Project Planning: Integration and Scope Management

Question 1

Why planning?

Answer 1

-Planning should guide execution : to guide projet to be successful and realistic

But is often the most difficult and unappreciated process in project management
–> theory and practice show that good planning is crucial to good execution

Question 2

Project Integration Management

Answer 2

involves coordinating all the project management knowledge areas (“overarching picture”) throughout a project’s life span
–> output is a project management plan

Question 3

Project management plan (PMP)

Answer 3

The document that describes how the project will be executed, monitored
and controlled, and closed”

Question 4

Type of content in a PMP

Answer 4

-Introduction/overview of the project
-Project organization
-Management and technical processes (including project lifecycle description and development approach, as applicable)
-Work to be performed (scope)
-Schedule information
-Budget information
-References to other project planning documents

Question 5

A project management plan should be..

Answer 5

-dynamic
-flexible
-receptive to change
=when the environment or the project change

Question 6

Why is important to tailor every planning project?

Answer 6

-every project is unique
-fit the need of specific project

Question 7

Definition scope

Answer 7

refers to all the work involved in creating the products of the project and the processes used to
create them
–> create an insight what need to be done

Question 8

a deliverable

Answer 8

is a product produced as part of a project, such as hardware or software, planning documents, or meeting minutes

Question 9

Project scope management

Answer 9

includes the processes involved in defining and controlling what is or is not included in a project

Question 10

why do we need a project scope management

Answer 10

-is to determine how the project scope will be defined, validated, and controlled
–> how are we going to do it ?

Question 11

collect requirement

Answer 11

defining and documenting the features and functions of the products produced
during the project
–> a condition or capability that is necessary to be present in a product, service, or result to satisfy a business need
–> How are we going to do it? What do we need ?

Question 12

Create WBS

Answer 12

subdividing the major project deliverables into smaller, more manageable components
–> Detain an overview of what we are going to work at

Question 13

Validate scope

Answer 13

formalizing acceptance of the project deliverables
–> When is it good ?

Question 14

Control scope

Answer 14

controlling changes to project scope throughout the life of the project
–> dealing with the changes

Question 15

Different steps in project scope management : (6)

Answer 15

-Planning scope management
-Collect requirements:
-Define scope
-Create WBS
-Validate scope
-Control scope

Question 16

Methods for collecting requirement

Answer 16

-interviewing
-Focus group and facilitated workshops
-Using group creativity and decision-making techniques
-Questionnaires and surveys
-Observation
-Prototyping
-Benchmarking

Question 17

Project scope statement definition

Answer 17

The description of project scope, major deliverables, assumptions, and
constraints.

Question 18

Content of a project scope statement

Answer 18

-Objectives: Why do we need the project.

-Scope description: What is within the scope of your project.

-Deliverables: List out the deliverables your team members need to produce in order to meet business objectives.

-Constraints and assumptions: Time, money, risk, customers, legislations, regulations, availability of key stakeholders, etc.

-Risks: Potential risks that can affect your project.

-Approval: Signatures from key stakeholders.

–> supporting document references

Question 19

WBS definition

Answer 19

is a project management technique that involves breaking down a parent project into child tasks, which in turn are divided into sub-tasks

Question 20

Creating an WBS

Answer 20

1. Using guidelines: Some organizations provide guidelines for preparing WBSs (e.g. defense departments, government
   projects, etc.)
2. Analogy approach: Review WBSs of similar projects and tailor to your project
3. Top-down approach: Start with the largest items of the project and break them down
4. Bottom-up approach: Start with the specific tasks
5. Mind mapping: Uses branches radiating out from a core idea to structure thoughts and ideas

Question 21

WBS dictionary

Answer 21

is a document that describes the deliverables on the WBS in more detail

–> may also include who owns the work package, estimated cost and schedule information, contract information if outsourced, specific quality requirements, technical and performance requirements, etc.

Question 22

Advice for creating a WBS and WBS dictionary

Answer 22

-Unit of work should appear at only one place in the WBS

-Work content of a WBS item is the sum of the WBS items below it

-WBS item is the responsibility of only one individual, even though many people may be working on it

-Project team members should be involved in developing the WBS to ensure consistency and buy-in

-Each WBS item must be documented in a WBS dictionary to ensure accurate understanding of the scope of work included and not included

-WBS must be a flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project according to the scope statement

Question 23

Integration Planning for an Agile/Hybrid Project

Answer 23

-Only high-level planning in the beginning

-Less documentation (Write down only what is necessary, Have discussions to ensure common understanding)

-More details for the in short-term

-Requirements change after each iteration

Question 24

Scope planning for an Agile / Hybrid Project

Answer 24

-Scope is not completely known until the end of the project
-Customer / Client can add and remove features at the start of every iteration.
-During backlog refinement teams progressively elaborate and reprioritize the work to determine what can be accomplished during that iteration.
-New features can be added at any time to ensure that projects deliver the most value.

Question 25

Hierarchy for VBS (Value breakdown Structure

Answer 25

with an initiative at the top (like level 1 in a WBS)then epics (level 2), and then stories (level 3)Value breakdown Structure (VBS)

Question 26

Epics

Answer 26

are large bodies of work that can be broken down into a number of smaller tasks (called stories)

Question 27

Stories

Answer 27

‘user stories,’ are short requirements or requests written from the perspective of an end user.

Question 28

MSCW (Moscow method)

Answer 28

-Must have: Non-negotiable product needs that are mandatory for the team
-Should have: Important items that add significant value
-Could have: Nice to have items that we will have a small impact if not provided
-Will not have: Items that are not a priority for this specific frame

Question 29

Story card

Answer 29

contain information about user stories written on an index card or typed in software to facilitate planning and discussion.

Question 30

Stories should use the INVEST rule and be:

Answer 30

-Independent: Can be completed on its own
-Negotiable: One or two sentences long. Details can be worked out through discussion
-Valuable: Provide value to the customer
-Estimable: A good approximation
-Small: Can be completed within one iteration
-Testable: Know when it is complete

Question 31

agile approach project

Answer 31

planning remains at a high-level for the long-term, but more detailed plans are created for the short-term. Teams refine the product backlog during sprint planning for each iteration and often break epics into user stories. Teams can use story cards to document requirements.