Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

PMBOK 6 Terms, PMP Exam > Scope Management > Flashcards

Scope Management Flashcards

Scope Management Terms

1
Q

8/80 Rule

A

8/80 Rule

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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Active Observation

A

Active Observation

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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Affinity Diagrams

A

Affinity Diagrams

When stakeholders create a large number of ideas, you can use an affinity diagram to cluster similar ideas together for further analysis.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Alternatives Generation

A

Alternatives Generation

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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Autocratic

A

Autocratic

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Brainstorming

A

Brainstorming

This approach encourages participants to generate as many ideas as possible about the project requirements.

No idea is judged or dismissed during the brainstorming session.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Change Control System (CCS)

A

Change Control System (CCS)

Documented in the scope management plan, this system defines how changes to the project scope are managed and controlled.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Change management plan

A

Change management plan

This subsidiary plan defines how changes will be allowed and managed within the project.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Code of Accounts

A

Code of Accounts

A numbering system for each item in the WBS.

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Configuration Management Plan

A

Configuration Management Plan

This subsidiary plan defines how changes to the features and functions of the project deliverable will be monitored and controlled within the project.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Context Diagram

A

Context Diagram

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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Focus Groups

A

Focus Groups

A moderator-led requirements collection method to elicit requirements from stakeholders.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Functional Analysis

A

Functional Analysis

This is the study of the functions within a system, project, or, what’s 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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Funding Limit

A

Funding Limit

Most projects have a determined budget in relation to the project scope.

There may be a qualifier on this budget, such as plus or minus 10 percent based on the type of cost estimate created.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Interviews

A

Interviews

A requirements collection method used to elicit requirements from stakeholders in a one-on-one conversation.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Majority

A

Majority

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Mind Mapping

A

Mind Mapping

This approach maps ideas to show the relationship among requirements and the differences between requirements.

The map can be reviewed to identify new solutions or to rank the identified requirements.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Nominal Group Technique

A

Nominal Group Technique

As with brainstorming, participants are encouraged to generate as many ideas as possible, but the suggested ideas are ranked by a voting process.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Passive Observation

A

Passive Observation

The observer records information about the work being completed without interrupting the process.

Sometimes called the invisible observer.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Plurality

A

Plurality

A group-decision method where the largest part of the group makes the decision when it’s less than 50 percent of the total.

(Consider three or four factions within the stakeholders.)

21
Q

Product Acceptance Criteria

A

Product Acceptance Criteria

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

22
Q

Product Breakdown

A

Product Breakdown

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

23
Q

Product Scope Description

A

Product Scope Description

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

24
Q

Product Scope

A

Product Scope

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.

25
Q

Project Assumptions

A

Project Assumptions

A project assumption is a factor in the planning process that is held to be true but not proven to be true.

26
Q

Project Boundaries

A

Project Boundaries

A project boundary clearly states what is included with the project and what’s excluded from the project.

This helps to eliminate assumptions between the project management team and the project customer.

27
Q

Project Constraints

A

Project Constraints

A constraint is anything that limits the project manager’s options.

Consider a predetermined budget, deadline, resources, or materials the project manager must use within the project—these are all examples of project constraints.

28
Q

Project Objectives

A

Project Objectives

These are the measurable goals that determine a project’s acceptability to the project customer and the overall success of the project.

Objectives often include the cost, schedule, technical requirements, and quality demands.

29
Q

Project Requirements

A

Project Requirements

These are the demands set by the customer, regulations, or the performing organization that must exist for the project deliverable to be acceptable.

Requirements are often prioritized in a number of ways, from “must have” to “should have” to “would like to have.”

30
Q

Project Scope

A

Project Scope

This defines all of the work, and only the required work, to complete the project objectives.

31
Q

Project Scope Management Plan

A

Project Scope Management Plan

This project management subsidiary plan controls how the scope will be defined, how the project scope statement will be created, how the WBS will be created,
how scope validation will proceed, and how the project scope will be controlled throughout the project.

32
Q

Requirements Documentation

A

Requirements Documentation

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.

33
Q

Requirements Management Plan

A

Requirements Management Plan

This subsidiary plan defines how changes to the project requirements will be permitted, how requirements will be tracked, and how changes to the requirements will be approved.

34
Q

Requirements Trace-ability Matrix (RTM)

A

Requirements Trace-ability Matrix (RTM)

This is a table that maps the requirements throughout the project all the way to their completion.

35
Q

Schedule Milestones

A

Schedule Milestones

The project customer may have specific dates when phases of the project should be completed.

These milestones are often treated as project constraints.

36
Q

Scope Creep

A

Scope Creep

Undocumented, unapproved changes to the project scope.

37
Q

Scope Validation

A

Scope Validation

The formal inspection of the project deliverable, which leads to project acceptance.

38
Q

Stakeholder Analysis

A

Stakeholder Analysis

A scope definition process, where the project management team interviews the stakeholders and categorizes, prioritizes, and documents what the project customer wants and needs.

The analysis is to determine, quantify, and prioritize the interests of the stakeholders.

Stakeholder analysis demands quantification of stakeholder objectives; goals such as “good,” “satisfaction,” and “speedy” aren’t quantifiable.

39
Q

Systems Analysis

A

Systems Analysis

A scope definition approach that studies and analyzes a system, its components, and the relationship of the components within the system.

40
Q

Systems Engineering

A

Systems Engineering

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.

Systems engineering aims to balance the time and cost of the project in relation to the scope of the project.

41
Q

Unanimity

A

Unanimity

A group decision method where everyone must be in agreement.

42
Q

Value Analysis

A

Value Analysis

As with value engineering, this approach examines the functions of the project’s product in relation to the cost of the features and functions.

This is where, to some extent, the grade of the product is in relationship to the cost of the product.

43
Q

Value Engineering

A

Value Engineering

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.

44
Q

WBS Dictionary

A

WBS Dictionary

A WBS companion document that defines all of the characteristics of each element within the WBS.

45
Q

WBS Template

A

WBS Template

A pre-populated WBS for repetitive projects.

Previous projects’ WBSs are often used as templates for current similar projects.

46
Q

Work Breakdown Structure (WBS)

A

Work Breakdown Structure (WBS)

A deliverable-oriented breakdown of the project scope.

A visual representation of the work that needs to be done.

47
Q

Work Package

A

Work Package

The smallest item in the WBS.

48
Q

Work Performance Information

A

Status of the deliverables: the work that’s been started, finished, or has yet to begin.

PMBOK 6 Terms, PMP Exam (14 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions