1. To avoid scope changes that would detrimentally affect the project; 2. To control scope creep.
1. To avoid scope changes that would detrimentally affect the project; 2. To control scope creep.
update to project baselines updates to project documents change requests project management plan
Difference between control process and process control is that system control process is typically the large scale version of where process control is used.
Project managers can effectively deal with scope creep by clearly defining project requirements, setting realistic goals, regularly communicating with stakeholders, and implementing a change control process to manage any changes to the project scope. This helps ensure that the project stays on track and is completed successfully.
This can be contrasted with quality control, which is focused on process outputs.
Scope creep refers to scope changes applied without processing them though the change control process. The role of the Project Manager is to ensure that Scope Creep does not happen in their project. As per the PMBoK guide, the Control Scope process is used to control the projects scope.
1. To avoid scope changes that would detrimentally affect the project; 2. To control scope creep.
1. To avoid scope changes that would detrimentally affect the project; 2. To control scope creep.
Accepted deliverables Change requests Work performance information Project documents updates
SQC or statistical quality control is concerned with using the 7-QC and 7-SUPP tools to monitor process outputs. Statistical process control, or SPC is concerned with monitoring the inputs of the process.
· Acceptance decisions · Rework · Process adjustments
Process produce results. Some of these are tangible and measurable at the time they are generated. These we call Process Outputs. There are other results that are not measurable until long after the outputs have been delivered and often long after they have been used. These can be considered to be the impact of the process on its surroundings An output of a process may have a detrimental affect on the environment. Satisfaction of either customers or employees is an impact not an output. However, processes can only be designed to deliver outputs because the outputs are measured before they emerge from the process, whereas, impacts arise long after the process has delivered its outputs and therefore cannot be used to control process performance. Any attempt to do so would induce an erratic performance. In reviewing the performance of a process we can note whether the outputs and the impacts were as expected. What we are doing is reviewing the process outcomes therefore we can consider outcomes to be outputs + impacts. Results can therefore be considered to be a general term because outputs are results, impacts are results and outcomes are results. So when you ask what results does a process produce the answer can be in terms of its outputs, impacts or outcomes. But when you ask what results does a process deliver the answer should strictly be in terms of its outputs. For more information see Quality Management Essentials
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bright scope
how do you start a scope in gardening and pest control
If the process can be assumed to follow a Gaussian distribution then 99.7% of the outputs of the process will lie between those two limits. That may be of benefit in quality control if it is a production process.