PPM Report (Handout)

8/6/2019 PPM Report (Handout)

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Project

Scope

Management



Collecting Requirements



Collecting requirements is the process

of defining and documenting stakeholders· needs to meet the projectobjectives. The project·s success isdirectly influenced by the care taken incapturing and managing project and

product requirements. Requirementsinclude the quantified and documentedneeds and expectations of the sponsor,

customer, and other stakeholders.



Category of requirements

� Project requirements ² it includesbusiness requirements, projectmanagement requirements, and delivery

requirements.

� Product Requirements ² it includes

information on technical requirements,security requirements, performancerequirements.



Collect requirements: Inputs

� Project Charter ² Used to provide thehigh-level project requirements and high-

level product description of the project sothat detailed product requirements can bedeveloped.

� Stakeholder Register ² It is used toidentify stakeholders that can provideinformation on detailed project and

product requirements



Collect requirements: Tools

and Techniques� Interviews ² It a formal or informal

approach to discover information from

stakeholders by talking to them directly

� Focus Groups ² It brings together

prequalified stakeholders and subject matterexperts to learn about their expectations and

attitudes about a proposed product, service,

or a result



� Facilitated Workgroups - Workshops are

considered a primary technique for quickly defining cross-functional requirements and

reconciling stakeholder differences.

� Group Creativity Techniques

±Brainstorming

± Nominal group techniques

± The Delphi Technique

± Idea/mind mapping

±

Affinity diagram



� Group Decision Making Techniques -

Group decision making is an assessmentprocess of multiple alternatives with anexpected outcome in the form of future

actions resolution.I

t can be used togenerate, classify, and prioritize productrequirements. ± Unanimity

± Majority

± Plurality

± Dictatorship



� Questionnaires and Surveys

� Observations

� Prototypes - prototyping is a method of obtaining early feedback on requirementsby providing a working model of theexpected product before actually building it.



Collect Requirements: Outputs

� Requirement Documentation ² Requirementsdocumentation describes how individual requirementsmeet the business need for the project.

Components of requirement documentation can include, but, arenot limited to:

± Business need or opportunity to be seized,describing the limitations of the current situation

and why the project has been undertaken

± Business and project objectives for traceability

± Functional requirements

±Non- functional requirements



±Quality requirements

± Acceptance criteria

±Business rules stating the guiding principles of the organization

±Impacts to other organizational areas

±Impacts to other entities

±

Support and training requirements ±Requirements assumptions and

constraints



� Requirements Management Plan ² The

requirements management plan documents how requirements will be analyzed documented and

managed through the project.

Components:

± How requirements activities will be planned,tracked, and reported.

± Configuration management

± Requirements prioritization process

± Product metrics that will be used

± Traceability structure



� Requirements Traceability Matrix ² Table

that links requirements to their origin and tracesthem throughout the project life cycle.

This process includes, but is not limited to tracing:

± Requirements to business needs, opportunities,

goals, and objectives ± Req. to project objectives

± ´to project scope/wbs deliverablesµ

±

´to product designµ ± ´to product developmentµ

± ´to test strategy and test scenariosµ

± High-level req. to more detailed req.



Define Scope



� Define Scope is the process of developing

a detailed description of the project andproduct. The preparation of a detailedproject scope statement is critical to project

success and builds upon the majordeliverables, assumptions, and constraintsthat are documented during project

initiation. Existing risks, assumptions, andconstraints are analyzed for completeness.



Define Scope: Inputs

� Project Charter ² Provides high-level project

description and product characteristics; alsoconstrains project approval requirements.

� Requirements Documentation

� Organizational Process Assets

± Policies, procedures, and templates for a projectscope statement.

± Project files from previous projects, and

± Lessons learned from previous phase or projects.



Project Scope: Tools and

Techniques� Expert Judgment ² Used to analyze the

information needed to develop the project

scope statement.

� Product Analysis ² For projects that have

a product as a deliverable, as opposed to aservice or result product analysis can be aneffective tool.



� Alternative Identification ² is a

technique used to generate differentapproaches to execute and perform the work of the project.

� Facilitated Workshops



Define Scope: Outputs

� Project Scope Statement

± Product Scope Description ² Progressively

elaborates the characteristics of the product,service, or result described in the projectcharter and requirements.

±

Product Acceptance Criteria ²

Defines theprocess and criteria for accepting completedproducts, services, or results.



� Project deliverables - Deliverables include

both the outputs that comprise the productor service of the project. And thedeliverables may be described at a

summary level or in great detail.� Project exclusions - Generally identifies what is excluded as from the project.

Explicitly stating what is out of scope forthe project helps on manage stakeholdersexpectations.



