Pmp scope chapter 5

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PROJECT SCOPE MANAGEMENT

Chapter 5

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Introduction to Project Scope

Plan Scope Management

Collect Requirements

Define Scope

Create WBS

Control Scope

Validate Scope

KEY TERMS

• Product scope :The features and functions that characterize a product, service, or

result.

• Project scope :The work performed to deliver a product, service, or result with the

specified features and functions. The term project scope is sometimes

viewed as including product scope.

• Project Scope Management:

Includes the processes required to ensure that the project includes all

the work required, and only the work required, to complete the project

successfully

Product Scope vs. Project Scope

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5- Project Scope Management

Knowledg

e Area

Process

Initiating Planning ExecutingMonitoring &

Control

Closin

g

Scope

1-plan scope management

2-Collect Requirements

3-Define Scope

4-Create WBS

5-Verify Scope

6-Control Scope

Enter phase/

Start project

Exit phase/

End project

Initiating

Processes

Closing

Processes

Planning

Processes

Executing

Processes

Monitoring &

Controlling Processes

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5.1- Plan Scope Management

The process of creating a scope management plan that documents how

the project scope will be defined, validated, and controlled.

It provides guidance and direction on scope will be managed.

5.1- Plan Scope Management

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5.1 Plan Scope Management: Inputs

1. Project Management Plan

2. Project Charter

3. EEF

• Organization’s culture,

• Infrastructure,

• Personnel administration, and

• Marketplace conditions.

4. OPA• Policies and procedures, and

• Historical information and lessons learned

knowledge base.

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5.1 Plan Scope Management: T & T

1. Expert judgment

2. Meetings

5.1 Plan Scope Management: Outputs

1. Scope Management Plan

2. Requirements Management Plan

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5.2- Collect Requirements

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Requirements can be grouped into classifications including:

Business requirements, describe the high-level needs of the organization as a

whole.

Stakeholder requirements, describe needs of a stakeholder or stakeholder

group.

Solution requirements, describe features, functions and characteristics of the

product, service, or results.

Transition requirements, describe temporary capabilities such as data conversion

& training needs.

Project requirements, which describe the actions, processes, or other conditions

the project needs to meet.

Quality requirements, which capture any condition or criteria needed to validate

the successful completion of a project deliverable or fulfillment of other project

requirements.

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• The process of defining and documenting stakeholders’

needs to meet the project objective.


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5.2 Collect Requirements: Inputs

1. Project Scope Management Plan

2. Requirements Management Plan

3. Stakeholder Management Plan

4. Project Charter

5. Stakeholder Register

1. Interviews:

meeting the stakeholders to ask

prepared and spontaneous question

& recording the responses.

Collect Requirements: T & T

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2. Focus groups:

Bring stakeholders and

subject matter experts together

to learn about their expectations

and attitudes about the project.


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3. Facilitated Workshops :Focused session with key cross-functional stakeholders to define

product requirements.

JAD Joint application design, in software development industry

bringing business subject matter experts and the development team

together to improve the software development process

QFD Quality function development In the manufacturing industry

Helps determine critical characteristic of new product development

Start by collecting customer need

QFD = VOC: Voice of the Customers


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4. GROUP CREATIVITY TECHNIQUES:

1. Brainstorming

2. Nominal group technique: enhance brainstorming with voting and ranking.

3. Idea/mind mapping individual brainstorming sessions are consolidated

into a single map.


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4- Affinity Diagram: A technique that allows large numbers of ideas to be

classified into groups for review and analysis.


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5- Multi-criteria decision analysis : Establishing criteria, such as risk

levels, uncertainty, and valuation, to evaluate and rank many ideas.


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6- Delphi Technique: A request for information is sent to experts who

participate anonymously. Their responses are collected, and the results are

sent back to the experts mutually for further review until they reach

agreement. anonymous experts answer questionnaire and give feedback


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5- Group Decision Making Techniques

Unanimity,

Majority (>50%),

Plurality,

Dictatorship

6- Questionnaire and Surveys wide number of respondents

7- Observations viewing individual in their environment

8- Prototypes early feedback by providing a working model


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5- Benchmark Involves comparing actual or planned practices, such as processes

and operations, to those of comparable organizations. The

organizations compared during benchmarking can be internal or

external.

6- Document Analysis

7- Context Diagrams • Is an example of a scope model.

• Depict the product scope

• how people and other systems interact with it.

• Show inputs to the business system.

• Outputs from system

• Stakeholders receiving outputs.

