MindMap Gallery Chapter 5 Project Scope Management
PMP study notes Chapter 5: Project scope management, let’s take a look at the key points: 1. The difference and relationship between requirements management plan and scope management plan «««« 2. Differences in life cycle scope management of different types «««« 3. Common methods and tools for identifying needs ««« 4. Files included in the scope baseline ««« 5. WBS decomposition principles and included elements «««« 6. Rules and functions of WBS account coding «««« 7. Rules of Responsibility Allocation Matrix RAM ««« 8. Time to confirm range ««««« 9. Confirm the relationship between scope and quality control««« 10. Confirm the relationship between scope and project acceptance««««
Edited at 2023-03-21 11:35:52One Hundred Years of Solitude is the masterpiece of Gabriel Garcia Marquez. Reading this book begins with making sense of the characters' relationships, which are centered on the Buendía family and tells the story of the family's prosperity and decline, internal relationships and political struggles, self-mixing and rebirth over the course of a hundred years.
One Hundred Years of Solitude is the masterpiece of Gabriel Garcia Marquez. Reading this book begins with making sense of the characters' relationships, which are centered on the Buendía family and tells the story of the family's prosperity and decline, internal relationships and political struggles, self-mixing and rebirth over the course of a hundred years.
Project management is the process of applying specialized knowledge, skills, tools, and methods to project activities so that the project can achieve or exceed the set needs and expectations within the constraints of limited resources. This diagram provides a comprehensive overview of the 8 components of the project management process and can be used as a generic template for direct application.
One Hundred Years of Solitude is the masterpiece of Gabriel Garcia Marquez. Reading this book begins with making sense of the characters' relationships, which are centered on the Buendía family and tells the story of the family's prosperity and decline, internal relationships and political struggles, self-mixing and rebirth over the course of a hundred years.
One Hundred Years of Solitude is the masterpiece of Gabriel Garcia Marquez. Reading this book begins with making sense of the characters' relationships, which are centered on the Buendía family and tells the story of the family's prosperity and decline, internal relationships and political struggles, self-mixing and rebirth over the course of a hundred years.
Project management is the process of applying specialized knowledge, skills, tools, and methods to project activities so that the project can achieve or exceed the set needs and expectations within the constraints of limited resources. This diagram provides a comprehensive overview of the 8 components of the project management process and can be used as a generic template for direct application.
Chapter 5: Project Scope Management
scope management process
5.1. Planning scope management
enter
1. Project charter
2. Project management plan
quality management plan
Project life cycle description
development method
3. Business environment factors
4. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Data analysis
Alternatives analysis
3. Meeting
output
1. Scope management plan
2. Demand management plan
planning process group
5.2. Collect requirements
enter
1. Project charter
2. Project management plan
scope management plan
demand management plan
3. Project files
Hypothetical log
Lessons Learned Register
Interested Party Register
4. Business documents
business case
5. Agreement
6. Business environment factors
7. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Data collection
Brainstorming
Interview
focus group
Questionnaire
Benchmarking
3. Data analysis
File analysis
4. Decision-making
vote
Multi-criteria decision analysis
5. Data performance
Affinity diagram
mind Mapping
6. Interpersonal and team skills
nominal group technique
observe, talk
guide
7. System interaction diagram
8. Prototype method
output
1. Requirements documents
2. Requirements tracking matrix
planning process group
5.3. Define scope
enter
1. Project charter
2. Project management plan
scope management plan
3. Project files
Hypothetical log
requirements document
risk register
4. Business environment factors
5. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Data analysis
Alternatives analysis
3. Decision-making
Multi-criteria decision analysis
4. Interpersonal and team skills
guide
5. Product analysis
output
1. Project scope statement
2. Project file update
Hypothetical log
requirements document
Requirements Tracking Matrix
Interested Party Register
planning process group
5.4. Create WBS
enter
1. Project management plan
scope management plan
2. Project files
project scope statement
requirements document
3. Business environment factors
4. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Decomposition
output
1. Scope benchmark
2. Project file update
Hypothetical log
requirements document
planning process group
5.5. Confirmation scope
enter
1. Project management plan
scope management plan
demand management plan
Scope Baseline
2. Project files
