Learning Outcome 7: Understand project scope management Flashcards
How to define scope in terms of Outputs, Outcomes and Benefits including
Output - The physical product of a project in terms of an artefact or report.
Outcome - The change that has been enabled by the use of the outputs.
Benefit - The positive (or negative)the measurable result brought about by the change to the organisation.
What is a Product Breakdown Structure (PBS):
A hierarchical diagram that breaks down project deliverables into smaller and more manageable components. Each component is broken down until there is a clear and concise description of the project deliverables in a visual form, it can identify the different tasks to complete the deliverable, resources required and dependencies.
What is a Cost Breakdown Structure (CBS):
A hierarchical diagram that breaks down the deliverables into smaller more manageable components until there is a clear and concise description of the project cost in a visual form, it can be used to identify cost over runs or estimations before they become issues.
What is a Work Breakdown Structure (WBS):
A hierarchical diagram that breaks down the deliverables into smaller more manageable components until there is a clear and concise description of the project tasks in a visual form, it can identify the different tasks to complete the deliverable, resources required and dependencies.
How to establish scope through requirements management processes, key points are:
Gathering: Identifying and understanding the needs of stakeholders, they can be gathered through interview, focus groups and observation captured in a document listing priority, description, acceptance criteria and associated risks.
Analysis: Identification of inconsistencies, conflicts and gaps to ensure alignment with project goals.
Prioritisation: Based on stakeholder needs, project goals and risks, including functional requirements - what a project should do, and non-functional requirements - how a product should perform.
Justifying Requirements: Evaluating their feasibility to determine if they are achievable within project constraints (time, budget & resources) and identifying risks, ensuring that they are aligned with business objectives.
Baseline Needs: Establishing a snapshot of project scope to provide a reference point once requirements have been documented, analysed and justified, managed under change control
How to manage scope through Configuration Management processes such as Planning
Identifying the products, services or systems to be delivered by the project, defining their boundaries.
How to manage scope through Configuration Management processes such as identification
Identification of all items that need to be managed throughout the project lifecycle, such as project documents, software code, hardware components, project plans and test cases.
How to manage scope through Configuration Management processes such as Control
Control: Ensuring that any changes are authorised, tracked and implemented in a controlled manner.
How to manage scope through Configuration Management processes such as Status Accounting
Status Accounting: The process of tracking configuration items throughout the project lifecycle, documenting the current status, highlighting changes and communicating this to stakeholders.
Verification/Audit: Reviewing configuration management items to ensure they meet project requirements and they are consistent with project plans and specifications. Typically carried out at pre-defined stages, such as the end of phases.
How to manage scope through Configuration Management processes such as Verification/Audit
Reviewing configuration management items to ensure they meet project requirements and they are consistent with project plans and specifications. Typically carried out at pre-defined stages, such as the end of phases.
How to manage scope through Configuration Management processes such as Control
Control: Ensuring that any changes are authorised, tracked and implemented in a controlled manner.
Status Accounting: The process of tracking configuration items throughout the project lifecycle, documenting the current status, highlighting changes and communicating this to stakeholders.
Verification/Audit: Reviewing configuration management items to ensure they meet project requirements and they are consistent with project plans and specifications. Typically carried out at pre-defined stages, such as the end of phases.
Explain the Request stage of a typical Change Control Process:
The start point of the change control process where the originator submits a request including the reason for change, scope of change, potential impact and any other details.
Explain the Initial Evaluation stage of a typical Change Control Process:
Initial Evaluation: Early analysis by a panel of SME’s to determine the impact, feasibility, financial impact and associated risks - including a recommendation to approve, reject or defer, acts as a filter to prevent time/resource wasted by detailed evaluation of unfeasible changes.
Explain the Detailed Evaluation stage of a typical Change Control Process:
A more thorough examination of the proposed change to define the technical requirements and assessments of the potential impact on the organisation processes and systems and a review of the financial implications of the change. The team may also conduct a risk assessment to identify any potential risks associated with the proposed change. The detailed evaluation also involves consultation with stakeholders to gain insight into the potential impact of change on the stakeholders and to identify additional concerns or risks not
Explain the Recommendation stage of a typical Change Control Process:
Recommendation: A final recommendation by the SME board on whether to proceed with the proposed change or not based on the findings of both initial & detailed evaluation and feedback from the stakeholders.
