40 Questions - Scope Management

1. Progressive elaboration of product characteristics on your project must be coordinated carefully with the— a. Project scope definition b. Project stakeholders c. Scope change control system d. Customer's strategic plan

1. a. Project scope definition Progressive elaboration of a project's specification must be coordinated carefully with scope definition. It elaborates the characteristics of the product, service, or result as defined in the charter and requirements documents. The scope statement, the major output of the Define Scope process, describes the project's scope, major deliverables, and constraints. This means it includes both project and product scope. [Planning] PMI®, PMBOK® Guide, 2017, 154

10. Rather than use a WBS, your team developed a bill of materials to define the project's work components. A customer review of this document uncovered that a scope change was needed, because a deliverable had not been defined, and it led to the need to write a change request. This is an example of a change request that is required because it is the result of— a. An external event b. A change to the scope baseline c. A value-adding change d. An error or omission in defining the scope of the project

10. b. A change to the scope baseline The scope baseline consists of the scope statement, the WBS, and the WBS Dictionary. Since a Bill of Materials was used instead of a WBS, a change request is required since a Bill of Materials provides a hierarchical view of the physical assemblies, subassemblies, and components needed to build a manufactured product. The WBS instead is a deliverable-oriented grouping of project components used to define the total scope of the project, providing a structured vision of what has to be delivered. The purpose of the Control Scope process is to monitor the project's status and that of the product and manage changes to the scope baseline. Its benefit is the scope baseline then is maintained during the project. Using a bill of materials where a WBS would be more appropriate may result in an ill-defined scope and subsequent change requests. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2017, 167

11. Collecting requirements is critical in project scope management, but all the requirements may not be used as the project scope is defined. Assume once you defined your project's scope, you then began to develop your work breakdown structure. As you worked on it, you found it useful to review the— a. Scope management plan b. Requirements documentation c. Requirements management plan d. Requirements traceability matrix

11. b. Requirements documentation In preparing the WBS, it is helpful to review two project documents, one is the requirements documentation as the detailed requirements define how individual requirements meet the project's business need. The other document to review is the project scope statement. [Planning] PMI®, PMBOK® Guide, 2017, 157

12. Assume you are preparing the scope statement for your project. In it, you are describing the project's deliverables, assumptions, and constraints. You also want to include— a. Project exclusions b. The business need c. Stakeholder expectations d. Project management methodology

12. a. Project exclusions The purpose of the scope statement is to describe the project scope, deliverables, assumptions, and constraints, and it documents the entire project and product scope. It also provides a common understanding among stakeholders. In addition, it contains project exclusions or what is excluded from the project. They are included to state explicitly what is out of scope for the project, which then helps to manage stakeholder expectations and to reduce scope creep. [Planning] PMI®, PMBOK® Guide, 2017, 154

13. Assume you are working to collect the requirements for your project. As you do so, you realize your project's success is due to— a. Active stakeholder involvement b. Linking the requirements you collect to the requirement management plan c. Conducting facilitated workshops with stakeholders d. Preparing a requirements document template that you and your team can use throughout the Collect Requirements process

13. a. Active stakeholder involvement Collecting requirements involves determining, documenting, and managing stakeholder needs and requirements to meet the project's objectives. As you work to collect requirements, active stakeholder involvement is critical to overall success in the discovery and decomposition of needs into both project and product requirements. It also involves taking care in determining, documenting, and managing requirements of the project's product, service, or result. [Planning] PMI®, PMBOK® Guide, 2017, 113

14. You want to structure your project so that each project team member has a discrete work package to perform. The work package is a— a. Work defined at the lowest level of the WBS b. Task with a unique identifier c. Required level of reporting d. Task that can be assigned to more than one organizational unit

14. a. Work defined at the lowest level of the WBS A work package is the work defined at the lowest level of the WBS. It is used to estimate and manage the cost and duration of the work defined at this level. [Planning] PMI®, PMBOK® Guide, 2017, 158

15. Quality function deployment is one approach for collecting requirements. Assume that you have studied the work of numerous quality experts, such as Deming, Juran, and Crosby, and your organization has a policy that states the importance of quality as the key constraint of all project constraints. You and your team have decided to use quality function deployment on your new project to manufacture turbines that use alternative fuels. The first step you should use is to --- a. Determine the voice of the customer b. Build the house of quality c. Address the functional requirements and how best to meet them d. Hold a focus group of prequalified stakeholders

