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Scope Management Flashcards

1
Q

Plan Scope Management

A

2.2.1 (Planning Process Group, Scope Management)

Process of creating a scope management plan that documents how the project scope will be defined, validated, and controlled

Inputs: Project Charter, Project Management Plan, EEF, OPA
Tools & Techniques: Expert Judgement, Data Analysis, Meetings
Outputs: Scope Management Plan, Requirements Management Plan

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2
Q

Collect Requirements

A

2.2.2 (Planning Process Group, Scope Management)

Process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives

Inputs: Project Charter, Project Management Plan, Project Documents, Business Documents, Agreements, EEF, OPA
Tools & Techniques: Expert Judgement, Data Gathering, Data Analysis, Decision Making, Data Representation, Interpersonal and Team Skills, Content Diagram, Prototypes
Outputs: Requirements Documentation, Requirements Traceability Matrix

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3
Q

Define Scope

A

2.2.3 (Planning Process Group, Scope Management)

Process of developing a detailed description of the project and product

Inputs: Project Charter, Project Management Plan, Project Documents, EEF, OPA
Tools & Techniques: Expert Judgement, Data Analysis, Decision Making, Interpersonal and Team Skills, Product Analysis
Outputs: Project Scope Statement, Project Documents Updates

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4
Q

Create WBS

A

2.2.4 (Planning Process Group, Scope Management)

Process of subdividing project deliverables and project work into smaller, more manageable components

Inputs: Project Management Plan, Project Documents, EEF, OPA
Tools & Techniques: Expert Judgement, Decomposition
Outputs: Scope Baseline, Project Documents Updates

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5
Q

Validate Scope

A

4.2.5 (Monitoring & Controlling Process Group, Scope Management)

Process of formalizing acceptance of the completed project deliverables

Inputs: Project Management Plan, Project Documents, Verified Deliverables, Work Performance Data
Tools & Techniques: Inspection, Decision Making
Outputs: Accepted Deliverables, Work Performance Information, Change Requests, Project Documents Updates

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6
Q

Control Scope

A

4.2.5 (Monitoring & Controlling Process Group, Scope Management)

Process of monitoring the status of the project and product scope and managing changes to the scope baseline

Inputs: Project Management Plan, Project Documents, Work Performance Data, OPA
Tools & Techniques: Data Analysis
Outputs: Work Performance Information, Change Requests, Project Management Plan Updates, Project Documents Updates

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7
Q

Product Scope

A

Features and functions that characterize a product, service, or result

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8
Q

Project Scope

A

Work performed to deliver a product, service, or result with the specified features and functions. The term scope is sometimes viewed as including product scope.

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9
Q

Scope Creep

A

Uncontrolled changes that cause the project team to do extra work

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10
Q

Interviews

A

2.2.2. TT (Collect Requirements)

Formal or informal approach to elicit information from stakeholders by talking to them directly

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11
Q

Facilitated Workshops

A

2.2.2. TT (Collect Requirements)

Focused sessions that bring key stakeholders together to define product requirements

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12
Q

Focus Groups

A

2.2.2. TT (Collect Requirements)

Bring together prequalified stakeholders and subject matter experts to learn about their expectations and attitudes about a proposed product, service, or result. Moderator guides the group through interactive discussion, designed to be more conversational than a one-on-one interview.

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13
Q

Unanimity

A

2.2.2. TT (Collect Requirements)
Group Decision-Making Technique

Everyone agrees on the decision

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14
Q

Majority

A

2.2.2. TT (Collect Requirements)
Group Decision-Making Technique

More than half the people in the group agree on the decision

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15
Q

Plurality

A

2.2.2. TT (Collect Requirements)
Group Decision-Making Technique

Idea that gets the most votes wins

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16
Q

Dictatorship

A

2.2.2. TT (Collect Requirements)
Group Decision-Making Technique

One person makes the decision for the whole group

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17
Q

Idea/Mind Maps

A

2.2.2. TT (Collect Requirements)
Group Creativity Techniques

Ideas crated through indiivdual brainstorming sessions are consolidated into a single map to reflect commonality and differences in understanding, and generate new ideas.

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18
Q

Brainstorming

A

2.2.2. TT (Collect Requirements)
Group Creativity Techniques

Used to generate and collect multiple ideas related to a project and product requirements. It does not include voting or prioritization, but it’s often used with other group creativity techniques that do.

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19
Q

Nominal Group Technique

A

2.2.2. TT (Collect Requirements)
Group Creativity Techniques

Enhances brainstorming with a voting process used to rank the most useful ideas for further brainstorming or for prioritization

20
Q

Affinity Diagram

A

2.2.2. TT (Collect Requirements)
Group Creativity Techniques

Allows large numbers of ideas to be classified into groups for review and analysis

21
Q

Multicriteria Decision Analysis

A

2.2.2. TT (Collect Requirements)
Group Creativity Techniques

Utilizes a decision matrix to provide a systematic analytical approach for establishing criteria, such as risk levels, uncertainty, and valuation, to evaluate and rank many ideas.