Lessons Learned Register
quality report
requirements document
Requirements Tracking Matrix
3. Verified deliverables
4. Work performance data
Tools & Techniques
1. Check
2. Decision-making
vote
output
1. Acceptable deliverables
2. Work performance information
3. Change request
4. Project file update
Lessons Learned Register
requirements document
Requirements Tracking Matrix
monitoring process group
5.6. Control scope
enter
1. Project management plan
scope management plan
demand management plan
change management plan
configuration management plan
Scope Baseline
performance measurement benchmarks
2. Project files
Lessons Learned Register
requirements document
Requirements Tracking Matrix
3. Work performance data
4. Organizational process assets
Tools & Techniques
1. Data analysis
Deviation analysis
trend analysis
output
1. Work performance information
2. Change request
3. Project management plan update
scope management plan
Scope Baseline
progress baseline
cost basis
performance measurement benchmarks
4. Project file update
Lessons Learned Register
requirements document
Requirements Tracking Matrix
monitoring process group
Core Concepts of Scope Management
Scope management goals
What to do?
Just what to do?
Help project managers and project teams control the total amount of work we have to do. You can’t do more or less.
Scope management includes
Product Scope: The features and functions of a product, service, or result.
Project Scope: The work that must be completed to deliver a product, service, or result. For example: planning, budgeting, controlling deviations, and managing changes.
scope management process
Ensure that: The project team, project sponsor, and project stakeholders have a shared understanding of the project's deliverables and the work performed to produce those deliverables.
Comparison of scope management in different life cycles
planning scope management
Planning scope management concepts
scope management plan
Customized detailed scope statement
Create WBS and WBS dictionaries
Create a responsibility assignment matrix
Formal acceptance of deliverables
Handle changes to project scope
demand management plan
Plan, track and report on requirements
Configuration management activities
Requirements prioritization process
Determine product measurements
Tracking structure of tracking matrix
Scope comes from requirements, but scope¹requirements, because some requirements cannot be met Demand is what customers want, scope is what we want to do
scope management plan
Scope management planning solution?
The definition of scope statement, as well as the format and process of WBS and WBS dictionary
Scope baseline generation and approval process
Rules and procedures for scope change management
Acceptance criteria and processes for deliverables
Acceptance documents
Gather requirements
Characteristics of demand
Diversity
Complexity
Concealment
difference
variability
Contradiction
demand management plan
Plan, track and report on requirements
Configuration management activities
Requirements prioritization process
Determine product measurements
Tracking structure of tracking matrix
How to identify needs?
The tears shed by the project manager are mostly the water that entered the brain during the requirements analysis.
How to identify needs
Brainstorming: Also called Zhuge Liang meeting, brainstorming.
Interview: Ask the person who knows the request
Focus group: The meeting is more focused and focuses on a certain topic.
Questionnaire survey: suitable for large-volume and wide-ranging, rapid needs to collect the needs of many people
Benchmark comparison: learn from competitors and the best in the industry. Just imitating the appearance is called copycat
Joint application design or development: discuss design with customers and solve problems together
Quality function deployment
Quality function deployment steps
1. Product planning matrix
mind mapping tool
2. Parts planning matrix
3. Process planning matrix
4. Process and quality planning matrix
requirements management process
Brainstorming
Affinity diagram: Scattered needs are integrated according to internal laws
mind Mapping
Demand decisions and performance
vote
dictatorship
Multi-criteria decision-making: there are multiple options to choose from
Requirements Document: Requirements Traceability Matrix
Interpersonal and team skills
Interpersonal relations and team skills refer to: when we identify many needs, which of these needs need to be met and which of which may have to be given up and rejected, we need all relevant people to sit down together to negotiate and come to a conclusion. Temporary work performed to create a unique product, service or result
How to identify needs
nominal group
1. Group members should stop breathing and think independently.
2. Write down alternative plans or opinions.
3. Take turns to state your plans or opinions
4. Group members vote on all alternatives
5. The alternative with the most votes will be selected.
6. Of course, the management team still has the right to veto this plan
The opposite of brainstorming
Observation
guided seminar
Call people from various majors and departments together to analyze the needs of our project and combine everyone's opinions. There must be a moderator to maintain order at the meeting.
