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Project Scope Statement Construction

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					                                                              State of Oregon




                                                         < Enter DHS Cluster
                                                          and/or Unit-Office
                                                               Name >



                                                              <Project Name>


                                                             Project Integrated
                                                             Project Plan with
                                                                 Controls

                                                                    <Date>
                                                                  Version <#>

                                                               [insert author name]
                                                          [insert person/audience name]




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                                       Planning




                 Determine work                      Determine work
              activities, resources,                controls to ensure
              schedule, and costs                  project performance
               (Core Work Plans).                  (Facilitating Plans).             INTEGRATED
                                                                                      Project Plan

                           Incorporate planning outputs
                           into one coherent document
                             (Integrated Project Plan).




                                       Executing




Purpose of the Document
The Integrated Project Plan (IPP) is a document or collection of documents used
to guide both project execution and project control. It is required to ensure that
various elements of the project are properly coordinated. The IPP is used to
communicate the project’s plan, and should be expected to change over time as
more information becomes available to the project.

The amount of planning performed should be commensurate with the scope of
the project and the usefulness of the information developed.




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                         Document Change Activity
The following is a record of the changes that have occurred on this document
from the time of its original approval
#   Change Description                                             Author      Date



The template instructions rely on the user to use the Project
Management Guide and current examples available on DHS’ PMO
web site, http://www.dhs.state.or.us/admin/ois/pmo/, or within one’s
respective organization.
This template should be used on projects that range in complexity
from very low to very high. Low-complexity project plans are
generally 4-5 pages in length and require the template user to greatly
simplify by editing non-applicable sections and/or to provide brief
“reality” statements to address the section. For example the work
breakdown structure (WBS) may be a short to-do list of actions
required and the user would eliminate the WBS Dictionary.
An Integrated Project Plan for a higher-Complexity Project’s may be
quite extensive and include many referenced facilitating plans. In this
case the Integrated Project Plan could be contained in a very large
binder or series of binders.
General template instructions are found at (insert address).




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  1.0 Background ................................................................................ 4
    1.1    Problem/Opportunity ........................................................... 4
    1.2    Context or Alignment ........................................................... 5
    1.3    Planning Inputs or References ............................................ 5
  2.0 Scope Statement........................................................................ 5
    2.1    Objectives & Measurements ............................................... 5
    2.2    Major Deliverable Milestones .............................................. 6
    2.3    Assumptions ....................................................................... 6
    2.4    Completion Criteria ............................................................. 6
  3.0 Work Plan .................................................................................. 7
    3.1    Work Breakdown Structure (WBS) ...................................... 7
    3.2    Lifecycle Model Selection .................................................... 7
    3.3    Schedule ............................................................................. 9
    3.4    Feasibility and Recommendations....................................... 9
    3.5    Budget Projection ................................................................ 9
  4.0 Organization ............................................................................. 10
    4.1    Project Team Composition ................................................ 10
    4.2    Internal Roles & Responsibilities ....................................... 10
    4.3    Other Group Roles & Responsibilities ............................... 10
  5.0 Facilitating Controls .................................................................. 11
    5.1    Change Management ........................................................ 11
    5.2    Quality Management ......................................................... 12
    5.3    Training Plan – Project Staff.............................................. 12
    5.4    Risk Management Plan ..................................................... 12
    5.5    Communications Management Plan.................................. 13
      5.5.1 Status Reporting ............................................................ 13
      5.5.2 Issue & Decision Management ...................................... 14
      5.5.3 Project Document Standards, Approval, and Controls ... 14
    5.6    Cost Management Plan ..................................................... 14
      5.6.1 Procurements & Contracts ............................................. 15
      5.6.2 Resource Tracking ........................................................ 15
  Appendix A – WBS Dictionary ......................................................... 16

1.0 Background

1.1 Problem/Opportunity
Describe briefly the problem to be solved or opportunity to be addressed;
use language from the product description in the charter document.

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1.2 Context or Alignment
Describe briefly any relationship with other internal or external projects.

1.3 Planning Inputs or References
Describe other planning inputs or references, such as the Information
Resources Management (IRM) Requirements Management Plan or
business strategy.


2.0 Scope Statement
The project scope includes all the work required—and only the work
required—to successfully complete the project. The defined work will be
an integration of the project management work required to plan and
manage the project along with the business transition management work to
define, implement and support the customer’s request. The following
indicates what is in scope for this project:

2.1 Objectives & Measurements
The following measurable project objectives, which have been refined from
the business need in the approved charter, are used to define scope. Each
objective may contain one or more measurements that will indicate clear
progress towards or achievement of the objective.
The project will manage scope development and change to ensure the
project objectives remain the basis for defining the high-level to specific
requirements needed to deliver the product or service.




