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MindMap Gallery PMP Chapter 5 Project Scope Management

PMP Chapter 5 Project Scope Management

PMP core courses from famous American business schools. Project management talents have become one of the scarcest human resources in China. This is the message that has been continuously spread in our office talent market in recent years. In the past two years, project management has been successfully introduced into China by my country's Bureau of Foreign Experts Affairs, and the American Project Management Scanners Association has conducted PMP qualification certification examinations in China. A group of people who are interested in becoming business management elites will be fortunate enough to obtain the PMP certificate issued by the American Project Management Council. The distinctive feature of this book is that it is both theoretical and highly practical and operable, making it very suitable for project management training.

Edited at 2023-02-22 15:35:14

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PMP Chapter 5 Project Scope Management

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project scope management

Core idea

Scope definition (do and do all the work required)

Product Range

The features and functions of a product, service or result

Decide on project scope

Changes in itself may not necessarily cause changes in the project scope

Does not include project scope

Measurement Basis: Product Requirements Document

Project scope

Work that must be completed to deliver products, services or results with specified features and functions

Serve product range

Changes in oneself may not necessarily lead to changes in product scope

In a broad sense, it sometimes also includes product range

Measured against: Project Management Plan

Life cycle scope management comparison

Predictive life cycle

Project deliverables are defined at the beginning of the project and any scope changes are managed incrementally

Stable demand and mature technology

These processes are carried out from all requirements at the beginning of the project and updated as necessary through the real-time overall change control process

Confirm scope: as each deliverable is produced or at stage review points

Scope of control: ongoing

Final Scope Baseline: Project Scope Statement WBS WBS Dictionary

Adaptive/agile life cycle

Deliverables are developed through multiple iterations, with detailed scope defined and approved at the beginning of each iteration

Coping with a large number of changes and continuous involvement of relevant parties

At the beginning of each iteration, select the highest priority items in the product backlog to carry out these processes.

Confirmation and control scope: In each iteration, two processes will be repeated

Final scope baseline: unfinished items, including product requirements and user stories

Development trends and emerging practices

Improve competitive advantage by defining, managing and controlling demand activities

Business analysis activities can begin before project initiation and project manager appointment

Focus on collaboration with business analysis professionals

The requirements management process begins with needs assessment and ends with requirements closure.

The relationship between project managers and business analysts is a partnership.

Business Analyst Responsible for requirements management related activities

The project manager is responsible for ensuring that these activities are arranged in the project management plan and completed on time and within budget while creating value

Factors to Consider in Agile or Adaptive Context Factors

Intentionally shorten the time spent defining and negotiating scope early in the project, and increase the time spent creating processes for continued exploration and clarity of scope.

Purposefully build and review prototypes and make multiple releases to clarify requirements. Add requirements to unfinished items

Factors to consider when cutting

The process includes

Planning Scope Management (Planning Process Group)

The process of creating a scope management plan to document how project scope and product scope are defined, validated, and controlled.

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

output

scope management plan

Describe how the project scope will be defined, developed, monitored, controlled, and validated.

be careful

Scope management plan has no scope (scope is in scope baseline

Scope management plans can be formal or informal, very detailed or high-level.

Requirements Management Plan (Business Analysis Plan

Describe how project and product requirements will be analyzed, documented, and managed.

be careful

Requirements management plan has no requirements (requirements are in the requirements document

Content includes configuration management activities, requirements prioritization process, measurement indicators, etc.

Gather Requirements (Planning Process Group)

The process of identifying, documenting and managing the needs and wants of interested parties to achieve objectives.

What this process does: Lays the foundation for defining product scope and project scope.

need

Definition: According to a specific agreement or other mandatory specification, a product, service or result must have the conditions or capabilities.

Requirements include the quantified and documented needs and expectations of sponsors, customers, and other interested parties.

enter

project files

Interested Party Register

Used to understand which relevant parties can provide information on requirements and record the needs and expectations of relevant parties for the project

business documents

A business document that affects the requirements gathering process is the business case, which describes the necessary, expected, and optional criteria that should be met to meet business needs.

protocol

The business document that affects the requirements gathering process is the business case, which describes the necessary, expected, and optional standards that should be met to meet business needs.

Tools & Techniques

data collection

Brainstorming

Lots of creativity, ideas, and free speech

Interview

Direct chat, preset and impromptu questions, one-on-one, many-to-many, access to confidential information

focus group

Same function, same field, similar background, subject matter expert (SME), moderator leads interactive discussion

Questionnaire

The audience is diverse, needs to be completed quickly, geographically dispersed, and is suitable for statistical analysis

Benchmarking

Benchmarks can be internal or external, in the same industry or different industries, to identify best practices and formulate suggestions for improvement.

data analysis

File analysis

Analyze existing files

decision making

vote

unanimously agreed

Everyone agrees, Delphi (experts, anonymity, multiple rounds, convergence, elimination of bias)

Most agree

If it exceeds 50%, the number of people in the decision-making group is generally set to an odd number.

