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Scope - 6055 > Final Exam > Flashcards

Final Exam Flashcards

1
Q

Collect requirements - outputs

A

Outputs
1. Requirements documentation
2. Requirements Traceability matrix

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2
Q

What is a BRD

A

Business Requirements Document

-Details the business solution (customer needs)
-Gain agreement with the stakeholders
-Used for communication and understanding

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3
Q

What are functional or Non-Functional requirements

A

-Requirements are brief, clear and concise statements with verbs like “shall” and “will ( not “should”)
- Measurable and clear
-Don’t combine multiple requirements into one statement

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4
Q

What is a functional requirement

A

Part of the BRD- business requirement document

Functional requirement is a feature or component of the system.
Example a website Shall… have a about us page

  • Inputs, behaviors, outputs
    -Specifies what the system should do
  • Requirements must be measurable and clear (especially when writing quantities – no ambiguity like “some” or “a few”)
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5
Q

What is a non functional requirement - NFR

A

Part of the BRD - Business requirements document

Non functional - Properties that a product must have, perhaps
-Cost or schedule
-System responsiveness
-Security
-Reliability
-Usability

  • Don’t combine multiple requirements into one requirements statement
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6
Q

What is a requirements traceability matrix

A

Output of the Collect requirements

  • Table used to link requirements to their origin and traces them throughout the project lifecycle
  • Ensures requirements add business value by linking to business/project objective
  • Ensures requirements are completed
  • Detailed description of the project and product scope
    –– Product scope:
    e.g., features, functionality
    of deliverables
    –— Project scope:
    e.g., budget, schedule
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7
Q

Scope statement checklist

A

– Business Needs (project objectives,needs and wants)
– Deliverables (What’s in & whats out)
– Milestones
– Technical requirements
– Key resources
- Risks
- High level budget
– Authorization - (acceptance process)
– Assumptions and Constraints

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8
Q

Whats the purpose of the scope statement

A
  • Tells you what’s in the project… and what’s out
  • Basis to make future decisions
  • Common understanding (objectives and deliverables)
  • Can measure performance
  • Evaluate change requests against jump off points for the project plan
  • Does not include a detailed budget/schedule or specific work steps
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9
Q

Examples of assumptions for a construction project:

A
  • Heavy construction equipment will be available
  • The weather will be favorable
  • We will be able to obtain construction permits in a timely manner (without delays)
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10
Q

CONTRIBUTORS TO THE SCOPE STATEMENT

A

Experts
Templates
Forms
Past history
Talk to other project managers
Stakeholders
The customer

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11
Q

What is included in the Scope statement?

A

***** * The customer, sponsor, or other stakeholders must be able to read the scope statement and agree to WHAT IS BEING CREATED (and what is NOT being created)
*
Contains a detailed description of the project and product scope
– **Product scope: **
e.g., features, functionality
of deliverables
**– Project scope: **
e.g., budget, schedule

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12
Q

Examples of constraints for a construction project:

A
  • Project must be completed before a specified date
  • Workers cannot work during the night or while it’s raining
  • The project cannot exceed the $2 million budget
  • We must use unionized construction workers
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13
Q

WBS > T&T > What is Decomposition

A
  • Breaking the scope and deliverables into a hierarchy of increasingly smaller chunks of work
  • Assigning identification codes (WBS codes) to each component at each level
  • lowest level of the WBS (smallest unit of work) consists of work packages
  • Work package: the lowest level of the WBS for which cost and duration can be estimated and managed
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14
Q

WBS> T&T > Expert Judgement

A

Different approaches may be used
* Using pre-existing organizational templates
* Top-down approach for creating WBS
* Bottom-up approach when integrating
sub-components

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15
Q

WBS > What are 2 T&T

A

Expert Judgement
Decomposition

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16
Q

T or F - If you decompose WBS too much, it is inefficient to manage

A

T

17
Q

Do all of the work packages, combined, make up the entire scope of the project (the “100 percent rule”)

A

T

18
Q

WBS structures consist of deliverables, NOT TASKS OR ACTIVITIES (use nouns, not verbs)

A

T

19
Q

Should also WBS include project management work

A

T

20
Q

What is rolling wave planning

A

You might not have enough information to decompose some deliverables at the start of the project – some decomposition may be undertaken as the project goes along and information becomes known.

