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PROJECT MANAGEMENT > PPT 3 - CH4 AND 5 > Flashcards

PPT 3 - CH4 AND 5 Flashcards

1
Q

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 Scope Management

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2
Q

What is and is not included, Inclusions and Exclusions

A

Project Scope Management

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3
Q

includes project scope description (progressively elaborated); project deliverables; acceptance criteria; project exclusions

A

Scope Statement

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4
Q

includes project purpose, measurable project objectives and related success criteria; high level requirements, project description, boundaries and key deliverables; overall project risk; summary milestone schedule; preapproved financial resources; key stakeholder list; project approval requirements; project exit criteria; assigned responsibilities; name and authority of sponsor

A

Project Charter

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5
Q

contains high level information

A

Project Charter

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6
Q

This document authorizes the project manager to initiate and lead the project. This includes a brief scope description.

A

Project Charter

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7
Q

contains detailed description of the scope components (this will serve as a guide for the planners to break down the work to smaller tasks).

A

Project Scope statement

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8
Q

Sometimes called “statement of work (SOW)”.

A

Project Scope statement

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9
Q

are sometimes perceived as containing a certain degree of redundancy, they are different in the level of detail.

A

project charter and the scope statement

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10
Q

Project Scope Management Overview

A
  • Plan Scope Management
  • Collect Requirements
  • Define Scope <–
  • Create WBS <–
  • Validate Scope
  • Control Scope
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11
Q

Define Scope Inputs (5)

A

Project charter
project management plan
project documents
EEFs
OPAs

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12
Q

Define Scope Tools & Techniques (5)

A

expert judgment
data analysis
decision making
interpersonal and team skills
product analysis

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13
Q

Define Scope Outputs (2)

A

project scope statement
project document updates

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14
Q
  • Research clearly shows that a ___ is the most frequently mentioned barrier to project success.
A

poorly defined scope or mission

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15
Q

a document that will be used by the project participants for planning and measuring project success.

A

scope definition

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16
Q

is the tendency for the project scope to expand over time – usually by changing requirements, specifications, and priorities.

A

scope creep

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17
Q

Scope Checklist

A
  • Project Objective
  • Product scope description
  • Justification
  • Deliverables
  • Milestones
  • Technical Requirements
  • Limits and exclusions
  • Acceptance criteria
18
Q

This is the process of subdividing project deliverables and project work into smaller, more manageable components.

A

Work Breakdown Structure (WBS)

19
Q

is an outline of the project with different levels of detail.

A

Work Breakdown Structure (WBS)

20
Q

are products of group efforts.

A

Work Breakdown Structure (WBS)

21
Q

should be output oriented in order to concentrate on concrete deliverables. Final activities should have clearly defined start/end events.

A

Work Breakdown Structure (WBS)

22
Q

Each item in the WBS needs a ___

A

time and cost estimate

23
Q

Create WBS Inputs (4)

A

project management plan
project documents <– project scope statement; requirements documentation
EEFs
OPAs

24
Q

Create WBS Tools & Techniques (2)

A

Expert judgement
decomposition <–

25
Q

Create WBS Outputs (1)

A

scope baseline <–

26
Q

major groupings in WBS

A
  1. Project (complete project)
  2. Deliverable (major deliverable)
  3. Subdeliverable (supporting deliverable)
  4. Lowest subdeliverable (lowest management responsibility level)
  5. cost account (grouping of work packages for monitoring progress and responsibility)
  6. work package (identifiable work activities)
27
Q

final deliverable

A

project (level 1)

28
Q

necessary to accomplish the major deliverables

A

subdeliverable (level 3)

29
Q

smaller and more manageable sub deliverable; one person can be responsible

A

lowest subdeliverable (level 4)

30
Q

are grouped by the type of work

A

work packages

31
Q
  • Defines work (what)
A

Work Package

32
Q
  • Identifies time to complete a work package (how long)
A

Work Package

33
Q
  • Identifies a time-phased budget to complete a work package (cost)
A

Work Package

34
Q
  • Identifies resources needed to complete a work package (how much)
A

Work Package

35
Q
  • Identifies a single person responsible for units of work (who)
A

Work Package

36
Q
  • Identifies monitoring points for measuring of progress (how well)
A

Work Package

37
Q

depicts how the firm has organized to discharge work responsibilities.

A

Organizational Breakdown Structure (OBS)

38
Q

summarizes the tasks to be accomplished and who is responsible for what on a project.

A

Responsibility Matrices

(or sometimes called linear responsibility chart)

39
Q

What kind of information are included in a work package?

A

A work package typically includes a detailed description of tasks, the deliverables or outcomes, associated timelines, and the required resources (e.g., personnel, equipment, materials). It defines the scope of work, outlining specific objectives and performance criteria. Additionally, it identifies dependencies, potential risks, and the budget allocated to complete the tasks.

40
Q

Give some sample projects or instances where it is appropriate to create a responsibility matrix rather than a full-blown WBS?

A

A responsibility matrix is more appropriate for smaller, team-based projects where roles and responsibilities need to be clearly defined, such as organizing an office event, managing a software upgrade, or conducting a marketing campaign. It’s also useful for cross-functional tasks like product launches or research collaborations, where clarity on who does what is essential. For projects with fewer tasks and simpler scopes, a matrix can streamline communication and accountability. It is also ideal for maintenance projects or routine operational tasks where a detailed WBS would be unnecessary.

A Work Breakdown Structure (WBS) is best used for large, complex projects that require detailed planning, such as construction projects, software development, or new product development. It is essential when tasks are numerous, interdependent, and require a clear breakdown into smaller, manageable components. WBS is also valuable when** tracking progress and allocating resources** across different phases of a project. It helps provide a comprehensive view of the project’s scope, making it suitable for multi-disciplinary teams and long-term projects with significant deliverables.

PROJECT MANAGEMENT (7 decks)

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