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Project Scope Management includes the processes required to ensure that the pro-ject includes all the work required, and only the work required, to complete the project successfully [1]. It is primarily concerned with defining and controlling what is or is not included in the project. Figure 5-1 provides an overview of the major project scope management processes:

	Initiation — authoring the project or phase.
	Scope Planning — developing a written scope statement as the basis for future project decisions.
	Scope Definition — subdividing the major project deliverables into smaller, more manageable components.
	Scope Verification — formalizing acceptance of the project scope.
	Scope Change Control — controlling changes to project scope.

  These processes interact with each other and with the processes in the other knowledge areas as well. Each process may involve effort from one or more individuals or groups of individuals based on the needs of the project. Each process generally occurs at least once in every project phase. Although the processes are presented here as discrete components with well-defined interfaces, in practice they may overlap and interact in ways not detailed here. Process interactions are discussed in detail in Chapter 3, Project Management Processes.
  In the project context, the term "scope" may refer to:

   Product scope—the features and functions that characterize a product or service.

   Project scope—the work that must be done to deliver a product with the specified features and functions.

  The processes, tools and techniques used to manage project scope are the focus of this chapter. The processes, tools, and techniques used to manage product scope vary by application area and are usually defined as part of the project life cycle (the project life cycle is discussed in Section 2.1).
  A project generally results in a single product, but that product may include subsidiary components, each with its own separate but interdependent product scopes. For example, a new telephone system would generally include four subsidiary components— hardware, software, training, and implementation.
  Completion of the project scope is measured against the project plan, but completion of the product scope is measured against the product requirements. Both types of scope management must be well integrated to ensure that the work of the project will result in delivery of the specified product.