5 Project Scope Management Flashcards
A planning heuristic for creating the WBS. This rule states that the work package in a WBS must take no more than 80 hours of labor to create and no fewer than 8 hours of labor to create.
8/80 Rule
The observer interacts with the worker to
ask questions and understand each step
of the work being completed. In some
instances, the observer could serve as an
assistant in doing the work.
Active observation
When stakeholders create a large
number of ideas, you can use it to cluster similar ideas together for further analysis.
Affinity diagrams
A scope definition process of finding alternative solutions for the project customer while considering the customer’s satisfaction, the cost of the solution, and how the customer may use the product in operations.
Alternatives generation
A decision method where only one
individual makes the decision for the
group.
Autocratic
This approach encourages participants to generate as many ideas as possible about the project requirements. No idea is judged or dismissed during the session.
Brainstorming
Documented in the scope management
plan, this system defines how changes to
the project scope are managed and
controlled.
Change control system (CCS)
This subsidiary plan defines how
changes will be allowed and managed
within the project.
Change management plan
A numbering system for each item in the WBS. The PMBOK is a good example, as each chapter and its subheadings follow a logical numbering scheme. For example, PMBOK 5.3.3.2 identifies an exact paragraph in the PMBOK.
Code of accounts
This subsidiary plan defines how
changes to the features and functions of
the project deliverables will be monitored
and controlled within the project
Configuration management plan
These diagrams show the relationship between elements of an environment. For example, it would illustrate the networks, servers, workstations, and people that interact with the elements of the environment.
Context diagram
A moderator-led requirements collection
method to elicit requirements from
stakeholders.
Focus groups
This is the study of the functions within a system, project, or, what’s more likely in the project scope statement, the product the project will be creating. Studies the goals of the product, how the product will be used, and the expectations the customer has of the product once it leaves the project and moves into operations. May also consider the cost of the product in operations, which is known as life-cycle costing
Functional analysis
Most projects have a determined budget in relation to the project scope. There may be a qualifier on this budget, such as plus or minus 10 percent based on the type of cost estimate created.
Funding limit
A requirements collection method used to
elicit requirements from stakeholders in a
one-on-one conversation.
Interviews
A group decision method where more
than 50 percent of the group must be in
agreement.
Majority
This approach maps ideas to show the relationship among requirements and the differences between requirements. The map can be reviewed to identify new solutions or to rank the identified requirements.
Mind mapping
As with brainstorming, participants are
encouraged to generate as many ideas
as possible, but the suggested ideas are
ranked by a voting process.
Nominal group technique
The observer records information about
the work being completed without
interrupting the process; sometimes
called the invisible observer.
Passive observation
A group-decision method where the
largest part of the group makes the
decision when it’s less than 50 percent of
the total. (Consider three or four factions
within the stakeholders.)
Plurality
This project scope statement component works with the project requirements, but focuses specifically on the product and what the conditions and processes are for formal acceptance of the product.
Product acceptance criteria
A scope definition technique that breaks
down a product into a hierarchical
structure, much like a WBS breaks down
a project scope.
Product breakdown
This is a narrative description of what the
project is creating as a deliverable for the
project customer.
Product scope description
Defines the product or service that will
come about as a result of completing the
project. It defines the features and
functions that characterize the product.
Product scope
It´s a factor in the
planning process that is held to be true
but not proven to be true
Project assumptions
Clearly states what is included with the project and what’s excluded from the project. This helps to eliminate assumptions between the project management team and the project customer
Project boundaries
It´s anything that limits the project manager’s options. Consider a predetermined budget, deadline, resources, or materials the project manager must use within the project— these are all examples of:
Project constraints
These are the measurable goals that determine a project’s acceptability to the project customer and the overall success of the project. Often include the cost, schedule, technical requirements, and quality demands.
Project objectives
These are the demands set by the customer, regulations, or the performing organization that must exist for the project deliverables to be acceptable. Requirements are often prioritized in a number of ways, from “must have” to “should have” to “would like to have.”
Project requirements
This defines all of the work, and only the
required work, to complete the project
objectives.
Project scope
This project management subsidiary plan controls how the scope will be defined, how the project scope statement will be created, how the WBS will be created, how scope validation will proceed, and how the project scope will be controlled throughout the project.
Project scope management plan
This documentation of what the
stakeholders expected in the project
defines all of the requirements that must
be present for the work to be accepted by
the stakeholders.
Requirements documentation
This subsidiary plan defines how changes to the project requirements will be permitted, how requirements will be tracked, and how changes to the requirements will be approved.
Requirements management plan
This is a table that maps the
requirements throughout the project all
the way to their completion.
Requirements traceability matrix (RTM)
The project customer may have specific
dates when phases of the project should
be completed. These milestones are
often treated as project constraints.
Schedule milestones
Undocumented, unapproved changes to
the project scope.
Scope creep
The formal inspection of the project
deliverables, which leads to project
acceptance.
Scope validation