A relative majority agrees

Relative majority, usually used when there are more than two candidates.

autocratic decision making

Making decisions alone

Multi-criteria decision analysis

Decision matrix, multiple criteria, evaluation and ranking

Weight * score to find the total score comparison

Data performance

Affinity diagram

Grouping, classification

mind Mapping

Integrate, reflect commonalities and differences, stimulate new ideas, and brain map

Relationships and Teams Skill

nominal group

Facilitates brainstorming, voting, prioritization, 5-point scale, counting rounds

Observe (work shadowing) and talk

"Work following", difficulty or unwillingness to explain clearly, uncovering hidden needs

guide

concept

Used in conjunction with theme workshops, cross-functional, different departments, and coordinate stakeholder differences

scene

joint application design or Development (JAD

Software development industry, business subject matter experts and development teams are concentrated

Quality function deployment QFD

Manufacturing industry, collect customer needs (customer voice) to start, classify and sort

user stories

Requirements workshop, roles, goals, motivations

A short text description of the desired functionality

System interaction diagram

Topology map, product scope visualization

prototype method

Supports the concept of progressive elaboration. For example: storyboarding, which can reduce the risk of rework.

Steps (repeated cycle): 1. Model creation, 2. User experience, 3. Feedback collection, 4. Prototype modification (may require a change process)

output

Requirements document (single requirement)

Describe how various single requirements will satisfy project-related business needs

Only requirements that are clear (measurable and testable), traceable, complete, coordinated, and are willing to be recognized by the main stakeholders can be used as a benchmark.

Category of requirements

Business needs

senior management and needs of the entire organization

Stakeholder needs

Needs of interested parties or groups of interested parties

Solution requirements

Classification

Functional Requirements

Describe the features the product should have

non-functional requirements

The supplement to functional requirements is the environmental conditions or quality requirements required for the normal operation of the product.

The features, functions, and characteristics that a product, service, or outcome must have to meet business needs and stakeholder needs.

Transition and readiness needs

Describes the interim capabilities required to transition from "current state" to "future state", such as data transformation and training needs

Project requirements

Actions, processes or other conditions to be met, such as milestone dates, contractual obligations, constraints, etc.

quality requirements

Any conditions or standards that confirm the successful completion of project deliverables or achievement of other project requirements, such as testing, certification, validation, etc.

Requirements Tracking Matrix

It is a form that connects product demand from other sources to deliverables that can satisfy the demand.

Linking each requirement to business goals or project goals helps ensure that each requirement has business value

Provides a method to track requirements throughout the project life cycle (forward tracking, reverse tracking)

Helps ensure that every approved requirement in the requirements document is delivered at the end of the project.

The requirements documents and requirements tracking matrix generated when collecting requirements do not represent the true scope of the project.

Further clarification is needed on what is included in the project scope and what is excluded. (define scope)

Define Scope (Planning Process Group)

The process of developing detailed project and product descriptions

Main function: Describe the boundaries and acceptance criteria of products, services or results

Select the final project requirements from the requirements document and then specify a detailed description of the project and its products, services, or results

A detailed project scope statement should be prepared based on the key deliverables, assumptions, and constraints documented during project initiation

It is also necessary to analyze the completeness of existing risks, assumptions and constraints and make necessary additions or updates.

Requires multiple iterations of the define scope process (involving multiple iterations)

enter

Project Charter (High Level Requirements)

Contains a high-level description of the project, product characteristics, and approval requirements

project files

requirements document

Requirements that should be included in scope are identified

Tools & Techniques

data analysis

Alternatives Analysis

decision making

Multi-criteria decision analysis

Interpersonal and team skills

guide

Use facilitation skills in workshops and panels to coordinate key stakeholders with different expectations or different professional backgrounds to achieve cross-functional consensus on project deliverables and project and product boundaries.

product analysis

Transform high-level product descriptions into tangible deliverables. Product analysis techniques include product decomposition, system analysis, demand analysis, systems engineering, value engineering, value analysis, etc.

output

Scope statement (deliverables/acceptance criteria)

It is a description of the project scope, key deliverables, assumptions, and constraints. The entire scope is documented, including project and product scope.

Describes the project deliverables in detail and represents the consensus among project stakeholders regarding the scope of the project

To make it easier to manage stakeholder expectations, the project scope statement clearly identifies what work is outside the scope of the project.