15. a. Determine the voice of the customer Facilitation is a tool and technique in Collect Requirements. These are focused sessions with stakeholders to define product requirements. If conducted appropriately, they can quickly define functional requirements and reconcile stakeholder differences in an interactive way. Quality function development is an example of a facilitation technique as it is used to help determine critical characteristics for new product development. It begins by collecting customer needs and is also known as the voice of the customer. The next step is to sort these needs and prioritize them, so goals can be set to achieve them. [Planning] PMI®, PMBOK® Guide, 2017, 145

16. On the WBS, you have decided to structure it by phases of your project. In this approach— a. Deliverables are at the third level b. Subcomponents are at the first level c. Major deliverables are at the second level d. Project organizational units are at the third level

16. a. Deliverables are at the third level The WBS includes all work needed to be done to complete the project. The WBS structure can be set up using different approaches. If a phase approach is used, the phases of the project life cycle are shown at the second level of decomposition with product and project deliverables at the third level. [Planning] PMI®, PMBOK® Guide, 2017, 159

17. Change is inevitable on projects. Uncontrolled changes are often referred to as --- a. Rework b. Scope creep c. Configuration items d. Emergency changes

17. b. Scope creep Project scope creep is typically the result of uncontrolled changes in product or project scope without adjustments to time, cost, or resources. Scope control works to control the impact of any project scope changes, manage actual changes when they occur, and it is integrated with other control processes. Scope control then ensures all requested changes and recommended corrective or preventive actions are processed through the Perform Integrated Change Control process. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2017, 168

18. You are going to be using a number of contractors on your project to produce a car that uses natural gas as its fuel supply since your country has an abundance of it available. You are working on preparing your WBS for this project as you have completed the scope statement. In your WBS, the most effective approach to use is to— a. Link the WBS to the bill of materials b. Integrate subcomponents c. Use your organization's template d. Focus on major deliverables

18. b. Integrate subcomponents The key words in this question are a number of contractors. This means the WBS is developed by integrating subcomponents that are developed from outside of the project team, such as the use of contractors. The contractor or seller then develops its WBS from the supporting contract WBS as part of the contracted work. The various subcomponents are then incorporated to form the project's WBS. [Planning] PMI®, PMBOK® Guide, 2017, 159

19. In Control Scope it is important to determine the cause of any unacceptable variance relative to the scope baseline. This can be done through— a. Root-cause analysis b. Control charts c. Inspections d. Data analysis

19. d. Data analysis Data analysis is the tool and technique for Control Scope. It consists of variance analysis and trend analysis. Variance analysis compares the baseline to the actual results and whether the variance is within the accepted threshold. Its purpose is to see whether corrective or preventive action is needed. Trend analysis evaluates project performance over time to assess if performance is improving or is deteriorating. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2017, 170

2. You are examining multiple scope change requests on a project you were asked to take over because the previous project manager decided to resign. To assess the degree to which the project scope will change, you need to compare the requests to which project document? a. Preliminary scope statement b. WBS c. Change management plan d. Scope management plan

2. b. WBS The WBS, along with the approved scope statement and the WBS dictionary, defines the project's scope baseline, which provides the basis for any changes that may occur on the project. Formal change control procedures should be used if the scope baseline requires change. It is a component of the project management plan. [Planning] PMI®, PMBOK® Guide, 2017, 161

20. To assist your software development team in collecting requirements from potential users and to ensure that agreement about the stakeholders' needs exists early in the project, you decide to use an interpersonal and team skill. Numerous techniques are available, but you and your team choose a voting process to rank the most useful ideas for further prioritization. This approach is known as— a. Brainstorming b. Nominal group technique c. Delphi technique d. Affinity diagram

20. b. Nominal group technique The nominal group technique enhances brainstorming with a voting process, which is used to rank the most useful ideas for further brainstorming or for prioritization. It is an interpersonal and team skill as a tool and technique in Collect Requirements. In this approach, people who are participating receive a question or problem, and each person in silence generates and writes down his or her ideas. Next, the moderator writes down the ideas and records them typically on a flip chart. The people involved then discuss each recoded idea until they understand it. Finally, people vote privately to prioritize the ideas and may use a scale such as one to five, where one has the lowest interest, and a five has the highest interest. Voting follows and may take several rounds to reduce the number of ideas and focus on the ones with the highest votes. After each round, the moderator tallies the votes, and the ideas with the highest scores are selected. [Planning] PMI®, PMBOK® Guide, 2017, 144-145