22
Q

Questionnaires and Surveys

A

2.2.2. TT (Collect Requirements)

Written sets of questions designed to quickly accumulate information from a large number of respondents

23
Q

Observations

A

2.2.2. TT (Collect Requirements)

A direct way of viewing individuals in their environment and how they perform their jobs or tasks and carry out processes

24
Q

Prototypes

A

2.2.2. TT (Collect Requirements)

Method of obtaining early feedback on requirements by providing a working model of the expected product before actually building it

25
Q

Benchmarking

A

2.2.2. TT (Collect Requirements)

Comparing actual or planned practices, such as processes and operations, to those of comparable organizations to identify best practices, generate ideas for improvement, and provide a basis for measuring performance. Those organizations can be internal or external.

26
Q

Context Diagrams

A

2.2.2. TT (Collect Requirements)

Example of a scope model.

Visually depict the product scope by showing a business system (process, equipment, computer system, etc), and how people and other systems interact with it.

Show inputs to the business system, the actors providing the input, the outputs from the business system, and the actors receiving the output.

27
Q

Document Analysis

A

2.2.2. TT (Collect Requirements)

Used to elicit requirements by analyzing existing documentation and identifying information relevant to the requirements.

Documents = business plans, marketing literature, agreements, requests for proposal, current process flows, logical data models, business rules repositories, application software documentation, business process or interface documentation, use cases, problem/issue logs

28
Q

Requirements Document

A

2.2.2 Collect Requirements Output

Describes how individual requirements meet the business need for he project. 
Components:
- Business Requirements
- Stakeholder Requirements
- Solution Requirements
- Project Requirements
29
Q

Requirements Traceability Matrix

A

2.2.2 Collect Requirements Output

Grid that links product requirements from their origin to the deliverables that satisfy them

Tracing Requirements for the following:

  • Business needs, opportunities, goals, objectives
  • Project objectives
  • Project scope/WBS deliverables
  • Product design
  • Product development
  • Test strategy and test scenarios
  • High-level requirements to more detailed requirements
30
Q

Alternatives Generation

A

2.2.3 Define Scope TT

Technique used to develop as many potential options as possible in order to identify different approaches to execute and perform the work of the project

31
Q

Product Analysis

A

2.2.3 Define Scope TT

Translating high level descriptions of the product into project work that needs to be done/tangible deliverables

32
Q

Project Scope Statement

A

2.2.3 Define Scope Output (part of Scope baseline)

Description of the project scope, major deliverables, assumptions, and constraints.

  • Product scope description
  • Acceptance criteria
  • Deliverable
  • Project exclusion
  • Constraints
  • Assumptions
33
Q

Acceptance Criteria

A

2.2.3 Components of Project Scope Statement (which is a Define Scope Output)

Set of conditions that is required to be met before deliverables are accepted

34
Q

Project Exlusion

A

2.2.3 Components of Project Scope Statement (which is a Define Scope Output)

Generally identifies what is excluded from the project (helps manage stakeholder expectations)

35
Q

Constraints

A

2.2.3 Components of Project Scope Statement (which is a Define Scope Output)

Limiting factor that affects the execution of a project or process

36
Q

Assumptions

A

2.2.3 Components of Project Scope Statement (which is a Define Scope Output)

Factor in the planning process that is considered to be true, real, or certain, without proof or demonstration

37
Q

Decomposition

A

2.2.4 Create WBS TT

Technique used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts.

38
Q

Work Breakdown Structure

A

2.2.4 Create WBS (part of scope baseline, an output of this process)

Hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables.

  • Doesn’t show the order of the work packages or dependencies between them
  • Its only goal is to show the work involved in creating product
39
Q

Work Package

A

2.2.4 Create WBS (important term)

The lowest level of WBS components

40
Q

Scope Baseline

A

2.2.4 Create WBS Output

The approved version of a scope statement, WBS, and its associated WBS dictionary, that can be changed only through formal change control procedures and is used as a basis for comparison.

41
Q

WBS Dictionary

A

2.2.4 Create WBS (part of the Output of Scope Baseline)

Document that provides detailed deliverable, activity, and scheduling information about each component in the WBS.

42
Q

Control Accounts

A

2.2.4 Create WBS (term to know)

A tool that your company’s management and accountants use to track the individual work packages.

43
Q

Variance Analysis

A

4.2.6 Control Scope TT

Technique for determining the cause and degree of difference between the baseline and actual performance.

Project performance measurements are used to assess the magnitude of variation from the original scope baseline.

44
Q

Formal Acceptance

A

4.2.5 Validate Scope Term

You have written confirmation from all stakeholders that the deliverables match the requirements and the Project Management plan

45
Q

Inspection

A

4.2.5 Validate Scope TT

Activities such as measuring, examining, and validating to determine whether work and deliverables meet requirements and product acceptance criteria

PMP Flashcards (11 decks)

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