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MindMap Gallery Chapter 5 Project Scope Management

Chapter 5 Project Scope Management

Advanced Software Exam - Information System Project Manager Chapter 5 Knowledge Points: Project scope management essentially refers to a kind of functional management, which is the process and activity of managing and controlling the scope of work to be completed by the project.

Edited at 2022-09-16 09:50:39

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Chapter 5 Project Scope Management

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Outline

Advanced Project Chapter 5 - Project Scope Management Mind Map
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Project scope management 6 processes
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project scope management
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2. Project scope management
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project scope management
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project scope management
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project scope management
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Chapter 5 Project Scope Management
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project scope management
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Information Systems Project Manager Tutorial (4th Edition) Chapter 9_Project Scope Management
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Chapter 5 Project Scope Management

Overview of scope management

Scope management means doing things within the scope, and only doing things within the scope, neither doing more nor doing less.

scope

include

Product Range

Focus on functionality, emphasize results

Project scope

Focus on work and emphasize process

Product scope is the basis of project scope, and project scope is the basis of project management plan

Project scope baseline includes

project scope statement

WBS

WBS Dictionary

Project scope management tasks

Clarify project boundaries

Monitor project execution

Prevent project scope creep

Distinguish between scope creep and gold plating behavior

Scope creep: The customer makes new requirements that exceed the scope baseline

Scope Gold Plating: No new requirements from the customer, the seller does the work themselves beyond the scope baseline

The importance of scope management

Let project team members know what specific work needs to be completed to achieve the expected goals, and clearly understand the clear division of labor and responsibilities of all parties involved in the project in each work

Scope management improves the accuracy of project cost, schedule, and resource estimates

planning scope management

Concept: Prepare a scope management plan, a written description of the process of defining, confirming, and controlling project scope

Role: Provide guidance and direction on how to manage scope throughout the project

ITTO process

enter

Project Charter

project management plan

business environment factors

organizational process assets

Tools & Techniques

expert judgment

Meeting

output

scope management plan

content

How to Develop a Project Scope Statement

How to create a WBS based on the project scope statement

How to maintain and approve a WBS

How to confirm and formally accept completed project deliverables

How to handle changes to the project scope statement

demand management plan

Concept: A requirements management plan describes how requirements will be analyzed, recorded, and managed throughout the project life cycle

content

How to plan, track, and report various demand activities

Resources needed for demand management

training program

Strategies for project stakeholders to participate in requirements management

Criteria and corrective procedures for determining inconsistencies between project scope and requirements

requirements tracking structure

Configuration management activities

Basic tasks of demand management

1. Clarify needs and establish a baseline

2. Establish a demand tracking capability contact chain to always maintain consistency between products and demands.

Gather requirements

Concept: The process of identifying, documenting, and managing stakeholder needs and requirements to achieve project goals.

Role: Lays the foundation for defining and managing project scope, including product scope

Requirements classification

Business needs

High-level needs across the organization

Stakeholder needs

Needs of stakeholders or stakeholder groups

Solution requirements

excessive demand

Temporary capabilities required to transition from current state to future state

Project requirements

Actions, processes and other conditions required for the project

quality requirements

Any conditions or criteria used to confirm the successful completion of project deliverables or achievement of other project requirements (QFD)

ITTO process

enter

scope management plan

demand management plan

Stakeholder Management Plan

Stakeholder register

Project Charter

Tools & Techniques

Interview

Formal or informal methods of obtaining information through direct conversations with stakeholders are the most basic means of gathering requirements.

focus group

A focus group is a type of group interview

guided seminar

Guided workshops focus on discussing and defining product requirements, solving problems faster than individual meetings

Group innovation technology

Concept: Organize some group activities to identify project and product requirements

include

Brainstorming

Everyone expresses their opinions and brainstorms

nominal group method

Rank the most useful ideas by voting for further brainstorming or prioritization

Delphi method

The use of anonymous or back-to-back methods enables each expert to make his or her own judgment independently.

After several rounds of feedback during the forecasting process, expert opinions gradually converge.

