You have been hired to lead a project (the project of your choice). As the project manager, you know it is important to get the project off to a good start. Using the tools provided in the required readings below, provide a quick summary of your project, including the scope and objectives of your project. Be sure to include a high-level WBS for your project.

Here are theTools from the required reading below:

Employing a Project Scope Checklist Clearly, project scope is the keystone interlocking all elements of a project plan. To ensure that scope definition is complete, you may wish to use the following checklist:

Project objective. The first step of project scope definition is to define the overall objective to meet your customer's need(s). For example, as a result of extensive market research a computer software company decides to develop a program that automatically translates verbal sentences in English to Russian. The project should be completed within three years at a cost not to exceed Page 103$1.5 million. Another example is to design and produce a completely portable, hazardous waste, thermal treatment system in 13 months at a cost not to exceed $13 million. The project objective answers the questions of what, when, and how much.

Deliverables. The next step is to define major deliverables—the expected, measurable outputs over the life of the project. For example, deliverables in the early design phase of a project might be a list of specifications. In the second phase deliverables could be software coding and a technical manual. The next phase could be the prototype. The final phase could be final tests and approved software. Note: Deliverables and requirements are often used interchangeably.

Milestones. A milestone is a significant event in a project that occurs at a point in time. The milestone schedule shows only major segments of work; it represents first, rough-cut estimates of time, cost, and resources for the project. The milestone schedule is built using the deliverables as a platform to identify major segments of work and an end date—for example, testing complete and finished by July 1 of the same year. Milestones should be natural, important control points in the project. Milestones should be easy for all project participants to recognize. Technical requirements. More frequently than not, a product or service will have technical requirements to ensure proper performance.

Technical requirements typically clarify either the deliverables or define the performance specifications. For example, a technical requirement for a personal computer might be the ability to accept 120-volt alternating current or 240-volt direct current without any adapters or user switches. Another well-known example is the ability of 911 emergency systems to identify the caller's phone number and location of the phone. Examples from information systems projects include speed and capacity of database systems and connectivity with alternative systems. For understanding the importance of key requirements.

Limits and exclusions. The limits of scope should be defined. Failure to do so can lead to false expectations and to expending resources and time on the wrong problem. Examples of limits are: local air transportation to and from base camps will be outsourced; system maintenance and repair will be done only up to one month after final inspection; client will be billed for additional training beyond that prescribed in the contract. Exclusions further define the boundary of the project by stating what is not included. Examples include: data will be collected by the client, not the contractor; a house will be built, but no landscaping or security devices added; software will be installed, but no training given.

Reviews with customer. Completion of the scope checklist ends with a review with your customer—internal or external. The main concern here is the understanding and agreement of expectations. Is the customer getting what he or she desires in deliverables? Does the project definition identify key accomplishments, budgets, timing, and performance requirements? Are questions of limits and exclusions covered? Clear communication in all these issues is imperative to avoid claims or misunderstanding.

Use of WBS helps to assure project managers that all products and work elements are identified, to integrate the project with the current organization, and to establish a basis for control. Basically, the WBS is an outline of the project with different levels of detail. Each item in the WBS needs a time and cost estimate. With this information it is possible to plan, schedule, and budget your project. The WBS also serves as a framework for tracking cost and work performance.