21. You have been appointed project manager for a new project in your organization and must prepare a project management plan. You decide to prepare a WBS to show the magnitude and complexity of the work involved. No WBS templates are available to help you. To prepare the WBS, your first step should be to— a. Determine the cost and duration estimates for each project deliverable b. Identify and analyze the deliverables and related work c. Identify the components of each project deliverable d. Determine the key tasks to be performed

21. b. Identify and analyze the deliverables and related work Identifying and analyzing the deliverables and related work is the first step in the decomposition of a project, a tool and technique in the Create WBS process. Decomposition divides and subdivides the scope and deliverables into smaller parts that are more manageable. The deliverables should be defined in terms of how the project will be organized. For example, the major project deliverables may be used as the second level. Once the deliverables and related work are identified, the other steps in decomposition are to structure and organize the related work, decompose upper WBS levels into lower-level detailed components, develop and assign identification codes to the WBS components, and verify the degree of decomposition of the deliverable is appropriate. [Planning] PMI®, PMBOK® Guide, 2017, 160

22. You want to avoid scope creep on your project and are working hard to do so. Your sponsor has asked for regular reports as to how the project is performing according to the scope baseline. You decide to use— a. Variance analysis b. Inspection and peer review results c. Work performance information d. The impact analysis results of proposed change requests

22. c. Work performance information Work performance information is an output of the Control Scope process. It includes correlated and contextualized information on how the project scope is performing against the scope baseline. It may include categories of changes received, identified scope variances and their causes, the impact on schedule or cost, and a forecast of future scope performance. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2017, 170

23. You are leading a project team to identify potential new products for your organization. One idea was rejected by management because it would not fit with the organization's core competencies. You now have a project to make your organization one that is comfortable with using disruptive technologies, which was approved. Now you are working on your scope statement and as you do so, it is helpful to consider— a. The assumption log b. Project life cycle definition c. Marketplace conditions d. Development approach

23. a. The assumption log Assumptions are factors that for planning purposes are considered to be true, real, or certain without proof or demonstration. They are listed in a separate log, which is one of the project documents that is an input to Define Scope. This log contains both assumptions and constraints concerning the product, project environment, and other factors that may influence the scope of the product or the project. This log is used throughout the project and is updated often. [Planning] PMI®, PMBOK® Guide, 2017, 152

24. Validate scope— a. Improves cost and schedule accuracy, particularly on projects using innovative techniques or technology b. Is the last activity performed on a project before handoff to the customer c. Documents the characteristics of the product, service, or result that the project was undertaken to create d. Differs from Perform Quality Control in that Validate Scope is concerned with the acceptance—not the correctness—of the deliverable

24. d. Differs from Perform Quality Control in that Validate Scope is concerned with the acceptance—not the correctness—of the deliverables Documentation that the customer or the sponsor has accepted completed deliverables is an output of Validate Scope. Acceptance criteria are formally signed off and approved by the customer or sponsor. The formal documentation also is received from the customer or sponsor acknowledging formal stakeholder acceptance of the deliverables of the project. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2017, 166

25. Although you and your team are actively working to control the scope of your project, change is inevitable on projects. You have had some change requests from your sponsor, team members, and other stakeholders. You have processed these change requests. This means you also need to update which of the following documents? a. Scope management plan b. Requirements traceability matrix c. WBS d. Scope statement

25. b. Requirements traceability matrix Updates to project documents is an output of the Control Scope process. One of these documents is the requirements traceability matrix. It may need updates to reflect changes in requirements documents. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2017, 171

26. One approach that can be used to detect the impact of any change from the scope baseline on the project objectives is— a. Requirements traceability matrix b. Review of formal and informal scope control processes and guidelines c. A formal configuration management plan d. Well-documented requirements

26. a. Requirements traceability matrix It is an input to the Control Scope process as it helps to detect the impact of any change or deviation from the scope baseline to the project objectives. It also may provide the status of any requirements being considered. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2017, 169

27. Throughout the project, you are focusing on the Monitoring and Controlling process, which include Control Scope. You have processed some change requests and now also need to update some parts of the project management plan, one of which is the— a. Requirements management plan b. Lessons-learned register c. Cost baseline d. Requirements documents

