xxxxxxxx
The project selected for the course Final Project is the
construction of a community baseball complex for a small city
of approximately 30,000 people. Upon completion the complex
will consist of six fields, two small batting cage areas, two
small recreational areas, and a walking trail. The complex will
be the home for 40 Little League baseball and softball teams
ranging from T-ball (5 and 6 years old) to Fast Pitch baseball
and softball (12-14 years old). The complex will also hope to
attract traveling tournament teams during the spring and fall
months. The project activities include obtaining approval from
the city, obtaining funding for the project, purchasing land for

the complex, clearing the land, obtaining all necessary permits
from the city, constructing the fields, constructing the seating
areas, constructing the batting cage areas, constructing the
concession and restroom areas, constructing the recreational
areas, constructing the walking trail, constructing the parking
lot, setting up all necessary lighting for the complex, and
obtaining utilities. The timeframe for the completion of this
project is 18 months with a budget of $2.5 million.

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