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agreement on the project. As a derivative of the WBS, the statement of work (sometimes calledscope of work) describes what is going to be accomplished, a description of the tasks, and thedeliverable end products that will be produced, such as hardware, software, tests, documentationand training. The statement of work also includes reference to specifications, directives or standards, that is, the guidance to be followed in the project work. The statement of work includes input required from other tasks involving the project and a key element of the customer
„s request for proposal there can be misinterpretation of the statement of work which can affect
the results of the project adversary.
Common causes of misinterpretation are:
Mixing tasks, specifications, approvals, and special instructions.
Using imprecise language (“nearly, “optimum”, “approximately” etc.”).
No pattern, structure or chorological order.
Wide variation in size of tasks.
Wide variation in how to describe details of the work.
Failing to get third party review.Misinterpretations of the statement of work can and will occur no matter, how careful everyonehas been, the result is creeping scope. Which is likely to upset costs and schedules? The best wayto control creeping scope is with a good definition of requirements up front.
The project control process is built on the concepts of integrating data related to scope, performing organization, and cost and of producing performance metrics by assimilating andevaluating all information on a common basis. It is the responsibility of the project manager tointegrate the efforts of the assigned human resources, the variety of equipment supplies, andmaterials and the technologies to produce the project deliverables on schedule within the budget.
The amount of integration a project requires is a function of several factors:
The number of components. The more components there are to a project, the more effortthat needs to be spent on integration. The team components refers to physical parts or systems, to different functional contributions (e.g. marketing, finance, production), aswell as to different vested interests of stakeholders (e.g. environmental impact, economicdevelopment, technology transfer).
The degree to which the projects components are different from each other.
These differences may be differences in functional specialization. For example, marking, production and financial components of a commercial project on the differences mayoriginate from the different technologies used in producing the different components or sub systems of a physical product.