PMP Exam Preparation WorkshopW2016_S_SCOPE.pdfProject Scope Management Copyright © 2015 PMI SOC...

1Copyright © PMI SOC 2013

PMP Exam PreparationWorkshop

Chapter # 5Project Scope Management

Copyright © 2015 PMI SOC

2Copyright © 2015 PMI SOC

By the end of this session you will understand:

• How scope management processes relate to the

process groups

• Project scope management Inputs Tools & Techniques Outputs

• Learn which references are applicable

Learning Objectives


• Introduction to Scope Management

• Plan Scope Management

• Collect Requirements

• Define Scope

• Create WBS

• Validate Scope

• Control Scope

• Sample Exam Questions

Agenda


• Ensures the project includes all of the work

required, and only the work required

• Anything not explicitly included is implicitly

excluded

PMBOK V5 Ref #5

Definitions:

Introduction to Scope Management


Product Scope

• All the features and functions of the product, service or result

• Completion is measured against the product requirements

Project Scope

• Work that must be done to deliver the required product, service, or result

• Completion is measured against project management plan: scope management plan

scope baseline

project scope statement

WBS

WBS dictionaryPMBOK V5 Ref #5

Product and Project Scope



Overview


PMBOK V5 Ref # Fig 5.1


Creates a scope management plan Provides guidance and direction on how scope will be

managed throughout the project Helps to reduce the risk of project scope creep

Plan Scope Management: Inputs, Tools & Techniques, and

Outputs

5.1 Plan Scope Management


Project Scope Management


5.1 Plan Scope Management


Data Flow Diagram



Project Management Plan

Contains approved subsidiary plans of the project management plan are used to create the scope management plan

Influence the approach taken for planning scope and managing project scope

Project Charter

Provides the project context needed to plan the scope management process

Provides high-level project description and product characteristics from the project SOW

PMBOK V5 Ref #5.1.1.2

Project Management Plan Project Charter Enterprise Environmental Factors Organizational Process Assets

5.1.1 Plan Scope Management - Inputs



Enterprise Environmental Factors

The enterprise environmental factors that can influence the Plan Scope Management include:

Organization’s culture Infrastructure Personnel administration Marketplace conditions

Organizational Process Assets

The organizational process assets that can influence Project Management Plan process include:

Policies and procedures Historical information and lessons learned knowledge base.

PMBOK V5 Ref #5.1.1.3, #5.1.1.4

5.1.1 Plan Scope Management - Inputs Project Management Plan Project Charter Enterprise Environmental Factors Organizational Process Assets



Expert judgment

Meetings

PMBOK V5 Ref #5.1.2

5.1.2 Plan Scope Management – Tools & TechniquesProject Scope Management


Scope management plan

Requirements management plan

PMBOK V5 Ref #5.1.3

5.1.3 Plan Scope Management – OutputsProject Scope Management


Scope Management Plan

Is a component of the project or program management plan that describes how the scope will be defined, monitored, controlled, and verified.

Is a major input into the Develop Project Management Plan process and other scope management processes.

The components of a scope management plan include: Process for preparing a detailed project scope statement Process that enables the creation of the WBS from the

detailed project scope statement Process that establishes how the WBS will be maintained

and approved Process that specifies how formal acceptance of the

completed project deliverables will be obtained Process to control how requests for changes to the detailed

project scope statement will be processedPMBOK V5 Ref #5.1.3.1



Requirements Management Plan

Part of the project management plan

The project manager identifies the most efficient approach to collect and elaborate the requirements and how will be managed throughout.

It might contain: How requirements will be planned, tracked and reported Configuration management activities Prioritization process Product metrics Traceability structure identifying the elements stored in the

traceability matrix




The process of identifying, analyzing, documenting, and managing

the stakeholders’ needs and requirements towards the project’s

objective.