Helps mitigate data bias and prevent any individual from having undue influence on the data

Concept/Mind Map

Also known as a mind map, the ideas obtained from brainstorming are connected in a simple diagram to reflect the commonalities or differences between these ideas, thereby guiding new ideas.

Affinity diagram

Also known as the KJ method, it is to fully collect various experience, knowledge, ideas, opinions and other data on a certain problem, summarize it through a diagrammatic method, and summarize and organize these data according to their mutual affinities, so that the problem is clear and unified. know

Multi-criteria decision analysis

With the help of a decision matrix, a system analysis method is used to establish multiple criteria to evaluate and rank multiple options.

group decision making techniques

Refers to the evaluation of multiple future action plans when certain desired results are not achieved.

Can be used to develop, classify and prioritize product requirements

method

unanimously agreed

most principles

relative majority rule

dictatorship

Questionnaire

Observation

prototype method

Benchmarking

Compare actual or planned practices with those of other similar organizations in order to identify best practices, generate ideas for improvements, and provide a basis for performance appraisals

System interaction diagram

is an example of a scope model, a visual description of the scope of a product that shows how the system interacts with its actors

File analysis

Mining requirements by analyzing existing documents and identifying information related to requirements

output

requirements document

Concept: Describe how individual requirements will satisfy the business needs associated with the project

content

Business needs

Stakeholder needs

Solution requirements

Project requirements

excessive demand

Assumptions, dependencies and constraints related to requirements

Requirements Tracking Matrix

Concept: A form that connects product requirements from their sources to the deliverables that satisfy them

Role: The most common way to represent the link chain between requirements and other product elements.

What to track

Business needs, opportunities, goals and objectives

Project Objectives

Project Scope (WBS Deliverables)

product design

product development

Test strategies and test scenarios

High-level requirements to detailed requirements

Typical attributes recorded in the requirements tracking matrix include: unique identifier, text description of the requirement, reason for including the requirement, owner, source, priority, version, current status, and status date

The current status is: in progress, canceled, postponed, newly added, approved, assigned, completed

Demand management

In CMMI, requirements management is a key process area at the managed level.

Requirements management includes all activities that maintain requirements consistency and accuracy during product development

Control requirements baseline

Keep project plans consistent with requirements

Control the version status of individual requirements and requirements documents

Manage connections between requirements and link chains or manage dependencies between individual requirements and other project deliverables

Track the status of requirements in the baseline

Requirements tracking

Requirements tracking is to track the dependencies and logical connections between a single requirement and other elements, including various types of requirements, business rules, system components, and help files, etc.

Traceability is an important characteristic of project requirements

Contents of demand tracking

The requirements of each configuration item must have two-way traceability to the requirements of the products (or components) involved. The so-called two-way tracking includes forward tracking and reverse tracking.

Forward tracking: Check whether each requirement in the requirements document can find a corresponding point in the subsequent work product (or result)

Reverse tracing: Also known as reverse tracing, it refers to checking whether the work results such as design documents, product components, and test documents can be found in the requirements document.

Requirements tracking involves five types

The arrow represents the demand tracking capability contact chain, which can track the entire cycle of demand usage, that is, the entire process from demand proposal to delivery.

The left half indicates that the original user requirements can be traced back to the requirements document. This can distinguish the requirements affected by changes during the project or after the end of the project. It also ensures that the requirements document includes all the original user requirements and confirms that each The origin of a need

The right half shows that since product requirements are transformed into implementation elements such as design and testing during project implementation, product elements can be traced from the requirements document by defining the link chain between individual requirements and specific product elements. This chain of connections enables project team members to know which product elements correspond to each requirement, thereby ensuring that the product elements meet each requirement. The fourth type of link chain is from the product element back to the requirements document, where project team members refer to the reason why each product element exists. Gold plating can occur if design elements and test cases cannot be traced back to a requirements document. Of course, if an isolated product element demonstrates a legitimate feature, then the requirements document is missing a requirement.

The fifth type of contact chain is tracking between requirement documents. This tracking facilitates better processing of logical correlations between various requirements and checks for errors or omissions that may occur during the requirement decomposition process.