feature
cross-department
Interprofessional
Opposite of focus group
System interaction diagram and prototype method
System interaction diagram: Analyze and deconstruct the actual work processes and patterns to finally generate a development requirement for our system.
prototype method
Storyboard: Visual Script
Gather requirements
expert judgment
data collection
data analysis
decision making
Data performance
Human-computer relations and team skills
System interaction diagram
prototype method
Requirements management in agile scenarios
Carnot model
Inspiration: When we have limited time and limited manpower, which attribute should be given priority? Required attribute. Because the product cannot be sold if the data does not have it, we also need to consider the desired attributes and attractive attributes. No reverse attribute
Desired properties
Charm attributes
indifference property
Required attributes
reverse attribute
Lean Canvas
1. User segmentation
2. Demand pain points
3. Solution
4. Value proposition
5. Market channels
6. Source of income
7. Cost structure
8. Key indicators
9. Barriers to competition
MMR (minimum releasable version)
MVP (minimum viable product)
The concept of MVP: Before developing a product, don’t rush to invest resources to develop the product’s functions, but use the minimum cost to verify whether users really have this need.
minimum viable product
Not necessarily a real product
The first deliverable version actually developed
Moscow Law
What is the Moscow Rule: prioritizing user needs and letting everyone guide us on what to do first?
Moscow development includes
Must Have: Features that the first version must deliver
should have
You may have
Shouldn't have
Product to-do list
Product Backlog Features
Appropriate detail: The higher the priority to-do item, the more detailed the description;
Estimated: Items in the product backlog are estimated. These estimates are coarse-grained and are usually expressed in the form of story points or ideal days.
Emergent: Items in the Product Backlog are dynamic and constantly evolving. Prioritization can be adjusted at any time based on customer feedback, and items can be continuously revised, refined, or even removed.
Sort by priority: The most important items have the highest priority, are at the top of the product backlog, and are implemented first.
Who is responsible for the to-do list? This role is called PO (Product Owner). The PO's task is to collect, maintain, organize and prioritize, and maintain a to-do list. Which functions must be implemented immediately in the near future, and which functions must be implemented in the future
The product backlog is dynamically changing at any time
Product Backlog Priority Maintenance Principle: WSJF Principle (Shortest Job First Principle)
WSJF principles
The meaning of the WSJF principle: the cost of delayed gratification divided by the duration required to develop the activity. This means that for every day of delay in delivery, the loss caused by the delay will be
The higher the ratio, the more urgent the customer needs for this function, and they should go to the front and do it first.
User Stories and User Story Maps
user stories
User stories are a very commonly used tool for managing requirements in agile project development.
There is a fixed syntax: As a <role>, I want <activity> to facilitate <business value>.
User story card
Each user story can be written on a sticky note, and then the sticky note is stuck on that big white paper. The team categorizes user stories based on affinities between requirements.
User story map
Select the smallest release unit of MMR to be developed first, and the functions and basic functions to be implemented first in the first version.
Define scope
project scope statement
The project scope baseline includes
project scope statement
Work breakdown structure WBS
WBS Dictionary
focus
The project scope statement contains
Product range description
Acceptance Criteria
Deliverables
Project Exclusions
Constraints
Assumptions
Project charter vs project scope statement
Both files will have the same content --> Progressive detailed process
The process of progressive elaboration
It is a rough general programmatic requirement in the charter, and it has a specific and detailed definition in the project scope statement.
