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112 PROJECTMANAGEMENTTECHNIQUESFigure 3: Sample weighted scoring model for project selection.infrastructure. Because many projects fail because of un-
clear requirements and expectations, starting with a sim-
ple project charter makes a lot of sense.Defining Project Scope With a Scope
Statement and Work Breakdown Structure
A project charter helps define the high-level scope of a
project, but much more work must be done to clarify
the work to be done. Two important tools for further
defining project scope are the scope statement and the
work breakdown structure. A scope statement is a docu-
ment used to develop and confirm a common understand-
ing of the project scope. The scope statement should
include a project justification, a brief description of the
project’s products, a summary of all project deliverables,
and a statement of what determines project success.
Scope statements vary significantly by type of project.
Large, complex projects have long scope statements. Gov-
ernment projects or contracts often include a scope state-
ment known as a statement of work (SOW). Some SOWs
are hundreds of pages long, particularly if they include de-
tailed product specifications. As with many other project
management documents, the scope statement should be
tailored to meet the needs of the particular project.
After completing scope planning, the next step in
project scope management is to further define the work
required for the project and to break it into manageablepieces. Breaking work into manageable pieces is called
scope definition. Good scope definition is important to
project success because it helps improve the accuracy of
time, cost, and resource estimates, it defines a baseline
for performance measurement and project control, and
it aids in communicating clear work responsibilities. The
output of the scope definition process is the work break-
down structure for the project.
A work breakdown structure (WBS) is a deliverable-
oriented grouping of the work involved in a project that
defines the total scope of the project. A WBS shows work
decomposition, meaning each descending level shows a
more detailed breakout of the level above it. It is a founda-
tion document in project management because it provides
the basis for planning and managing project schedules,
costs, and changes. Project management experts believe
that work should not be done on a project if it is not in-
cluded in the WBS. PMI recently published its first prac-
tice standard on the topic of work breakdown structures
(PMI, 2001) due to member requests for more guidance
on developing and applying this important project man-
agement tool.
A WBS is often depicted as a task-oriented family tree
of activities. It is usually organized around project prod-
ucts or by phases. It can also be organized using the
project management process groups. It can look like an
organizational chart, which can help people visualize the
whole project and all of its main parts. A WBS can also