Scope Management
Process: Control Scope/Output?
(Scope) Change Requests
Define Scope (iteration)
1. Develop Project Charter --Project Charter--2. Identify Stakeholders--Stakeholder Register--3. Collect Requirements--Requirements Documentation--4. Define Scope Develop project charter, identify stakeholders, and collect requirements must be performed before it is possible to perform Define Scope.
Create WBS (iteration)
1. Develop Project Charter--project charter--2. identify stakeholders--stakeholder register--3. Collect Requirements--Requirements Documentation--4. Define Scope--Project Scope Statement--5. Create WBS
Context Diagrams
A context diagram is the generic term for a use case diagram which shows systems and the "actors" that interact with the system. Each actor may be a user or another system.
Product Analysis (definition)
A detailed analysis of the project's product, service, or result, with the intent of improving the project team's understanding of the product and helping to capture that understanding in the form of requirements. The tools that may be used in product analysis commonly include: Product Breakdown Systems Analysis Requirements Analysis Systems Engineering Value engineering Value Analysis
WBS Dictionary
A document that details the contents of the WBS. Just as a language dictionary defines words, a WBS dictionary provides detailed information about the nodes on a WBS. For each node in the WBS, the dictionary might include the number of the node, the name of the node, the written requirements for the node, to whom it is assigned, and time, cost, and account information.
Process: Validate Scope/Output?
Accepted Deliverables
Scope Baseline
An important output that includes the project scope statement, the WBS, and the WBS dictionary. Baselines are made up of the original plan plus all approved changes.
Focus Groups (definition)
Are conducted by someone on the project team who meets with a group of stakeholders to discuss their needs and requirements. Focus groups are intended to create a safe environment for stakeholders to discuss their expectations of the project.
Group creativity techniques (explained)
Brainstorming- ideas are shared in a rapid-fire setting and are not discussed until everyone is out of ideas Nominal Group Technique - Where brainstormed ideas are voted upon and sorted by priority Delphi Technique - a means of gathering expert judgment where the participants do not know who the others are and therefore are not able to influence each other's opinion. The Delphi technique is designed to prevent groupthink and to find out a participant's real opinion. Idea and Mind Mapping - a technique of diagramming ideas and creating meaningful associations in a graphical format. A mind map helps the team see meaningful associations among ideas.
Stakeholder Register (definition)
Contains a list of all the project stakeholders, and it is these stakeholders who can explain the requirements and the underlying needs.
Stakeholder Management Plan (simply)
Informs how deeply the stakeholders should be involved in the requirements process.
Plan Scope Management (inputs/tools/outputs)
Inputs: Project Management Plan Project Charter Enterprise Environmental Factors Organizational Process Assets Tools: Expert Judgment Meetings Outputs: Scope Management Plan Requirements Management Plan
Validate Scope (inputs/tools/outputs)
Inputs: Project Management Plan Requirements Documentation Requirements Traceability Matrix Verified Deliverables Work Performance Data Tools: Inspection Group Decision-Making Techniques Outputs: Accepted Deliverables Change Requests Work Performance Information Project Documents Updates
Control Scope (inputs/tools/outputs)
Inputs: Project Mangement Plan Requirements Documentation Requirements Traceability Matrix Work Performance Data Organzational Process Assets Tools: Variance Analysis Outputs: Work Performance Information Change Requests Project Management Plan Updates Project Documents Updates Organizational Process Assets Updates
Create WBS (inputs/tools/outputs)
Inputs: Scope Management Plan Project Scope Statement Requirements Documentation Enterprise Environmental Factors Organizational Process Assets Tools: Decomposition Expert Judgment Outputs: Scope Baseline Project Scope Statement
Collect Requirements (inputs/tools/outputs)
Inputs: Scope Management Plan Requirements Management Plan Stakeholder Management Plan Project Charter Stakeholder Register Tools: Interviews Focus Groups Facilitated Workshops Group creativity techniques Group decision-making techniqes Questionnaires & Surveys Observation Prototypes Benchmarking Context Diagrams Document Analysis Outputs: Requirements Documentation Requirements Traceability Matrix
Expert Judgment (context with scope management)
Involves having experts work with the project team to develop portions of the project scope statement. These are typically experts on the technical matters that need to be documented.
Plan Scope Management (summarized)
Is a process that looks at the other (subsequent) five scope processes and plans the approach as to how they will be carried out. The timing of the process is looped; one of the outputs of Plan Scope Management is the scope management plan, as it's an input to Plan Scope Management. This process has several parts that are developed together. The unfinished project management plan is brought in, and the scope management plan is produced.
Create WBS (summary)
Main output is the Scope Baseline; arguably the most important component of the project plan. Risks, activities, costs, quality attributes, and procurement decisions all tie back to the WBS, and it is a primary tool for verifying and controlling the project's scope.
Collect Requirements (summary)
Mainly a process about understanding what is needed to satisfy the stakeholders and creating a document to reflect that understanding. Schedule, budget, quality specifications, risk factors, and resource planning will tie back to the requirements. It typically takes place quite early in the project because of the impact requirements have on the rest of the project. 1. Develop Project Charter --Project charter--2. Identify Stakeholders--Stakeholder Register--3. Collect Requirements
Process Groups and Scope Management Process - Executing
No affiliation with scope management
Process Groups and Scope Management Process - Initiating
No affiliation with scope management
Requirements Traceability Matrix
Once a requirement is collected, it's important to identify the source. That's what this document does. If a requirement is important enough to be documented, it is important to list the source here. It can also include information about who owns the requirement, the status of the requirement, etc.
