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Project Scope Management Knowledge Area

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Project Scope Management Knowledge Area

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Project Mangement - overview of the Scope Management knowledge area within project management. Describes the 6 processes within scope management and the process groups impacted.

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Project Mangement - overview of the Scope Management knowledge area within project management. Describes the 6 processes within scope management and the process groups impacted.

Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/

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Project Scope Management Knowledge Area

  1. 1. Project Scope Management Knowledge Area 6 Processes of Scope Management in a Project
  2. 2. Project Scope – Scope defines what work is required and managing scope ensures that the defined work is completed and only the defined work
  3. 3. The Project Scope Creates boundaries for the work that will be performed on a project Scope relies on clear and detailed requirements to help avoid scope creep There are six processes to the Project Scope Management Knowledge Area
  4. 4. Gold Plating / Scope Creep – Gold Plating is the process of delivering more than what is required in the scope – In many projects, customers will ask for things and insist that they aren’t change requests, the Project Manager must ensure that these requests are evaluated and will not impact the scope – Changes to the scope must go through a change control process
  5. 5. Product and Project Scope PRODUCT SCOPE: • Product scope are those requirements that relate to the output or the product that the project produces PROJECT SCOPE: • Project scope is the work/activities that the project team will perform in order to deliver the work output or the product
  6. 6. Overview of Project Scope Management 6 Processes of Project Scope Management • 5.1 Plan Scope Management • 5.2 Collect Requirements • 5.3 Define Scope • 5.4 Create WBS • 5.5 Validate Scope • 5.6 Control Scope Exists in only two Project Management Process Groups • Planning • Monitoring & Controlling
  7. 7. Process Groups and Project Scope Management • 5.1 Plan Scope Management • 5.2 Collect Requirements • 5.3 Define Scope • 5.4 Create WBS Planning • 5.5 Validate Scope • 5.6 Control Scope Monitoring & Controlling
  8. 8. 5.1 Plan Scope Management Belongs in the Planning Project Process Group
  9. 9. 5.1 Plan Scope Management Plan Scope Management Explains how the scope will be validated and controlled Process of creating a scope management plan Outputs: Scope Management Plan Requirements Management Plan
  10. 10. Scope Management Plan – Contains the process for defining the scope, how the scope will be created, and how it will be controlled and verified – Part of the Project Management plan and is used as in input in creating the Project Management plan as part of the Integration processes – Facilitates the creation of the Work Breakdown Structure (WBS) – Describes the change request process
  11. 11. Requirements Management Plan – Describes how requirements will be collected and documented – Includes the explanation on planning, tracking, and reporting of requirements – Instructs on how to handle conflicting requirements from stakeholders
  12. 12. 5.2 Collect Requirements Belongs in the Planning Project Process Group
  13. 13. 5.2 Collect Requirements Belongs in the Planning Project Process Group The main activity of gathering the requirements from stakeholders Should contain the details of the requirement
  14. 14. Collecting Requirements - Techniques INTERVIEWING: • Meeting with stakeholders to question them about their requirements FOCUS GROUPS: • Meeting with stakeholders within a specific area/realm; like a user group, or residents of an impacted area WORKSHOPS: • Controlled or facilitated meeting to bring various stakeholders together to help elicit requirements; often through a process designed to help them think or brainstorm ideas BRAINSTORMING: • A collaborative process where stakeholders work together to generate ideas and discuss them with each other in the hopes of stimulating more ideas
  15. 15. Collecting Requirements - Techniques AFFINITY DIAGRAM: Group early ideas to generate more specific requirements Assist in defining risks with a group of requirements DELPHI METHOD: Anonymous method for collecting requirements and refining them Requests for information are sent to select stakeholders; As ideas are collected the requests are compiled and sent to the stakeholders again - The process is repeated until requirements are narrowed down to the most important items a consensus is reached MIND MAPPING: Diagram ideas to help classify information This helps generate new ideas GROUP DECISION MAKING: Requirements are evaluated by a group of stakeholders and ideas are debated
