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CAPM > Chapter 5: Project Scope Management > Flashcards

Chapter 5: Project Scope Management Flashcards

1
Q

Which knowledge area includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully:

A. Project Cost Management
B. Project Integration Management
C. Project Scope Management
D. Project Communications Management

A

C. Project Scope Management

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2
Q

The process of determining, documenting, and managing stakeholder needs and requirements is known as:

A. Collect requirements
B. Define scope
C. Plan scope management
D. Create WBS

A

A. Collect requirements

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3
Q

When can a scope baseline be changed:

A. As required by the project manager
B. By the project stakeholders
C. Only through formal change control procedures
D. By the project sponsor

A

C. Only through formal change control procedures

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4
Q

Company SVT is undertaking a project to construct an oil pipeline between Alberta and Texas. They have been working on a document which says how the project scope will be defined, validated and controlled. Which PMBOK process will they use for this:

A. Define Scope
B. Plan Scope Management
C. Validate Scope
D. Collect Requirements

A

B. Plan Scope Management

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5
Q

Which document is used to provide the project context needed to plan the scope management processes:

A. The Project Charter
B. The Scope Management Plan
C. The Project Management Plan
D. The Project Definition

A

A. The Project Charter

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6
Q

Which of the following is not a component of a scope management plan:

A. Process that specifies how formal acceptance of the completed project deliverables will be obtained
B. Process that establishes how the WBS will be maintained and approved
C. Process for preparing a detailed project scope statement
D. Process for the development of the project charter

A

D. Process for the development of the project charter

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7
Q

Which type of project requirements capture any condition or criteria needed to validate the successful completion of a project deliverable or fulfillment of other project requirements:

A. Business requirements
B. Quality requirements
C. Solution requirements
D. Project requirements

A

B. Quality requirements

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8
Q

Brainstorming, nominal group technique, idea/mind mapping, affinity diagram and multi criteria decision analysis are described in PMBOK as:

A. Group creativity techniques
B. Group meeting techniques
C. Group facilitation techniques
D. Collecting requirements

A

A. Group creativity techniques

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9
Q

Which of the following is not a group decision making technique:

A. Unanimity
B. Plurality
C. Dictatorship
D. Brainstorming

A

D. Brainstorming

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10
Q

A grid that links product requirements from their origin to the deliverables that satisfy them is known as:

A. Requirements traceability matrix
B. Product requirements matrix
C. Project requirements matrix
D. Affinity diagram

A

A. Requirements traceability matrix

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11
Q

Company TAZ Software is designing a new software application. The have a clear vision of what the software will do but are developing the detail of how the software will do this as the project proceeds. They are making short term plans for the project and reviewing these and determining how to proceed next at the end of each stage. This type of project is known as:

A. A waterfall project
B. A highly defined project
C. An iterative life cycle project
D. A multiple phase project

A

C. An iterative life cycle project

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12
Q

Product breakdown, systems analysis, requirements analysis, systems engineering and value analysis are all techniques that are used in:

A. Alternatives generation
B. Product analysis
C. Facilitated workshops
D. Brainstorming

A

B. Product analysis

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13
Q

The description of the project scope, major deliverables, assumptions and constraints is known in PMBOK as:

A. The project scope definition
B. The project management plan
C. The project charter
D. The project scope statement

A

D. The project scope statement

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14
Q

Limiting factors that affect the execution of the project are known in PMBOK as:

A. Project exclusions
B. Project constraints
C. Project limitations
D. Project assumptions

A

B. Project constraints

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15
Q

The hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required project deliverable is known in PMBOK as:

A. The work breakdown structure
B. Project decomposition
C. Product analysis
D. Alternatives generation

A

A. The work breakdown structure

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16
Q

The planned work in the lowest level of WBS components are called:

A. Work packages
B. Work tasks
C. Project activities
D. Project requirements

A

A. Work packages

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17
Q

The document that provides deliverable, activity, and scheduling information about each component in the WBS is:

A. The project schedule
B. The WBS dictionary
C. The WBS register
D. The WBS log

A

B. The WBS dictionary

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18
Q

The plan which specifies how formal acceptance of the completed project deliverables will be obtained is:

A. The quality management plan
B. The project management plan
C. The scope management plan
D. The risk management plan

A

C. The scope management plan

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19
Q

Uncontrolled expansion to product or project scope is referred to as:

A. Scope growth
B. Scope wandering
C. Scope enlargement
D. Scope creep

A

D. Scope creep

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20
Q

The technique that is used to determine the cause and degree of difference between the baseline and actual performance is:

A. Gap analysis
B. Earned value analysis
C. Variance analysis
D. Work performance analysis

A

C. Variance analysis

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21
Q

Project Scope Management processes

A
  1. Plan Scope Management
  2. Collect Requirements
  3. Define Scope
  4. Create WBS
  5. Validate Scope
  6. Control Scope
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22
Q

Business analysis

A

Analysis undertaken before the project starts and before the project manager has been appointed

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23
Q

Plan Scope Management process

A

Process in which the project manager prepares the Scope Management Plan

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24
Q

Scope Management Plan

A

Describes how the scope will be managed, including how it will be defined and developed, monitored and controlled, and verified to ensure that it has been successfully achieved; becomes part of the overall project management plan

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25
Q

Plan Scope Management inputs

A
  • Project charter
  • Project management plan
  • EEFs
  • Organizational process assets
  • Development approach (adaptive, agile, predictive, etc.)
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26
Q

Plan Scope Management tools and techniques

A
  • Expert judgement
  • Data analysis techniques
  • Meetings
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27
Q

Alternatives analysis

A

Data analysis technique that evaluates options for achieving project objectives

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28
Q

Plan Scope Management outputs

A
  • Elements that describes how the scope will be managed

- Requirements management plan

29
Q

Requirements management plan

A

Output of the Plan Scope Management process; describes how the project’s detailed requirements will be identified, described, and managed

30
Q

Collect Requirements process

A

Process for detailing requirements for the organization in which the project is taking place and also for other stakeholders

31
Q

Categories of requirements in Collect Requirements process

A
  • Business
  • Stakeholder
  • Technical
  • Solutions
  • Transitions
  • Project
  • Quality
  • Others, project-dependent
32
Q

Collect Requirements inputs

A
  • Project charter
  • Project management plan components (scope management, requirements management and stakeholder engagement plans)
  • Business documents
  • Project agreements
  • EEFs
  • Organizational process assets
33
Q

Collect Requirements tools and techniques

A
  • Expert judgement
  • Data gathering techniques
  • Group creativity techniques
  • Group decision making techniques
  • Questionnaires and surveys
  • Observations of activity
  • Prototypes
  • Benchmarking
  • Context diagrams
  • Document analysis
34
Q

Data gathering techniques

A

Techniques in the Collect Requirements process, which include interviews, focus groups, and facilitated workshops

35
Q

Group creativity techniques

A

Techniques in the Collect Requirements process, which encourage people to think creatively and share idea with each other, such as brainstorming and affinity diagrams

36
Q

Collect Requirements outputs

A

Documentation of the requirements of the project

37
Q

Requirements Traceability Matrix

A

Links individual requirements to business and project activities; many projects use this to document requirements

38
Q

Define Scope process

A

Process for defining project scope and developing project scope statement

39
Q

Define Scope inputs

A
  • Project charter
  • Scope management plan
  • Requirements documentation
  • Organizational process assets
  • EEFs
40
Q

Define Scope tools and techniques

A
  • Expert judgement
  • Product analysis
  • Alternatives generation
  • Facilitates workshops
41
Q

Product analysis

A

Analysis that breaks down requirements from known product characteristics using tools such as systems engineering, value engineering and value analysis