Project requirements are categorized based on the project needs

considering various aspects: Business requirements Stakeholder requirements Solution requirements

Functional Non-functional

Transition requirements Processes requirements Quality requirements

PMBOK V5 Ref #5.2

5.2 Collect RequirementsProject Scope Management


5.2 Collect Requirements


Collect Requirements: Inputs, Tools & Techniques, and Outputs



5.2 Collect Requirements





Requirements management plan

Stakeholder management plan

Project charter

Stakeholder register

PMBOK V5 Ref #5.2.1

5.2.1 Collect Requirements – InputsProject Scope Management


Interviews Focus groups Facilitated workshops Group creativity techniques Group decision-making techniques Questionnaires and surveys Observations Prototypes Benchmarking Context diagrams Document analysis

PMBOK V5 Ref #5.2.2

5.2.2 Collect Requirements – Tools & TechniquesProject Scope Management


Interviews

Are a formal or informal approach to discover information from stakeholders by talking to them directly

Ask prepared and spontaneous questions and recording the responses

Leverages information from subject matter experts in identifying and defining the features and functions of the desired project deliverables

Focus Groups

Bring together pre-qualified stakeholders and subject matter experts to learn about their expectations and opinion about a proposed product, service, or result

Use trained moderator to facilitate an interactive discussion

Are designed to be more conversational than a one-on-one interview

PMBOK V5 Ref #5.2.2.1, #5.2.2.2



Facilitated Workshops Define product requirements

use key cross-functional stakeholders

Discover and resolve issues more efficient than individual sessions

May use Joint Application Development (or Design) (JAD) sessions software development industry

Determine critical characteristics for new product development use Quality Function Deployment (QFD) generate user stories


5.2.2 Collect Requirements – Tools & Techniques



Group Creativity Techniques Brainstorming Nominal group technique Idea/mind mapping Affinity diagram Multi-criteria decision analysis

Group Decision-Making Techniques Unanimity Majority Plurality Dictatorship

PMBOK V5 Ref #5.2.2.4, #5.2.2.5



Questionnaires and Surveys Are written sets of questions:

designed to quickly accumulate information use with a wide number of respondents

Are most appropriate: with broad audiences when quick turnaround is needed where statistical analysis is appropriate

Observations Provide a direct way of viewing individuals in their environment and

how they perform their jobs Are also called “job shadowing” Can also be done by a “participant observer” to uncover hidden

requirementsPMBOK V5 Ref #5.2.2.6, #5.2.2.7



Prototypes

Are a method of obtaining early feedback on requirements provide a working model of the expected product before

actually building it storyboarding by describing a sequence or navigation of

events

Support the concept of progressive elaboration

Benchmarking

Compares planed or actual processes and operations to those of

other internal or external comparable organizations

PMBOK V5 Ref #5.2.2.8, #5.2.2.9



Context Diagrams

A diagram that represents the actors participating to a given

business context and their interaction relation with the system in

the given context.

Example of actors: other systems, users, applications,

customers, administrators, etc.

Example of interactions: Get account balance Deposit money Buy ticket Get network traffic





Document Analysis

It’s a process that involves reviewing a wide range of document

types that are related with the project requirements in order to

identify other (not obvious) relevant requirements.

Documents that could be reviewed: Business processes flows (customer requirements) Business rules (customer requirements) White papers, research (business enablers, vision) Regulations, laws, codes (constraints)





Requirements documentation

Requirements traceability matrix

PMBOK V5 Ref #5.2.3

5.2.3 Collect Requirements – OutputsProject Scope Management


Requirements Documentation (continuing on next slide)

Describes how individual requirements meet the business need

for the project

For key stakeholders must be: measurable testable traceable complete consistent acceptable


5.2.3 Collect Requirements – Outputs



Requirements Documentation (continuing)

Components of requirements documentation can include, but, not limited to: Business and project objectives for traceability; Business rules for the performing organization; Guiding principles of the organization; Impacts to other organizational areas; Impacts to other entities inside or outside the performing organization; Stakeholder communication and compliance requirements; Functional and nonfunctional requirements; Technology and standards requirements; Support and training requirements; Quality requirements; Reporting requirements, etc. (solution requirements can be documented

textually, in models, or both); Levels of service, performance, safety, compliance, etc.; Acceptance criteria; Transition requirements; Requirements assumptions, dependencies, and constraints.PMBOK V5 Ref #5.2.3.1



Requirements Traceability Matrix Is a table that:

links requirements to their origin traces them throughout the project life cycle.

