2. Project Scope Management

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1.

2. Project Scope Management Unit 5

24. 24 Define Scope ( 5.3 )

34. 34 Create WBS ( 5.4 )

64. 64 Thank you

42. 42 Control Scope ( 5.6 )

38. 38 Verify Scope ( 5.4 )

43. 43 Questions .

44. 44 1 ) A project manager believes that modifying the project scope may provide added value for the customer. What should the project manager do ? A ) Change the scope baseline. B ) Contact the customer to determine if the change adds value. C ) Call a meeting of the change control board. D ) Change the project objectives.

45. 45 1 ) A project manager believes that modifying the project scope may provide added value for the customer. What should the project manager do ? A ) Change the scope baseline. B ) Contact the customer to determine if the change adds value. C ) Call a meeting of the change control board. D ) Change the project objectives.

48. 48 3 ) during what part of the project management process is the project scope statement created ? A ) Initiating. B ) Planning. C ) Executing. D ) Monitoring and controlling.

49. 49 3 ) during what part of the project management process is the project scope statement created ? A ) Initiating. B ) Planning. C ) Executing. D ) Monitoring and controlling.

58. 58 8 ) Which of the following is done during create WBS ? A ) Product analysis. B ) Project selection. C ) Decomposition. D ) Alternatives analysis.

59. 59 8 ) Which of the following is done during create WBS ? A ) Product analysis. B ) Project selection. C ) Decomposition. D ) Alternatives analysis.

52. 52 5 ) A WBS is BEST described as a tool for tracking : A ) The schedule. B ) Resources. C ) Cost. D ) Scope.

53. 53 5 ) A WBS is BEST described as a tool for tracking : A ) The schedule. B ) Resources. C ) Cost. D ) Scope.

62. 62 10 ) A project manager is in the process of Validete scope of a deliverable with the customer. What is the MOST important thing the project manager should ensure? A ) Accuracy. B ) Timeliness. C ) Acceptance. D ) Completeness.

63. 63 10 ) A project manager is in the process of verify scope of a deliverable with the customer. What is the MOST important thing the project manager should ensure? A ) Accuracy. B ) Timeliness. C ) Acceptance. D ) Completeness.

50. 50 4 ) If a project team is subdividing project work packages into smaller, more manageable components, they are : A ) Creating a WBS. B ) Decomposing. C ) Network diagramming. D ) Activity sequencing.

51. 51 4 ) If a project team is subdividing project work packages into smaller, more manageable components, they are : A ) Creating a WBS. B ) Decomposing. C ) Network diagramming. D ) Activity sequencing.

54. 54 6 ) A WBS numbering system allows the project staff 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.

60. 60 9 ) which of the following BEST describes when the baseline can be changed? A ) Only under emergency conditions. B ) The original baseline is always maintained throughout the project. C ) With any approved changes. D ) When the project sponsor determines it is appropriate.

61. 61 9 ) which of the following BEST describes when the baseline can be changed? A ) Only under emergency conditions. B ) The original baseline is always maintained throughout the project. C ) With any approved changes. D ) When the project sponsor determines it is appropriate.

55. 55 6 ) A WBS numbering system allows the project staff 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.

56. 56 7 ) Which process groups MUST be included in every project ? A ) planning, executing and closing. B ) initiating, planning and executing. C ) initiating, planning, executing, monitoring and controlling, closing. D ) planning, executing, monitoring and controlling.

57. 57 7 ) Which process groups MUST be included in every project ? A ) planning, executing and closing. B ) initiating, planning and executing. C ) initiating, planning, executing, monitoring and controlling, closing. D ) planning, executing, monitoring and controlling.

10. 10 • Organizational Process Assets ( Inputs) The project charter is used to provide the project context needed to plan the scope management processes. It provides the high - level project description and product characteristics from the project statement of work. Project Scope Management ( 5.1 )

18. 18 Define Scope ( 5.3 ) • The process of developing a detailed description of the project and product.  Preparation of a detailed project scope statement is critical to the success of the project and builds on the major deliverables, assumptions, and constraints documented during project initiation

46. 46 2 ) Which of the following BEST describes scope Validation? A ) It provides assurances that the deliverables meets the specifications, is an input to the project management plan and output of perform quality control. B ) It ensures that the deliverable is completed on time, ensure customer acceptance, and shows that the deliverable meets specifications. C ) It ensures customer acceptance, shows that the deliverable meets specifications and provides a chance for differences of opinion to come to light. D ) It is an output of perform quality control, occurs before define scope and ensures customer acceptance.

