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CAPM 1 > Chapter 5- Project Scope Management > Flashcards

Chapter 5- Project Scope Management Flashcards

1
Q

8/80 Rule

A

A planning heuristic for creating the WBS. This rule states that the work package in a WBS take no more than 80 hours of labour to create and no fewer than 8 hours of labour to create

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2
Q

Active observation

A

The observer interacts with the worker to ask questions and understand each step of the work being completed. In some instances, the observer could server as an assistant in doing the work.

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3
Q

Affinity diagrams

A

When stakeholders create a larger number of ideas, you can use an affinity diagram to cluster similar ideas together for further analysis. Common categories: Business requirements, Project Reqs, Stakeholder req, Solution Reqs, Quality Reqs, Technical Reqs, Transition requirements

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4
Q

Alternatives generation

A

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

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5
Q

Brainstorming

A

This approach encourages participants to generate as many ideas as possible about the project requirements. No idea is judged or dismisses during the brainstorming session.

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6
Q

Change Control System CCS

A

Documented in the scope management plan, this system defines how changes o the project scope are managed and controlled.

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7
Q

Change Management Plan

A

This subsidiary plan defines how changes will be allowed and managed within the project.

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8
Q

Code of accounts

A

A numbering system for each item in WBS. The PMBOK is a good example of a code of accounts, as each chapter and its subheadings follow a logical numbering scheme.

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9
Q

Configuration management plan

A

The subsidiary plan defines how changes to the features and functions of the project deliverables will be monitored and controlled within the project.

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10
Q

Context diagram

A

These diagrams show the relationship b/n elements of an environment. For example a context diagram would illustrate the networks, servers, work stations, and people that interact with the elements of the environment

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11
Q

Delphi technique

A

This approach uses rounds of anonymous survey to build consensus. Because the surveys are anonymous, participants are more likely to be honest with their requirements, opinions, and statements. The PM organises these comments and inputs and then sends them back to the participant for another round of anonymous input.

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12
Q

Dictatorship

A

A decision method where only one individual makes the decision for the group.

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13
Q

Focus groups

A

A moderator-led requirements collection method for elicit requirements from stakeholders

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14
Q

Functional analysis

A

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-cycling.

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15
Q

Funding limit

A

Most projects have a determined budget in relation to the project scope. There may be a qualifies if this budgets, such as plus or minus 10% based on the type of cost estimate created.

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16
Q

Initial Project organisation

A

The project scope statement identifies the project team and the key stakeholders. In some organisation, especially on larger projects, the team organization and structure are also documented.

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17
Q

Interviewers

A

A requirements collection method used to elicit requirements from stakeholders in a one-on-one conversations.

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18
Q

Majority

A

A group decision method where more than 50% of the group must be in agreement.

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19
Q

Mind mapping

A

Diagram of ideas or notes used to help generate, classify, or record information. It will show branches extending out from central core word or words.

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20
Q

Nominal Group technique

A

A technique that enhances brainstorming with a voting process used to rank the most useful ideas for further brainstorming or for prioritization.

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21
Q

Passive observation

A

The observer records information about the work being completed without interrupting the process, sometimes called the invisible observer.

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22
Q

Plurality

A

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 fractions within the stakeholders.)

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23
Q

Product acceptance criteria

A

This project scope statement components work with the project requirements, but focuses specifically on the product and what the conditions are processes are for formal acceptance of the product.

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24
Q

Product breakdown

A

A scope definition technique that breaks down a product into a hierarchical structure, much like a WBS breaks down a project scope

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25
Q

Product Scope description

A

This is a narrative description of what the project is creating as a deliverable for the project customer

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26
Q

Product scope

A

Defines the product or service that will come about as a results of completing the project. It defines the features and functions that characterise the product.

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27
Q

Project assumptions

A

A project assumption is a factor in the planning process that is held to be true but not proven to be true.

28
Q

Project boundaries

A

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

29
Q

Project constraints

A

A constraint is anything that limits the project managers; option. Consider a predetermined budget, deadline, resources, or materials the project manager must use within the project-these are all examples of project constraint.

30
Q

Project objectives

A

These are measurable goals that determine a project’s acceptability to the project customer and the overall success of the project. Objectives often include the cost, schedule, technical requirements and quality demands.

31
Q

Project requirements

A

These are the demands set by customer, regulations, or the performing organisation that must exist for the project deliverables to be acceptable. Requirements are often prioritised in a number of ways, from “must have” to “should have” to “would like to have”

32
Q

Project scope

A

This defines all of the work, and only the required work to complete the project objectives.

33
Q

Project scope management plan

A

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.

34
Q

Prototype

A

A model of the finished deliverable that allows the stakeholder to see how he final project deliverable may operate.

35
Q

Requirement documentation

A

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.

36
Q

Requirements management plan

A

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.

37
Q

Requirements traceability matrix RTM

A

Output of collect requirements
Links requirements to objectives, and/or another requirements to ensure the strategic goals are accomplished. Requirements attributes need to be documented.