Includes, but is not limited to tracing: 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; High-level requirements to more detailed requirements.




Is the process of developing a detailed description of the project and product: is critical to project success builds upon the major deliverables, assumptions and

constraints analyzes risks, assumptions and constraints establish boundaries by specifying which collected

requirements are being included in the project

5.3 Define Scope

Define Scope: Inputs, Tools & Techniques, and OutputsPMBOK V5 Ref # Fig 5.7



5.3 Define Scope Data Flow Diagram





Project charter


Organizational process assets

PMBOK V5 Ref #5.3.1

5.3.1 Define Scope - Inputs



Expert judgment

Product analysis

Alternatives generation

Facilitated workshops

PMBOK V5 Ref #5.3.2

5.3.2 Define Scope – Tools and Techniques



Expert Judgment

Expert judgment is often used to analyze the information needed to

develop the project scope statement. Sources include:

Other units within the organization; Consultants; Stakeholders, including customers or sponsors; Professional and technical associations; Industry groups; Subject matter experts.





Product Analysis

Refers to methods for translating high-level product

descriptions into tangible deliverables

Includes techniques such as product breakdown; systems analysis; requirements analysis; systems engineering; value engineering; value analysis.





Alternatives Generation

Generates many and different approaches to execute and

perform the project work

Uses a variety of management techniques

Facilitated Workshops

Already covered in the Collect Requirements, Tools &

Techniques

PMBOK V5 Ref #5.3.2.3, #5.3.2.4




Project scope statement

Project document updates

PMBOK V5 Ref #5.3.3

5.3.3 Define Scope – Outputs



Project Scope Statement (continuing on the next slide) Documents:

project’s deliverables work required to create them exclusions

Provides common understanding of the project scope among stakeholders

Enables project team to perform more detailed planning Guides the project team’s work during executions Provides baseline for evaluating change requests

Helps with evaluating if requested changes are outside of project boundaries





Project Scope Statement (continuing from the previous slide)

Project Scope statement includes the following: product scope description; acceptance criteria; deliverable; project exclusion; constraints; assumptions.





Project document updates

Project documents that may be updated include the following:

Stakeholder register,

Requirements documentation, and






WBS is an hierarchical decomposition of deliverables for the whole approved project scope

Sub-divides project deliverables into more manageable components

The planned work is contained within the smallest WBS level, named work-package

5.4 Create WBS




5.4 Create WBS Data Flow Diagram





Project scope statement


Enterprise environmental factors

Organizational process assets

PMBOK V5 Ref #5.4.1

5.4.1 Create WBS – Inputs



Decomposition

Expert judgment

PMBOK V5 Ref #5.4.2

5.4.2 Create WBS – Tools and Techniques



Decomposition Divides the major project deliverables into smaller, more

manageable components Defines sufficient detail to support future project activities May be different levels of decomposition for different

deliverables “work package” is the lowest level

Decomposition activities might involve: identifying and analyzing the deliverables and related work; structuring and organizing the WBS; decomposing upper WBS levels into lower level details; developing and assigning identification codes to WBS

components; verifying that the degree of decomposition of deliverables is

appropriate.PMBOK V5 Ref #5.4.2.1

5.4.2 Create WBS – Tools and TechniquesProject Scope Management






Expert Judgment It is used to analyze the information needed to be

decomposed in smaller deliverables It involves domain experts or expertize captured in form of

documentation and templates A WBS structure might be organized based on various

criteria: project phases at the second level major components at the second level lower levels organized logically towards a manageable delivery