47. 47 2 ) Which of the following BEST describes scope verification ? A ) It provides assurances that the deliverables meets the specifications, is an input to the project management plan and output of perform quality control. B ) It ensures that the deliverable is completed on time, ensure customer acceptance, and shows that the deliverable meets specifications. C ) It ensures customer acceptance, shows that the deliverable meets specifications and provides a chance for differences of opinion to come to light. D ) It is an output of perform quality control, occurs before define scope and ensures customer acceptance.

25. 25  Process of subdividing the major project deliverables and project work into smaller, more manageable components • A deliverable - oriented hierarchical decomposition of the work to be executed by the project team to accomplish the project objectives and create the required deliverables • Organizes and defines the total scope of the project • WBS represents the work specified in the current approved project scope statement Create WBS ( 5.4 )

7. Plan Scope Management (5.1 ) • Plan Scope Management is the process of creating a scope management plan that documents how the project scope will be defined, validated, and controlled. • • The key benefit of this process is that it provides guidance and direction on how scope will be managed throughout the project. 7

27. 27 Create WBS ( 5.4 ) Decomposition (Tools & Techniques) A planning technique that subdivides the project scope and project deliverables into smaller, more manageable components, until the project work associated with accomplishing the project scope and providing the deliverables is defined in sufficient detail to support executing, monitoring and controlling the work . Generally involves five steps: 1. Identify the deliverables and related work 2. Structure and organize the WBS 3. Decompose the upper WBS levels into lower detailed components 4. Develop and assign identification codes to the WBS components 5. Verify that the degree of decomposition of the work is necessary and sufficient

40. 40 Variance Analysis (Tools & Techniques) • Project performance measurements are used to assess the magnitude of variation from the original scope baseline. • Important aspects of project scope control include determining the cause and degree of variance relative to the scope baseline and deciding whether Corrective or Preventive Action is required . Control Scope ( 5.6 )

26. 26 Create WBS ( 5.4 ) Project Scope Statement ( Inputs) Requirements Documentation ( Inputs) Organizational Process Assets (Inputs)

35. 35 • The process of formalizing acceptance of the completed project deliverables. • Requires reviewing deliverables and results to ensure that all were completed correctly and satisfactorily • Differs from quality control in that it is primarily concerned with acceptance of the deliverables while quality control is primarily concerned with meeting the quality requirements specified for the deliverables Validate Scope ( 5.5 )

39. 39 • The process of monitoring the status of the project and product scope and managing changes to the scope baseline. • Assure that all requested changes and recommended corrective actions are processed through the Integrated Change Control process • Manage the actual changes when and if they occur • Integrated with other control processes Control Scope ( 5.6 )

22. 22 Project Document Updates (Outputs) Project documents that may be updated include, but are not limited to: • Stakeholder register, • Requirements documentation, and • Requirements traceability matrix. Define Scope ( 5.3 )

31. 31 Create WBS ( 5.4 ) Work Package (Output) Is a deliverable or project work component at the lowest level of each branch of the work breakdown structure . • The work package includes the schedule activities and schedule milestones required to complete the work package deliverable or project work component • Level at which the cost and schedule for the work can be reliably estimated, monitored, and controlled • Approximated time expected for work package is 80 hours

29. 29 Sample of WBS in IT Projects Tabular form 1.0 Concept 1.1 Evaluate current systems 1.2 Define Requirements 1.2.1 Define user requirements 1.2.2 Define content requirements 1.2.3 Define system requirements 1.2.4 Define server owner requirements 1.3 Define specific functionality 1.4 Define risks and risk management approach 1.5 Develop project plan 1.6 Brief web development team 2.0 Web Site Design 3.0 Web Site Development 4.0 Roll Out 5.0 Support

8. 8 • Project Management Plan ( Inputs) Approved subsidiary plans of the project management plan are used to create the scope management plan and influence the approach taken for planning scope and managing project scope. • Stakeholder Register ( Inputs) The stakeholder register is used to identify stakeholders that can provide information on detailed project and product requirements Project Scope Management ( 5.1 )

13. 13 • Project Charter ( Inputs) The project charter is used to provide the high - level project requirements and high - level product description of the project. • Stakeholder Register ( Inputs) The stakeholder register is used to identify stakeholders that can provide information on detailed project and product requirements Collect Requirements ( 5.2 )

11. 11 Expert Judgment (Tools & Techniques) Expert judgment refers to input received from knowledgeable and experienced parties Meetings (Tools & Techniques) Project Scope Management ( 5.1 )