Define scope

Concept: The process of developing detailed descriptions of projects and products

Role: Clarify which of the collected requirements will be included in the project scope and which ones will be excluded from the project scope, thereby clarifying the boundaries of products, services or results.

ITTO process

enter

scope management plan

requirements document

Project Charter

organizational process assets

Tools & Techniques

product analysis

Product analysis is an effective tool for projects where products are the deliverables

Alternative generation

Is a technique used to specify as many potential alternatives as possible, identifying different ways of performing project work

guided seminar

expert judgment

output

Project scope statement (detailed)

Concept: A project scope statement is a description of the project scope, major deliverables, assumptions, and constraints

content

Product range description

Acceptance Criteria

Deliverables

Project exclusions

Assumptions

Constraints

effect

Scope

communication basics

Change basis

planning basics

planning and control basis

Project file updates

Create a work breakdown structure

Concept: Creating a WBS is the process of breaking down project deliverables and project work into smaller, more manageable components.

Role: Provide a structured view of the content to be delivered

Related concepts

milestone

A milestone marks the formal completion of a deliverable or phase

Important checkpoints are milestones, important milestones are baselines

work package

A work package is the deliverable or project work component located at the bottom of each branch of the WBS.

Principle of division

Work packages should be easily assignable to different people or organizational units

Work packages should be very specific

Follow the 8/80 rule, the work package size requires at least 8 hours to complete, and the total completion time is no more than 80 hours

planning package

The planning package refers to the component of the WBS that is under the control account and above the work package, and whose work content is known but lacks detailed progress activities. As the situation gradually becomes clear, the planning package will eventually be broken down into work packages and corresponding specific activities.

control account

Control account is a management control point

A control account includes several work packages, but a work package only belongs to one control account

WBS Dictionary

Also called a WBS Glossary, is a document that describes the various components of a WBS

WBS breaks down the activities that need to be carried out

Identify and analyze deliverables and related work

Determine the structure and arrangement of WB

Decomposition is refined layer by layer from top to bottom.

Develop and assign identification codes to WBS components

Verify that the breakdown of deliverables into components is appropriate

WBS division principle

functional or technical principles

organizational structure principles

System and Subsystem Principles

WBS decomposition method

Each stage of the project life cycle serves as the second level of decomposition

Primary deliverables as second level of decomposition

Integrate various components that may be implemented by organizations outside the project team, and then as part of the outsourced work, the seller is required to prepare the corresponding contract WBS

Expression form of WBS

tree shape

Advantages: clear hierarchy, intuitive and structural

Disadvantages: It is not easy to modify, and it is difficult to show the full picture of the project for large and complex projects.

table shape

Advantages: Ability to reflect all work elements

Disadvantages: less intuitive

Fishbone shape

uncommonly used

8 aspects that WBS needs to pay attention to

WBS must be deliverable oriented

The WBS must be consistent with the project scope

The underlying layer of the WBS should support planning and control

Someone must be responsible for the elements in the WBS

WBS guidance, WBS should be controlled at 4 to 6 floors

The WBS should include project management work and subcontracted work

The preparation of WBS requires the participation of all project stakeholders and the participation of project team members.

The WBS is not static. After the WBS is completed, the WBS may still need to be modified.

The process of creating a WBS

The WBS is not the responsibility of any one project team member. It should be completed and unanimously confirmed by all project team members, users and project stakeholders.

ITTO process

enter

scope management plan

Detailed project scope statement

requirements document

business environment factors

organizational process assets

Tools & Techniques

break down

expert judgment

output

Scope Baseline

Project file updates

Purpose and use of WBS

The project scope is clearly and accurately stated so that project team members can clearly understand the nature of the tasks and the direction in which they need to work.

Clearly define project boundaries

Assigning personnel to individual units and specifying their responsibilities determines the technical and human resources required to complete the project

For independent units, estimate time, cost, and resource requirements to improve estimation accuracy

Establish a common foundation for planning, budgeting, scheduling and cost control and establish baselines for project progress and control

Link project work to project financial accounts

Determine the work content and work sequence, decompose the project into specific work tasks, and then implement the project according to the logical order of the work tasks.

