Output: 1 Scope Management Plan 2 Requirements Management Plan

WBS preparation guide content: 1. Determine that the WBS meets the requirements of the function and project, including replacement and non-replacement costs 2. Check whether the WBS provides logical breakdown of all project work 3. Ensure that the total cost of each specific layer is equal to the sum of the costs of the components of the next layer. 4. Examine WBS from a comprehensive adaptation and continuity perspective 5. All job responsibilities need to be assigned to individuals or organizational units

content: ①How to plan, track and report various demand activities ②Resources needed for demand management, ③Training plan ④Strategies for project stakeholders to participate in requirements management ⑤Criteria and correction procedures for judging inconsistencies between project scope and requirements ⑥Requirements tracking structure, ⑦Configuration management activities

Solution requirements (functional requirements, non-functional requirements)

Focus group (one-on-one group interviews to obtain more valuable collective opinions)

Brainstorming BS (Everyone expresses his or her own opinion)

Concept/mind mapping (mind map, brain map, reflecting commonalities and differences, stimulating new ideas)

Benchmark comparison (children from other families can compare with the organization, internally and externally, identify best practices, form improvement opinions, and provide basis for performance appraisal)

observe

Content: ① Business needs ② Stakeholder needs ③ Solution needs ④ Project needs ⑤ Transition needs ⑥Assumptions, dependencies and constraints related to requirements

Forward tracking: Check whether each requirement in the requirements document can find a corresponding point in the subsequent work product (results); (to prevent requirements from being missed or biased)

Reverse tracing: Reverse tracing, checking whether the work results such as design documents, product components, test documents, etc. can all be found in the requirements document. (It is to check the source of the demand and understand why this demand is made, what is the source background and reasons)

Output: 1 project scope statement 2 project document updates

① Product scope description (gradually refine the characteristics of the product, service or result described in the project charter and requirements document) ② Acceptance criteria (define a series of conditions that must be met before the deliverable can pass acceptance, as well as the acceptance process) ③Deliverables ④Exclusions of the project (it is necessary to identify what is excluded from the project. Clearly stating what is not within the scope of the project will help manage the expectations of stakeholders) ⑤Constraints ⑥Assumptions

Output: 1 scope baseline 2 project file updates

A milestone marks the formal completion of a deliverable or phase. Important checkpoints are milestones, important milestones are baselines

Work packages should be easy to completely assign to different people or organizational units, so it is required to clarify the direct interface of each work unit. Work packages should be very specific so that those responsible can understand their tasks, goals of effort, and responsibilities. The 8/80 rule (80-hour rule) recommends that the size of a work package should take at least 8 hours to complete, and the total completion time should not be greater than 80 hours

A management control point. At this control point, scope, budget (resource planning), actual costs, and schedule are integrated and compared to earned value to measure performance. The control account is an element at a certain level of the WBS, which can be a work package or an element at a higher level than the work package.

Under the control account, there are WBS components where the work content is known but detailed progress activities are not yet available. Planning packages are WBS elements below the control account and above the work packages. The planning package is temporarily used for planning. As the situation becomes clearer, the planning package will eventually be broken down into work packages and corresponding specific activities.

Also called WBS glossary, a document describing the various components of WBS. For each component of the WBS, include account code identification, work description, assumptions and constraints, responsible person or organizational unit, schedule milestones, related schedule activities, required resources, cost estimates, quality requirements, acceptance criteria, technology References, protocol information, etc. (WBS dictionary is actually equivalent to Xinhua dictionary, which is a description of each element in WBS)

WBS Dictionary - A document detailing deliverables, activities and progress information for each WBS component (helps evaluate the impact of changes)

①Identify and analyze deliverables and related work.

④ Develop and assign identification codes for WBS components.

①Functional or technical principles: When creating a WBS, you need to consider separating the work of different people.

③ System or subsystem: The overall system is divided into several main subsystems, and then each subsystem is decomposed.

① Each stage of the project life cycle is used as the second level of decomposition, and products and project deliverables are placed on the third level.

③Integrate various components that may be implemented by organizations other than the project team (for example, outsourcing work), and then as part of the outsourcing work, the seller needs to prepare the corresponding contract WBS.

Tree structure (organizational structure chart): WBS has clear levels, intuitiveness and strong structure, but it is not easy to modify. For large and complex projects, it is difficult to express the full picture of the project (small projects).

Tabular format (list format): The tabular format is less intuitive, but it can reflect all the work elements of the project (large projects).

①The WBS must be deliverable-oriented: the sum of all lower-level elements must 100% represent the upper-level elements.

②The WBS must conform to the scope of the project. The WBS must include, and only include, activities required to complete the project's deliverables

③The bottom layer of WBS should support planning and control. WBS is the bridge between the project management plan and the project scope. The bottom layer of WBS must not only support the project management plan, but also enable management to monitor and control the project progress and budget.

④Someone must be responsible for the elements in the WBS, and only one person, although in fact multiple people may be required to participate.

⑤WBS guidance, WBS should be controlled at 4 to 6 layers. Of course, large projects can exceed 6 floors.

⑥WBS should include project management work (because management is part of the specific work of the project), as well as subcontracted work.

⑦ The preparation of WBS requires the participation of all (main) project stakeholders and the participation of project team members.

⑧WBS is not static. After the WBS is completed, the WBS may still need to be modified.

Output: 1 Accepted deliverables 2 Change requests 3 Work performance information 4 Project document updates

Project managers: Pay attention to whether the deliverables are sufficient and must be completed, whether time, funds and resources are sufficient, major potential risks and prepared solutions.

Output: 1 Work performance information 2 Change requests 3 Project management plan updates 4 Project document updates 5 Organizational process asset updates

③Manage the actual changes when scope changes occur, ensuring that all requested changes are processed in accordance with the overall change control process of the project