Includes the following

Product range description

Progressively refine the characteristics of the product, service, or outcome described in the project charter and requirements document

Deliverables

Any unique and verifiable product, result or service capability that must be produced. Also includes ancillary results such as project management reports and documentation

Acceptance Criteria

A series of conditions that must be met before a deliverable can be accepted

Exclusions

Clearly stating what is outside the scope of the project helps manage stakeholder expectations and reduce scope creep.

Create WBS (Planning Process Group) (Work Breakdown Structure)

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

What this process does: Provides a structure for what is to be delivered

The WBS organizes and defines the overall scope of the project (the project scope statement only defines the scope, not the organizational scope)

The lowest level components of a WBS are called work packages, which include planned work

In the term work breakdown structure, work refers to the work products or deliverables that are the result of activities, rather than the activities themselves

Tools & Techniques

break down

Techniques for progressively dividing the project scope and project deliverables into smaller, more manageable components

work package

The lowest level component of a WBS, the cost and duration of which can be estimated and managed

Creating a WBS means breaking down the entire project work into work packages

five steps of decomposition

1. Identify and analyze deliverables and related work

2. Determine the structure and arrangement method of WBS

3. Refined and decomposed layer by layer from top to bottom.

4. Develop and assign identification codes to WBS components

5. Verify whether the degree of decomposition of deliverables is appropriate

The form of WBS structure

Consider each stage of the project life cycle as the second level of decomposition, with products and project deliverables on the third level.

Treat main deliverables as the second level of decomposition

Incorporate various lower-level components developed by organizations outside the project team (such as outsourced work)

Four things to note when creating a WBS

If using agile methods, long stories can be broken down into user stories

Different deliverables can be decomposed into different levels

It is not that the more detailed the decomposition is, the better. Too detailed decomposition will cause ineffective consumption of management efforts, inefficient use of resources, reduced work implementation efficiency, and will also cause difficulties in data aggregation at all levels of the WBS.

Deliverables or components that are completed in the future may not be decomposed (planning package) at present and require rolling planning

four main principles

100% principle

Have clear responsible person

80 hour rule

Don’t break it down too finely

How to create a WBS

top down

bottom up

output

Scope Baseline

project scope statement

Project scope

Main deliverables

Acceptance Criteria

Project Exclusions

WBS

work package

planning package

control account

Is a management control point (that can be linked to the organization's financial procedures) at which scope, budget, actual costs, and schedule are integrated and compared to earned value to measure performance

Each control account may include one or more work packages (or planning packages), but a work package can only belong to one control account

Performance test benchmark PMB: consists of scope benchmark, schedule benchmark and cost benchmark.

WBS Dictionary

Documents detailing deliverables, activities and progress information for each component in the WBS

Validation Scope (Monitoring Process Group)

The process of formal acceptance of completed project deliverables by the client or sponsor

What this process does: Increase the likelihood of acceptance of the final product, service or result by accepting each deliverable

enter

Verified deliverables

Deliverables that have been completed and checked as correct by the control quality process

Tools & Techniques

Inspection (review, product review, inspection)

Conduct activities such as measurement, review and validation to determine whether work and deliverables meet requirements and product acceptance criteria

output

Deliverables for acceptance

Deliverables that meet the acceptance criteria should be formally signed off by the client or sponsor

Formal documentation should be obtained from the client or sponsor evidencing formal acceptance of the project deliverables by the relevant parties

change request

If the acceptance fails, the processing steps are 1. Record (understand) the reason; 2. Follow the change process to remedy the defect.

Control scope (monitoring process group)

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

effect

Maintain scope baseline throughout the project

Ensure that all change requests, corrective actions, preventive actions are processed through the implementation of the overall change control process

Tools & Techniques

Deviation analysis

Used to compare a baseline with actual results to determine whether the deviation is within a critical value range or whether corrective or preventive action is necessary

trend analysis

Designed to examine changes in project performance over time to determine whether performance is improving or deteriorating

Determining the cause and extent of deviations from the scope baseline and deciding whether corrective or preventive actions need to be taken are important tasks of project scope control.

scope creep

Failure to make corresponding adjustments to time, cost and resources, and uncontrolled expansion of product or project scope

gold plated

Scope creep from within the team

Project personnel do project activities that do not solve actual problems and have no application value in order to please customers.

scope creep

Scope creep from reasons external to the team

It refers to customers constantly proposing small, imperceptible scope changes. If not controlled, the accumulation will cause the project to seriously deviate from the established scope baseline, leading to project loss of control and failure.

If scope creep has occurred, the bad changes need to be stopped and the change process revised. If the change process is not approved, the bad changes need to be canceled.