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SCOPE MANAGEMENT PLAN

(PROJECT NAME)

(COMPANY NAME)
(STREET ADDRESS)
(CITY, STATE ZIP CODE)

(DATE)

Here's Your FAST Project Scope Management Plan Template

This Project Scope Management Plan template has been written to include instruction for
creating the final document along with actual verbiage for each section. You are free to edit and
use this template and its contents; however, we do ask that you don't distribute this template as a
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Revision History

Name Date Reason For Changes Version

2
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TABLE OF CONTENTS
1.0 Purpose.....................................................................................................................................2
2.0 Scope Management Roles and Responsibilities.......................................................................2
2.1 Project Sponsor.....................................................................................................................................................2
2.2 Project Team.........................................................................................................................................................2
2.3 Project Stakeholders..............................................................................................................................................3
3.0 Scope Management Planning...................................................................................................3
4.0 Scope Statement.......................................................................................................................3
5.0 WBS and WBS Dictionary.......................................................................................................4
6.0 Scope Control...........................................................................................................................5
7.0 Scope Verification....................................................................................................................5
8.0 Approvals.................................................................................................................................6
 www.FASTProjectPlans.com Scope Management Plan Template

1.0 Purpose
This section should describe the purpose of the Scope Management Plan for this particular
project. It should explain what the plan covers and why it is an integral part of successful
project management. Strict adherence to a formal Scope Management Plan is a key element to
completing a project which accomplishes the goals and objectives it was intended to.
The purpose of this Scope Management Plan is to define the scope for the NextGen Cable
Development Project. This Scope Management Plan provides a formal guideline for planning,
defining, controlling, and verifying the scope of the project throughout its duration. This
includes roles and responsibilities for all project participants, the work breakdown structure
(WBS) and WBS dictionary, managing scope and changes to scope, and scope verification
measures to ensure that deliverables meet their original intent in accordance with the project
scope.

2.0 Scope Management Roles and Responsibilities

Defining roles and responsibilities as they relate to scope is an important part of the Scope
Management Plan. This section should provide all necessary detail of these roles and
responsibilities so they are clear throughout the life of the project.

2.1 Project Sponsor

Director of Research and Development, Mr. John Doe: The Project Sponsor is the
approval authority for the NextGen Cable Development Project. He is responsible for the
oversight of all aspects of the project as well as accepting project deliverables, and
approving any submitted scope change requests.

2.2 Project Team

Project Manager, Mr. Bud Smith: The Project Manager is responsible for scope
management for the NextGen Cable Development Project. The Project Manager is
responsible for reviewing and determining the impact of all scope change requests and
submitting them to the Project Sponsor for approval. He is responsible for the
development of scope control and validation measures. He is responsible for
communicating any changes in scope to all project participants and updating all project
documentation based on changes. He is responsible for the development of the WBS and
WBS dictionary as well as the project scope statement.
Design Engineer, Mr. John Black: The Design Engineer is responsible for assisting the
Project Manager in the development of the scope statement, WBS and WBS dictionary,
and scope control and validation measures. The Design Engineer is also responsible for
identifying and validating any scope change requests regarding product design and
communicating them with the Project Manager.
Process Engineer, Mr. Patrick White: The Process Engineer is responsible for assisting
the Project Manager in the development of the scope statement, WBS and WBS dictionary,
 www.FASTProjectPlans.com Scope Management Plan Template

and scope control and validation measures. The Process Engineer is also responsible for
identifying and validating any scope change requests regarding product processes and
communicating them with the Project Manager.

2.3 Project Stakeholders

There are numerous stakeholders for the NextGen Cable Development Project. When
necessary, the project stakeholders are responsible for identifying any required changes to
project scope and communicating them to the Project Manager. They may also be required to
assist the Project Manager in validating scope change requests and determining their impact.
 Director of Operations, Mr. Bill Green
 Testing Laboratory Director, Mr. Steve Blue

3.0 Scope Management Planning

This section should provide an explanation for how various inputs are used to determine the
scope of the project. Each scope element should be linked to a project requirement or
deliverable so that all project objectives are met and all project work is attributable to a
meaningful outcome. One pitfall of many projects is allowing extraneous or unnecessary work
to occur which is not directly applicable to an objective or deliverable.
For the NextGen Cable Development Project, the Project Manager is responsible for scope
management. The scope of this project was defined through a formal collection and review of
the project’s objectives and requirements as outlined in the Project Charter, preliminary scope
statement, and all available project documentation. This review was led by the Project Manager
and included the Project Sponsor, Project Team, and all Stakeholders. Based on the
identification and review of all project requirements, the deliverables for the project were agreed
upon and approved by the Project Sponsor.
For the NextGen Cable Development Project, the scope is defined by the Scope Statement,
WBS, and WBS Dictionary. These components will be detailed in the following sections of the
Scope Management Plan in order to provide a common understanding for all project
participants.

