CHAPTER 5 - MANAGING PROJECT SCOPE Flashcards
8/80 RULE
Planning method to create WBS. WP in a WBS should not take more than 80 and less than 8 hours of labor to create
ACTIVE OBSERVATION
Interact with worker, ask questions understand each step of work being completed. Sometimes even assist doing the work
AFFINITY DIAGRAMS
Cluster large number of similar ideas together for further analysis
ALTERNATIVES GENERATION
Scope definition by finding alternative solutions while considering cost, customer satisfaction, usage in operation
AUTOCRATIC
Decision making. Only one individual makes the decision
BRAINSTORMING
Generate as many ideas as possible about the project requirements. No ideas judged or dismissed.
CHANGE CONTROL SYSTEM (CCS)
Documented in scope management plan. Defines how changes to the project scope are managed and controlled.
CHANGE MANAGEMENT PLAN
A subsidiary plan that defines how changes will be allowed and managed within the project
CODE OF ACCOUNTS
Numbering system for each item in the WBS.
CONFIGURATION MANAGEMENT PLAN
Defines how features and functions to the deliverables will be monitored and controlled in the project
CONTEXT DIAGRAM
Shows relationship between elements of an environment and how they interact. E.g. server structure and user interaction
FOCUS GROUPS
Moderator led requirements collection method with SH
FUNTIONAL ANALYSIS
Study of functions in a system, project, product.
Studies goal of the product, how it will be used, expectations towards the product once it moves into operation. Also considers life cycle costing.
FUNDING LIMIT
Budget is determined in relation to project scope. Including qualifiers such as +-10%
INTERVIEWS
Requirements collection method. One on one conversations with interviewers
MAJORITY
Group decision method. More than 50% must agree
MIND MAPPING
Maps ideas to show the relationship among requirements. Can be reviewed to identify new solutions or rank the identified requirements
NOMINAL GROUP TECHNIQUE
Technique similar to brainstorming. Create as many ideas as possible and then rank them through voting.
PASSIVE OBSERVATION
Observer records information about work being completed without interrupting the process.
PLURALITY
Group decision method. Largest part of the group makes the decision. Even I’d less than 50%
PRODUCT ACCEPTANCE CRITERIA
Project scope statement component that defines conditions and process for formal acceptance of the product
PRODUCT BREAKDOWN
Scope definition technique that breaks down the product into a hierachacle structure similar to WBS for deliverables and project scope
PRODUCT SCOPE
Defines the product or service that will come as a result of completing the project. Defines features and functions that characterize the product.
PRODUCT SCOP3 DESCRIPTION
Narrative description of what the project is creating as a deliverable to the customer
PROJECT ASSUMPTIONS
A factor in the planning process that is believed to be true but not proven to be true
PROJECT BOUNDARY
States what is included and what is excluded from the project scope. Helps eliminate assumption between the PM, the team and the customer
PROJECT BOUNDARY
States what is included and what is excluded from the project scope. Helps eliminate assumption between the PM, the team and the customer
PROJECT CONSTRAINT
Anything that limits the project managers options. Budget, deadlines, resources.
PROJECT OBJECTIVES
Goals that determine projects acceptability to the customer and overall success. Often include cost, schedule, technical requirements and quality demands.
PROJECT REQUIREMENTS
Demands set by customer, regulations or the performing organization that must exist for the project deliverable to be acceptable.
Can be prioritized from “must have” “should have” “would like to have”.
PROJECT SCOPE
Defines all the work and only the required work to complete the objectives.
PROJECT SCOPE MANAGEMENT PLAN
A PM plan subsidiary, that controls how the scope will be defined, how the scope statement will be created, how the WBS will be created, how scope validation will proceed, and project scope will be controlled throughout the project.
REQUIREMENTS DOCUMENTATION
Documentation of what stakeholders expect in the project that defines all of the requirements that must be present dor the work to be acceptable by the SH
REQUIREMENTS MANAGEMENT PLAN
Subsidiary plan that defines how changes to the project requirements will be permitted, how requirements will be tracked and how changes will be approved.
REQUIREMENTS TRACEBILITY MATRIX
Table that maps the requirements throughout the project all the way to their completion.
SCHEDULE MILESTONES
Specific dates established by the customer that states when phases of the project should be completed. Often treated as project constraints
SCOPE CREEP
Undocumented, unapproved changes to the project scope
SCOPE VALIDATION
Formal inspection of the project deliverables, which leads to project acceptance.
STAKEHOLDER ANALYSIS
Scope definition process. PT interviews the SH and categories, prioritizes and documents what the project customer wants and needs. The analysis determines, quantities and prioritizes the interests of the stakeholders. Requires quantification of SH objectives. For example satisfactory is not quantifiable.
SYSTEMS ANALYSIS
Scope definition approach that studies and analyzes a system , it’s components and the relationship of the components within the system
SYSTEMS ENGINEERING
Project scope statement creation process that studies how a system should work, designs and creates a system modela ND enacts the working system based on the project goals and customer expectation.
Aims to balance the time and cost of the project in relation to the scope of the project.
UNANIMITY
A group decision method in which everyone must be in agreement
VALUE ANALYSIS
Examines the functions of the projects product in relation to the cost of the features and functions. The grade of the product is in relation to the cost of the product.
VALUE ENGINEERING
Approach to project scope statement creation. 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.
WBS DICTIONARY
Defines all of the characteristics of each element within the WBS
WBS template
Repopulate WBS for repetitive projects. Often using previous projects WBS as templates for current, similar projects
WORK PACKAGE
Smallest item in the WBS
WORK PERFORMANCE INFORMATION
Status of the deliverables: the work that has been started, finished or is yet to begin
