A finished MGT-440 Topic 3 scope statement and change log example, with deliverables, explicit exclusions, a work breakdown structure and three change requests decided on impact. Searches like "mgt 440 topic 3 assignment example", "mgt440 topic 3 sample" and "mgt-440 topic 3 example" land here.
What a finished MGT-440 Topic 3 scope statement and change log looks like
The finished example has three parts that depend on one another. The scope statement lists deliverables with acceptance criteria, such as forty agent seats live on the new floor, and then an exclusions list at least as long, naming the back-office teams not moving, the phone platform not being replaced and the routing rules not being touched. A work breakdown structure decomposes the deliverables into five branches and their work packages, each with an owner, and nothing appears in it that the scope statement does not authorize. The change log records three requests with labeled illustrative impacts. Adding the collections team would cost 24,000 dollars and eight days on the critical path, so it is rejected; better headsets cost 6,000 and touch no critical work, so they are approved.
How an MGT-440 Topic 3 example is structured
The example runs from boundary to decomposition to control. The project objective, carried over from the charter, heads the document, since scope has to serve something already agreed. A second part lists each deliverable with the acceptance criterion that will be used at handover. A third part states exclusions and assumptions, including the landlord finishing base electrical work before build-out begins. A fourth part presents the work breakdown structure in outline, five branches down to work packages, with a short dictionary entry naming each package's owner and completion test. A fifth part describes the change process: who may raise a request, what impact analysis covers, which approval level applies at each cost and which baselines are revised afterward. The closing part is the change log itself, three requests with impact, decision, approver, date and the reserve remaining after each.
Deliverables paired with acceptance criteria
Each deliverable states the test that will be applied at handover, so whether the floor is finished has an agreed answer before build-out starts.
Exclusions listed as carefully as inclusions
Back-office teams, the phone platform and the routing rules are named as outside the project, which turns later requests into visible changes.
A breakdown obeying the 100 percent rule
The five branches together contain all authorized work and nothing more, so any task missing from the structure is, by definition, unapproved.
Impact analysis before any decision
Every request is costed in dollars and in days on the critical path, and a request touching critical work is treated differently from one with float.
The reserve tracked after each approval
Approving the headset upgrade draws the sponsor's reserve from 18,000 down to 12,000 dollars, and the log shows that balance beside the decision.
Where marks go in MGT-440 Topic 3
The edges decide most of the scope marks. Scope statements that describe the project enthusiastically and never say what it excludes leave every neighboring department free to assume its needs are included. Deliverables with no acceptance criterion cannot be closed, because nobody agreed in advance what finished means. Work breakdown structures organized by department or by calendar phase, rather than by deliverable, lose the 100 percent check and usually omit project management work entirely. Change processes described in general terms, with no approval levels, route every request to whoever is most senior in the room. Logs that approve changes without recording cost, schedule impact and a re-baseline let the project grow through approvals nobody priced, which is how the original budget stops meaning anything.
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Send the MGT-440 Topic 3 instructions, the rubric in your classroom and the project the assignment is built around. We write a custom example to those criteria, with deliverables and acceptance criteria, exclusions stated, a work breakdown structure that passes the 100 percent rule and change requests logged with their impact, in 24 to 48 hours. The first one is free.
MGT-440 Topic 3 questions, answered
What is the 100 percent rule?
The principle that a work breakdown structure includes all of the work defined by the project scope and nothing outside it, with each level summing exactly to the level above. It turns the structure into a test: a task found later that fits nowhere in it is either unauthorized work or a gap in the original scope, and either way it needs a decision.
Should a WBS be organized by deliverable or by phase?
Most project management texts prefer deliverables, because they can be accepted and checked, while phases describe time rather than outputs. Some organizations use phases at the top level for reporting and deliverables beneath them. The example uses deliverables throughout and keeps project management as its own branch, since that work consumes hours and budget too.
Who should approve a change request?
It depends on the size of the change, and the change process should say so in advance. Small changes within reserve and with no schedule effect may sit with the project manager; anything affecting the fixed constraint or drawing heavily on reserve goes to the sponsor or a change board. Writing those thresholds down keeps every request from becoming a negotiation.