42
Q

Define Scope outputs

A
  • Project Scope Statement

- Updated project documents

43
Q

Project Scope Statement

A

Output of the Define Scope process; provides clarity about the project product and work. It will usually include:

  • Details of the product scope
  • What is necessary before the deliverables of the project will be accepted as complete
  • Project deliverables for each process, phase, and the project itself
  • What the project will not do
  • Constraints
  • Assumptions
44
Q

Create Work Breakdown Structure process

A

Process for providing a detailed breakdown of the work that will be done on the project through decomposition of the scope into smaller, manageable activities and, at the lowest level, work packages

45
Q

Decomposition

A

Used to breakdown the scope statement into smaller, more manageable activities. It is the breaking down of the project product, service or result into the detailed elements that are combined to create it

46
Q

Work packages

A

Term for the work to be done at the lowest level of decomposition in the WBS

47
Q

Create WBS inputs

A
  • Scope management plan
  • Project management plan (project scope management)
  • Requirements documentation
  • EEFs
  • Organizational process assets
48
Q

Create WBS tools and techniques

A
  • Expert judgement
  • Templates
  • Decomposition
  • Rolling wave planning (for iterative/agile projects)
49
Q

Create WBS outputs

A
  • Scope baseline
  • WBS dictionary
  • Project document updates
50
Q

Scope baseline

A

A document which includes the scope statement, WBS, work packages, and (possibly) planning packages

51
Q

Work breakdown structure (WBS) dictionary

A

Provides details of each WBS component

52
Q

Validate Scope process

A

Formal process of meeting with the project client or sponsor to review project deliverables and decide on whether they have been completed satisfactorily; focused on the acceptance of the deliverables by the client or sponsor

53
Q

Validate Scope inputs

A
  • Project management plan
  • Scope baseline
  • Project documentation (lessons learned register and quality reports)
  • Requirement traceability matrix
  • Verified deliverables from the Control Quality process
54
Q

Validate Scope tools and techniques

A
  • Formal inspection Process (audits, walkthroughs, reviews, etc.)
  • Group decision making techniques
55
Q

Validate Scope outputs

A
  • Accepted deliverables (possibly with formal signatures)
  • Change requests
  • Work performance information
  • Updated project documentation
56
Q

Control Scope process

A

Process for monitoring project activity to understand if it is proceeding according to the scope baseline and allowing any changes to be made in a structured way; intended to prevent scope creep

57
Q

Scope creep

A

Uncontrolled changes to project scope that will increase project cost and time

58
Q

Control Scope inputs

A
  • Project management plan elements (scope baseline and scope, change, configuration and requirements management plans)
  • Project documentation
  • Work performance data
  • Organizational process assets
59
Q

Control Scope tools and techniques

A
  • Variance analysis

- Other analysis techniques

60
Q

Variance analysis

A

Analysis used to understand the amount and causes of variance and whether action is needed to deal with it

61
Q

Control Scope outputs

A
  • Work performance information
  • Change requests
  • Project management plan updates
  • Other project document updates
  • Organizational process assets updates
62
Q

Example EEFs that are inputs to the Plan Scope Management process

A
  • Organizational culture
  • Market conditions
  • Labour availability
63
Q

Example organizational process assets that are inputs to Plan Resource Management process

A
  • Information from previous projects

- Lessons learned

64
Q

Example EEFs that are inputs to the Collect Requirements process

A
  • Organizational culture
  • Organizational infrastructure
  • Market conditions
65
Q

Example organizational process assets that are inputs to the Collect Requirements process

A
  • Organization’s policies and procedures

- Lessons learned

66
Q

Example EEFs that are inputs to Define Scope process

A

Organizational culture

67
Q

Example organizational process assets that are inputs to Define Scope process

A

Information from previous projects

68
Q

Example organizational process assets that are inputs to Control Scope process

A
  • Organization’s processes for reporting progress

- Organization’s processes for controlling changes

69
Q

Example organizational process assets that are outputs of Control Scope process

A

Updates to lessons learned

CAPM (14 decks)

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