27. c. Cost baseline The cost baseline is included in the project management plan. It may need updates as part of the Control Scope process. Changes in the cost baseline are incorporated if there are approved scope changes, as in this question. Changes also may be needed to the cost baseline if there are changes in resources or cost estimates, both of which may be necessary from the scope changes. It some cases while controlling the scope, the cost variances that result may be so severe that a revised cost baseline is needed for a realistic basis for performance measurement. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2017, 171

28. Validate Scope is performed throughout the project. However, there are several outputs from the Validate Scope process, one of which is— a. Inspection reports b. Voting results c. Work performance data d. Deliverables that have not been formally accepted

28. d. Deliverables that have not been formally accepted In the Validate Scope process, change requests are an output. They include documentation of the completed deliverables that have not been documented and the reasons why they were not accepted. These deliverables then may be ones that require a change request for defect repair. The change requests are processed through the Integrated Change Control process. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2017, 166

31. Your customer signed off on the requirements document and scope statement of your video game project last month. Today she stated she would like to make it an interactive game that can be played on a television, smart phone. and on a computer. This represents a requested scope change that at a minimum— a. Should be reviewed according to the Perform Integrated Change Control process b. Results in a change to all project baselines c. Requires adjustments to cost, time, quality, and other objectives d. Results in a lesson learned

31. a. Should be reviewed according to the Perform Integrated Change Control process A requested change is an output from the Control Scope process. Such a change should be handled according to the Perform Integrated Change Control process and may result in an update to the scope baseline and schedule baselines or other components of the project management plan. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2017, 170

29. Your project is now under way, and you are working with your team to prepare your requirements management plan. One component of this plan you want to include is— a. Metrics to use b. A set of procedures by which project scope and product scope may be changed c. Requirements traceability matrix d. Requirements documentation

29. a. Metrics to use The requirements management plan defines how requirements will be analyzed, documented, and managed. It includes among other items the metrics to be used and the rationale for using each of them. Some organizations refer to this plan as a business analysis plan. [Planning] PMI®, PMBOK® Guide, 2017, 137

3. You and your project team recognize the importance of project scope management to a project's overall success; therefore, you include only the work required for successful completion of the project. The first step in the Project Scope Management process is to— a. Clearly distinguish between project scope and product scope b. Prepare a scope management plan c. Define and document your stakeholders' needs to meet the project's objectives d. Prepare your requirements documentation

3. b. Prepare a scope management plan The work involved in the six Project Scope Management processes begins by preparing a scope management plan, which is a subsidiary plan for the project management plan. It documents how project scope will be defined, developed, monitored, controlled, and validated and describes the Project Scope Management processes from collecting requirements to control and provides guidance as to how scope will be managed throughout the project. [Planning] PMI®, PMBOK® Guide, 2017, 131

30. You are the project manager on a systems engineering project designed to last six years and to develop the next-generation corvette for use in military operations. You and your team recognize that requirements may change as new technologies, especially in sonar systems, are developed. You are concerned that these new technologies may lead to changes in the scope of your product, which then will affect the scope of your project. Therefore to help you, you should prepare a— a. Requirements traceability matrix b. Requirements prioritization process c. Configuration management system d. Requirements management plan

30. a. Requirements traceability matrix The requirements traceability matrix is an output of the Collect Requirements process. It is a grid that links requirements from their origin to the deliverables that satisfy them. It helps ensure the requirements add business value and are not just nice to have features as each requirement is linked to the business and project objectives. It also tracks the requirements throughout the project life cycle. [Planning] PMI®, PMBOK® Guide, 2017, 148

32. While the Validate Scope process has some similarities with the Control Quality process, a key benefit of Validate Scope is— a. It formalizes acceptance of the project's deliverables b. It decreases the number of change requests c. It brings objectivity to the acceptance process d. It reduces the need for product reviews

32. c. It brings objectivity to the acceptance process There are two key benefits of the Validate Scope process. One is that it brings objectivity to the acceptance process. It also increases the probability of final product, service, or result acceptance as it validates each deliverable. It is performed throughout the project as needed. Its purpose is one of the other possible answers in that it formalizes acceptance of the completed project deliverables. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2017, 163

33. Modifications may be needed to the WBS and WBS dictionary because of approved change requests, which shows that— a. Replanning is an output of Control Scope b. Scope creep is common on projects c. Rebaselining will be necessary d. Updates are needed to the scope baseline

