Assalam-o-alaikumc-pmt.weebly.com/uploads/4/0/1/7/4017805/010-scope.pdf · 2019. 11. 22. · Assalam-o-alaikum. Initiating Planning Executing Monitoring & Controlling Closing Project

Assalam-o-alaikum

Initiating Planning Executing Monitoring & Controlling Closing

Project Management Process Groups

Integration

Scope

Time

Cost

Quality

Human Resources

Communications

Risk

Procurement

Stakeholders

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Project

Management

Project Scope Management

5. 5.1234 56

5.1 Plan Scope Management: defining the scope5.2 Collect Requirements: stakeholder needs5.3 Define Scope: describe scope5.4 Create WBS: scope breakdown

Planning Process Group

Executing Process Group

Initiating Process Group

Closing Process Group

Monitoring & Controlling Process Group


5.5 Validate Scope: accepting deliverables5.6 Control Scope: monitor scope

Product scope:Features and functions that characterize a product, service, or result.(Defined in the requirements documentation)

Project scope:Work performed to deliver a product, service, or result. (Defined in the scope management plan)

What is Scope?

Project Scope Management & the exam(from Rita)You must plan, in advance, how you will determine the scope

The scope must be clearly defined and formally approved

Requirements are gathered from all stakeholders not just the person who assigned the project (sponsor)

Requirements gathering may take a long time

Requirements must be evaluated against the business case and ranked to determine what is in or out of scope

A WBS (Work Breakdown Structure) must be used on all projects

While the project is being completed you must check to see that you are doing all of the work, and only the work, included in the Project Management Plan

5.1 Plan Scope Management

The scope management plan documents how the project scope will be defined, validated, and controlled

Exam: Assume that you will need to determine requirements as part of the project

PMI: assumes that all, and only, the scope requirements in the Scope Management Plan support the business case as described in the project charter

107©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

5 - PROJECT SCOPE MANAGEMENT

5


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. The inputs, tools and techniques, and outputs of this process are depicted in Figure 5-2. Figure 5-3 depicts the data flow diagram of the process.

Inputs Tools & Techniques Outputs

.1 Project management plan

.2 Project charter

.3 Enterprise environmental factors.4 Organizational process assets

.1 Expert judgment

.2 Meetings.1 Scope management plan.2 Requirements management plan

Figure 5-2. Plan Scope Management: Inputs, Tools & Techniques, and Outputs

5.1Plan Scope

Management

5.2Collect

Requirements

5.3DefineScope

5.4CreateWBS

Project Scope ManagementEnterprise/Organization

4.1Develop Project

Charter

4.2Develop ProjectManagement

Plan

P

Project

R

O

Figure 5-3. Plan Scope Management Data Flow Diagram

Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.

What & Why?

“If you can not plan it you can not do it”


The Scope Management Plan answers:

What processes & tools will we use? (decomposition & WBS)

What E & O factors and assets are involved

How scope will be managed & controlled

How to obtain acceptance - Who? & what approval levels?

Iterations (eg. Completing the risk responses plan may require a change in scope)



5





.2 Project charter


.1 Expert judgment



5.1Plan Scope

Management

5.2Collect

Requirements

5.3DefineScope

5.4CreateWBS


4.1Develop Project

Charter


Plan

P

Project

R

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What & Why?

Requirements management plan: describes how requirements will be analyzed, documented, and managed

How will we track & manage changes?

The RTM = Requirements Traceability Matrix (in 5.2)

- A tool for requirements management




5





.2 Project charter


.1 Expert judgment



5.1Plan Scope

Management

5.2Collect

Requirements

5.3DefineScope

5.4CreateWBS


4.1Develop Project

Charter


Plan

P

Project

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.2 Project charter


.1 Expert judgment



5.1Plan Scope

Management

5.2Collect

Requirements

5.3DefineScope

5.4CreateWBS


4.1Develop Project

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Plan

P

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5.2 Collect Requirements

To find out what the stakeholders need from a project

The process of determining, documenting and managing stakeholder needs and requirements



5


.1 Scope management plan

.2 Requirements management plan.3 Stakeholder management plan.4 Project charter.5 Stakeholder register

.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 .9 Benchmarking .10 Context diagrams .11 Document analysis

.1 Requirements documentation.2 Requirements traceability matrix

Figure 5-4. Collect Requirements: Inputs, Tools & Techniques, and Outputs

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5.2Collect

Requirements

5.1Plan Scope

Management

5.3DefineScope

5.4CreateWBS

5.5ValidateScope

5.6ControlScope

rR

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R

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13.1Identify

Stakeholders

13.2Plan

StakeholderManagement

8.1Plan QualityManagement

12.1Plan

ProcurementManagement

4.1 Develop Project

Charter

Figure 5-5. Collect Requirements Data Flow Diagram


What & Why?


Interviews - exam: may be called “expert interviews”

Focus Groups: an group interview with a specific set of stakeholders.

Facilitated Work Shops: bringing together stakeholders with different perspectives to determine the final scope. These can also build relationship and trust between stakeholders.



