PMP 5: Project Scope Management*
Majority
Support from more than 50% of the members of the group
WBS Structure
The WBS can be structured as an outline, an organizational chart, a fishbone diagram, or other method
How is the WBS Finalized
The WBS is finalized by establishing control accounts for the work packages and a unique identifier from a code of accounts. These identifiers provide a structure for hierarchical summation of costs, schedule, and resource information
Product Scope
The features and functions that characterize a product, service or results. Measured against the product requirements
Plurality
The largest block in a group decides even if a majority is not achieved
Collect Requirements
The process of defining and documenting stakeholders needs to meet the project objectives
Define Scope
The process of developing a detailed description of the project and product
Create WBS
The process of subdividing project deliverables into smaller, more manageable components
Decomposition
The subdivision of project deliverables into smaller, more manageable components until the work and deliverables are defined to the work package level
100% Rule
The total of the work at the lowest levels must roll up to the higher levels so that nothing is left out and no extra work is completed
Work Package Level
The work package level is the lowest level in the WBS, and is the point at which the cost and activity durations for the work can be reliably estimated and managed. The level of detail for work packages will vary with the size and complexity of the project
Project Scope
The work that needs to be accomplished to deliver a product, service or result with the specified features and functions. Measured against the project management plan
QFD: Industry Use
Used in the manufacturing industry
JAD: Industry Use
Used in the software development industry
Define Scope: Expert Judgement Use
Used to analyze the information needed to develop the project scope statement. Such judgment and expertise is applied to any technical details
Stakeholder Register Use in Collect Requirements
Used to identify stakeholders that can provide information on detailed project and product requirements
Project Charter Use in Collect Requirements
Used to provide the high level project requirements and high level product description of the project so that detailed product requirements can be developed
Verifying the Decomposition
Verifying the correctness of the decomposition requires determining that the lower-level WBS components are those that are necessary and sufficient for completion of the corresponding higher level deliverables
WBS
Work Breakdown Structure. A deliverable-oriented hierarchical decomposition of the work to be executed by the project team, to accomplish the project objectives and create the required deliverables, with each descending level of the WBS representing an increasingly detailed definition of the project work
Questionnaires and Surveys
Written sets of questions designed to quickly accumulate information from a wide number of respondents. Most appropriate with broad audiences, when quick turnaround is needed, and where statistical analysis is appropriate
Excessive decomposition can...
lead to non-productive management effort, inefficient use of resources, and decreased efficiency in performing the work
Prototypes
• A method of obtaining early feedback on requirements by providing a working model of the expected product before actually building it • Allows stakeholders to experiment with a model of their final product • Support the concept of progressive elaboration because they are used in iterative cycles of mock-up creation, user experimentation, feedback generation, and prototype revision
Requirements Traceability Matrix
• A table that links requirements to their origin and traces them throughout the project lifecycle. • Helps ensure that each requirement adds business value by linking to the business and project objectives • Provides a means to track requirements throughout the project life cycle, helping to ensure that requirements approved into the requirements documentation are delivered at the end of the project • Provides a structure for managing changes to the product scope
Requirement Attributes
• A unique identifier • A textual description of the requirement • The rationale for inclusion • Owner • Source • Priority • Version • Current Status (Active, cancelled, deferred, added, approved) • Date completed • Stability • Complexity • Acceptance criteria
Benefits of Facilitated Workshops
• Because of their interactive group nature, well-facilitated sessions can build trust, foster relationships, and improve communication among the participants which can lead to increased stakeholder consensus. • Issues can be discovered and resolved more quickly than in individual session
Examples of Group Creativity Techniques
• Brainstorming • Nominal Group Technique • The DelphiTechnique • Idea/mind mapping • Affinity Diagram
Focus Groups
• Brings together prequalified stakeholders and subject matter experts to learn about their expectations and attitudes about a proposed product, service or result • A trained moderator guides the group through an interactive discussion, designed to be more conversational than a one-on-one interview.
