Scope Management

Question 3

Define:

8/80 Rule

Answer 3

A planning heuristic for creating the WBS. This rule states that the work package in a WBS must take no more than 80 hours of labor to create and no fewer than 8 hours of labor to create.

Question 4

Define:

Active Observation

Answer 4

The observer interacts with the worker to ask questions and understand each step of the work being completed.

In some instances, the observer could serve as an assistant in doing the work.

Question 5

Define:

Alternatives Generation

Answer 5

A scope definition process of finding alternative solutions for the project customer while considering the customer’s satisfaction, the cost of the solution, and how the customer may use the product in operations.

Question 6

Define:

Autocratic

Answer 6

A decision method where only one individual makes the decision for the group.

Question 7

Define:

Benchmarking

Answer 7

Comparing any two similar entities to measure their performance.

For example, you could compare different software packages to select your project best.

You could also compare projects or other organizations for performance goals and metrics.

Question 8

Define:

Code of Accounts

Answer 8

A numbering system for each item in the WBS.

The PMBOK Guide is a good example of a code of accounts, as each chapter and its subheadings follow a logical numbering scheme. For example, PMBOK 5.3.3.2 identifies an exact paragraph in the PMBOK Guide.

Question 9

Define:

Context Diagram

Answer 9

These diagrams show the relationship between elements of an environment.

For example, a context diagram would illustrate the networks, servers, workstations, and people that interact with the elements of the environment.

Question 10

Define:

Data Representation

Answer 10

This refers to techniques used to enable visualization of the data you’ve gathered.

Question 11

Define:

Definition of Done

(DoD)

Answer 11

The qualifications that are required and defined for a product, user story, or increment of a product to be considered done.

It’s important to define what constitutes “done” for each item in the product backlog, such as passing a specific test. There is no value until a feature is done.

Question 12

Define:

Disaggregation

Answer 12

To separate epics or large stories into smaller stories.

Question 13

Define:

Document Analysis

Answer 13

This requires the project manager and the team to study project documents for anything that should be included in the requirements and referenced from the document.

You’ll keep all of the documents you reference as part of the project’s supporting details. At the end of the project, these documents are included in the project archives and become part of the Organizational Process Assets (OPAs).

Question 14

Define:

Done

Answer 14

When work is complete, and meets the following criteria: complies, runs without errors, and passes predefined acceptance and regression tests.

Question 15

Define:

Emergent

Answer 15

Stories that grow and change over time as other stories reach completion in the backlog.

Question 16

Define:

Epic

Answer 16

Epics describe enormous requirements broken down into user stories and can span multiple project iterations.

Question 17

Define:

Epic story

Answer 17

A large story that spans iterations, then disaggregated into smaller stories.

Question 18

Define:

Facilitated Workshop

Answer 18

This is an interactive meeting where all of the key stakeholders help the group define the project requirements quickly.

Agile projects often used a facilitated workshop to write user stories.

A good facilitator keeps the group focused on the project requirements and can help resolve conflicts and disagreements in requirements.

Question 19

Define:

Fibonacci Sequence

Answer 19

A sequence of numbers used in Agile estimating: 0, 1, 2, 3, 5, 8, 13, 21. The two preceding numbers are added to produce the next number in the sequence.

The team sizes each user story up to 21 points—with 21 points being the largest story and 1 point being the smallest story.

Question 20

List:

Five Project Scope Inputs

Answer 20

• Project Charter
• Project Management Plan
• Project Documents
• Enterprise Environmental Factors
• Organizational Process Assets

These five inputs help the project management team work together to define all of the contents of the project scope.

Question 21

Define:

Functional Analysis

Answer 21

This is the study of the functions within a system, project, or, what is more likely in the project scope statement, the product the project will be creating.

Functional analysis studies the goals of the product, how the product will be used, and the expectations the customer has of the product once it leaves the project and moves into operations.

Functional analysis may also consider the cost of the product in operations, which is known as life-cycle costing.

Question 22

Define:

Functional Requirements

Answer 22

These project requirements describe how the solution functions, including actions, processes, data, and interactions the product will have.

When you describe what the product does, it’s likely a functional requirement.

Question 23

Define:

Functionality

Answer 23

An action the customer must see and experience from a system, which will add value to the customer.

Question 24

Define:

Group Decision Approaches

Answer 24

• Unanimity
• Majority
• Plurality
• Autocratic

The participants in the group determine the appropriate method for reaching a group decision, these four approaches are often used to reach these decisions.