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5.2Collect

Requirements

5.1Plan Scope

Management

5.3DefineScope

5.4CreateWBS

5.5ValidateScope

5.6ControlScope

rR

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13.1Identify

Stakeholders

13.2Plan



12.1Plan


4.1 Develop Project

Charter



Asking questions = Clarity = Scope definition




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5.2Collect

Requirements

5.1Plan Scope

Management

5.3DefineScope

5.4CreateWBS

5.5ValidateScope

5.6ControlScope

rR

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13.1Identify

Stakeholders

13.2Plan



12.1Plan


4.1 Develop Project

Charter



Group creativity techniques

Brainstorming: Building upon each other’s ideas

Nominal group technique: ranking the results of a Brainstorming session

Mind-mapping: a diagram of ideas or notes used to generate, classify or record information

Group creativity techniques (continued) Affinity diagram: grouping ideas by similarities

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Can also be grouped by requirement categories:

Stakeholder requirements Business requirements Quality requirements

...


5.2 Collect RequirementsGroup creativity techniques (continued)

Multi-criteria decision analysis: using a decision matrix to establish your decision making criteria Example: when buying a car you may consider: price gas mileage size style loyalty to brand safety record maintenance insurance resale value

Group Decision-Making techniques

Unanimity - all agree Majority Plurality - most agree Dictatorship - one person decides

Questions & surveys: consider questions carefully

Observation: e.g. job shadowing

Prototypes: presented to the stakeholders for comment

Benchmarking: look at the competition




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5.2Collect

Requirements

5.1Plan Scope

Management

5.3DefineScope

5.4CreateWBS

5.5ValidateScope

5.6ControlScope

rR

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13.1Identify

Stakeholders

13.2Plan



12.1Plan


4.1 Develop Project

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Context diagrams: a visualization of the product scope

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5.2Collect

Requirements

5.1Plan Scope

Management

5.3DefineScope

5.4CreateWBS

5.5ValidateScope

5.6ControlScope

rR

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13.1Identify

Stakeholders

13.2Plan



12.1Plan


4.1 Develop Project

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5.1Plan Scope

Management

5.3DefineScope

5.4CreateWBS

5.5ValidateScope

5.6ControlScope

rR

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13.1Identify

Stakeholders

13.2Plan



12.1Plan


4.1 Develop Project

Charter



Document analysis: looking through existing & related documents to identify requirements

business plans - marketing material

RFP’s - current process flows

laws - codes - polices

Requirements documentation: A description of how individual requirements meet the business need for the project

A list / executive summary / report / attachments of your understanding of what is required to satisfy the business requirements

Ask yourself: How will we know if the work we do will meet these requirements? The answer = the acceptance criteria.

What out for the bus!Does the project have the




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5.1Plan Scope

Management

5.3DefineScope

5.4CreateWBS

5.5ValidateScope

5.6ControlScope

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Stakeholders

13.2Plan



12.1Plan


4.1 Develop Project

Charter



Requirements Traceability Matrix (RTM): A chart that links product requirements to the deliverables that satisfy them

Notes the reason for a requirement

Ensures that a requirement adds value by linking it to the business and project objectives

Is a means to track requirements throughout the project life cycle

Provides a structure for managing changes to the product scope




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5.2Collect

Requirements

5.1Plan Scope

Management

5.3DefineScope

5.4CreateWBS

5.5ValidateScope

5.6ControlScope

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13.1Identify

Stakeholders

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12.1Plan


4.1 Develop Project

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Shows how requirements are being met (may not be known at this stage)

From the requirements

documentation

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Requirements Traceability Matrix (RTM)

Requirements Traceability Matrix (RTM)



5

Business needs, opportunities, goals, and objectives;

Project objectives;

Project scope/WBS deliverables;

Product design;

Product development;

Test strategy and test scenarios; and

High-level requirements to more detailed requirements.

Attributes associated with each requirement can be recorded in the requirements traceability matrix. These attributes help to define key information about the requirement. Typical attributes used in the requirements traceability matrix may include: a unique identifier, a textual description of the requirement, the rationale for inclusion, owner, source, priority, version, current status (such as active, cancelled, deferred, added, approved, assigned, completed), and status date. Additional attributes to ensure that the requirement has met stakeholders’ satisfaction may include stability, complexity, and acceptance criteria. Figure 5-6 provides an example of a requirements traceability matrix with its associated attributes.