Tools and Techniques for Create WBS
1. Decomposition
Tools and Techniques for Define Scope
1. Expert Judgement 2. Product Analysis 3. Alternatives Identification 4. Facilitated Workshops
Tools and Techniques for Collect Requirements
1. Interviews 2. Focus Groups 3. Facilitated Workshops 4. Group Creativity Techniques 5. Group Decision Making Techniques 6. Questionnaires and Surveys 7. Observations 8. Prototypes
Inputs to Define Scope
1. Project Charter 2. Requirements Documentation 3. Organizational Process Assets
Inputs to Collect Requirements
1. Project Charter 2. Stakeholder Register
Outputs of Define Scope
1. Project Scope Statement 2. Project Document Updates
Inputs to Create WBS
1. Project Scope Statement 2. Requirements Documentation 3. Organizational Process Assets
Outputs of Collect Requirements
1. Requirements Documentation 2. Requirements Management Plan 3. Requirements Traceability Matrix
Outputs of Create WBS
1. WBS 2. WBS Dictionary 3. Scope Baseline 4. Project Document Updates
Project Scope Management Processes
5.1 Collect Requirements 5.2 Define Scope 5.3 Create WBS 5.4 Verify Scope 5.5 Control Scope
Scope Baseline
A component of the project management plan
WBS Dictionary
A document generated by the Create WBS process that supports the WBS. It provides a more detailed descriptions of the components in the WBS, including work packages and control accounts
Interviews
A formal or informal approach to discover information from stakeholders by talking to them directly
Control Account
A management control point where scope, cost, and schedule are integrated and compared to the earned value for performance measurement
The Delphi Technique
A selected group of experts answers questionnaires and provides feedback regarding the responses from each round of requirements gathering. The responses are only available to the facilitator to maintain anonymity
Alternatives Identification
A technique used to generate different approaches to execute and perform the work of the project. A variety of general management techniques can be used such as brainstorming, lateral thinking, pair wise comparisons, etc
Participating Observer
A type of observation where th observer performs a process or procedure to experience how it is done to uncover hidden requirements
Job Shadowing
A type of observation where the observer is viewing the user performing his or her job
Scope Baseline
Consist of the approved detailed project scope statement and its associated WBS and WBS dictionary. The scope baseline is monitored, verified, and controlled throughout the lifecycle of the project
JAD
Joint Application Development (Or Design). Facilitated workshops that focus on bringing users and the development team together to improve the software development process
Project Assumptions
Lists and describes the specific project assumptions associated with the project scope and the potential impact of those assumptions if they prove to be false
Project Constraints
Lists and describes the specific project constraints associated with the project scope that limits the team's options, for example, a predefined budget or any imposed dates or schedule milestones that are issued by the customer or performing organization
Dictatorship
One individual makes the decision for the group
Purpose of the WBS
Organizes and defines the total scope of the project, and represents the work specified in the current approved project scope statement
Managing Project Scope
Primarily concerned with defining and controlling what is and is not included in the project
Product Scope Description
Progressively elaborates the characteristics of the product, service, or result described in the project charter and requirements documentation
Observations
Provide a direct way of viewing individuals in their environment and how they perform their jobs or tasks and carry out processes. Helpful for detailed processes when the people that use the product have difficulty or are reluctant to articulate their requirements
Define Scope: Expert Judgement Sources
Provided by any group or individual with specialized knowledge or training: • Other units within the organization, • Consultants, • Stakeholders, including customers or sponsors, • Professional and technical associations, • Subject matter experts
Scope Management Plan
Provides guidance on how project scope will be defined, documented, verified, managed and controlled
Project Charter Use in Define Scope
Provides the high-level project description and product characteristics and contains project approval requirements
QFD
Quality Function Deployment. Facilitated workshops that help determine critical characteristics for new product development. QFD starts by collecting customer needs, also known as Voice of the Customer (VOC), objectively sorting and prioritizing those needs, and setting goals for achieving them
Components of Requirements Documentation
• Business need or opportunity to be seized, describing the limitations of the current situation and why the project has been undertaken; • Business and project objectives for traceability; • Functional requirements, describing business processes, information, and interaction with the product, as appropriate • Non-functional requirements, such as level of service, performance, safety, security, compliance, supportability, retention/purge, etc.; • Quality requirements; • Acceptance criteria; • Business rules stating the guiding principles of the organization; • Impacts to other organizational areas, such as the call center, sales force, technology groups; • Impacts to other entities inside or outside the performing organization; • Support and training requirements; and • Requirements assumptions and constraints
Information included in the WBS Dictionary
• Code of account identifier, • Description of work, • Responsible organization, • List of schedule milestones, • Associated schedule activities, • Resources required, • Cost estimates, • Quality requirements, • Acceptance criteria, • Technical references, and • Contract information.
Characteristics of a Control Account
• Control accounts are placed at selected management points in the WBS. • Each control account may include one or more work packages, but each of the work packages must be associated with only one control account
Characteristics of Define Scope
• Critical to project success and builds upon the major deliverables, assumptions, and constraints that are documented during project initiation. • Defined and described with greater specificity as more information about the project is known. • Existing risks, assumptions, and constraints are analyzed for completeness; additional risks, assumptions, and constraints are added as necessary
Requirements Documentation
• Describes how individual requirements meet the business need for the project. May start at a high level and become progressively more detailed
Components of Requirements Management Plan
• How requirements activities will be planned, tracked, and reported; • Configuration management activities such as how changes to the product, service, or result requirements will be initiated, how impacts will be analyzed, how they will be traced, tracked, and reported, as well as the authorization levels required to approve these changes; • Requirements prioritization process; • Product metrics that will be used and the rationale for using them; and • Traceability structure, that is, which requirements attributes will be captured on the traceability matrix and to which other project documents requirements will be traced
Decomposition Activities
• Identifying and analyzing the deliverables and related work, • Structuring and organizing the WBS, • Decomposing the upper WBS levels into lower level detailed components, where the WBS components represent verifiable products, services, or results • Developing and assigning identification codes to the WBS components, and • Verifying that the degree of decomposition of the work is necessary and sufficient
Define Scope: Organizational Process Assets
• Policies, procedures, and templates for a project scope statement, • Project files from previous projects, and • Lessons learned from previous phases or projects
Create WBS: Organizational Process Assets
• Policies, procedures, and templates for the WBS, • Project files from previous projects, and • Lessons learned from previous projects
Components of a Project Scope Statement
• Product scope description. • Product acceptance criteria. • Project deliverables. • Project exclusions. • Project constraints. • Project assumptions.
