Because each project is unique, so the demand and scope of each project is not the same, but in PMBook inside, project scope management is stressed to do and only the required work. The main scope of the project management is to define and control what work should be included in the project, which should not be included in the project.
Range is divided into two levels:
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- Product range - a product, service, or result with the characteristics and functions.
- Scope of the project - to be delivered with the specified characteristics and functions of products, services, or results that must be done.
Project Scope Management processes include:
5.1 Scope Management Plan a definition of how to record, identify and control project scope and product range, and create scope management plan process.
PMBook in the first sub-processes of each chapter is planning XX management. This process will output XX management plans, management plans, and this plan is not the same, the management plan is a guide to the nature of the document, is not at liberty to change. For example, range management plan for how the record definition, the role of identifying and controlling project scope and product range, scope management plan is created during this process: throughout the project to provide guidance and direction on how to manage the range. Unless the plan itself is a problem, or else do not easily modify, amend this change is the need to go to change the program.
5.2 collection needs one for the achievement of project objectives and identify, document and manage the needs and demands of stakeholders process.
What is the demand? Demand is based on a specific protocol or other peremptory norms, product, service, or result must have the condition or ability. Needs include sponsors, customers and other interested parties have been quantified and documented needs and expectations. As long as the parties can put forward the demand, but the process is just gathering requirements, not all needs can be done. You can be collected by the needs of many tools. Such as brainstorming, interviews, focus groups, surveys, benchmarking and other controls.
After the requirements gathering, through decision-making, we look at those requirements are unnecessary, those requirements are needed to carry out a preliminary screening. This process will demand output file. Demand file only clear (measurable and testable), traceable, complete, coordinated, and key stakeholders would like to endorse the demand, it can serve as a reference.
5.3定义范围一制定项目和产品详细描述的过程。
本过程的作用：描述产品、服务或成果的边界和验收标准。 应根据项目启动过程中记载的主要可交付成果、假设条件和制约因素来编制项目范围说明书。 还需要分析现有风险、假设条件和制约因素的完整性，并做必要的增补或更新。需要多次反复开展定义范围过程 。这个过程会输出范围说明书——是对项目范围、主要可交付成果、假设条件和制约因素的描述。记录了整个范围，包括项目和产品范围。 项目范围说明书详细描述了项目的可交付成果，还代表项目相关方之间就项目范围所达成的共识。 为了便于管理相关方的期望，项目范围说明书可明确指出哪些工作不属于本项目范围。 范围说明书包含内容：
5.4创建WBS一将项目可交付成果和项目工作分解为较小的、更易于管理的组件的过程。
有了范围说明书之后，就可以把相对应的可交付成果，分解成为各个可以做的小部分，例如，做一桌子菜，可以看做一个项目，需求是四菜一汤，范围说明书里面详细说明有青菜、螃蟹、辣椒炒蛋、酸辣土豆丝、紫菜蛋汤。而创建 WBS 的过程（工作分解结构 ）就是把这个四个菜分解成为一个个工作包，一个个颗粒度更小的可交付成果。可以分成，买菜，洗菜，切菜，做菜等工作包。WBS 组织并定义了项目的总范围(项目范围说明书只定义范围，没有组织范围)，分解的五个步骤：
创建 WBS 有四个原则：
这个过程做完之后，会输出范围基准，范围基准里面包含：
哪儿找可交付成果和验收标准:首选范围说明书，次选wbs词典，再次选范围基准。
5.5确认范围-正式验收已完成的项目可交付成果的过程。
This process is not done immediately after creating the WBS Oh! After this process is to wait until execution group have done, had verified deliverables (QC departments within their own company after verification of deliverables) to do, and the "customer" or "sponsor" the official acceptance has been completed project deliverables of the process. By conducting measurements, review and validation activities to determine whether work and deliverables meet the demand and product acceptance criteria. Output acceptance of deliverables meet the acceptance criteria of the deliverable should be duly signed by the client or sponsor approval. You should obtain an official document from the customer or sponsor, where parties demonstrate formal acceptance of the project deliverables.
Control range 5.6 - oversee the project and the state of the product range, the range of standard management of change process.
Gold-plated - project personnel in order to "please" customers and do not solve the real problem, not the value of the project activities.
Scope creep - scope creep refers to the ongoing customer a small, subtle changes in the scope, if unchecked, lead to project adds up to a serious deviation from the established reference range, out of control and lead to project failure.
If there have been scope creep, like the need to take the change process.