� Project constraints - Lists and describes

the specific project constraints associated with the project scope that limits the team·soptions.



V erify Scope



V erify Scope is the process of formalizing

acceptance of the completed project deliverables.

V erify Scope Includes reviewing deliverables withthe customer or sponsor to ensure that they are

completed satisfactorily and obtaining formal

acceptance of deliverables by the customer orsponsor. Scope V erification differs from quality

control in that scope verification is primarily concerned with acceptance of the deliverables,

while quality control is primarily concerned withcorrectness of the deliverables and meeting the

quality requirements specified for the deliverables.



V erify Scope: Inputs

� Project Management Plan

± Project Scope Statement - Includes the project description,Project Content and product user acceptance criteria.

± WBS (Work Breakdown Structure) - Defines eachdeliverables and the decomposition of the deliverables into

work packages.

± WBS Dictionary - A detailed description of work andtechnical documentation.



� Requirements Documentation - Lists all the

project, product, technical and other types of

requirements that must be presented for the projectand product, along with their acceptance criteria.

� Requirements Traceability Matrix - Acts as aguide map or bridges that connects requirements totheir origin and keeps track the project life cycle.

� V alidated Deliverables - V alidated deliverables

have been completed and checked for correctnessby the Perform Quality Control Process.



V erify Scope: Tools and

Techniques

� Inspection ² Involves examining and

verifying to determine whether work anddeliverables meet the requirements andproduct acceptance criteria.



V erify Scope: Outputs

� Accepted Deliverables - This is the

deliverables that are accepted and are formally signed off and approved by the customers or

sponsor.

� Changed Requests - This is the deliverablesthat are NOT accepted. It is documented along

with the reason for non-acceptance.



� Project Document Updates - Documentations

that may be updated as a result of V erify ScopeProcess. Including all documents that define theproduct or report status on product completion.



Control Scope



Control Scope - is the process of

monitoring the status of the project andproduct scope and managing changes to thescope baseline. Controlling the project scopeensure all requested changes andrecommended corrective or preventiveactions are processed through the PerformIntegrated Change Control process. Used to

manage the actual changes when they occurand is integrated with the other controlprocesses.



Control Scope: Inputs

� Project Management Plan ± Scope Baseline - scope baseline is compared to

the actual results to determine if a change,

corrective action, or preventive action wasnecessary. ± Scope Management Plan - describes how the

project scope will be managed and controlled.

± Change Management Plan - defines theprocess for managing changes on the project



± Configuration Management Plan- defines

those items that are configurable, those items

that require formal change control, and theprocess for controlling changes to such items.

± Requirements Management Plan ² includes

how requirements activities will be planned,tracked and reported and how changes to the

product, service, or result requirements willbe initiated. It also describes how impacts will

be analyzed and the authorization levels

required to approve these changes.



� Work Performance Information - Information

about project progress, such as whichdeliverables have started. Their progress and

which deliverables have finished.

� Requirements Documentation -Requirements documentation describes how

individual requirements meet the business need

for the project. requirements may start out at ahigh level and become progressively more

detailed as more is known



� Requirements traceability Matrix ±

links requirements to their origin and tracksthem throughout the project cycle life.

�

Organizational Process Assets ± The organizational process assets that can

influence the Control Scope process includebut are not limited to:� Existing formal and informal scope control-

related policies, procedures, and guidelines

� Monitoring and reporting methods to be used



Control Scope: Tools and

Techniques� V ariance Analysis - Project performance

measurements are used to assess the

magnitude of variation from the originalscope baseline. Important aspects of project scope control include determining

the cause and degree of variance relative tothe scope baseline and deciding whethercorrective or preventive action is required.



Control Scope: Outputs

� Work Performance Analysis - Measurements

can include planned vs. actual technicalperformance or other scope performance

measurements. This information is documentedand communicated to stakeholders.

� Change Request - Change request can include

preventive or corrective actions or defect repairs.Change request are processed for review and

disposition according to the perform integrated

change control process



� Organization Process Assets Updates

± Organizational Process assets that may be updated include,but are not limited to:

� Cause of V ariances.

� Corrective action chosen and the reasons.

� Other types of lessons learned fromproject scope control.



� Project Management Plan Updates

± Scope Baseline Updates - if the approved

change request have an effect upon the projectscope, then the scope statement, the W BS, and

the W BS dictionary are revised and reissued to

reflect the approved changes.

± Other Baseline Updates - if the approved

change request have an effect on the projectscope, then a corresponding cost baseline and

schedule baselines are revised and reissued to

reflect the approved changes.



� Project Documentation Updates

± Project document that may be updated include, but are notlimited to:

� Requirements documentation

� Requirements traceability matrix

Documents

PPM Report (Handout)