  16. 16. Collecting Requirements - Techniques SURVEYS: • If interviewing is cumbersome to the large number of stakeholders • Questions are sent out to stakeholders asking them for ideas OBSERVATION: • Watch users to identify possible requirements • This can be particularly useful for replacing old software, process improvement projects, or determining most used features in a product PROTYPES: • A light-weight model used to generate feedback from stakeholders NOMINAL GROUP TECHNIQUE: • Stakeholders rank the ideas for requirements • Highest rank items gain priority • Can be used within the brainstorming requirements collection to refine ideas
  17. 17. Collecting Requirements - Techniques • Compare the planned practices to projects or organizations to help identify best practices BENCHMARKING: • A scope model, a visual way to view the scope • Shows users visual way to interact with the product CONTEXT DIAGRAMS: • Analyze existing documentations of older but similar projects to create requirements in a new project DOCUMENT ANALYSIS:
  18. 18. Documentation of Requirements – Upon requirements being finalized, requirements need to be documented – Assumptions, Dependencies, Constraints – Stakeholder Requirements – Solution/Technical Requirements – Business Requirements – Project Requirements – Requirements pertaining to transition events
  19. 19. Requirements Traceability Tracks requirements to ensure they are completed Lists the requirement source and the resource responsibility
  20. 20. 5.3 Define Scope Belongs in the Planning Project Process Group
  21. 21. 5.3 Define Scope BELONGS IN THE PLANNING PROJECT PROCESS GROUP WORKS TO DEFINE THE LIMITS/BOUNDARIES OF THE PROJECT USES THE DOCUMENTED REQUIREMENTS, PROJECT CHARTER, RISKS, ASSUMPTIONS, AND CONSTRAINTS AS INPUTS IN HELPING TO DEFINE THE PROJECT SCOPE
  22. 22. Scope Statement The Scope Statement is the output of the Define Scope Process It defines the boundaries of the project and explains what will be completed for the project Includes: The scope of the project output Acceptance criteria for the final product Possible risks to the scope, constraints, dependencies and assumptions Defined exclusions to the scope
  23. 23. 5.4 Create WBS Belongs in the Planning Project Process Group
  24. 24. 5.4 Create WBS BELONGS IN THE PLANNING PROJECT PROCESS GROUP THE WORK BREAKDOWN STRUCTURE PROCESS IS THE PROCESS OF BREAKING DOWN PROJECT WORK INTO MORE MANAGEABLE PARTS CREATES A HIERARCHY STRUCTURE TO THE PROJECT AND ALLOWS PROJECT PHASES TO BE CREATED PROVIDES A PATH TO COMPLETING THE PROJECT AND SHOWS THE SMALLER DELIVERABLES MAKES THE PROJECT WORK EASIER TO VISUALIZE AND UNDERSTAND
  25. 25. WBS Levels PROJECT LEVEL: The Core Purpose of the Project / Project Name CONTROL ACCOUNTS: The major deliverables or phases of the project WORK PACKAGES: Small units of work that are required to create the deliverables or project phases ACTIVITIES: Tasks to be assigned in order to complete the Work Packages
  26. 26. Generic WBS Example Work Packages and Activities Control Accounts -Deliverables and Phases The Main Objective/Project CORE PROJECT Deliverable 1 Work Package 1 Activity 1 Activity 2 Work Package 2 Activity 1 Work Package 3 Activity 1 Deliverable 2 Work Package 1 Activity 1 Activity 2 Deliverable 3 Work Package 1 Activity 1
  27. 27. WBS Dictionary Provides a detailed description of the work that is required to complete the work packages Each work package should have detailed information in the WBS Dictionary
  28. 28. 5.5 Validate Scope Belongs in the Monitoring & Controlling Project Process Group
  29. 29. 5.5 Validate Scope Occurs during the Monitoring & Controlling process group Formalizing the acceptance of completed project deliverables Deliverables must be prepared and aligned to the approved scope Requirements status must be known and presented
  30. 30. Validating Scope Outputs – Accepted deliverables or phase project work – May include change requests if the customer seeks a modification, a defect is found, or deliverables rejected for not meeting scope
  31. 31. Validate Scope Process Customer Accepts or Rejects Deliverable Rejection may result in more change requests or defect repairs Customer Inspects Deliverable Customer Inspects Deliverable Perform Defect Repair or Change Requests Perform Defect Repair or Change Requests Compare Scope to Scope Baseline – Control Scope Compare Scope to Scope Baseline – Control Scope Complete Deliverables Complete Deliverables
  32. 32. 5.6 Control Scope Belongs in the Monitoring & Controlling Project Process Group
  33. 33. 5.6 Control Scope Belongs in the Monitoring & Controlling Project Process Group Monitoring and controlling the scope of the project Compares the current state of the product to the scope baseline A clear definition of the scope is required Work item or package must be completed
  34. 34. Control Scope Measure against the scope baseline Determine any variance from the baseline Determine if repairs or corrections on the deliverable is needed Update project documents or project plan as required Evaluate the impact of any possible changes
  35. 35. Sources – A Guide to the Project Management Body of Knowledge – 6th Edition – https://www.pmi.org/ Joshua Render https://agile-mercurial.com

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