38
Q

Schedule milestones

A

The project customer may have specific dates when phases of the project should be completed. These milestones are often treated as project constraints.

39
Q

Scope screep

A

Undocumented, unapproved changes to the project scope.

40
Q

Scope validation

A

The formal inspection of the project deliverables, which leads to project acceptance.

41
Q

Stakeholder analysis

A

A scope definition process where the project management team interviews the stakeholders and categorises, prioritises, and documents what the project customer wants and needs. The analysis is to determine, quantify, and prioritise the interests of the stakeholders. Stakeholders analysis demands quantification of stakeholder objectives; goals such as “good”, “satisfaction” and “speedy” aren’t quantifiable.

42
Q

System analysis

A

A scope definition approach that studies and analyses a systems, its components, and the relationship of the components within the system.

43
Q

Systems engineering

A

This project scope statement creation process studies how a system should work, design 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.

44
Q

Unanimity

A

A group decision method where everyone must be in agreement.

45
Q

Value analysis

A

As with 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, in some extent, the grade of the product is in relationship to the cost of the product.

46
Q

Value engineering

A

This approach to project scope statement creation attempts to find correct level if quality in relation to a reasonable budget for the project deliverable where still achieving an acceptable level of performance of the product.

47
Q

WBS dictionary

A

A WBS companion document that defines all of the characteristics of each element within the WBS.

48
Q

WBS template

A

A prepopulated WBS for repetitive projects. Previous project’s WBS are often used as templates for current similar projects.

49
Q

WBS

A

A deliverable-oriented breakdown of the project scope.

50
Q

Work package

A

The smallest item in the WBS

51
Q

Work performance information

A

Status of the deliverables; the work that’s been started, finished, or has yet to begin.

52
Q

Group creativity techniques

A

Brainstorming, Nominal Group Technique, Multi-criteria decision analysis, Mind maps, affinity diagram

53
Q

Consensus technique

A

seeks general agreement about a decision; those who would prefer another option are willing to accept the decision that most members of the group support.

54
Q

Group decision technique

A

Input into Collect Requirements, Delphi Technique, Majority, Dictatorship, Plurality, Consensus

55
Q

Collect Requirements

A

Inputs:
Scope Management Plan, Requirements Management Plan, Charter, Stakeholder register, Stakeholder Management plan

T&T
Interviews
Focus Groups
Facilitation Workshops
Group creativity techniques
Group decision making techniques
Questionaries & surveys
Prototypes
Benchmarking
Observations
Context Diagrams

Outputs
Requirements documentations
Requirements traceability matrix

56
Q

Define Scope

A 
Planning
Inputs:
Requirements documentations,
Scope Management Plan,
Charter,
Organisational Process Assets
T&T
Expert judgement
Product Analysis
Alternatives generations
Facilitated workshops

Output
Project Scope Statement
Project documentation updates

57
Q

Project Scope Statement

A 
description of the project scope, major deliverables, constraints and assumptions. It documents the entire scope, including project and product scope. It includes:
Product Scope
Project Scope
Deliverables
Acceptance Criteria
What is not part of the project
Constraints and Assumptions
58
Q

Create WBS

A 
Planning
Inputs
Scope Management Plan
Project Scope Statement
Requirements Documentation
Enterprise env factors
Organisational Process assets
 T&T
Decomposition
Expert judgement

Output
Scope Baseline
Project Documentation Updates

59
Q

Validate Scope

A

Monitor & Control
Process of formalising the acceptance of deliverables.

Inputs
PMP
Requirements Documentation
Requirements Traceability Matrix
Verified deliverables
Work Performance Data

T&T
Inspections
Group decision making techniques

Outputs
Accepted deliverables
Change requests
Work performance data
Project documentation updates
60
Q

Control Scope

A

Process of monitoring the status of the project& product scope and managing changes to the scope baseline

Inputs
PMP
Requirements documentation
Requirements Traceability Matrix
Work performance data
Organisational process assets

T&T
Variances analysis

Outputs
Work performance information
Change requests
Project Management Plan updates
Project Document update
Organisational Process assets updates
61
Q

Facilitation workshops

A

T&T for “Collect Requirements”. Workshops bring together stakeholders with different perspectives to talk about product and, ultimately, define requirements.

62
Q

Multi-criteria decision analysis

A

This technique utilizes a decision matrix to provide a systematic analytical approach for establishing criteria, such as risk levels, uncertainty, and valuation, to evaluate and rank many ideas.

63
Q

Mind Map

A

diagram of ideas and notes used to generate, classify, or record information. It will show branches extending from a central core word.

64
Q

Benchmarking

A

T&T for “Collect Requirements”
Comparison of actual or planned practices, such as processes and operations, to those of comparable organisations to identify best practices, generate ideas for improvement and provide a basis for measurement.

65
Q

Context diagram

A

T&T for “Collect Requirements
A visual description of the product scope showing a business system ( process, equipment, computer system, etc.). and how people and other systems interact with it.

66
Q

What document contains acceptance criteria

A

Requirements Documentation (Output of Collect requirements), Project Scope Statement

CAPM 1 (14 decks)

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