Described in Section 4.3.3.2. Work performance data can include the number of change requests received, the number of requests accepted or the number of deliverables completed, etc.
5.6.1.5 Organizational Process Assets
Described in Section 2.1.4. The organizational process assets that can influence the Control Scope process include, but are not limited to: 5 s Existing formal and informal scope, control-related policies, procedures, guidelines; and s Monitoring and reporting methods and templates to be used.
5.6.2 Control Scope: Tools and Techniques
5.6.2.1 Variance Analysis
Variance analysis is a technique for determining the cause and degree of difference between the baseline and actual performance. Project performance measurements are used to assess the magnitude of variation from the original scope baseline. Important aspects of project scope control include determining the cause and degree of variance relative to the scope baseline (Section 5.4.3.1) and deciding whether corrective or preventive action is required.
5.6.3 Control Scope: Outputs
5.6.3.1 Work Performance Information
Work performance information produced includes correlated and contextualized information on how the project scope is performing compared to the scope baseline. It can include the categories of the changes received, the identified scope variances and their causes, how they impact schedule or cost, and the forecast of the future scope performance. This information provides a foundation for making scope decisions.