Question 25

Define:

Horizontal Prototype

Answer 25

This shows a very broad view of the deliverable, with very little operability at this point.

Question 26

Define:

Interviewing

Answer 26

A data-gathering approach that enables project managers to ask stakeholders questions one-on-one to gather project requirements.

Open-ended questions are best for essay-type answers, while closed-ended questions (yes or no) can nail down the specifics of the requirements.

Question 27

# Define: Kano Analysis

Answer 27

An analysis of product development and customer satisfaction based on needs fulfilled/not fulfilled vs. satisfaction/dissatisfaction.

Question 28

# Define: Majority

Answer 28

A group decision method where more than 50 percent of the group must be in agreement.

Question 29

# Define: Mind Mapping

Answer 29

This approach maps ideas to show the relationship among requirements and the differences between requirements. ## Footnote The map can be reviewed to identify new solutions or to rank the identified requirements.

Question 30

# Define: MoSCoW Analysis

Answer 30

An analysis used to help stakeholders understand the importance of each requirement delivered. ## Footnote Moscow is the acronym for Must have, Should have, Could have, and Would like to have.

Question 31

# Define: Multicriteria Decision Analysis Process

Answer 31

A method to rate potential project team members based on criteria such as education, experience, skills, knowledge, and more.

Question 32

# Define: Nominal Group Technique

Answer 32

As with brainstorming, participants are encouraged to generate as many ideas as possible, but the suggested ideas are ranked by a voting process. ## Footnote This approach builds on brainstorming by adding a vote to each idea to rank the ideas for acceptance, for more brainstorming, or just to prioritize the identified requirements.

Question 33

# Define: Nonfunctional Requirements

Answer 33

This describes the attributes of the product that are needed for it to be effective. ## Footnote For example, an IT solution may have uptime, redundancy, security, level of service, supportability, and other conditions that describe a nonfunctional requirement.

Question 34

# Define: Passive Observation

Answer 34

The observer records information about the work being completed without interrupting the process; sometimes called the invisible observer.

Question 35

# Define: Persona

Answer 35

A depiction of the customer of the system with applicable details about usage.

Question 36

# Define: Planning Poker

Answer 36

A tool used to estimate team effort on user stories. ## Footnote A story-sizing method in which each person decides on the size of the user story and then everyone reveals their sizing in unison.This encourages the team to converse to reach a consensus on the user story sizing for each item in the product backlog. In this approach, the product owner reads the story to the team and the team will discuss the story and its complexity. Each person secretly decides on what the value of the story should be, usually using the Fibonacci series sequence, and everyone reveals their size at once.

Question 37

# Define: Plurality

Answer 37

A group-decision method where the largest part of the group makes the decision when it’s less than 50 percent of the total. ## Footnote Consider three or four factions within the stakeholders.

Question 38

# Define: Potentially Shippable Product | (PSP)

Answer 38

The work product that has met the definition of “done” and could be shippable. The potentially shippable product doesn’t have to be released, but it could be if the product owner determines to do so. ## Footnote This means the development team has met the DoD, and the sprint result could be shippable. This doesn’t mean the product owner is obligated to release the PSP, only that the team has created the target user stories, and the final product of the sprint could be shipped or released if needed.

Question 39

# Define: Product Acceptance Criteria

Answer 39

This project scope statement component works with the project requirements, but focuses specifically on the product and what the conditions and processes are for formal acceptance of the product.

Question 40

# Define: Product Analysis

Answer 40

This is the study of how a product was made and how it works. ## Footnote Product analysis is more than just analyzing a product. It focuses on how the product works, the function of the product, and the most profitable approach to creating the product.

Question 41

# Define: Product Breakdown

Answer 41

A scope definition technique that breaks down a product into a hierarchical structure, much like a WBS breaks down a project scope.

Question 42

# Define: Product Scope

Answer 42

Defines the product or service that will come about as a result of completing the project. It defines the features and functions that characterize the product. ## Footnote The product scope is what the customer of the project envisions.

Question 43

# Define: Product Scope Description

Answer 43

This is a narrative description of what the project is creating as a deliverable for the project customer.

Question 44

# Define: Project Assumptions

Answer 44

A factor in the planning process that is held to be true but not proven to be true. ## Footnote Assumptions needs to be analyzed because any false assumptions can become large risks in the project.

Question 45

# Define: Project Boundary

Answer 45

This states what is included in the project and what’s excluded from the project. ## Footnote This helps to eliminate assumptions between the project management team and the project customer.

