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There are four inputs to defining scope.

Scope Management Plan - Incorporates the activities and task needed for creating, observing, and managing the project scope. It may cater to scope planning, functioning, and managing. Scope management plan will reply to inquiries for example how the scope should be reached by the project, which devices are essential to complete the project scope, which enterprise environmental components are needed to finish the scope, and how the scope should be overseen and regulated throughout project.

Project Charter A project charter gives a high-level explanation and product attributes. A project charter is an official illustration of the whole project. A project charter usually contains data such as justifications for selecting the project, the goals and constraints of the project, list of major sponsors, risks identified (at high-level), advantages of finishing the project for the sponsors, and overall summary of required budget.

Requirements Documentation - Projects cannot be executed without proper requirements being pinpointed and listed. The requirements documentation and the requirements of listing for the project explains how every requirement should meet the company goals of the project. Requirements need to be countable, trackable, balanced, complete and satisfactory to the sponsors. Dependent on the complexity and type of a project, the requirements documentation will be easy or extremely complicated. Fairly simple documents should consist of sponsor position or name, requirement explanation, type or category of requirements, priorities and the acceptance standards.

Organizational Process Assets - The Organizational Process Assets (OPA's) involve plans, techniques and templets for a project scope statement. They should also contain the project records from prior projects and experiences learned from former stages in projects.