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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- bacteria
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PMP Chapter 5 Project Scope Management
- bacteria
This is a mind map about bacteria, and its main contents include: overview, morphology, types, structure, reproduction, distribution, application, and expansion. The summary is comprehensive and meticulous, suitable as review materials.
- Plant asexual reproduction
This is a mind map about plant asexual reproduction, and its main contents include: concept, spore reproduction, vegetative reproduction, tissue culture, and buds. The summary is comprehensive and meticulous, suitable as review materials.
- Reproductive development of animals
This is a mind map about the reproductive development of animals, and its main contents include: insects, frogs, birds, sexual reproduction, and asexual reproduction. The summary is comprehensive and meticulous, suitable as review materials.
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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.