WBS decomposition may not be possible in early stages for a deliverable that will be produced far in the future

Using Rolling wave planning technique for WBS Avoid excessive decomposition:

non productive management effort uses resources inefficiently decreases work performance efficiency


5.4.2 Create WBS – Tools and TechniquesProject Scope Management






5.4.2 Create WBS – Tools and TechniquesWork Breakdown Structure




Scope Baseline

Includes approved work of scope statement and acts as a

reference or baseline against which to compare changes

Composed of project scope statement WBS WBS dictionary

PMBOK V5 Ref # 5.4.3.1

5.4.3 Create WBS – Outputs



Scope Baseline – Project Scope Statement

Description of the project scope

Major deliverables

Assumptions

Constraints





Scope Baseline – WBS

Is an hierarchical decomposition of the scope, using a logical

criteria relevant to the given project.

Each descending level represents an increasingly detail

definition of a deliverable.

At lowest level, WBS defines a work package that has an

unique identifier and is assigned to a control account.

The WBS identifiers provide support for hierarchical summation

of costs, schedule and, resource information.





Scope Baseline – Control account

Is a management control point.

Placed at selected management points in the WBS.

Each control account might include one or more work packages,

but each work package belongs to only one control account.

A control account may include one or more planning packages.





Scope Baseline – Planning Package

Is a WBS component below the control account with known

work content but without detailed schedule activities.





Scope Baseline – WBS Dictionary Supports WBS, and is a companion document; For each WBS component includes, but is not limited to:

code of account identifier, description of work, assumptions and constraints, responsible organization, schedule milestones, associated schedule activities, resource required, cost estimates, quality requirements, acceptance criteria, technical references, agreement information.


5.4.3 Create WBS – OutputsProject Scope Management


Project Documents Updates

Approved scope, including changes against the baselined

scope, needs to be reflected in the documents that capture

the project’s baseline: Requirements documentation WBS WBS dictionary





Formalizes acceptance of the project scope and associated deliverables.

Deliverables are reviewed by customers and sponsors for satisfactory completion.

Being done after or in parallel with Control Quality.

5.5 Validate Scope

Validate Scope: Inputs, Tools & Techniques, and Outputs




5.5 Validate Scope - Data Flow Diagram




Project management plan



Validated deliverables

Work performance data

PMBOK V5 Ref #5.5.1

5.5.1 Validate Scope – Inputs



Inspection Uses activities to determine if the work is producing the

required deliverables within the accepted constraints Activities include:

measuring examining validating and verifying

Inspections also called reviews product reviews audits or walkthroughs

Group Decision-Making Techniques Used to reach a conclusion when validation is performed

PMBOK V5 Ref #5.5.2.1, #5.5.2.2

5.5.2 Validate Scope – Tools & TechniquesProject Scope Management


Accepted deliverables meet the acceptance criteria, formally signed off and

approved. Change requests

completed deliverables that are not formally accepted yet; require formal analysis through Perform Integrated Change

Control. Work performance information

project progress, deliverable status; communicated to stakeholders.

Project document updates documents results at progress and status as result of

Validate Scope process; documents may require approval.

PMBOK V5 Ref #5.5.3

5.5.3 Validate Scope – OutputsProject Scope Management


Monitors status of project and product scope

Manages changes to scope baseline influences the factors that create scope changes ensures changes are beneficial manages the scope change controls impact of change

Integrates changes with other control processes

PMBOK V5 Ref #5.6

5.6 Control Scope




Control Scope: Inputs, Tools & Techniques, and Outputs

5.6 Control Scope




5.6 Control Scope - Data Flow Diagram



Project management plan Scope baseline, Scope management plan, Change management

plan, Configuration management plan, Requirements management plan

Requirements documentation Well-documented requirement help to detect deviation from

baseline Requirements traceability matrix

helps to detect change impact Work performance data

number of change request received/accepted, deliverables completed, etc.

