Scope Management Flashcards
Scope definition - where and when
What will be produced (PBS) and all of the activities that are needed to produce it (WBS) + Benefits
PMP defines scope.
Scope is developed over time, through requirements capture and analysis, and business case definition.
Scope freezes for stability when needed.
POOB
Projects - activities that produce outputs
Outputs - products of the projects
Outcomes - results of the outputs
Benefits - changes perceived as positive by stakeholder
Scope management
Scope evolves throughout the project with detail being added constantly.
Manage scope to prevent uncontrolled change - scope creep -from hindering the project success
WBS
- verbs
Hierarchical breakdown of all of the activities required to deliver the products
Useful to facilitate project controls
Lowest level are work packages (depending on nature of project)
Each element is numbered
Work package can comprise several activities
PM activities are part of the WBS
Work Packages
The level of definition/work for which budgets are estimated and reported
Should have discrete estimate Should have discrete budget Single accountable person Should not overlap with other packages Consistent numbering Relatively short duration
PBS
-nouns
Hierarchical breakdown of products
Definitive list of interrelated products
Useful for configuration management
OBS
Roles and responsibilities
Reporting hierarchy
RAM - RACI (RASIC) (WBS against OBS)
Provides clarity for everyone involved and external - communicate to stakeholders
Requirements Capture Techniques
Understand stakeholder requirements - must be provided by stakeholders
Techniques: Brainstorming Questionnaires Analysis Review Contract requirements Prototyping Written reqs/spec Use cases User forums
Requirements Analysis key factors
Value - what is the benefit
Priority - MOSCOW
Time - whe is it needed
Process - How can it be met?
MOSCOW - justify reqs Must Should Could Won't
Requirements management
Baseline reqs at each stage. Analyse and record
V-shaped model - reqs are developed and tested at different stages and by different audiences. Relevant specs are tested by relevant users.
Quality will depend on how well requirements are met.
Configuration Management Process - benefits
Ensures products will work together Keeps requirements and spec synced Prevents rework Reduces confusion Promotes safety Promotes quality (esp software) Assists suppliers in understanding spec
Configuration Management Process steps
Config:
Planning: procedure, roles and resps
Identification: identify components - PBS - and label
Control - process to be followed and assurance activities. Interaction with change management. Check in/out, notifications of change, updating records.
Status accounting - recording of information about each item and tracking - ID, owner, date updated, status (in update), version number, links to other products
Audit - regular staged checking to ensure that items are correctly accounted for and processes are being followed.
Configuration Management Roles
CM Librarian - manages library
PM - accountable for process
Item controller - responsible for one or more items
change control board - item controllers involved to understand consequences of change
project team - follow process
Change - reasons and need for management
Can be caused by:
External influences New technique Efficiencies Changes to benefit model Evolving designs Contractual changes
Must be managed to avoid confusion, inefficiency and waste. Change is easier early in the project and harder later on.
Change request
Number Originator Description Date Status Impact