33. d. Updates are needed to the scope baseline If the approved change requests have an effect on the project scope, the WBS, and the WBS dictionary, and the scope statement need to be revised ad reissued to reflect the approved changes following the Perform Integrated Change Control process. The schedule baseline also may require revision plus some other components of the project management plan. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2017, 170

34. You and your team are documenting requirements on your project to control fatigue as people need to work more hours to keep up with the competition. You decided to set up categories for the requirements on your project. Temporary capabilities are an example of— a. Stakeholder requirements b. Transition requirements c. Project requirements d. Business requirements

34. b. Transition requirements There are a number of different ways to categorize requirements. This question is an example of transition and readiness requirements. They are temporary capabilities needed to transition from the current or as is stated to the desired future state. Examples include data conversion and training requirements. [Planning] PMI®, PMBOK® Guide, 2017, 148

35. You are working to collect the requirements for your project to eliminate the possibility of later scope creep. You have a variety of tools and techniques you can use. Assume you want to obtain early feedback on the requirements, and you have decided the most appropriate tool and technique is— a. Interviews b. Prototypes c. Brainstorming d. Requirements management plan

35. b. Prototypes Prototypes are useful to obtain early feedback on requirements. They provide a model of the expected product before it is built. Then, stakeholders can experiment with the model for the final product instead of discussing abstract requirements for it. This approach supports progressive elaboration with iterative cycles of mock-ups, user experiments, feedback, and prototype revision. [Planning] PMI®, PMBOK® Guide, 2017, 147

36. You have prepared the WBS for your project. However, for your project, your company decided to try an agile approach. Many feel you will not need to develop a WBS and a lot of other documents in your project management methodology. However, with agile the difference is— a. Different levels of decomposition can be used b. Epics are decomposed into user stories c. The WBS is represented as a hierarchical breakdown d. The project management element is not included because of the close customer collaboration

36. b. Epics are decomposed into user stories A WBS is prepared using agile with the difference being that epics are decomposed into user stories. An epic is a large amount of work with a common objective with examples a customer request or a feature. It serves to define user needs. Specific details then are the purpose of user stories. [Planning] PMI®, PMBOK® Guide, 2017, 160

37. The project scope statement is important in scope control because it— a. Is a critical component of the scope baseline b. Provides information on project performance c. Alerts the project team to issues that may cause problems in the future d. Is expected to change throughout the project

37. a. Is a critical component of the scope baseline The project scope statement, along with the WBS, planning package, and WBS dictionary, is a key input to Control Scope. They form the scope baseline, which is compared to actual results to determine if a change, corrective action, or preventive action is needed. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2017, 169

38. The product scope description is documented as part of the project's scope statement. It is important to include it because it— a. Facilitates the project acceptance process b. Describes specific constraints associated with the project c. Progressively elaborates characteristics d. Shows various alternatives considered

38. c. Progressively elaborates characteristics The project scope statement describes the deliverables and the work required to create them. It contains both product and project scope. It also provides a common understanding of the scope among stakeholders. The product scope statement is a key component as it expands on the level of detail in the project charter. They are both progressively elaborated during the project. [Planning] PMI®, PMBOK® Guide, 2017, 154

39. How is a context diagram used? a. To depict product scope b. To trace requirements as part of the traceability matrix c. To develop the scope management plan d. To develop the requirements management plan

39. a. To depict product scope It is a tool and technique in Collect Requirements and is an example of a scope model. The context diagram visually depicts the product scope as it shows a business system (process, equipment, or computer, etc.) and how people and other systems (actors) interact with it. The diagram shows inputs to the business system, the people providing the inputs, outputs from the business system, and people receiving the output. [Planning] PMI®, PMBOK® Guide, 2017, 146

4. An example of an organizational process asset that could affect how project scope is to be managed is— a. Personnel administration b. Marketplace conditions c. Historical information d. Organizational culture

4. c. Historical information Organizational process assets that can influence Plan Scope Management include formal and informal policies, procedures, and guidelines impacting project scope management. The lessons-learned repository is another example of an organizational process asset. The other answers are examples of enterprise environmental factors to consider. [Planning] PMI®, PMBOK® Guide, 2017, 136