Organizational process assets control policies, procedures and guidelines monitoring and reporting methods and templates, etc.

PMBOK V5 Ref #5.6.1

5.6.1 Control Scope – InputsProject Scope Management


Variance Analysis uses project performance measurements to assess the

magnitude of variation from the original scope baseline; determines the cause and degree of variance relative to the

scope baseline; decides whether corrective or preventive action is required.


5.6.2 Control Scope – Tools & Techniques



Work performance information Change requests Project management plan updates

scope baseline updates other baseline updates (cost or schedule)

Project documents updates requirements documentation requirements traceability matrix, etc.

Organizational process assets updates cases of variances corrective actions chosen and reason lessons learned

PMBOK V5 Ref #5.6.3

5.6.3 Control Scope – Outputs



PMP Exam PreparationSample Test Questions




Answer:

Question #1

A scope change is defined as a:

A. Changes in technical specifications as defined in the WBS and the Scope Management Plan

B. Changes in project authorization

C. Changes in project personnel or team

D. Modifications to the agreed upon project scope or work to be done as defined in the WBS


Answer:

Question #2

The Scope Management Plan does not include:

A. Project Scope Statement

B. WBS

C. Scope Dictionary

D. Project deliverables


Answer:

Question #3

Who is responsible to create the project charter

A. The project manager, with help from the customer- since the project manager will be most familiar with the project details

B. The customer - since they have the money & can determine the content they like for the project

C. The project manager boss- since they have initiated the project based on the customer’ s business need D. The customer determines the content and the project manager can contribute by providing any required additional details


Answer:

Question #4

When should the project document the lessons learned

A. At the end of the project since this is the time when all the project events have occurred & it is required activity for closing the project

B. at the end of each phase – since this ensures the events are not forgotten & also optimizes the team ‘s time & ensures the effort during the phase is focused on deliverables

C. Whenever the team runs into problem s- since this captures the events immediately and ensures all the details are not forgotten

D. From the beginning of the project & throughout the project


Answer:

Question #5

A code of accounts:

A. Uniquely identifies each element of the WBS

B. Include work packages, used to track progress

C. Is an organizational scheme to keep track of contracts

D. Charts elements of the WBS against the schedule baseline


Answer:

Question #6

Scope validation:

A. Is the formal acceptance of the project deliverables by the customer

B. Refers to the final project report describing the project at completion

C. Is not necessary if the project completes on time and is on budget

D. Occurs when revisions or change orders are made to the project


Answer:

Question #7

You are on a web project in a very dynamic environment & running behind schedule because the user assigned to review the design, has been assigned to another task. This is delaying your project & you will miss a deadline - what is the best course of action

A. Write a memo to the user informing them that unless they do the review the deliverable will be delayed & they will be responsible

B. Send a note to the user manager advising them of the delay & requesting the user be re-assigned to review the deliverable

C. Inform your manager the user is delaying the project & request them to escalate this to the user management to get it resolved

D. Contact the user manager, to find out why the user has been pulled to another task & confirm if the deliverable or deadline is still required


Answer:

Question #8

The scope baseline is the original:

A. Project schedule and budget

B. Description of the project charter

C. Approved scope statement, associated WBS and WBS dictionary

D. Performance measure


Answer:

Question #9

Controlling the project scope is used for all of the following purposes

EXCEPT:

A. To manage the actual changes when they occur

B. To monitor the status of the project and product scope

C. To manage change to the scope baseline

D. To validate if the deliverables meet the acceptance criteria


Answer:

Question #10

Scope definition is the process that is responsible for:

A. Developing a detailed description of the project and product

B. Subdividing the major project deliverables into smaller more manageable components

C. Determining the responses needed to perform project activities

D. Analysis of activity sequence, duration and resource requirements


Answer:

Question #11

Which of the following statements is true of the WBS?