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5.2 Collect Requirements: Outputs

1. Requirements Documentation

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5.2 Collect Requirements: Outputs

2. Requirements Traceability Matrix

• A grid that links product requirements from their origin to the

deliverables that satisfy them.

• Provides a means to track requirements throughout the project

life cycle

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5.3- Define Scope

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The process of developing a detailed description of the

project and product.

5.3- Define Scope

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5.3 Define Scope: Inputs


2. Project charter


4. OPA

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5.3 Define Scope: T & T

1. Expert Judgment

2. Product Analysis

3. Alternatives

Identification

Brainstorming, lateral thinking, analysis of

alternatives

4. Facilitated

workshops

Focused session with key cross-functional

stakeholders to define product

requirements.

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5.3 Define Scope: Outputs

1. Project Scope

Statement

• Describes project’s deliverables and

the work required to create those

deliverables. It includes:

Product scope description

Deliverables’ Acceptance Criteria

Project Deliverables

Project Exclusion

Project Assumptions

Constraints

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5.3 Define Scope: Outputs

2. Project

Documents Updates

Stakeholder register

Requirements Documents

Requirements Traceability Matrix

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5.4- Create WBS

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• Subdividing the project deliverables and project work into smaller

and more manageable components.

• WBS is a deliverable-oriented hierarchical decomposition of project

work.

5.4 Create WBS.

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Project Name

Deliverable A

Control Account A1

Work Package

Work Package

...

Control Account A2

Work Package ...

Deliverable B 2

Control Account B1

Work Package

Work Package

...

Control Account B2

Work Package

• Control Account is a tool that allows for the aggregation and

analysis of work performance data regarding costs, schedule, and

scope

• Control Account provides a way to manage and control costs,

schedule, and scope at a higher level than the work package.

• Each work package in the WBS would be assigned to only one

control account.

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• WBS dictionary.

• A document that provides detailed deliverable, activity, and

scheduling information about each component in the WBS.

• A document that supports the WBS. Information in the WBS

dictionary may include, but is not limited to:

○ Code of account identifier,

○ Description of work,

○ Assumptions and constraints,

○ Responsible organization,

○ Schedule milestones,

○ Associated schedule activities,

○ Resources required,

○ Cost estimates,

○ Quality requirements,

○ Acceptance criteria,

○ Technical references, and

○ Agreement information. 40

WP Name WBS ID

Description Assumptions

&

Constraints

Milestones

SN. Name Due Date

Activity

SN. Name

Human Resource Non-human Resource Material Line

TotalHours Rate Total Hours Rate Total QTY Rate Total

Quality Requirements Acceptance Criteria

Technical Reference Contractual Info

WPS Dictionary

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5.4 Create WBS : Inputs


2. Project Scope Statement

3. Requirements Document

4. EEF

5. OPA

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5.4 Create WBS : T & T

1. Decomposition

2. Expert Judgment

5.4 Create WBS : Outputs

1. Scope Baseline• Project scope statement

• WBS

• WBS Dictionary

2. Project Documents Updates

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Project

Deliverables

Control

Account

Work

Packages

Activities

WBS

Dictionary

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5.5- Validate Scope

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• Reviewing deliverables with the client.

• Formalizing acceptance of the completed project

deliverables from Client .

5.5 Validate Scope.

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Complete

Deliverables ( Direct & Manage Project Work )

Quality Control

Inspection

Customer

acceptance(Validate Deliverables)

Change request is

evaluated through

ICC and approved

from CCB

Change

Request

Customer accept

Deliverables

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5.5 Validate Scope: Inputs

1. Project Management Plan



4. Verified Deliverables

5. Work Performance Data

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5.5 Validate Scope: T & T

1. Inspection

2. Group Decision

Making Techniques

Unanimity,

Majority (>50%),

Plurality,

Dictatorship

5.5 Validate Scope: Outputs

1. Accepted Deliverables

2. Change Requests

3. Work Performance Information

2. Project Documents Updates

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5.6- Control Scope

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• Monitoring the status of the project & products scope

• Managing changes to scope baseline

• Ensure all requested changes and recommended

corrective or preventive actions are processed through the

“Perform Integrated Change Control” process.

5.6 Control Scope.

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5.6 Control Scope: Inputs

1. Project

Management Plan

Scope baseline

Scope management plan

Change management plan

Configuration management plan

Requirements management plan



4. Work Performance Data

5. OPA

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5.6 Control Scope: T & T

Variance

AnalysisDetermining the cause and degree of difference between

the baseline and actual performance

5.6 Control Scope: Outputs

1. Work Performance Information

2. Change Requests

3. Project Management Plan Updates

4. Project Document Updates

5. OPA

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1. A work breakdown structure numbering system allows

the project team to:

A. Systematically estimate costs of work breakdown

structure elements.