40. You are establishing a PMO that will have a project management information system that will be an online repository of all program data. You will collect descriptions of all work components for each project under the PMO's jurisdiction. This information will form an integral part of the— a. Chart of accounts b. WBS dictionary c. WBS structure template d. Earned value management reports

40. b. WBS dictionary The WBS dictionary typically includes a code of accounts identifier, a description of work, assumptions and constraints, responsible organization, a list of schedule milestones, associated schedule activities, required resources, cost estimates, quality requirements, acceptance criteria, technical references, and any additional information. It provides detailed deliverable, activity, and scheduling information about each component in the overall WBS dictionary of each project's scope baseline. [Planning] PMI®, PMBOK® Guide, 2017, 162

5. You are managing a complex project for a new method of heating and air conditioning in vehicles. You will use both solar and wind technologies in this project to reduce energy costs. Therefore, you must ensure that the work of your project will result in delivering the project's specified scope, which means that you should measure completion of the product scope against the— a. Scope management plan b. Business requirements c. Solution requirements d. Requirements management plan

5. d. Requirements management plan Completion of the project scope is measured against the project management plan, and completion of the product scope is measured against the requirements. The requirements documents are an output from the Collect Requirements process, and requirements may be further classified in terms of business requirements, stakeholder requirements, solution requirements, transition and readiness requirements, project requirements, and quality requirements. Solution requirements are further classified into technical requirements, which are functional requirements related to the product, and nonfunctional requirements, which describe the environmental conditions needed for the product to be effective. [Planning] PMI®, PMBOK® Guide, 2017, 148

6. A key tool and technique used in Define Scope is— a. Templates, forms, and standards b. Decomposition c. Multi-criteria decision analysis d. Project management methodology

6. c. Multi-criteria decision analysis The key purpose of the Define Scope process is to prepare the project scope statement. In doing so, a number of tools and techniques can be used, one of which is multi-criteria analysis, part of the decision analysis tool and technique. It is a technique that uses a decision matrix. The decision matrix provides a systematic analytical approach to establish criteria, and it may include requirements, schedule, budget, and resources. The purpose is to help refine the product and project scope. [Planning] PMI®, PMBOK® Guide, 2017, 153

7. Each organization is unique and has different ways to define its products, services, and results. You are working on your project to develop a new product using disruptive technologies to reduce traffic in your city. You are working to define your project's scope, and you have a large team plus interested stakeholders. A tool and technique that may be helpful is— a. Sensitivity analysis b. Decision trees c. Facilitation d. Lateral thinking

7. c. Facilitation It is easy to overlook the need for interpersonal and team skills especially in processes such as Define Scope. The key words in this question are a large team and interested stakeholders. In the Define Scope process, an interpersonal and team skill that is used is facilitation. It is used in workshops and working sessions with key stakeholders, and each stakeholder may have different expectations or areas of expertise, which can be beneficial. Facilitation then can help obtain a cross functional and common understanding among the stakeholders concerning project deliverables and any project or product boundaries. [Planning] PMI®, PMBOK® Guide, 2017, 153

8. Assume you and your team prepared your project's scope statement, and it was approved by your sponsor and your governance committee. However, you also need to update some project documents as an output of the Define Scope process. One example is— a. Value engineering b. Assumptions log c. WBS Dictionary d. Change log

8. b. Assumptions log The assumptions log is both an input to the Define Scope process and an output from it as a project document to update. As an input, it is a project document developed in Integration Management that identifies both assumptions and constraints about the project product, environment, stakeholders, and other factors that may influence product and project scope. As the scope statement is prepared, these assumptions and constraints are reviewed, and after the scope statement is finalized and approved, this log is an example of other project documents to update as ideas about assumptions and constraints may have changed during this process. Additional assumptions and constraints may be identified, and others originally identified may no longer be ones that will affect the product or project. [Planning] PMI®, PMBOK® Guide, 2017, 165

9. The document to evaluate whether requests for changes or additional work are contained within or outside the project's exclusion is provided by the— a. Project management plan b. Project scope statement c. Project scope management plan d. WBS dictionary

9. b. Project scope statement Sections of the project's scope statement include the product scope description, deliverables, acceptance criteria, and project exclusions. Project exclusions identify generally what is excluded from the project, and states explicitly what is excluded from the project to help manage stakeholder expectations and to reduce scope creep. [Planning] PMI®, PMBOK® Guide, 2017, 154