Managing the Project Scope Flashcards
Project Scope
defines everything you need to do to complete a project
Gold Plating
making a component more than requirements
Defining scope in Agile vs Traditional
Agile- define scope as project goes on
Traditional- define scope before work
Scope Creep
scope changes without change being managed
Causes of scope Creep
unexpected scope related issues
perfectionism (going beyond what is required)
pleasing stakeholders (beyond initial scope)
Misunderstandings
Tools and Techniques for Collecting Requirements
Expert Judgement
Data Gathering- brainstorming, interviews, focus groups
Data Analysis- voting, mutli criteria analysis
Decision Making
Data Representation Techniques- affinity diagram, multicriteria analysis
Interpersonal and team skills
Context Diagrams
Protypes
4 types of voting
Unanimity
Majority
Plurality
Autocrasty
Nominal Group technique
team skill for collecting requirements
guide stakeholders in prioritizaion
let everyone have a say, anonymous, group activity but individual decision
Buy a Feature
stakeholders have _____
Requirements should be
clear, measurable, testable, traceable
Requirements Trackability Matrix
when, why, how, requirements changed
Tools and Techniques to define scope
Expert Judgement Data Analysis Decision Making Interpersonal and Team skills Product Analysis (ex: prod breakdown, system analysis)
Project Scope
object, deliverables
reference documents:
Project Charter- high level
Project Management Plan > Scope Mgmt Plan
Project scope based on
reference documents (project charter and scope mgmt plan)
Organizational process assets
Enterprise Environments
Questions for defining scope
What must exact specifications be to meet all requirements
What must exactly be done to deliver
Project Scope statment
4 components
Description- all attributes to meet requirements (ex: avail 98% of time)
Deliverables- what stakeholders can expect to receive (ex: reports, end product, approval)
Exclusions- what isn’t included (ex: video doesn’t include audio)
Acceptance Criteria- standards that are agreed to (verify scope, confirm completion and acceptance)
Work Breakdown Structure (WBS)
breaks work into manageable units Benefits: 1 helps define responsibilities 2 better control of project (monitor and control budget and facilitates accurate progress reports) 3 helps with scheduling 4 facilitates budget creation
Work Breakdown Structure format
multiple layers- usually 4-6 levels top- project name 2nd- broadest definitions, can be phase based or deliverable based (ex: planning, administration, tasks subtasks work packages
100% rule (WBS)
each level of WBS must add up to 100% of level above
Tools and Techniques to create Work Breakdown Structure
Expert Judgement
Decomposition
Pros and Cons of Decomposition
pro-
resources, costs, schedule estimates are easier
con-
over decomposition- goes too small, waste of time and overwhelming
Activities in Decomposition
1- Id deliverables- from scope statement
2- Structure and organize WBS- in scope mgmt
3- Decompose deliverable
4- Assign identification codes
5- Verify WBS- look at templates, use similar
8/80 rule
when decomposing requirements, aim to be between 8-80 hours for each deliverable
WBS Verfication
Expert judgement
- clear and complete
- 100% of work is represented at next level
- reasonable duration
- Id is logical
- Integration is included
- Project Management included (on second level)
- Contract work included (the deliverable, not org)
- matches business norms