       Objectives
       The following are the approved objectives from the charter.
              (a)
              (b)
              (c)


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        Measurement-1:


       Repeat objective/measurement objectives layout for up to
       approximately 3-7 objectives.

Major Deliverable Milestones

       This is the basis for a high-level plan. Planned complete dates may
       initially be best guesses until more work has been defined as part of
       the project. .


MS# Milestone Description                                                  Planned
                                                                           Complete
MS1 <Milestone Title>                                                      <Date>
<Describe briefly in business terms what will have occurred by
this milestone.>
MS2 <Milestone Title>                                                      <Date>
<Describe briefly in business terms what will have occurred by
this milestone.>
MS3 <Milestone Title>                                                      <Date>
<Describe briefly in business terms what will have occurred by
this milestone.>
MS4 <Milestone Title>                                                      <Date>
<Describe briefly in business terms what will have occurred by
this milestone.>
MS5 <Milestone Title>                                                      <Date>
<Describe briefly in business terms what will have occurred by
this milestone.>




2.2 Assumptions
Define any known planning assumptions.

2.3 Completion Criteria



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Define what will indicate that the project has been completed and at what
point the ongoing work can and should be turned over to standard
operations and routine maintenance
For example:
All of the objectives and milestones have been satisfactorily met and
accepted by the business and steering committee or responsible
management.
The business has resolved or assigned responsibility for any open issues.
The ongoing maintenance and funding for maintenance has been
negotiated and agreed by the business and OIS.
Those responsible for maintaining the application or the changes to the
application have reviewed the documentation, code changes, and other
pertinent information.
All documentation has been filed in the standard PMO library structure and
is accessible to those who will maintain the application.


3.0 Work Plan
3.1    Use of Checklists
<Summarize the use of checklists and oversight to evolve this project from
one phase to another through completion.>
3.2    Lifecycle Model Selection
<Define the lifecycle model(s) that will be used for this project/phase and
the reasoning used in its selection. Use language from the Proposed
Lifecycle Model Selection Section in the charter document.>
3.3    Work Breakdown Structure (WBS)

The Work Breakdown Structure (WBS) dictionary is a grouping of project
elements that organizes and defines the total scope of the project. Work
not in the WBS is outside the scope of the project. This WBS dictionary is
intended to confirm a common understanding of project scope. Each
descending level of the WBS dictionary represents an increasingly detailed
description of the work required to manage the project and deliver the
customer’s request.

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The WBS Dictionary is located in the appendix of this document.




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3.4    Schedule

Paste a high-level Gantt chart that shows process groups, major tasks and
phases, milestones, critical tasks, and timing bars. Replace the example
below with a real schedule.




3.5    Feasibility and Recommendations
Include a statement that either indicates that a feasibility study will be part
of the requirements or analysis phase, or that the project has been
mandated and will not include feasibility.
3.6    Budget Projection

Indicate an approximate monthly spending plan of resource time for both
the business and technical staff in full-time equivalents (FTEs). Indicate an
approximate monthly spending plan in other project costs. The following is
an example:

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    200x           Jan    Feb       Mar      Apr   May   Jun   Jul   Aug      Sep      Oct    Nov     Dec

  Staff FTE                              3     3     6     6     8        8    12        12     12      9

  Other Costs                            5     0    10     5     0        0    50        50     125    35

*Costs are in hundreds of dollars
       200x        Jan    Feb       Mar      Apr   May   Jun   Jul   Aug      Sep      Oct    Nov     Dec

 Staff FTE           9     8         8        8     6     6     3     3        3

 Other Costs        35     30       30        30    10    5     0     0        0



3.7     Payback Analysis (if not in business case)

                                                                     Needs an explanation.
4.0 Organization
This section describes the project staffing and organizational structure. This
includes names of individuals, their roles and responsibilities while serving
on the project team, and resources that will be needed for project success.
All currently known resources are noted here, including organizational staff
that will be full or part time project participants, committee or governance
members, contractors and vendors, and any approving bodies outside of
the organization such as legislative officials.

4.1     Project Team Composition
Create a simple organizational chart of the project. Include the sponsor;
steering committee; project management team; internal business and
technical staff; and other support roles needed to complete the project.
Larger or riskier projects may wish to provide more detailed roles and
responsibilities as the project progresses (see the Roles and
Responsibilities template).

4.2 Internal Roles & Responsibilities
Describe briefly the roles and responsibilities of each of the individuals or
groups illustrated in the organizational chart who are internal to the project.

