Project+ Study Notes 12 Flashcards
Environment, resources, requirements (Requirements describe the characteristics of the goals or deliverables that must be met in order to satisfy the needs of the project. Requirements might also describe results or outcomes that must be produced in order to satisfy the deliverables as documented in the scope statement), and Scheduling are all constraints.
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constraint because it dictates the actions of the project team in relation to fulfilling the deliverables. If you do work other than what’s required to fulfill the deliverables outlined in the scope statement (yes, the dreaded scope creep problem), you have a runaway project on your hands and won’t likely have a successful outcome.
Scope
Deliverables are constraints because the specific requirements or measurable results drive (or restrict) the actions of the project team.
Budget is a constraint.
Quality is a constraint.
It is imperative that you control changes to scope with an established change management procedure to assure project success.
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may change their impacts or influence on the project. For example, let’s say the primary constraint on your project is scheduling because you have a due date that is required by the project sponsor for the project. Let’s also say the company is undergoing some financial difficulties and you’ve just learned that the budget for your project has been reduced. The budget reduction is so significant it now becomes the primary constraint on your project.
Reprioritizing the constraints
may occur when you have changes to scope that in turn impact the schedule and/or budget. Scope can change through the formal change control process or through scope creep. Perhaps your project sponsor has decided you need one more deliverable in order to satisfy the overall goals and objectives of the project. This is approved in a formal change request process. However, scope changes require schedule changes, and they often require budget changes as well. The interaction here is like a domino effect, and all the constraints should be reexamined to ensure that they still accurately reflect the conditions of the project. This interaction may also cause a reprioritization of the constraints.
An example of interaction between constraints :
Once you have completed the scope statement, your next step is to conduct a review session with your project team to make sure that everyone is in agreement and there are no unresolved issues or missing information.
The next step is to present the scope statement to all the stakeholders, including the project sponsor and the customer. Attach a sign-off and approval sheet to the back of the scope statement with enough signature lines for the sponsor and each of the major stakeholders on the project. Their approval on this document assures their buy-in regarding the scope of the project and should be required before any project work is undertaken.
Approval of the Scope Statement
are the big-picture results of fulfilling a project and how they satisfy business goals, strategy, and perspective. Business results can be anything from a planned increase in revenue to a decrease in overall spending to increased market awareness and more.
An organization’s business requirements
When documenting business requirements, sometimes it’s helpful to use a process diagram. This shows step-by-step how a process works, where approvals or decisions need to be made, and so on.
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are the product characteristics needed for the product to perform. They are typically behavioral in nature or performance oriented and may also describe elements such as color, quantity, and other specifications.
Functional Requirements
requirements describe the characteristics of the functional requirements. They are not performance or behavioral based.
Non-Functional Requirements
