Scope Management

Question 1

Project life cycle

Answer 1

Can range along a continuum from predictive approaches at one end to adaptive or agile approaches at the other. In a predictive life cycle, the project deliverables are defined at the beginning of the project and any changes to the scope are progressively managed. In an adaptive or agile life cycle, the deliverables are developed over multiple iterations where a detailed scope is defined and approved for each iteration when it begins.

Question 2

Scope management plan

Answer 2

The scope management plan is a component of the project management plan that describes how the scope will be defined, developed, monitored, controlled, and validated.

Question 3

4 Scope management plan components

Answer 3

Process for preparing a project scope statement

Process that enables the creation of the WBS from the detailed project scope statement

Process that establishes how the scope baseline will be approved and maintained

Process that specifies how formal acceptance of the completed project deliverables will be obtained.

Question 4

Scope baseline

Answer 4

Is the approved version of a scope statement, WBS, and its associated WBS dictionary, which can be changed only through formal change control procedures and is used as a basis for comparison. It is a component of the project management plan.

Question 5

WBS dictionary

Answer 5

The WBS dictionary is a document that provides detailed deliverable, activity, and scheduling information about each component in the WBS.

Question 6

Project scope statement

Answer 6

The project scope statement is the description of the project scope, major deliverables, assumptions, and constraints. The project scope statement documents the entire scope, including project and product scope. It describes the project’s deliverables in detail.

Question 7

Rolling wave planning

Answer 7

Decomposition may not be possible for a deliverable or subcomponent that will be accomplished far into the future. The project management team usually waits until the deliverable or subcomponent is agreed on, so the details of the WBS can be developed.

Question 8

Interpersonal and team skills

Answer 8

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

Observation/conversation. Provide a direct way of viewing individuals in their environment and how they perform their jobs or tasks and carry out processes.

Facilitation. Is used with focused sessions that bring key stakeholders together to define product requirements. Workshops can be used to quickly define cross-functional requirements and reconcile stakeholder differences.

Question 9

Data Representation

Answer 9

Affinity diagrams. Allow large numbers of ideas to be classified into groups for review and analysis.

Mind mapping. Consolidates ideas created through individual brainstorming sessions into a single map to reflect commonality and differences in understanding and to generate new ideas.

Question 10

Decomposition

Answer 10

Decomposition is a technique used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts. The work package is the work defined at the lowest level of the WBS for which cost and duration can be estimated and managed.

The top-down approach starts with the topmost element, the endproduct, and decomposes it through progressive elaboration.

The bottom-up approach starts with subcomponents and builds up to the entire product.

Question 11

100% rule

Answer 11

The WBS represents all product and project work, including the project management work. The total of the work at the lowest levels should roll up to the higher levels so that nothing is left out and no extra work is performed.

Question 12

Product Analysis

Answer 12

Product analysis can be used to define products and services. It includes asking questions about a product or service and forming answers to describe the use, characteristics, and other relevant aspects of what is going to be delivered.

Question 13

Requirements traceability matrix

Answer 13

The requirements traceability matrix is a grid that links product requirements from their origin to the deliverables that satisfy them.

Question 14

Decision making

Answer 14

Decision-making techniques that can be used in the Collect Requirements process

Voting. Voting is a collective decision-making technique and an assessment process having multiple alternatives with an expected outcome in the form of future actions. These techniques can be used to generate, classify, and prioritize product requirements. Examples of voting techniques include:

• Unanimity. A decision that is reached whereby everyone agrees on a single course of action.
• Majority.
• Plurality. A decision that is reached whereby the largest block in a group decides, even if a majority is not achieved. This method is generally used when the number of options nominated is more than two.

Autocratic decision making. In this method, one individual takes responsibility for making the decision for the group.

Multicriteria decision analysis. A technique that uses 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.

Question 15

Code of Accounts

Answer 15

Code of Accounts is a numbering system used to uniquely identify each component of the work breakdown structure

Question 16

Scope change

Answer 16

Before implementing scope changes the cost estimates, activity sequences, schedule baselines, and resource requirements must be updated.

Question 17

Project scope statement components

Answer 17

Product scope description. Progressively elaborates the characteristics of the product, service, or result described in the project charter and requirements documentation.

Deliverables. Any unique and verifiable product, result, or capability to perform a service that is required to be produced to complete a process, phase, or project. Deliverables also include ancillary results, such as project management reports and documentation. These deliverables may be described at a summary level or in great detail.

Acceptance criteria. A set of conditions that is required to be met before deliverables are accepted.

Project exclusions. Identifies what is excluded from the project. Explicitly stating what is out of scope for the project helps manage stakeholders’ expectations and can reduce scope creep.