4.3 Other Group Roles & Responsibilities

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Describe briefly all other group roles and responsibilities that will need to
perform work in support of the project. These other groups work
assignments will be a part of the project’s WBS and schedule.


5.0 Facilitating Controls
Note to template user – the level of adaptation and application of facilitating
controls should be adjusted based on the business and technical
complexity assessment. Riskier projects should create formal facilitating
control plans and reference them below. The lower-risk projects should
describe very briefly how they would perform these activities by modifying
the boilerplate language to reality (e.g., changes will be evaluated by the
project manager and informally approved by the sponsor as they occur).

5.1 Business Transition Plan
< Define the assumptions; detailed activities; schedule; and milestones with
associated ownership/responsibilities. At a minimum, include decision-
making events/milestones; training; readiness assessments; contingency
plans; facilities and equipment; and personnel transition.>.
The Business Transition Plan template is to be located in the project
controls section of the project file or notebook.

5.2 Change Management
All changes will be logged and evaluated for impact to the project and
product scope, schedule and cost. The lead architect, sponsor, and project
manager (or other role) will recommend whether to incorporate the
changes or hold changes for a future release. All suggested changes to
the process, activities, tasks, or defined deliverables will go to the lead
architect or other role for analysis.

Note to template user – depending on the type, size and risk of the project,
the change management plan may require more rigorous change
management that specifically details how scope and requirement changes
will be managed; how schedule and cost changes will be managed; and
what process, tools and techniques will be used by the project. See the
Change Management Plan template and associated references for more
detail.



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A Change Management Plan will be developed using the Change
Management Plan template located in the project controls section of the
project file or notebook. This plan will be used to incorporate agreed upon
changes into the project.

5.3 Quality Management
The Quality Management Plan develops an appropriate method to
objectively review how well the project is following the project’s plans and
controls to deliver the requested product; meet the standards of the
agency; and satisfy DAS oversight requirements. The review will include
areas of insufficiency in the project’s plan and processes, as well as,
insufficiency in the project’s ability to carry out the plan. It will also include
recommendations for improvement for each quality finding.
Projects may option to have their Quality Management Plan developed by
an outside party and locate such in the project controls section of the
project file or notebook. This plan will be used to ensure that a proper level
of process and product quality is applied in delivering a customer solution.

5.4 Training Plan – Project Staff
The purpose of the <Project Name> Training Plan is to develop the skills
and knowledge of project team individuals so they can perform their roles
effectively and efficiently.
The training plan involves first identifying the training needs of the project
and individuals; subsequently, training is developed or procured to address
the identified needs.
The project will evaluate its current and future skill needs and determines
how these skills will be obtained. Some skills are imparted informally (e.g.,
on-the-job training and mentoring). Other skills need more formal structure
(e.g., classroom training and guided self-study) to be effectively and
efficiently imparted. The appropriate methods will be selected and defined
in the training plan.
The Training Plan template is to be located in the project controls section of
the project file or notebook.

5.5 Risk Management Plan
The project manager will identify project risks relating to schedule, costs,
and/or quality. An agreed-upon mitigation will be determined for each

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identified risk. Some mitigation is expected to be informal and handled by
sponsor decision or action; other mitigation will be planned and the
responsibility assigned for carrying out the mitigation plan.
The Risk Management Plan template is to be located in the project controls
section of the project file or notebook. This plan will be used to manage the
risks of the project.

5.6 Communications Management Plan
The purpose of the project’s communication management plan is to
determine and define internal and external communication needs of all
people within and outside the organization that will be affected by the
project. The Communications Management Plan addresses: who needs
what information; when will they need it; and how it will be given to them.
Communication management includes the communication of project
performance measures, status reporting, dissemination of information; and
the storage of information about the project.
The Communication Plan template is to be located in the project controls
section of the project file or notebook.
The Business Transition Manager is responsible for developing and
maintaining the Communication Plan for the project.

5.6.1 Status Reporting
The project manager will deliver formal status reports to the steering
committee and sponsor on a monthly basis during regularly scheduled
meetings. Informal status reports or updates will be given weekly at
regularly scheduled team meetings. The outline of the formal status
reporting will be as follows:
   Status Summary: High-level view of the project and progress against
    the major activities. An indicator of percent complete for each key
    deliverable will be given.
   Problems Resolved Since Last Report: Highlight resolutions to delays,
    problems, actions, and implications since the last status report.
   Accomplishments Since Last Report: List the main critical deliverables
    since the last status report.
   New Problems/Concerns: Introduce delays, problems, actions, and
    implications since the last status report.

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   Next Period Planned Activities: Describes immediate next steps.
A Status Report Template to be used by this project is located in the project
controls section of the project file or notebook.