B. Provide project justification.

C. Identify the level at which individual elements are found.

D. Use it in project management software.

Questions

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1. A work breakdown structure numbering system allows

the project team to:

A. Systematically estimate costs of work breakdown

structure elements.

B. Provide project justification.

C. Identify the level at which individual elements are

found.

D. Use it in project management software.

Answer : C

Questions

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2. The work breakdown structure can BEST be thought of as

an effective aid for …………….. communications.

A. Team

B. Project manager

C. Customer

D. Stakeholder

Questions

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2. The work breakdown structure can BEST be thought of as

an effective aid for …………….. communications.

A. Team

B. Project manager

C. Customer

D. Stakeholder

Answer : D

Questions

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3. Which of the following is a KEY output of the Validate

Scope process?

A. A more complete scope management plan

B. Customer acceptance of project deliverables

C. Improved schedule estimates

D. An improved project management information system

Questions

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3. Which of the following is a KEY output of the Validate

Scope process?

A. A more complete scope management plan

B. Customer acceptance of project deliverables

C. Improved schedule estimates

D. An improved project management information system

Answer : B

Questions

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4. During project executing, a team member comes to the

project manager because he is not sure what work he needs

to accomplish on the project. Which of the following

documents contains detailed descriptions of work packages?

A. WBS dictionary

B. Activity list

C. Project scope statement

D. Scope management plan

Questions

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4. During project executing, a team member comes to the

project manager because he is not sure what work he needs

to accomplish on the project. Which of the following

documents contains detailed descriptions of work packages?

A. WBS dictionary

B. Activity list

C. Project scope statement

D. Scope management plan

Answer : A

Questions

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5. A project manager may use ___ to make sure the team

members clearly know what work is included in each of their

work packages.

A. The project scope statement

B. The product scope

C. The WBS dictionary

D. The schedule

Questions

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5. A project manager may use ___ to make sure the team

members clearly know what work is included in each of their

work packages.

A. The project scope statement

B. The product scope

C. The WBS dictionary

D. The schedule

Answer : C

Questions

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6. All of the following are parts of the scope baseline

EXCEPT the:

A. Scope management plan.

B. Project scope statement.

C. Work breakdown structure.

D. WBS dictionary.

Questions

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6. All of the following are parts of the scope baseline

EXCEPT the:

A. Scope management plan.

B. Project scope statement.

C. Work breakdown structure.

D. WBS dictionary.

Answer : A

Questions

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7. The development of the scope baseline can BEST be

described involving ……..

A. The functional managers.

B. The project team.

C All the stakeholders.

D. The project expediter

Questions

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7. The development of the scope baseline can BEST be

described involving ……..

A. The functional managers.

B. The project team.

C All the stakeholders.

D. The project expediter

Answer : B

Questions

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8 . Validate Scope is closely related to:

A. Control Quality.

B. Sequence Activities.

C. Perform Quality Assurance.

D. Time Management.

Questions

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8 . Validate Scope is closely related to:

A. Control Quality.

B. Sequence Activities.

C. Perform Quality Assurance.

D. Time Management.

Answer : A

Questions

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9. Which of the following can create the MOST

misinterpretation of the project scope statement?

A. Imprecise language

B. Poor pattern, structure, and chronological order

C. Small variations in size of work packages or detail of work

D. Too much detail

Questions

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9. Which of the following can create the MOST

misinterpretation of the project scope statement?

A. Imprecise language

B. Poor pattern, structure, and chronological order

C. Small variations in size of work packages or detail of work

D. Too much detail

Answer : A

Questions

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10. A scope change has been suggested by one of the

stakeholders on the project. After careful consideration and a

lot of arguing, the change control board has decided to reject

the change. What should the project manager do?

A. Support the stakeholder by asking the board for the reason for the

rejection.

B. Suggest to the stakeholder that the next change they request will be

approved.

C. Document the outcome of the change request.

D. Advise the change control board to make sure they create approval

processes before the next change is proposed.

Questions

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10. A scope change has been suggested by one of the

stakeholders on the project. After careful consideration and a

lot of arguing, the change control board has decided to reject

the change. What should the project manager do?

A. Support the stakeholder by asking the board for the reason for the

rejection.

B. Suggest to the stakeholder that the next change they request will be

approved.

C. Document the outcome of the change request.

D. Advise the change control board to make sure they create approval

processes before the next change is proposed.

Answer : C

Questions

Leadership & Management

Pmp scope chapter 5