What Are Project Assumptions?

by Mehmet Karakus; Updated September 26, 2017
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A project assumption, as defined by Expert Program Management, is something we establish as true to proceed with our project work, usually completed during the planning and estimating phases of the project. Assumptions enable project teams to move forward with the project when it might otherwise stop. Remember that assumptions can turn out to be false, in which case projects can be negatively impacted; that is why actively monitoring and managing assumptions with the project team is a proactive way to ensure project success.

Resource Assumptions

Resource assumptions can be any one item utilized that is required to complete the project. Resources can be man power and materials. An assumption made on projects for human resources is that individuals will work 40 hours per week on the day shift. That energy resources like electricity will be on during working hours. The materials to complete the project will be readily available to be utilized.

Delivery Assumptions

Delivery assumption focus on the end, in which the project will provide the end result of why it was being done in the first place. Projects are started to enhance and or create something new, which will add value. The delivery assumes that what was planned for within the project will in fact be delivered.

Budget Assumptions

When project financials are being planned budget assumptions are made. These are, but not limited to, margin of error, percentage allocation for resources versus materials, the overall cost of day-to-day activity will not increase, personnel costs will not change and overall economical conditions will stay the same.

Scope Assumptions

Scope assumptions stop scope crepe. This means that as project delivery items are established, the scope of work is determined and stays the same. The scope assumptions are related to scope change, and managing the scope change; a scoped assumption would be following a scope change control so that if the scope changes that other dependent factors are taken into consideration if additional scope is being added or removed.

About the Author

Mehmet Karakus began writing professionally in 2010. His work focuses on projects, process, finance and product management. He has worked for organizations helping to enhance management to increase efficiency. He has also been published in "PMI Magazine." Karakus received a degree in electrical engineering from Northeastern University.

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