Question 46

# Define: Project Constraints

Answer 46

A constraint is anything that limits the project manager’s options. ## Footnote Consider a predetermined budget, deadline, resources, or materials the project manager must use within the project—these are all examples of project constraints. Industry regulations are constraints.

Question 47

# Define: Project Exclusions

Answer 47

A project exclusion clearly states what is excluded from it (out of scope). Project exclusions are also called project boundaries. ## Footnote Creating this helps to eliminate assumptions between the project management team and the project customer. For example, a software programmer may create a new application for a customer as part of the project, but the distribution of the software to the customer’s 10,000 computer workstations is a project exclusion that is defined as out of scope.

Question 48

# Define: Project Objectives

Answer 48

These are the measurable goals that determine a project’s acceptability to the project customer and the overall success of the project. ## Footnote Objectives often include the cost, schedule, technical requirements, and quality demands.

Question 49

# Define: Project Requirements

Answer 49

These are the demands set by the customer, regulations, or the performing organization that must exist for the project deliverables to be acceptable. ## Footnote Requirements are often prioritized in several ways, from “must have,” to “should have,” to “would like to have.”

Question 50

# Define: Project Scope

Answer 50

This defines all of the work, and only the required work, to complete the project objectives. ## Footnote The project scope is specific to the work required to complete the project's objectives. The project scope focuses on what must be done to create the deliverable.

Question 51

# Define: Prototype

Answer 51

This is a model of the finished deliverable that enables the stakeholders to see how the final project deliverable may operate. ## Footnote Adaptive projects often create models to confirm that the developers and the stakeholders have the same requirements in mind.

Question 52

# Define: Prototyping

Answer 52

A model used to perfect requirements.

Question 53

# Define: Relative Prioritization

Answer 53

A list of all user stories and features ordered by highest priority to the lowest priority. ## Footnote The product backlog is a listing of all project requirements and features, typically written as user stories, and they are ranked by the product owner based on priority. The items at the top of the backlog are considered most important, while those items at the bottom of the backlog are of lesser importance. When changes occur, the product owner will insert and rank these new requirements.

Question 54

# Define: Relative Sizing

Answer 54

To estimate the size of a story in comparison with another story. ## Footnote One approach, called t-shirt sizing, compares user stories as Extra Small, Small, Medium, Large, and Extra Large.

Question 55

# Define: Requirements at a High Level

Answer 55

Requirements are in the form of user stories, and collected at a high level to estimate a budget.

Question 56

# Define: Requirements Documentation

Answer 56

This documentation of what the stakeholders expected in the project defines all of the requirements that must be present for the work to be accepted by the stakeholders.

Question 57

# Define: Requirements Prioritization Model

Answer 57

A model to rate each feature with the calculation of weighted formula defined by the team.

Question 58

# Define: Requirements Review

Answer 58

To review the requirements so they fulfill the needs and priorities of stakeholders.

Question 59

# Define: Requirements Traceability Matrix | (RTM)

Answer 59

This is a table that maps the requirements throughout the project all the way to their completion. ## Footnote This table documents and numbers each requirement and its status in the project, and shows how each requirement is linked to a specific deliverable that the project will create or has created. The traceability matrix helps the project manager and the project customer see the project's product and compare it against the requirements to confirm that all of the requirements have been met and exist in the final deliverable for the customer.

Question 60

# Define: Schedule Milestones

Answer 60

The project customer may have specific dates when phases of the project should be completed. ## Footnote These milestones are often treated as project constraints.

Question 61

# Define: Scope Control

Answer 61

This is about protecting the project scope and the product scope from change and, when changes do happen, managing those changes. ## Footnote Ideally, all requested changes follow the scope change control system, which means that change requests must be documented.

Question 62

# Define: Scope Creep

Answer 62

The uncontrolled changes or growth in a project’s scope which goes beyond the initial agreement. Undocumented, unapproved changes to the project scope. ## Footnote This is also known as project poison.

Question 63

# Define: Scope Validation

Answer 63

The formal inspection of the project deliverables, which leads to project acceptance. ## Footnote Scope validation ensures that the deliverables the project creates are in alignment with the project scope. It is concerned with the acceptance of the work.

Question 64

# Define: Stakeholder Analysis

Answer 64

A scope definition process where the project management team interviews the stakeholders and categorizes, prioritizes, and documents what the project customer wants and needs. ## Footnote The analysis determines, quantifies, and prioritizes the interests of the stakeholders. Stakeholder analysis demands quantification of stakeholder objectives; goals such as “good,” “satisfactory,” and “speedy” aren’t quantifiable. An activity that ranks stakeholders based on their influence, interests, and expectations of the project. Stakeholders are identified and ranked, and then their needs and expectations are documented and addressed.