14. 14 Interviews (Tools & Techniques) Focus groups (Tools & Techniques) bring together prequalified stakeholders and experts to learn about their expectations. Facilitated Workshops (Tools & Techniques) Requirements workshops are sessions that bring key cross - functional stakeholders together to define product requirements. Collect Requirements (5.2)

30. 30 Scope Baseline (Output) The scope baseline is a component of the project management plan. Components of the scope; baseline include:  Project scope statement . The project scope statement includes the product scope description, and the project deliverables, and defines the product user acceptance criteria.  WBS. The WBS defines each deliverable and the decomposition of the deliverables into work packages.  WBS Dictionary. The WBS dictionary has a detailed description of work and technical documentation for each WBS element. Create WBS ( 5.4 )

36. 36 Inspection (Tools & Techniques) Technique for examining or measuring to verify whether an activity, component, product, result or service conforms to specified requirements. • Includes activities to determine whether results conform to requirements. • Are often called product reviews, audits, and walkthroughs. • Purpose is to specifically identify deficiencies, gaps and errors against the project documentation. • The inspection activity should encompass the accuracy, completeness and acceptability of the object under review. Validate Scope ( 5.5 )

12. Collect Requirements (5.2) • The process of defining and documenting stakeholders’ needs to meet the project objectives. • The project’s success is directly influenced by the care taken in capturing and managing project and product requirements. • Requirements become the foundation of the WBS . • Cost, schedule, and quality planning are all built upon these requirements. 12

28. 28 Project Phase 1 Phase 2 Deliverable 3 Subproject 4 Subproject 5 Deliverable 2.1 Deliverable 2.2 Deliverable 2.3 Deliverable 4.1 Deliverable 4.2 Deliverable 2.2.1 Deliverable 2.2.2 Deliverable 4.1.1 Deliverable 4.1.2 Deliverable 4.1 .x Work package 2.2.1.1 Work package 2.2.1.2 Work package 2.2.1.3 Work package 2.2.2.1 Work package 2.2.2.2 Work package 2.2.2.2.1 Work package 2.2.2.2.2 Work package 3.4 Work package 3.3 Work package 3.2 Work package 3.1 Work package 4.1.2.3 Work package 4.1.2.2 Work package 4.1.2.1

3. 3 Unit Objectives After completing this unit, you should be able to:  Have an increased understanding of Project Scope Management processes and how they relate to the overall project  Understand the five Project Scope Management processes • Collect Requirements • Define Scope • Create WBS • Verify Scope • Control Scope

6. 6 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. 5.2 Collect Requirements The process of defining and documenting stakeholders’ needs to meet the project objectives. 5.3 Define Scope The process of developing a detailed description of the project and product. 5.4 Create WBS The process of subdividing project deliverables and project work into smaller, more manageable components. 5.5 Verify Scope The process of formalizing acceptance of the completed project deliverables. 5.6 Control Scope The process of monitoring the status of the project and product scope and managing changes to the scope baseline. Project Scope Management

19. 19 Project Charter (Inputs) Requirements Documentation (Inputs) Organizational Process Assets (Inputs) Examples of organizational process assets that can influence the Define Scope process include, but are not limited to: • Policies, procedures, and templates for a project scope statement, • Project files from previous projects, and • Lessons learned from previous phases or projects. Define Scope ( 5.3 )

15. 15 Group creativity techniques (Tools & Techniques) • Brainstorming. • Nominal group technique. • The Delphi technique. • Idea/ mind mapping. Questionnaires and Surveys (Tools & Techniques) Observations (Tools & Techniques) • Group Decision Making Techniques (Tools & Techniques) Collect Requirements ( 5.2 )

20. 20 Expert judgment (Tools & Techniques) Product Analysis (Tools & Techniques) • For projects that have a product as a deliverable, as opposed to a service or result, product analysis can be an effective tool. • Product analysis includes techniques such as product breakdown, systems analysis, systems engineering. Alternatives Identification (Tools & Techniques) • Identifying alternatives is a technique used to generate different approaches to execute and perform the work of the project. Define Scope ( 5.3 )

33. 33 Create WBS ( 5.4 ) inputs 1 . Project scope statement 2 . Requirements documentation 3 . Organizational process assets Tools & techniques 1 . decomposition outputs 1 . WBS 2 . WBS dictionary 3 . Scope baseline 4 . Project document updates

9. 9 • Project Charter ( Inputs) The project charter is used to provide the project context needed to plan the scope management processes. It provides the high - level project description and product characteristics from the project statement of work. • Enterprise Environmental Factors( Inputs) The enterprise environmental factors that can influence the Plan Scope Management process include, but are not limited to: • Organization’s culture, • Infrastructure, • Personnel administration, and • Marketplace conditions. Project Scope Management (5.1)

