Learning Outcome 7

Question 1

7.1 Explain how to define scope in terms of outputs, outcomes and benefits

Answer 1

• Scope is the totality of the outputs, outcomes, benefits and the work to achieve them
• Scope of work can be identified using a product breakdown structure (PBS)
• The PBS is a hierarchical structure where the main output of the project is at the top. The next levels show the components that need to go into that and this continues to the level of individual products. Each product will have a quality acceptance criteria.
• The PBS can be used to do a scope verification and ensure that the products identified are what stakeholders expect (prevents misunderstandings etc)
• Following this, the project manager would create a work breakdown structure (WBS), which details the activities to be scheduled and resourced to meet all requirements and benefits. At the lowest level, there will be work packages that need to be done to deliver overal output
• Where the objecive is well understood at the start (e.g building a house), the scope is generally defined as accurately as possible at the beginning. Where the objective is less certain (e.g. iteratively developing a video game), this needs to be more flexible, with priorities defined by stakeholder engagement.
• The WBS is reviewed in order to assign roles and responsibilities.
• Each work package will have a coded reference which will allow expenditure to be tracked through a cost breakdown structure (CBS)

Question 2

7.2 Explain how to establish scope through requirements management processes

Answer 2

• Project requirements are set by what is desired by stakeholders (clearly outlined in acceptance criteria)
• Requirements management is the process of capturing, assessing and justifying stakeholders’ wants and needs via a structured process
• Requirements management is an ongoing process throughout the life cycle of a project
• Requirements become the principal project deliverables, so they help to define project scope
• Firstly, requirements should be gathered (interviews, surveys, workshops, focus groups, modelling etc)
• These are then analysed in terms of schedule management investment appraisals and understanding the value each option could add
• Results go through a consultation with stakeholders and debates can occur around functionality and alternative options. Have to understand value in relation to strategic objectives, funding, and acceptance criteria
• Where there are lots of requirements, these may need to be prioritised from essential - won’t have with justifications. MoSCoW approach.
• If using an agile methodology, should and could haves can be discarded depending on project factors (budget, timings)
• Worst-case is delivering only must-haves as a minimal viable product (MVP)
• This process allows priorities and acceptance criteria to be communicated

Question 3

7.3 Explain how to manage scope through configuration management processes

Answer 3

• Configuration management encompasses the technical and admin activities concerned with creation, maintenance, change and quality control of a scope of work
• A configuration is the functional and physical characteristics of the final deliverable (in simplest version, it is version control)
• The PBS + detailed descriptions of each product becomes the project configuration. Once baselined, this is subject to formal change control and configuration management.
• They’re particularly important in agile projects, which need this sort of constant management
• Configuration management consists of: planning configuration management, identifying configuration items and dependencies, applying change control to configuration change items, creating records and reports, verifying integrity of configuration before use (in a cycle)
• Configuration management planning: Describes project-specific procedures and the extent of their application. Identifies roles and responsibilities. Forms part of quality management plan.
• Configuration identification: breaking down a project into configuration items and creating a referencing system for them (version control)
• Configuration control: Ensures changes to configuration are controlled, identifying interrelationships
• Configuration status accounting: Records and reports that relate to a deliverable and its configuration information. Record will show al changes to the current reference point, when they were done and who did them.
• Configuration verification audit: Used to determine whether a deliverable conforms to requirements and configuration information. At a minimum, an audit is taken at the end of each life cycle phase, when a deliverable is finished, or when it’s transitioned into use.
• Key outputs of a well-controlled configuration management process is confidence that the current version of any config item is known, there is traceability between versions of each config item
• Very closely related to change control
• Creates complete audit trail of the development of a deliverable

Question 4

7.4 Explain different stages of a typical change control process

Answer 4

• Change control is the process by which all requests to change the baseline of a project are identified, evaluated and approved, rejected or deferred
• Change requests may result from issues, new requirements, new regulations etc
• Without change control, changes may be adopted without full consideration of their impact on other parts of the project, and stakeholders may not get to respond in context of their objectives and appetite for risk
• Different stages of a typical process:
• Raise change request, update change log, initial evaluation (approval process, provide info), detailed evaluation and, in all instances, change log, baseline, budgets and reports will be updated and this will be entered into conguration management system
• If deferred, more information will be provided. If rejected, nothing additional happens. If approved, the changed is implemented and communicated.
• Sometimes a change freeze is appropriate