Question 65

# Define: Story Point Sizing

Answer 65

This enables the team to compare one story to another based on their respective sizes to help them determine how much work they can complete in an iteration. ## Footnote When sizing stories, the team considers several factors beyond just the effort needed: the risk, complexity, deployment concerns, interdependencies with other stories, and implementation. Stories are assigned points based on these factors; points are not synonymous with hours.

Question 66

# Define: Story Points

Answer 66

This represents how much effort is required to create the user story.

Question 67

# Define: Survey

Answer 67

A data-gathering tool used when there are hundreds or thousands of stakeholders. ## Footnote The project manager can leverage web tools to disseminate the surve quickly, track responses, and organize the participants’ responses. Surveys can be used for large groups or distributed groups of stakeholders, it doesn't have to be hundreds of thousands.

Question 68

# Define: Systems Analysis

Answer 68

A scope definition approach that studies and analyzes a system, its components, and the relationship of the components within the system. ## Footnote For example, a manufacturing company’s system for placing an order from a customer through delivery may have several steps, from sale to completion and interaction between departments on that journey.

Question 69

# Define: Systems Engineering

Answer 69

This project scope statement creation process studies how a system should work, designs and creates a system model, and then enacts the working system based on the project’s goals and the customer’s expectations. ## Footnote Systems engineering aims to balance the time and cost of the project concerning the project scope. A successfully designed system can be profitable and productive, and it can create quality that is acceptable to the project sponsor and the project customer.

Question 70

# Define: T-Shirt Sizing

Answer 70

Each story is sized like a t-shirt Extra Small, Small, Medium, Large, and Extra Large. ## Footnote The sizing of each story is comparable to the other stories.

Question 71

# Define: Three Cs of User Stories

Answer 71

A convention to write user stories using the three Cs of card, conversational, and confirmation to describe the user story. ## Footnote "Card" means that the story should fit on one index card.

Question 72

# Define: Unanimity

Answer 72

A group decision method where everyone must be in agreement.

Question 73

# Define: Validation

Answer 73

The way to make sure that the product is acceptable to the customer.

Question 74

# Define: Value Analysis

Answer 74

As with value engineering, this approach examines the functions of the project’s product in relation to the cost of the features and functions. ## Footnote This is where, to some extent, the grade of the product is in relationship to the cost of the product.

Question 75

# Define: Value Engineering

Answer 75

This approach to project scope statement creation attempts to find the correct level of quality in relation to a reasonable budget for the project deliverable while still achieving an acceptable level of performance of the product. ## Footnote Consider a home remodeling project: The homeowners could choose silk drapes and gold doorknobs or wool drapes and brass doorknobs and get the same function. Their demand for quality, grade, and function is to how much capital they’d like to invest in their home project.

Question 76

# Define: Velocity

Answer 76

The number of user story points a development team can complete during a sprint. Velocity helps predict the duration of the project. Velocity may be wild at first but normalizes after several sprints. ## Footnote For example, if the team can complete only 20 of the 30 user story points selected, then the velocity is 20. The velocity will also help the product owner and the scrum master predict how many sprints are needed.

Question 77

# Define: Vertical Prototype

Answer 77

This approach details the interface, the functionality, and sometimes both.

Question 78

# Define: WBS Dictionary

Answer 78

A WBS companion document that defines all of the characteristics of each element within the WBS. ## Footnote The primary documentation of the WBS dictionary is on the work package, the smallest item in the WBS, but upper-tier deliverables can also be documented.

Question 79

# Define: WBS Template

Answer 79

A prepopulated WBS for repetitive projects. ## Footnote Previous projects’ WBSs are often used as templates for current similar projects.

Question 80

# Define: Wireframe

Answer 80

A lightweight non-functional UI design that shows the customer the vital elements and how they will interact before coding.

Question 81

# Define: Work Breakdown Structure | (WBS)

Answer 81

A deliverables-oriented breakdown of the project scope. ## Footnote Each layer of the WBS breaks down the layer above it into smaller, manageable deliverables until it arrives at the smallest item in the WBS. The smallest item is called the work package and helps define the activities list.

Question 82

# Define: Work Package

Answer 82

The smallest item in the work breakdown structure. ## Footnote This can be used effectively to estimate cost and time and can be monitored and controlled within the project.