Draft solution’s project scope

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Draft solution’s project scope


The project statement works as a baseline report for describing the extent of Draft Solutions’ Portfolio Administration Directory, project deliverables, work that is expected to meet the deliverables, and assuring a neutral perception within all shareholders. All scoping work should be executed inside the structure of the project scope declaration and instantly back the project deliverables. Some given alterations should be vetted before any implementation. The finish date of the scheme is on the 30th November 2016.

Scope Description

The extent of the Portfolio Administration Directory Project is to shape, sketch, build, and execute an Access software device on which all Draft Solutions Organization schemes will be administered. Multiple access and concessions will be given to the proper staff to modernize, operate, and view applications. Every program will include a pragmatic dashboard with the important metrics to render a standardized methodology by which to gauge software working capacity. Program panels will include plans, estimates, assigned resources, uncertainties, and breakthroughs for any application. The extent of this scheme incorporates all requirements gathering, preparation, design, improvement, and implementation of the portfolio administration Directory Software.

Criteria for acceptance

The acceptance criteria have been built for the portfolio administration Directory Project to secure comprehensive vetting and successful fulfilment of the scheme. The approval guidelines are both qualitative and quantitative in essence. All acceptance criteria should be met for the company to acquire achievement for this project.

First, the project shall comply with all deliverables within the programmed course and budget.

Secondly, the project should diminish schedule lags by at least twenty-five percent.

Also, it should decrease funds overruns by at least 20 %.

Consequently, the project should advance Draft software solutions’ resource allocation capacity.

Lastly, the program should achieve an overall display growth in program metrics.

Project Deliverables

There are various deliverables which will be generated as a sequel of the triumphant finish of the software project. If every of the subsequent deliverables is not satisfied then, the system will not be regarded successful. The Project Administrator is accountable for guaranteeing the achievement of these deliverables.

The first deliverable is to have an examined and operational Program Administration Directory appliance free of flaws and satisfying the terms specified in the Project Scope Description.

The second deliverable is to have an experimented and functional Program template accessory that allows users to record Program data and metrics in a steady style.

The third deliverable is to have a comprehensive and absolute user’s handbook which renders step by step directions on how to manage the portfolio administration Directory tool for users of all support levels.

The fourth and final deliverable are to have an excellent and accurate troubleshooting guide which renders remedial measures to users of all authority levels for all foreseen obstacles.

Exclusions and Constraints

Several restrictions have been recognized for the portfolio administration Directory Scheme. It is necessary that deliberations be conducted for these limitations during the scheme lifecycle. Every stakeholder must continue to be attentive of these restrictions as they must be thoroughly designed to limit any adverse influences to the project’s plan, price, or range. The following constraints have been recognized for the Portfolio Administration Directory Project.

The first constraint is that the IT specialists will only operate forty percent of the man-hours on this scheme.

Consequently, the project administrator will only serve fifty percent of man-hours on this project limiting the work rate of the project manager.

Also, the scheme must be completed by close of business on 30th November 2016. The given period might be a time constraint.

Moreover, the project must be concluded within resources threshold.

Lastly, the portfolio administration Directory Device must adhere to existing software suites as no new hardware or software will be approved for acquisition.


The Portfolio Administration Directory Project encompasses all activity linked with preparation, designing, developing, and executing the portfolio administration Directory Project Tool for Draft Consulting. The process incorporates specifications assembling, collecting facts from all departments, conceptual and professional layout and coding work, server arrangement, examining, troubleshooting, and deployment of the Portfolio Administration Directory Project over the company. The project also entails instruction guidebooks and materials linked with operating the apparatus. Not incorporated in the range of this scheme are the continuous support of the system, executing industrial directory outputs, ongoing help desk, the aid support, or the hardware and software upgrades.


Various assumptions have been recognized for the portfolio administration Directory Project. Every shareholder must be mindful of these opinions as they present some level of uncertainty to the plan until they’re proved to be correct. During the project preparation period each effort should is executed to identify and relieve any uncertainty linked to the following assumptions:

Firstly, the Information Technology group can produce excellence and expert handbooks and guides in their print store.

The second assumption is that the IT specialists operating only fifty percent of their payable man-hours on this project are sufficient to finish the project by 31st November 2016.

Consequently, The Project Manager working only 70% payable hours on this project is adequate to finish the project by 30th November 2016

Lastly, the portfolio administration Directory Project has full assistance from the senior administration over all departments inside Acme Consulting.

Sign-off from work mentor

After compilation of the required documentation by the project manager, there is the need for the project owner to sign it off. The signing off is essential since every shareholder is given access to the scope statement and any discrepancies can be handled at that particular time. Therefore, the scope of the project is perfected.

Once every individual sign of the scope statement the project can begin. There should be the agreement between all the parties in the organization before the project can begin. The signing off reduces cases of surprises during the project period and if anything arises there is proof of the signed agreement. If changes occur during the project period, need for new signatures is essential for the shareholders to note the changes within the project.


Atkinson, R., Crawford, L. and Ward, S. (2013). Fundamental uncertainties in projects and the scope of project management. International Journal of Project Management, 24(8), pp.687-698.

Clark, K. B. (2013). Project scope and project performance: the effect of parts strategy and supplier involvement on product development.Management science35(10), 1247 1263.

Dinsmore, P. and Cabanis-Brewin, J. (2014). The AMA handbook of project management. New York: American Management Association.

Marchewka, J. T. (2014). Information technology project management. John Wiley & Sons.

Schwalbe, K. (2015). Information technology project management. Cengage Learning.