According to the PMBOKGuide, the Define Scope process is the process of developing a detailed description of the project and product. This process relies on several inputs to ensure the scope is accurately captured and aligned with organizational standards.
* Organizational Process Assets (OPAs): These are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization. In the context of Define Scope, OPAs are a formal input because they provide the framework and historical data necessary to define the work.
* Examples of OPAs in Define Scope:
* Policies and Procedures: Organizational requirements for how scope is to be defined and documented.
* Templates: Standardized forms for the Project Scope Statement.
* Project Files from Previous Projects: Historical information that can help define the scope of the current project more accurately.
* Lessons Learned Repository: Insights from past projects regarding scope creep, boundary setting, or technical challenges.
* The Logic: By using Organizational Process Assets, the project manager ensures that the project does not " reinvent the wheel " and follows the established governance and best practices of the company.
Comparison with other options:
* A. structure: While an organizational structure (e.g., functional, matrix, or projectized) influences how a project is managed, it is classified as an Enterprise Environmental Factor (EEF), not a direct input labeled " organizational structure " for defining scope.
* C. matrix: A matrix (like a Responsibility Assignment Matrix or a Traceability Matrix) is a tool or an output of other processes. While a Requirements Traceability Matrix is an input to Define Scope, " organizational matrix " is not a standard input term.
* D. breakdown structure: Breakdown structures (like the WBS, OBS, or RBS) are tools or outputs. For instance, the WBS is an output of the Create WBS process, which occurs after the scope has been defined.