Components of the Scope Baseline
• Project scope statement. • WBS. • WBS dictionary.
Purpose of a Project Scope Statement
• Provides a common understanding of the project scope among project stakeholders. • May contain explicit scope exclusions that can assist in managing stakeholder expectations. • Enables the project team to perform more detailed planning, guides the project team's work during execution, and provides the baseline for evaluating whether requests for changes or additional work are contained within or outside the project's boundaries.
Requirements
• Quantified and documented needs and expectations of the sponsor, customer and other stakeholders • Elicited, analyzed and recorded in enough detail to be measured once project execution begins • Become the foundation of WBS • Cost, schedule, and quality planning are all built upon these requirements
Create WBS: Project Document Updates
• Requirements documentation
Requirements Traceability Matrix traces...
• Requirements to business needs, opportunities, goals, and objectives; • Requirements to project objectives; • Requirements to project scope/WBS deliverables; • Requirements to product design; • Requirements to product development; • Requirements to test strategy and test scenarios; and • High-level requirements to more detailed requirements.
Define Scope: Project Document Updates
• Stakeholder register, • Requirements documentation, and • Requirements traceability matrix
Characteristics of Requirements
• Unambiguous (measureable and testable) • Traceable • Complete • Consistent • Acceptable to key stakeholders
Group Decision Types
• Unanimity • Majority • Plurality • Dictatorship
WBS Structure Forms
• Using phases of the project life cycle as the first level of decomposition, with the product and project deliverables inserted at the second level • Using major deliverables as the first level of decomposition, • Using subprojects which may be developed by organizations outside the project team, such as contracted work. The seller then develops the supporting contract work breakdown structure as part of the contracted work
Affinity Diagram
Allows large numbers of ideas to be sorted into groups for review and analysis
Development of requirements begin with...
An analysis of the information contained in the project charter and the stakeholder register
Group Decision Making Techniques
An assessment process of multiple alternatives with an expected outcome in the form of future actions resolution. These techniques can be used to generate, classify, and prioritize product requirements
Purpose of Decomposition
As the work is decomposed to greater levels of detail, the ability to plan, manage, and control the work is enhanced.
Project Deliverables
Include both the outputs that comprise the product or service of the project, as well as ancillary results, such as project management reports and documentation
Project Requirements
Include business requirements, project management requirements, delivery requirements
Product Requirements
Include information on technical requirements, security requirements, performance requirements
Product Analysis
Includes techniques such as product breakdown, systems analysis, requirements analysis, systems engineering, value engineering, and value analysis
Project Scope Management
Includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully
Purpose of Interviews
Interviewing experienced project participants, stakeholders, and subject matter experts can aid in identifying and defining the features and functions of the desired project deliverables
Rolling Wave Planning
Decomposition may not be possible for a deliverable or subproject that will be accomplished far into the future. The project management team usually waits until the deliverable or subproject is clarified so the details of the WBS can be developed.
Product Acceptance Criteria
Defines the process and criteria for accepting completed products, services, or results
Project Scope Statement
Describes, in detail, the project's deliverables and the work required to create those deliverables
Scope Management Plan is completed as part of the...
Develop Project Management Plan process
Requirements Management Plan
Documents how requirements will be analyzed, documented, and managed throughout the project
Nominal Group Technique
Enhances brainstorming with a voting process used to rank the most useful ideas for further brainstorming or for prioritization
Unanimity
Everyone agrees on a single course of action
Facilitated Workshops
Focused sessions that bring key cross-functional stakeholders together to define product requirements. Workshops are considered a primary technique for quickly defining cross-functional requirements and reconciling stakeholder differences
Project Exclusions
Generally identifies what is excluded as from the project. Explicitly stating what is out of scope for the project helps to manage stakeholders' expectations
Brainstorming
Generates and collets multiple ideas related to project and product requirements
Group Creativity Techniques
Group activities organized to identify project and product requirements
Idea/mind Mapping
Ideas created through individual brainstorming are consolidated into a single map to reflect commonality and differences in understanding and generate new ideas
Work
In the context of the WBS, work refers to work products or deliverables that are the result of effort and not to the effort itself