21
Q

What are you doing when creating a WBS

A
  • Subdividing project deliverables into smaller, more manageable components
  • Deliverable-oriented hierarchical decomposition of the work
  • Defines the total work of the project
22
Q

Create WBS Output

A
  1. Scope baseline
    a. Scope statement
    b. WBS
    c. WBS dictionary
  2. Project documents updates
    a. Assumption log
    b. Requirements documentation
23
Q

5 Validate Scope Inputs

A

-Scope baseline
-Requirements documentation
-Requirements traceability matrix
-Verified deliverables
-Work performance data

24
Q

3 Validate Scope Output

A

Accepted deliverables
Work performance information
Change requests

25
Q

What is Six Sigma

A
  • A management philosophy
  • It features themes, techniques, and tools for process improvement
  • Developed by Motorola in the mid-1980s
  • Involves setting high objectives, collecting data, and analyzing results for the purpose of reducing defects/inefficiencies in products/services
  • The term ‘Six Sigma’ represents the standard deviation (amount of variation)
  • Used for measuring quality – in this case, process, service, or project quality
26
Q

What is DMAIC methodology

A

(Define, Measure, Analyze, Improve, and Control)
* This is ultimately about improving customer satisfaction
* The goal is to have zero defects (in a product or process)

o Cost reduction (process costs)
o Less waste
o Better understanding of customer requirements
o More reliable products/services

  • But … it is expensive to implement, requires commitment, and there’s a long ‘learning curve’ (colored belts to signify different levels of training/certification)
27
Q

DMAIC - Define

A

-Project charter
-Identify Project CTQ
-Team charter
-Toll gates
Map “as is process / SIPOC

28
Q

DMAIC - Measure

A

-Inputs, suppliers
-Touch time
-Waste, rework
-Output specs
-Turnaround time

29
Q

Analyze

A

Data
Identify causes, arrive at root cause
Quantify & verify
Quality opportunity

30
Q

Improve

A

Generate options
Select solutions
Piot
Implement

31
Q

Control

A

Document process
Standardize
Response plan
Install process measurement system

32
Q

This is a variation of project methodology, used for projects involving system performance improvement

A

DMIAC
* Define
* Measure
* Analyze
* Improve
* Control

33
Q

This methodology is used when you have an existing process that you want to improve.

A

DMIAC
* If you can measure how many defects are in a process, you can figure out how to systematically eliminate them

  • Sigma Rating: the % of defect-free products in a process
34
Q

DEFINE: SIPOC

A
  • A tool for summarizing inputs and outputs of a process in table form
  • Identifies relevant elements of a process improvement project before work begins
  • Suppliers, inputs, process, outputs, customers
35
Q

DMAIC: MEASURE

A
  • Create a data collection plan
  • Document the current process
  • Baseline current performance
  • Measure each step in the process with respect to time, success, quality, etc.
36
Q

DMAIC: ANALYZE

A
  • Benchmarking
  • Perform data analysis
  • Identify problems and root causes
37
Q

DMAIC: IMPROVE

A
  • Identify solutions
  • Perform risk assessment
  • Identify contingency plans, if something goes wrong with the implementation
  • Perform solution pilot (How would you roll out the solution?)
38
Q

What is SIPOC

A

In process improvement, SIPOC or suppliers, inputs, process, outputs and customers is a tool that summarizes the inputs and outputs of one or more business processes in table form, with each of the words forming a column in the table used in the analysis. Wikipedia

Scope - 6055 (2 decks)

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