16. 16 • Requirements Management Plan (Output) • How requirements will be, analyzed, documented and managed throughout the project. • Requirements prioritization process • Product metrics that will be used • Requirements Traceability Matrix (Output) Is a table that links requirements to their origin and traces them throughout the project life cycle. • Requirements to business needs, opportunities, goals, and objectives • Requirements to project objectives • Requirements to project scope/WBS deliverables • Requirements to product design Collect Requirements ( 5.2 )

37. 37 inputs 1 . Project Management Plan 2 . Requirements Documentation 3 . Requirements Traceability Matrix 4 . Validated Deliverables Tools & techniques 1 . inspection outputs 1 . Accepted deliverables 2 . Change requests 3 . Project document updates Validate Scope ( 5.5 )

23. 23 inputs 1 . Project charter 2 . Requirements documentation 3 . Organizational process assets Tools & techniques 1 . Expert judgment 2 . Product analysis 3 . Alternatives identification 4 . Facilitated workshops outputs 1 . Project scope statement 2 . Project document updates Define Scope ( 5.3 )

32. 32 Create WBS ( 5.4 ) WBS Dictionary (Output) For each WBS component, the WBS dictionary includes a: • Code of account identifier • Description of work • Responsible organization • List of schedule milestones It may include: • Contract information • Quality requirements • Technical references to facilitate performance of the work • List of associated schedule activities • Resources required • Estimate of cost

21. 21 Project Scope Statement (Outputs) The project scope statement describes, in detail, the project’s deliverables and the work required to create those deliverables • Product scope description : Progressively elaborates the characteristics of the product, service, or result that as described in the project charter • Project deliverables : Deliverables include both the outputs that comprise the product or service of the project, The deliverables may be described at a summary level or in great detail • Project boundaries : Generally identifies what is included within the project. It states explicitly what is out of scope for the project . • Product acceptance criteria : Defines the process and criteria for accepting completed products • Project constraints and Assumptions :Lists and describes the specific project constraints and assumptions associated with the project scope that limits the team’s options Define Scope ( 5.3 )

17. 17 inputs 1 . Project charter 2 . Stakeholder register Tools & techniques 1 . Interviews 2 . Focus groups 3 . Facilitated workshops 4 . Group creativity techniques 5 . Group decision making techniques 6 . Questionnaires and surveys 7 . Observations 8 . prototypes outputs 1 . Requirements documentations 2 . Requirements management plan 3 . Requirements traceability matrix Collect Requirements ( 5.2 )

41. 41 inputs 1 . Project management plan 2 . Work performance information 3 . Requirements documentation 4 . Requirement traceability matrix 5 . Organizational process assets Tools & techniques 1 . Variance analysis outputs 1 . Work performance measurements 2 . Organizational process assets updates 3 . Change requests 4 . Project management plan updates 5 . Project document updates Control Scope ( 5.6 )

4. 4 Project Scope Management 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. • Primarily concerned with defining and controlling what is or is not in the project. • In the project context the term scope can refer to: • Product scope – The Features and functions that characterize a product, service or result. • Project scope – The work that needs be accomplished to deliver a product, service, or result within the specified features and functions. • Completion of project scope is measured against the project management plan, the project scope statement, and the associated WBS • Completion of the product scope is measured against the product requirements

5. 5 Process Group Initiating Planning Executing Monitoring & Controlling Closing Knowledge Area Integration Develop Project C harter Develop Project Management Plan Direct & Manage Project Execution Monitor & Control Project Work Close Project or Phase Perform Integrated Change Control Scope Plan Scope Management Collect Requirements Validate Scope Define Scope Control Scope Create WBS Time Plan Schedule Management Define Activities Control Schedule Sequence Activities Estimate Activity Resource Estimate Activity Duration Develop Schedule Cost Plan Cost Management Estimate Costs Control Costs Determine Budget Quality Plan Quality Management Perform Quality Assurance Control Quality HR Develop HR Plan Acquire Project Team Develop Project Team Manage Project Team Comm. Plan Communication management Manage Communications Control Communication Risk Plan Risk Management Control Risks Identify Risks Perform Qualitative Analysis Perform Quantitative Analysis Plan Risk Responses Procureme nt Plan Procurements Conduct Procurements Control Procurements Close Procurements Stakeholde r Identify Stakeholders Plan Stakeholder Management Manage Stakeholder Engagement Control Stakeholder Management 2 24 8 11 2

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