4.0 Scope Statement

The scope statement is perhaps the most important part of any project. It defines what the
project is, what it must accomplish, when it must be accomplished, and the acceptable outcomes.
It may also provide assumptions and/or constraints if they have already been determined. The
scope statement should also list what is not included in the project’s scope. This is to minimize
the likelihood of unnecessary work being performed or prevent work shifting from
accomplishing the intended objectives of the project.
The scope for the NextGen Cable Development Project includes the design, testing, and
acceptance of the next generation fiber optic cable for the company’s product line. The project’s
deliverables are a new cable product which meets company performance requirements and is
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smaller in diameter than our current products, a complete technical data package (TDP), and a
qualified and documented process for manufacturing the new cable. The acceptance criteria for
this project are: the successful manufacturing run for a 1 kilometer length of NextGen Cable and
successful testing in accordance with company performance requirements; a vetted and
documented manufacturing process which meets company process requirements; product/process
data and specifications which have been reviewed and approved internally; and Operations
Department acceptance to begin the manufacturing of the NextGen Cable. This project does not
include ongoing manufacturing operations or support of NextGen cable or products/processes
being developed in parallel with NextGen Cable. The acceptance criteria for this project must be
met no later than 270 days from the Project Kickoff date. The allocated budget for this project is
$1,500,000.00. All resources assigned to this project are internal and any additional resources
must be requested through and approved by the Project Sponsor.

5.0 WBS and WBS Dictionary

This section should discuss the WBS and WBS Dictionary and how they help the Project
Manager manage scope. These tools provide a logical decomposition of the work to be
performed in order to meet the objectives and requirements for the project and ensure that the
work is performed in accordance with the project scope. By deconstructing the deliverables into
manageable work packages the scope of the project can be managed much more easily.

The WBS and WBS Dictionary, along with the scope statement, are key components for defining
and managing the project scope. The WBS provides a hierarchical decomposition of the work to
be performed in the project in order to allow the scope to be managed more easily through
clearly understood work packages not exceeding 40 hours of work but not less than 4 hours of
work each. The WBS structure below details the phases and work packages the NextGen Cable
Development Project consists of. All work packages were created and defined with the input
from the groups and individuals who will be performing the work throughout the project.

N e xtG e n C a b le D e v e lo p m e n t P ro je c t

1.1 C a ble De s ign P ha s e 1.2 P ro c e s s P ha s e 1.3 Te s ting P ha s e

1.3.1 Te s ting Ta s k # 1
1.1.1 C a ble De s ign 1.2.1 P ro c e s s Ta s k
Ta s k # 1 #1

1.1.2 C a ble De s ign 1.2.2 P ro c e s s Ta s k 1.3.2 Te s ting Ta s k # 2

Ta s k # 2 #2
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The WBS Dictionary, shown below, provides the necessary detail for the work outlined in the
WBS so the tasks, resources, and deliverables are clearly defined. Every element of the WBS
must be entered in the WBS Dictionary to ensure all work is accounted for, assigned the
appropriate resources, and pertains to the appropriate deliverable(s).

NextGen Cable Project Number 123-456

Development
Project
WBS WBS WBS Element Description of Deliverable(s) Committed Comments
Level Code Name Work Resources

6.0 Scope Control

This section should discuss the steps or processes by which the project scope is controlled
throughout the duration of the project. Elements of the project scope must be reviewed on a
regular basis in order to ensure all project work is performed in accordance with the Scope
Management Plan. This section should also describe how changes in scope may be
requested/proposed, reviewed, and approved/denied.

This NextGen Cable Development Project Manager is responsible for continuously monitoring
project work to ensure all work performed is within the project scope outlined in this plan. The
Project Manager may also utilize regularly occurring meetings with the project team to ensure
that all work is performed in accordance with the appropriate work package(s) in support of
project deliverables and objectives.

Project scope change requests (CR) may be submitted by any project participant who determines
that a change in scope is necessary for the project. The individual proposing the change in scope
must submit a CR to the Project Manager outlining the proposed change and why it is necessary.
The Project Manager will review the proposal with the project team to determine if it is
necessary and what impact(s) it will have on the project. The change proposal will then be
presented to all project participants and forwarded to the Project Sponsor for review and
approval. Any scope changes approved by the Project Sponsor will require updates to all project
plans and documentation. This is the responsibility of the Project Manager. The Project
Manager must also communicate the change to all project participants upon its approval.

7.0 Scope Verification

Scope verification is the process of ensuring that as the project proceeds, all project work and
deliverables are aligned with the original project scope before they are formally accepted. If
work is allowed to proceed which is not aligned with and directly supporting the original intent
of the project, then the project will fail.
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The NextGen Cable Development Scope Management Plan was created to ensure that all project
work directly supports the scope of the project. As the project progresses, the Project Manager
must verify that interim deliverables correspond to deliverables originally specified in the
project’s scope statement, the WBS and/or the WBS Dictionary. Once the Project Manager
determines that work performed is aligned and in support of the project’s scope, the associated
deliverable may be accepted.

As deliverables are completed, the project team will complete a deliverable acceptance package
which outlines the appropriate WBS level and code, work description, planned completion date,
actual completion date, and any variance in the deliverable. The deliverable acceptance package
will then be submitted to the Project Sponsor for formal acceptance of the deliverable.

8.0 Approvals
All project and management plans must have the approval of the Project Sponsor and Project
Manager. The signatures of these individuals indicate their acknowledgement and understanding
of the Scope Management Plan.
The signatures of the people below indicate an understanding in the purpose and content of this
document by those signing it. By signing this document you agree to this as the formal Scope
Management Plan for the NextGen Cable Development Project.
Approver Name Title Signature Date

Doe, J. Project Sponsor

Smith, B. Project Manager

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