Helps prevent demand contagion

Confirm scope

Concept: The process of formal acceptance of a project's completed deliverables

Function: Make the acceptance process objective

Includes reviewing deliverables with the client or sponsor to ensure that the deliverables have been satisfactorily completed and have formal acceptance from the client or sponsor

Steps to confirm scope

Validation scope should run throughout the project

General steps

Determine when scope validation is needed

Identify what inputs are needed for scoping validation

Determine the formally accepted criteria and elements for scoping

Determine the organizational steps for a scoping meeting

Organization scope confirmation meeting

6 aspects to check

Whether the deliverables are certain and confirmable

Does each deliverable have clear milestones and milestones have clear and identifiable events?

Are there clear quality standards?

Are reviews and commitments clearly expressed?

Does the project scope cover all activities required to complete the product or service? Are there any omissions or errors?

Whether the project scope risks are too high and whether management can reduce the impact on the project when foreseeable risks occur

Stakeholder concerns

The project scope that management is concerned about refers to the impact of the scope on schedule, funds and resources. Whether these factors exceed the scope of the organization and whether they are reasonable in terms of input and output.

The customer's main concern is the scope of the product and whether the project's deliverables are sufficient to complete the product or service.

Project managers mainly focus on whether the deliverables are sufficient and must be completed, whether time, funds and resources are sufficient, and the main potential risks and prepared solutions.

Project team members are primarily concerned with the elements in the project scope that they are involved in and responsible for

ITTO process

enter

requirements document

Requirements Tracking Matrix

Verified deliverables

project management plan

job performance data

Tools & Techniques

examine

group decision making techniques

output

Deliverables for acceptance

change request

job performance information

Project file updates

Comparison of several terms

Confirm scope and verify products

Verifying the product is to verify whether the product is complete, and it is verified by the sponsor or customer at the end of the project (or phase), emphasizing whether the product is complete

Confirming scope is the process of confirming acceptance by the customer or sponsor at the end of the phase for the deliverables of the project.

Validation scope and quality control

Confirmation scope mainly emphasizes that the deliverables are accepted by the customer or sponsor; quality control emphasizes that the deliverables are correct and meet the specific quality requirements (quality standards) formulated for them.

Quality control is generally performed before the scope is confirmed, or at the same time; the scope is generally confirmed at the end of the stage, but quality control is not necessarily performed at the end of the stage.

Quality control is an internal inspection and is implemented by the corresponding quality department of the executing organization; the scope of confirmation is the inspection and acceptance of project deliverables by external stakeholders (customers or sponsors)

Confirm scope and project closure

Although confirming the scope and project closing work are both performed at the end of the phase, confirming the scope emphasizes the verification and acceptance of the deliverables, while project closing emphasizes the process work to be done to end the project (or phase)

Both confirmation scope and project closing have acceptance work. Confirmation scope emphasizes the acceptance of project deliverables, and project closing emphasizes acceptance of products.

Control range

Concept: Monitor the scope status of projects and products, and manage the process of scope baseline changes

Role: Maintain the scope baseline throughout the project

scope change

Reason for scope change

government policy issues

The project scope planning is not thorough and detailed.

New technologies, new methods or new solutions emerge

Changes in the project execution organization itself

New requirements from customers

Change is inevitable and uncontrolled expansion of product or project scope is called scope creep

Scope changes include documentation, tracking systems, and approval levels necessary to authorize the change

Main tasks of scope change control

Influence the factors that lead to scope changes and try to move these factors in a favorable direction

Determine whether a scope change has occurred

Manage actual changes when scope changes occur, ensuring that all requested changes are processed in accordance with the overall project change control process.

ITTO process

enter

requirements document

Requirements Tracking Matrix

job performance data

project management plan

organizational process assets

Tools & Techniques

Deviation analysis

output

change request

job performance information

Organizational process asset updates

Project Management Plan Update

Project file updates