Scope Management: Primary Outputs
Plan Scope Management -Scope Management Plan -Requirements Management Plan Collect Requirements -Requirements Documentation Define Scope -Project Scope Statement Create WBS -Scope Baseline Validate Scope -Accepted Deliverables Control Scope -Work Performance Info -Change Requests
Process Groups and Scope Management Process - Planning
Plan Scope Management Collect Requirements Define Scope Create WBS
WBS
Primarily constructed through decomposition, the practice of breaking down deliverables into progressively smaller pieces. This process continues until the deliverables are small enough to be considered work packages. A node may be considered a work package if it fits these criteria: 1. The work package cannot be easily decomposed any further 2. The work package is small enough to be estimated for tiem (effort) 3. The work package is small enough to be estimated for cost 4. The work package may be assigned to a single person
Process: Define Scope/Output?
Project Scope Statement
Document Analysis
Reading existing documentation is one way to gather requirements by understanding the requirements that currently exist.
Process: Collect Requirements/Output?
Requirements Documentation Requirements Traceability Matrix
Process: Create WBS/Output?
Scope Baseline
Process: Plan Scope Management/Output?
Scope Management Plan Requirements Management Plan
Requirements Management Plan (simply)
The Requirements management plan describes how the requirements will be collected and documented.
Facilitated Workshops (definition)
The goal behind these workshops is to co-locate all of the key stakeholders together and to elaborate the requirements. In order to have a successful facilitated workshop, it's essential to have a skilled facilitator. Examples of facilitated workshops: Joint Application Development and quality function deployment
Alternatives Generation (definition)
The goal here is to make sure that the team is properly considering all options as they relate to the project's scope.
Project Scope Statement
The scope baseline represents the combination of the project scope statement, the WBS, and the WBS dictionary. When the scope baseline is created, it is placed under control, meaning that changes to the scope are made according to the scope management plan.
Requirements Management Plan (definition)
This defines what activities the team will perform in order to gather and manage the project requirements. This document is only the plan for how the requirements will be managed and not the requirements themselves. Shows how all requirements will be gathered, how changes to the requirements will be handled, and how the requirements will be documented.
Project Scope Statement (summary)
This document is used to level-set among the project's stakeholders. It contains many details pertaining to the project and product deliverables, including: the goals of the project, the product description, the requirements for the project, the constraints and assumptions, and the identified risks related to the scope. The objective criteria for accepting the product should also be included in the project scope statement.
Control Scope (summary)
This process maintains control of the project by preventing scope change requests from overwhelming the project, and also about making certain that scope change requests are properly handled. This process makes certain all change requests are processed, and also that any underlying causes of scope change requests are understood and managed. It's an ongoing process that begins as soon as the scope baseline is created.
Summary of Requirements Documentation
This should include a description of: The root business problems being solved The source of the requirement The way each requirement addresses the problem How the business processes interact with the requirements Associated measurements for each requirement Business, legal, and ethical compliance Constraints and assumptions Anticipated impact of the requirement on others
Group Decision Making Techniques
To help drive group decisions forward, these various ones are: Unanimity Majority Consensus Plurality Dictatorship
Interviews (in this context with scope management)
Typically they're conducted by the project manager or business analyst with a subject matter expert. The subject matter expert can help explain what the product should contain and why it matters.
Process Groups and Scope Management Process - Monitoring & Controlling
Validate Scope Control Scope
Validate Scope (summary)
Validate Scope is the process of ensuring that the product, service, or result of the project matches the documented scope. It's often performed after control quality, but sometimes are performed simultaneously. If the project is canceled before completion, Validate Scope should be performed to document where the project was in relation to the scope at the point when the project ended This process would be performed after at least some of the product components have been delivered, although it may be performed several times throughout the life of the project.
Variance Analysis
can be used to measure differences between what was defined in the scope baseline and what was created. Variance analysis can be particularly useful in the process of control scope as a way to investigate and understand the root causes behind these differences.
Process Groups and Scope Management Process - Closing
no affiliation with scope management
Scope Management Plan (definition)
one of the 16 components of the project plan. It describes how the scope documents will be prepared and how the remaining scope processes will be carried out.
Decomposition
the sole tool used in creating the WBS, decomposition involves breaking down the project deliverables into progressively smaller components. In a WBS, the top-layer is very general, and each subsequent layer is more and more specific. The key to reading the WBS is to understand that every level is the detailed explanation of the level above it. To consider if you've decomposed your WBS enough, ask yourself this: 1. Are your work packages small enough to be estimated for time and cost? 2. Are the project manager and the project team satisfied that the current level of detail provides enough information to proceed with subsequent project activities? 3. Is each work package small enough to be able to be assigned to a single person or group that can be accountable for the results?
Benchmarking
this is all about looking outside of the project to understand best practices. These may come from other departments in the company or similar organizations within the same industry.