5.6.2 Issue & Decision Management
The Issue Management Plan provides a method to identify and resolve the
issues that impact the scope, schedule, cost, and/or quality of the project.
The plan includes a method to identify and analyze issues impacting
project progress. A description of means to achieve and document the
planned resolution and decisions is also included.
Issues that the project manager cannot resolve will go to the steering
committee and ultimately the sponsor for a final resolution or decision.
The Issue Management Plan template is to be located in the project
controls section of the project file or notebook. This plan will be used to
appropriately identify, resolve, and record issues and decisions made
during the course of the project.

5.6.3 Project Document Standards, Approval, and Controls
Projects will use a consistent document style and layout for internal and
external products produced. Microsoft Word is the standard word
processing tool.
Changes to formal documents will be tracked via a change activity log
located in the document.
All internal work products being drafted or revised will be located in a
shared area.
A standard electronic project directory will organize the project
documentation. A physical project library will organize the hard copy
materials. Both electronic and physical libraries will be structured similarly.
The layout of the electronic libraries is located in the project controls
section of the project file or notebook.

5.6.4 Cost Management Plan
Briefly describe how the project budget, cost and committed costs will be
tracked and managed. Larger projects may require a separate Cost
Management Plan to cover the process, tools and techniques the project
will use to manage the various aspects of the budget and costs.

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<Insert Cost Management Plan here.>

5.6.5 Procurements & Contracts
The Contract Management Plan helps select qualified contractors to do
specific pieces of work on the project plan and manage them effectively.
The project management team performs the planning, tracking, and
oversight activities to ensure the contractors’ work is performed
appropriately and that the products delivered by the contractor(s) satisfy
the agreed upon acceptance criteria.
The Contract Management Plan template is to be located in the project
controls section of the project file or notebook. This plan will be used to
manage and track the performance of the contracts used on this project.

5.6.6 Resource Tracking
The purpose of Resource Tracking is monitoring the actual resource
expenditures (time and costs) against the plan; identifying variances early;
and making appropriate decisions on how to correct the problems before
they worsen. The plan will be reflected in the project schedule and the staff
will report time expenditures per task to the project manager. Other project
costs will be tracked through the regular accounting process. The project
manager will record actuals against the plan in the scheduling tool and
report variance as part of the regular status reporting. The Steering
Committee and Sponsor will make decisions on how to best recoup
overages above 10%.




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6.0 Appendix A – Work Breakdown Structure (WBS) Dictionary
The WBS is a grouping of project elements that organizes and defines the total scope of the project. Work not
in the WBS is outside the scope of the project. This WBS dictionary is intended to confirm a common
understanding of project scope. Each descending level of the WBS dictionary represents an increasingly
detailed description of the work required to manage the project and deliver the selected PMO functions.
The layout or description of the template is as follows:

First Column – Indicates the WBS grouping and numbering convention. The groupings are a hierarchy of
Deliverable, Work Package, Activity, and Milestone.
The numbering convention is standard engineering numbering.

       The Deliverable level is represented by a single number (i.e., 1.).
       The Work Package level is represented by a two-digit number (i.e., 1.1),

       The Activity level is represented by a four-digit number (i.e., 1.1.1).
       The Milestone level is represented by a four-digit number (i.e., 1.1.1.1)

Second Column – Indicates the Deliverable, Work Package, Activity, or Milestone name and a brief description
that describes the work at each level. The Work Package level is the level for status and change control. The
Activity and Milestone levels each describe the specific work assignment to be accomplished.

Third Column – Indicates, at the Activity level and Milestone levels only, the assigned deliverable name.
Fourth Column – Indicates, at the Activity level only, the anticipated ―effort in hours‖ to fully accomplish the
defined task.


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Fifth Column – Indicates, at the Activity and Milestone levels only, the other Activities that this Activity or
Milestone is critically dependent on.
Sixth Column – Indicates, at the Activity and Milestone levels only, the type of resource recommended or most
likely to have the skills to complete the assignment.




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#                                                              WBS Dictionary                                                  Del Name & #
                                                                                                                                              Dur.   Critically
                                                                                                                                                                  Skill
                                                                                                                                              Est.   Depend


1. Deliverable       Initiate – Obtaining agreement on the business need and chartering the project.                              N/A

1.1.1.1. Milestone   Project Proposal Approved by                                                                                 N/A                             PM



2. Deliverable
                     Plan – Creation and approval of the core work plan and facilitating plans that will guide project
                                                                                                                                  N/A
                     execution and control.

2.1. Work Package
                     Develop the Project Plan – Integrating the results of the other planning activities into a coherent
                                                                                                                                  N/A
                     document to guide the project execution and control.