A. The WBS is deliverable-oriented

B. Each level represents related TIME and COST details

C. The WBS is an unstructured list of activities in chart form

D. The WBS is the same as the Organizational Breakdown Structure


Answer:

Question #12

The following is an example of a project scope constraint:

A. A predefined budget

B. A business risk

C. The threat of a strike by a subcontractor

D. Relationship with the seller


Answer:

Question #13

You are assigned to a new project . You re very busy recruiting the team & putting the required project tracking set up in place. The customer has requested your help with the project charter. You

A. Inform your manager - the customer is requesting you to do their task & therefore they should pay additional funds to cover your time

B. Advise the customer to contact your manager –since only they can make the decision on the project charter content & not you

C. Tell the customer to send you their ideas & you will review them & add any further details required

D. Set up a meeting with the customer, review with them the project charter and come up with an action plan to complete the charter – even if it takes more of your time

E. A & D


Answer:

Question #14

Product scope refers to all of the following except:

A. Features that characterize a product

B. Research results

C. Critical path

D. Service characteristics


Answer:

Question #15

All of the following are characteristics of a "work package" except:

A. Associated with only one control account

B. A summary task at the top level of the WBS

C. Manageable units of work for which cost and duration can be estimated and managed

D. Uniquely identified from a code of accounts


Answer:

Question #16

What is the WBS typically used for?

A. Subdividing, organizing and defining project deliverables and project work as more manageable components

B. To define the project schedule

C. To identify the logical person to be project sponsor

D. To define the level of reporting the seller provides the buyer


Answer:

Question #17

You have been assigned a new transit project with a budget of 10 million dollars due

to be completed in the next 6 months. Up to 10 different stakeholders will be

monitoring the project very closely and have their reputations tied to the success

and completion of the project. All stakeholders involved have agreed to select one of

the railcar builders called Rail-Link. The stakeholders have indicated that they can

tolerate no more than a 10% schedule overrun.

Given the facts, which process would you expect most of your time as Project

Manager to be spent in the early phase of the project:

A. Validate Scope

B. Report Scope

C. Develop Schedule

D. Define Scope


Answer:

Question #18

A new director has just been hired by your company and as part of the global

economic crisis and slow down, 3 plants located in North America have been

marked for a 2 month shutdown. As a project manager you have been selected to

review the impact of the shutdown on the company. Your work will be to determine

the cutbacks in production for that time period as well the number of units that can

be produced once the 3 plants reopen after the shutdown for the first 6 months.

In order to evaluate the production capacity when the plants re-open which tool &

technique from the SCOPE process would best be suited for this task?

A. Expert Judgment

B. Variance Analysis

C. Analogous Estimating

D. Scope Statement


Answer:

Question #19

Validate scope process is concerned with:

A. Correctness of deliverables more precisely defined as corrective and preventative actions

B. To monitor the status of the project and product scope

C. To manage change to the scope baseline

D. Acceptance of deliverables


Answer:

Question #20

Plan scope management is concerned with the following except:

A. Document how the scope will be defined, validated, and controlled

B. Subdividing the major project deliverables into smaller more manageable components

C. Creating a scope management plan

D. Providing guidance on how the scope will be managed throughout the project


Answer:

Question #21

You have been working on a project for 4 months.& the project is proceeding well & will be completed 2 months from now on time & below budget. All the deliverables have been agreed to by the customer in writing. In your latest weekly meeting – the customer has just informed you that some of the deliverables you are working on, are no longer required – Your recommended course of action is to

A. Send a memo to the customer advising them they have agreed to the deliverables. Any new deliverables will have to be a change request.

B. Tell the customer your team cannot change mid- course. You spent a lot of effort on the agreed deliverables & we should continue with them

C. Cease activity on the deliverables the customer mentioned & work with the customer to understand what new deliverables are required

D. Advise your team to work only on the deliverables that are close to completion & free up their time for any new work that may be coming


PMP Exam PreparationEnd of session



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