There are high-level definitions in the charter, which refer to the WBS (work breakdown structure) in our project scope management.
WBS
Create WBS
WBS work breakdown structure
What are the elements of WBS?
Deliverables
Subproject
Control Account: A control account is an administrative control point. Select a certain layer as the control account For example: by team
work package
The lowest level unit of WBS, the work package is the lowest level unit managed by the project manager.
In actual project management, work packages must be divided down, and the further division of work packages is called activities.
Work packages go to the project manager, activities go to the execution team, and tasks go to individuals
What level does a project manager manage? That's the work package. In other words, the work package is the lowest level element of our WBS
planning package
It is a hierarchical concept with work package
The planning package is when we are doing decomposition. This means that during the planning stage of the project, we have already thought of some work. This must be done sooner or later, but at this moment we do not have the ability to evaluate it in detail. How many days will this work take and how many people will be needed? Take advantage of the pitfalls first. This method is called planning package.
The elements contained in the WBS do not include activities and tasks
Activity
Activities are components of work packages or planning packages. Activities can be further divided into tasks.
Work packages go to project managers, activities go to execution teams, and tasks go to individuals.
Task
Tasks are often components into which activities are further broken down.
Work packages go to the project manager, activities go to the execution team, and tasks go to individuals
WBS decomposition method
Tree decomposition WBS
Directory decomposition WBS
Each element and unit has a unique number
WBS decomposition coding rules
WBS decomposition principle: 100% principle
Account code
Each component in each layer of WBS has a unique code, and this code is called an account code.
Through account coding, the team can quickly locate the position and affiliation of an element in the WBS work breakdown structure
WBS is the basis of project management information system
WBS form
Tree decomposition WBS
Directory decomposition WBS
RAM Responsibility Assignment Matrix
The work is clear at a glance, each row of black triangles is only once, and only once
Every job must have a person in charge, but this person must be the only one
WBS Dictionary
Documents detailing deliverable activities and progress information for each WBS component
The value of WBS
1. Source of benchmark
Scope baseline: the core statement of WBS
progress baseline
cost basis
Determine based on scope benchmark
2. Basis of planning: All plans such as schedule, cost, quality, risk, etc. must be prepared based on benchmarks
3. Presentation of work: WBS presents the work covered by the project in a hierarchical and structured manner.
4. Basis for control: Whether the project work should be done should be compared with the scope benchmark. If there is no scope benchmark, it should not be done.
5. Team guidelines: The team determines work goals and division of labor based on the WBS.
Confirm scope
Confirm scope
Concept: Every time you complete a deliverable, you should confirm it with the customer, your Party A, to ensure that the work you do meets the customer's requirements.
Scope validation vs quality control
Scope confirmation VS project acceptance: at the end of each stage, the delivered results must be confirmed with the customer
Control range
Control scope: Control scope is the process of monitoring the scope status of projects and products and managing changes to the scope baseline.
scope creep
What are the methods of scope creep?
Scope gold plating: refers to the work that the customer does not require, and the project team adds it themselves. Be proactive
Scope creep: Customers change their needs at any time, causing the scope to expand. Passive
All have changed scope and have not gone through the change control process.
What to do about scope creep?
Scope gold plated
1. Please the customers: If the customers are dissatisfied, they give you this and that in order to ease the relationship.
2. Configuration obsessive-compulsive disorder: Upgrading some functions makes other functions incompatible, and you force yourself to upgrade.
3. Show off your talents
range crawl
No change control process
Key learning points in this chapter
1. The difference and relationship between requirements management plan and scope management plan ««««
2. Differences in life cycle scope management of different types ««««
3. Common methods and tools for identifying needs «««
4. Files included in the scope baseline «««
5. WBS decomposition principles and included elements ««««
6. Rules and functions of WBS account coding ««««
7. Rules of Responsibility Allocation Matrix RAM «««
8. Time to confirm range «««««
9. Confirm the relationship between scope and quality control«««
10. Confirm the relationship between scope and project acceptance««««