In the past decade or so, however, I more commonly hear it refer to capabilities in an application. For example, if I added the ability to change a user's password into my application this week, I may call that new capability a deliverable. Goals : High level statement referring the possible businesses and allied benefits consequent upon the completion of a project.
Objectives : Comparatively low level statement and referring to tangible benefits,consequent upon the completion of a project. Deliverable : The term used in Lump Sum projects, which are easy to achieve and are a subset of scope. Payments in Lump Sum projects are linked with deliverables. Sign up to join this community. The best answers are voted up and rise to the top. Stack Overflow for Teams — Collaborate and share knowledge with a private group.
Create a free Team What is Teams? Learn more. Goal vs. Objective vs. Scope vs. Deliverable Ask Question. Asked 5 years, 11 months ago. Active 2 years, 2 months ago. Viewed 54k times. Improve this question. Purpose of an activity, project or procedure represents the reason for the change, induction or migration in a brief way.
Scope of an activity, project or procedure represents their limitations or defines the boundaries of its application. Scope: The totality of outputs, outcomes and benefits and the work required to produce them. Objectives: Predetermined results towards which effort is directed. The scope of the question is informed by your research aim and your research objectives. Research objectives outline the specific steps that you will take to achieve your research aim.
Objectives define the what, why, who, when and how questions. Scope refers to the combined objectives and requirements needed to complete a project. The term is often used in project management. Properly defining the scope of a project allows managers to estimate costs and the time required to finish the project. Collect Requirements This is the first process group in scope management. It is the process of defining and documenting stakeholders need to meet the project activities.
The document for collecting requirements is developed in the project planning phase. The Project Scope Statement provides the documented basis for making all project decisions and is used to direct the project effort and communicate the project scope to the project team and other project stakeholders. This number is useful in evaluating the size of a change in requirements, in estimating the cost of a development or maintenance task, or simply in using it as the denominator in other measurements see Table 9.
The project manager gathers initial project facts from the project charter. An experienced project manager can draw on past experiences with like projects to determine the work that is realistically doable, given time and cost constraints, for a current project.
Project managers need to educate stakeholders about the project impacts of some requirements. It may also have an impact on project quality. Some aspects of the project may be unfeasible — stakeholders need to know this so they can adjust their vision or prepare for future challenges. Gathering requirements is part of scope definition, and it can be done using one or more of following techniques:. The requirements traceability matrix is a table that links requirements to their origin and traces them throughout the project life cycle.
The implementation of a requirements traceability matrix helps ensure that each requirement adds business value by linking it to the business and project objectives. It provides a means to track requirements throughout the project life cycle, helping to ensure that requirements approved in the requirements documentation are delivered at the end of the project.
Finally, it provides a structure for managing changes to the product scope. This process includes, but is not limited to, tracking:. Attributes associated with each requirement can be recorded in the requirements traceability matrix. These attributes help to define key information about the requirement.
Typical attributes used in the requirements traceability matrix may include a unique identifier, a textual description of the requirement, the rationale for inclusion, owner, source, priority, version, current status such as active, cancelled, deferred, added, approved , and date completed.
Now that we have the deliverables and requirements well defined, the process of breaking down the work of the project via a work breakdown structure WBS begins.
The WBS defines the scope of the project and breaks the work down into components that can be scheduled, estimated, and easily monitored and controlled. The idea behind the WBS is simple: you subdivide a complicated task into smaller tasks, until you reach a level that cannot be further subdivided. Anyone familiar with the arrangements of folders and files in a computer memory or who has researched their ancestral family tree should be familiar with this idea.
You stop breaking down the work when you reach a low enough level to perform an estimate of the desired accuracy. At that point, it is usually easier to estimate how long the small task will take and how much it will cost to perform than it would have been to estimate these factors at the higher levels.
Each descending level of the WBS represents an increased level of detailed definition of the project work. WBS describes the products or services to be delivered by the project and how they are decomposed and related. It is a deliverable-oriented decomposition of a project into smaller components.
A WBS also provides the necessary framework for detailed cost estimating and control, along with providing guidance for schedule development and control. WBS is a hierarchical decomposition of the project into phases, deliverables, and work packages. It is a tree structure, which shows a subdivision of effort required to achieve an objective e.
In a project or contract, the WBS is developed by starting with the end objective and successively subdividing it into manageable components in terms of size, duration, and responsibility e. If I want to clean a room, I might begin by picking up clothes, toys, and other things that have been dropped on the floor. I could use a vacuum cleaner to get dirt out of the carpet. I might take down the curtains and take them to the cleaners, and then dust the furniture.
All of these tasks are subtasks performed to clean the room. As for vacuuming the room, I might have to get the vacuum cleaner out of the closet, connect the hose, empty the bag, and put the machine back in the closet.
These are smaller tasks to be performed in accomplishing the subtask called vacuuming. Figure 9. It is very important to note that we do not worry about the sequence in which the work is performed or any dependencies between the tasks when we do a WBS.
That will be worked out when we develop the schedule. For example, under 3. However, you will probably find yourself thinking sequentially, as it seems to be human nature to do so. The main idea of creating a WBS is to capture all of the tasks, irrespective of their order. A WBS can be structured any way it makes sense to you and your project. In practice, the chart structure is used quite often but it can be composed in outline form as well Figure 9.
Collectively, these numeric identifiers are known as the code of accounts. There are also many ways you can organize the WBS. For example, it can be organized by either deliverable or phase. The major deliverables of the project are used as the first level in the WBS. For example, if you are doing a multimedia project the deliverables might include producing a book, CD, and a DVD Figure 9. Many projects are structured or organized by project phases Figure 9.
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