Develop a scope management plan, a written description of the process by which the project scope will be defined, validated, and controlled

Inputs: project management plan, project charter, enterprise environmental factors, organizational process assets

Output: scope management plan, requirements management plan

Tools and Techniques: Expert Judgment, Meetings

The process of identifying, documenting, and managing the needs and requirements of stakeholders to achieve project objectives

Inputs: scope management plan, requirements management plan, stakeholder management plan, project charter, stakeholder register

Output: requirements document, requirements tracking matrix

Tools and techniques: interviews, focus groups, guided workshops, group innovation techniques, group decision-making techniques, questionnaires, observations, prototyping, benchmarking, system interaction diagrams, document analysis

The process of developing detailed project and product descriptions

Inputs: scope management plan, project charter, requirements documents, organizational process assets

Output: Project scope statement, project document updates

Tools and techniques: expert judgment, product analysis, alternative generation, guided workshops

The process of breaking down project deliverables and project work into smaller, more manageable components

Inputs: scope management plan, project scope statement, requirements documents, enterprise environmental factors, organizational process assets

Output: scope baseline, project file updates

Tools and Techniques: Breakdown, Expert Judgment

The process of formal acceptance of completed project deliverables

Inputs: project management plan, requirements documents, requirements tracking matrix, confirmed deliverables, work performance data

Outputs: Accepted deliverables, change requests, work performance information, project document updates

Tools and techniques: inspections (reviews, product reviews, audits, walk-throughs, inspections), group decision-making techniques

Monitor project and product scope status and manage the process of scope baseline changes

Inputs: project management plan, requirements documents, requirements tracking matrix, work performance data, organizational process assets

Outputs: work performance information, change requests, project management plan updates, project document updates, organizational process asset updates

Tools & Techniques: Bias Analysis

An interview typically involves asking interviewees predetermined and impromptu questions and recording their responses

Usually in a one-on-one format, there can also be multiple interviewees and/or multiple interviewers participating.

Interview experienced project participants, stakeholders or subject matter experts

Stakeholders are often busy and find it difficult to arrange time

The amount of information during the interview is large and recording is difficult.

Communication requires a lot of skills and sufficient domain knowledge, etc.

Problems encountered during interviews

Focus groups bring together pre-selected stakeholders and subject matter experts to understand their expectations and attitudes toward a proposed product, service, or outcome

Focus groups are conducted through interactive discussions led by a trained moderator

Facilitated workshops focus on discussing and defining product requirements by inviting key cross-functional stakeholders to participate in the meeting.

Workshops are an important technique for quickly defining cross-functional requirements and reconciling differences among stakeholders

You can also use the quality feature to conduct guided workshops

The benefit of this technology is the ability to identify and resolve issues faster than a single meeting

Quality Function Deployment Workshop Steps

Brainstorming

nominal group technique

Delphi technique

Concept/Mind Map

Affinity diagram

Multi-criteria decision analysis

It is the evaluation of multiple future action plans to achieve a desired outcome.

Group decision-making techniques can be used to develop, categorize and prioritize product requirements

Refers to direct observation of how individuals perform work and implement processes in their own environment

Also known as job tracking

Business requirements: including trackable business goals and project goals, execution of the organization's business rules, and the organization's guiding principles

Stakeholder needs, including impact on other areas of the organization, impact on groups internal or external to the performing organization, and stakeholder needs for communication and reporting

Solution requirements, including functional and non-functional requirements, technical and standards compliance needs, support and training needs, quality needs and reporting needs.

Project requirements, including service levels, performance, security and compliance, etc., as well as acceptance criteria

excessive demand

Assumptions, dependencies and constraints related to requirements

The requirements of each configuration item must be traceable in both directions to the requirements of the products (or components) involved.

Requirements tracking involves five types

The arrows in the figure represent 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.

In the left half of the figure, the user's original requirements can be traced back to the requirements document, so that requirements affected by changes during or after the project can be distinguished. Also the tracking between use cases and functional requirements

In the right half of the figure, because during the project implementation process, product requirements are transformed into implementation elements such as design and testing, so

The fourth type of contact chain traces back from product elements to requirements documents, allowing project team members to know the reason for the existence of each product element.

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 possible errors or omissions in requirement decomposition.

A requirements matrix is ​​a table that connects product requirements from their sources to the deliverables that satisfy them.

The requirements matrix includes

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

Ask and answer product-specific questions to develop a description of the influx, features, and other aspects of the product to be developed

Product analysis techniques include product decomposition, system analysis, requirements analysis, systems engineering, value engineering and value analysis

Both value engineering and value analysis activities are to further think and explore the value, function and cost of goods, and to brainstorm ideas in the form of group activities.

Value engineering is a value and cost innovation activity carried out in the product development and design stage.

Alternatives Analysis

Lateral thinking

Product range description

Acceptance Criteria

Deliverables

Project Exclusions

Constraints

Assumptions

Scope

communication basics

Plan and control development

Change basis

planning basics

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

It is recommended that the size of the work package should take at least 8 hours to complete, and the total completion time should not be greater than 80 hours

It is an element at a certain level of WBS. It can be a work package or an element at a higher level than a work package.

A control account is a management control point at which scope, budget (resource plan), actual costs, and schedule are integrated and compared to earned value to measure performance

It refers to the WBS component under the control account where the work content is known but detailed progress activities are lacking.

Planning packages are WBS elements below control accounts and above work packages

Account code

The sum of all elements in each layer is the sum of the work in the next layer

Each work element should be specifically assigned to one level and should not be assigned to multiple levels

A WBS needs to put in a scope description of the work so that everyone has a complete understanding of what is to be done

Identify and analyze deliverables and related work

Determine the structure and arrangement of the WBS

Decomposition from top to bottom

Develop and assign identification codes to WBS components

Verify that the level of decomposition of deliverables is appropriate

Functional or technical principles: For different stages, different personnel are needed, and consideration should be given to separating the work of different personnel.

organizational structure

System or subsystem: The total system is divided into several major subsystems, and then each subsystem is decomposed

WBS must be deliverable oriented

The WBS must fit within the scope of the project

The underlying layer of the WBS should support planning and control

Someone must be responsible for the elements in the WBS

WBS guidance

The WBS should include project management work as well as subcontracted work.

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

Changes and modifications can still be made after the WBS is completed.