Requirements Traceability Matrix

Requirements DescriptionIDBusiness Needs,Opportunities,

Goals, Objectives

ProjectObjectives

AssociateID

WBSDeliverables

ProductDesign

ProductDevelopment

TestCases

Programs PortfoliosProject Name: Cost Center:

Project Description:

1.0

1.1

1.2

1.2.1

2.0

2.1

2.1.1

3.0

3.1

3.2

4.0

5.0

001

002

003

004

005

Figure 5-6. Example of a Requirements Traceability Matrix


(PMBOK® Guide, p. 119)

From the requirements

documentation

Shows how requirements are being met (may not be known at this stage)











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.2 Project charter


.1 Expert judgment



5.1Plan Scope

Management

5.2Collect

Requirements

5.3DefineScope

5.4CreateWBS


4.1Develop Project

Charter


Plan

P

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5.2Collect

Requirements

5.1Plan Scope

Management

5.3DefineScope

5.4CreateWBS

5.5ValidateScope

5.6ControlScope

rR

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13.1Identify

Stakeholders

13.2Plan



12.1Plan


4.1 Develop Project

Charter



This is the process of developing a detailed description of the project and product

During this process you may discover things that are not in scope

Once this and the WBS are complete you will proceed to determine the schedule and budget. If these do not satisfy the sponsor’s or managements expectations the project manager has to come back to the scope to balance it with the time and cost objectives.

Exam: PMI assumes that unrealistic schedules are the project manager’s fault because they did not plan in an iterative way

5.3 Define Scope

120 ©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition


5.3 Define Scope

Define Scope is the process of developing a detailed description of the project and product. The key benefit of this process is that it describes the product, service, or result boundaries by defining which of the requirements collected will be included in and excluded from the project scope. The inputs, tools and techniques, and outputs of this process are depicted in Figure 5-7. Figure 5-8 depicts the data flow diagram of the process.



.2 Project charter

.3 Requirements documentation.4 Organizational process assets

.1 Expert judgment

.2 Product analysis

.3 Alternatives generation

.4 Facilitated workshops

.1 Project scope statement

.2 Project documents updates

Figure 5-7. Define Scope: Inputs, Tools & Techniques, and Outputs


5.3DefineScope

5.1Plan Scope

Management

5.2Collect

Requirements

5.4CreateWBS

Organizational

Projectcharter

Requirementsocumentation

Scopemanagementplan

Pscopestatement

Ps

4.1Develop Project

Charter

6.3SequenceActivities

6.5Estimate

Activity Durations

6.6DevelopSchedule

ProjectDocuments

Enterprise/Organization

Figure 5-8. Define Scope Data Flow Diagram

42367_ManualPMI5_book-R1.indb 120 3/11/13 4:26 PM


What & Why?

Product analysis: is most effective when the product is a deliverable rather then a service (such as a systems analysis, requirements analysis or value engineering)

Exam: realize that you may need to determine and define deliverables as part of the project rather then receiving a list from the customer

Alternative generation: is there better ways to do this? Develop different approaches to execute and perform the work

Remember that you will probably work on these many of these outputs simultaneously

5.3 Define Scope



5.3 Define Scope




.2 Project charter


.1 Expert judgment

.2 Product analysis







5.3DefineScope

5.1Plan Scope

Management

5.2Collect

Requirements

5.4CreateWBS

Organizational

Projectcharter


Scopemanagementplan

Pscopestatement

Ps

4.1Develop Project

Charter


6.5Estimate

Activity Durations

6.6DevelopSchedule

ProjectDocuments





Project Scope Statement: A description of the project scope, major deliverables, assumptions, and constraints

Which is to say it is everything to be done on the project

Includes: project and product scope, what is not in scope, acceptance criteria, deliverables, assumptions and constraints

Provides a common understanding of the project scope among project stakeholders

With this the 9 other knowledge areas (time, cost, quality, human resources, communications, risk, procurement and stakeholder management) can be derived.

5.3 Define Scope



5.3 Define Scope




.2 Project charter


.1 Expert judgment

.2 Product analysis







5.3DefineScope

5.1Plan Scope

Management

5.2Collect

Requirements

5.4CreateWBS

Organizational

Projectcharter


Scopemanagementplan

Pscopestatement

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4.1Develop Project

Charter


6.5Estimate

Activity Durations

6.6DevelopSchedule

ProjectDocuments















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.2 Project charter


.1 Expert judgment



5.1Plan Scope

Management

5.2Collect

Requirements

5.3DefineScope

5.4CreateWBS


4.1Develop Project

Charter


Plan

P

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5.2Collect

Requirements

5.1Plan Scope

Management

5.3DefineScope

5.4CreateWBS

5.5ValidateScope

5.6ControlScope

rR

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13.1Identify

Stakeholders

13.2Plan



12.1Plan


4.1 Develop Project

Charter





5.3 Define Scope




.2 Project charter


.1 Expert judgment

.2 Product analysis







5.3DefineScope

5.1Plan Scope

Management

5.2Collect

Requirements

5.4CreateWBS

Organizational

Projectcharter


Scopemanagementplan

Pscopestatement

Ps

4.1Develop Project

Charter


6.5Estimate

Activity Durations

6.6DevelopSchedule

ProjectDocuments





Assignments:

Complete the first page of your web site

It will include:1. Your company name

2. Project Statement of Work

Complete this by Wednesday, October 22

Complete your Project CharterThis must be on your web site by Monday October 27

Rita Mulcahy’s Pmp Exam Prep Copyright ©2013 RMC Publications, Inc.

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ma’a al-salāmah