Ch. 5: Managing the Project Scope Flashcards
A planning heuristic for creating the WBS. This rule states the work package in a WBS must take no more than 80 hours of labor to create and no less than eight hours of labor to create.
8/80 Rule
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.
Alternative identification
Documented in the scope management plan, this system defines how changes to the project scope may be allowed.
Change control system
A hierarchical numbering system for each item in the WBS. The PMBOK is a good example of a code of accounts, 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 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. Functional analysis 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. Functional analysis 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.
Fund limitation
The project scope statement identifies the project team and the key stakeholders. In some organizations, especially on larger projects, the team organization and structure is also documented.
Initial project organization
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
Defines the product or service that will come about as a result of completing the project.
Product scope
This is a narrative on what the project is creating as a deliverable for the project customer.
Product scope description
A project assumption is anything that is held to be true but not proven to be true.
Project assumptions
A project boundary 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
A constraint is 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.
Project constraints
These are the measurable goals that determine a project’s acceptability by the project customer and the overall success of the project. Objectives 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, should have, and 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 verification will proceed, and how the project scope will be controlled throughout the project.
Project scope management plan
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 verification
A scope definition process where the project management team interviews the stakeholders and categorizes, prioritizes, and documents what the project customer wants and needs. Stakeholder analysis demands quantification of stakeholder objectives; goals such as “good”, “satisfaction”, and “speedy” aren’t quantifiable.
Stakeholder analysis
This project scope statement creation process studies how a system should work, designs and creates a system model, and then enacts the working system based on the project’s goals and the customer’s expectations. Systems engineering aims to balance the time and cost of the project in relation to the scope of the project.
Systems engineering
A scope definition approach that studies and analyzes a system, its components, and the relationship of the components within the system.
Systems analysis
Like value engineering, this approach examines the functions of the project’s product in relation to the cost of the features and functions. This is where, to some extent, the grade of the product is in relationship to the cost of the product.
Value analysis
This project scope statement creation approach attempts to find the correct level of quality in relation to a reasonable budget for the project deliverable while still achieving an acceptable level of performance of the product.
Value engineering
A WBS companion document that defines all of the characteristics of each element within the WBS.
WBS dictionary
A pre-populated WBS for repetitive projects. Previous projects’ WBSs are often used as templates for current similar projects.
WBS template
A deliverables-orientated breakdown of the project scope.
Work breakdown structure (WBS)
The smallest item in the WBS.
Work package