2.1.1.1. Milestone   Plan and Schedule Approved by                                                                                N/A          0                  PM



3. Deliverable
                     Execute – Identification of the required work activities to define, construct, pilot, and implement the
                                                                                                                                  N/A
                     product scope or selected system functions.

3.1. Work Package    Requirements Definition                                                                                      N/A

3.1.1. Activity      Review request

3.1.2. Activity      Meet with users to clarify request

3.1.3. Activity      Modify request requirements

3.1.4. Activity      Obtain user approval of requirements

3.1.4.1. Milestone   Requirements documented, agreed upon and approved                                                            N/A          0

3.2. Work Package    High-Level Analysis and Design                                                                               N/A


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#                                                             WBS Dictionary                                 Del Name & #
                                                                                                                            Dur.   Critically
                                                                                                                                                Skill
                                                                                                                            Est.   Depend


3.2.1. Activity      Research and documentation

3.2.2. Activity      Review High-Level Analysis and Design document with sponsors

3.2.3. Activity      Resource needs

3.2.3.1. Milestone   High-Level Analysis and Design Completed                                                   N/A          0

3.3. Work Package    Detailed Analysis and Design                                                               N/A

3.3.1. Activity      Document system changes needed to meet user requirements

3.3.2. Activity      Document detailed specifications

3.3.3. Activity      Review detail design

3.3.4. Activity      Revise Project Plan

3.3.5. Activity      Draft Implementation Plan

3.3.5.1. Milestone   Detailed Design Completed                                                                  N/A          0

3.4. Work Package    Construction                                                                               N/A

3.4.1. Activity      Create test scripts

3.4.2. Activity      Perform coding changes to specification, conduct code review and perform unit testing

3.4.3. Activity      Update System Test Plan

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#                                                              WBS Dictionary                              Del Name & #
                                                                                                                          Dur.   Critically
                                                                                                                                              Skill
                                                                                                                          Est.   Depend


3.4.3.1. Milestone   Construction Completed                                                                   N/A          0

3.5. Work Package    Testing                                                                                  N/A

3.5.1. Activity      Perform system testing

3.5.2. Activity      Perform integrated systems testing

3.5.3. Activity      Perform user acceptance testing and obtain acceptance approval

3.5.4. Activity      Finalize Implementation Plan

3.5.4.1. Milestone   Testing Completed                                                                        N/A          0

3.6. Work Package    Implementation                                                                           N/A

3.6.1. Activity      Perform training

3.6.2. Activity      Communicate changes

3.6.3. Activity      Execute implementation plan.

3.6.4. Activity      Perform post implementation activities, file documentation, and wrap up loose ends.

3.6.4.1. Milestone   System or Application Implemented                                                        N/A          0

4. Deliverable       Controls – Administer and manage work controls to ensure project performance.            N/A




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#                                                                WBS Dictionary                                                 Del Name & #
                                                                                                                                               Dur.   Critically
                                                                                                                                                                   Skill
                                                                                                                                               Est.   Depend



5. Deliverable
                     Close – Evaluate the project’s achievement of scope, objectives, and measurements. Identify the
                                                                                                                                   N/A
                     maintenance plan, turn over to maintenance, and release project resources.

5.1. Work Package
                     Project Evaluation – Recognize the achievements and lessons learned of the project, and
                                                                                                                                   N/A
                     determine readiness to close the project.

                     Prepare a project evaluation. Review the project’s completion criteria, scope, objectives, measurements,
                     and lessons learned. Identify all items or components, and their production version/location, which will
5.1.1. Activity      become maintenance responsibility. Ensure change request log is accurate and up-to-date. Ensure all         Project
                                                                                                                                                                   PM
                                                                                                                                Evaluation
                     issues and prior decisions are documented for turnover. Identify maintenance staff and any associated
                     budgets. Meet with maintenance lead and review this information.

5.1.1.1. Milestone   Project successfully closed                                                                                   N/A          0




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Document information page
   Required Information               Definition


   Document:                          [insert document name]
   Document ID:                       [insert document control number or unique ID]
   Version:                           [insert version number]
   Approval Date:                     [insert approval date here]
   Location:                          [insert document file location]
   Owner:                             [insert document owner]
   Author:                            [insert document author]
   Approved by:                       [insert document approver]


Amendment history
   Document          Approval Date             Modified By              Section, Page(s), Text
   Version #                                                            Modified



   [insert           [insert approval date     [insert document         [outline sections modified]
   version           here]                     author]
   number]



   [insert
   version
   number]




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DOCUMENT INFO
Description: Project Scope Statement Construction document sample