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PMP > Scope Management > Flashcards

Scope Management Flashcards

1
Q

project scope management

A

includes processes to ensure that all the required project work is performed and that only the required work is performed

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2
Q

project scope management

- processes

A
  • plan scope management (planning)
  • collect requirements (planning)
  • defining scope (planning)
  • create WBS (planning)
  • validate scope (monitoring and controlling)
  • control scope (monitoring and controlling)
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3
Q

product scope

A

describes the features, functionalities, and characteristics of project deliverables. product scope is part of project scope.

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4
Q

project scope

A

describes the work to be completed to deliver products that meet requirements

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5
Q

plan scope management

A

the process of documenting how the project scope will be planned, validated, and controlled. this helps to ensure all individuals of the project management team are using the same approach and tools for scope management

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6
Q

plan scope management

- key inputs

A
  • project management plan
    • quality management plan
    • project lifecycle description
    • development approach
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7
Q

plan scope management

- key tools and techniques

A
  • data analysis

- alternatives analysis

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8
Q

plan scope management

- key outputs

A
  • scope management plan

- requirements management plan

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9
Q

project charter

A

may provide high-level requirements and desired product characteristics as determined during project initiation

a document signed by the project sponsor that formally initiates the project, names and authorizes the project manager and provides high-level stakeholder requirements and expectations.

other elements could include

  • measurable project objectives
  • success criteria
  • assumptions and constraints
  • high-level risks
  • high-level cost expectations

can be used to identify initial stakeholders such as the sponsor, project manager, customer, and end users

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10
Q

alternatives analysis

A

a brainstorming technique to determine different approaches to plan scope management, balancing resource effort, or completing project work

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11
Q

scope management plan

A

defines how project scope will be planned, approved, validated, and controlled through a series of project management processes. this may describe the tools to be used, the participating stakeholders, and the frequency of iteration

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12
Q

requirements management plan

A

provides documentation on how requirements will be analyzed, prioritized, documented, measured, and changed.

the lifecycle phase structure (predictive, iterative, and adaptive) may strongly influence this approach. there may also be a strong overlap with the configuration management plan, which describes the rules for changing both project documents and deliverables.

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13
Q

collect requirements

A

the process of working with project stakeholders to understand and document the features, functions, and characteristics of project deliverables and other needs to meet project objectives

the completion of this process will help the team document their understanding of product scope, providing an essential step towards the development of the project scope.

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14
Q

collect requirements

- key inputs

A
  • project charter
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15
Q

collect requirements

- key tools and techniques

A
  • data gathering
    • brainstorming
    • interviews
    • focus groups
    • questionnaires and surveys
    • benchmarking
  • data analysis
    • document analysis
  • data representation
    • affinity diagrams
    • mind mapping
  • prototypes
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16
Q

collect requirements

- key outputs

A
  • requirements documentation

- requirements traceability matrix

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17
Q

stakeholder register

A

a list of identified stakeholders, an output of the identify stakeholders process, providing insight as to which stakeholders will contribute product and project requirements

a list of identified stakeholders and details about each such as interest, involvement, and impact

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18
Q

interviews (data gathering)

A

a formal or informal way to ask stakeholders able the desired features and functions of project deliverables

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19
Q

focus groups (data gathering)

A

a way to collect feedback about product expectations by bringing together stakeholders for a discussion led by a trained moderator

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20
Q

questionnaires and surveys (data gathering)

A

help to identify requirements from a broad audience and provide opportunities for statistical analysis

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21
Q

benchmarking (data gathering)

A

may include comparing stakeholder business processes and needs to existing organizations with similar operations

a technique of creating a basis for measuring current project performance using information from comparable projects

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22
Q

document analysis

A

may include researching stakeholder documentation to better understand their business environment and needs

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23
Q

voting (decision making)

A

techniques may include unanimity, majority, plurality, or dictatorship

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24
Q

multi-criteria decision analysis (decision making)

A

uses a decision matrix to evaluate and rank ideas with a systematic approach

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25
Q

affinity diagrams (data representation)

A

consolidate a large number of ideas into groupings

prioritize potential causes of defects

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26
Q

mind mapping (data representation)

A

consolidates ideas created separately into a shared single map

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27
Q

nominal group technique (interpersonal and team skills)

A

uses a moderator to lead group brainstorming. anonymous voting can be used to rank ideas for future discussion

28
Q

observation/conversation (interpersonal and team skills)

A

a way to understand requirement not easily communicated by the stakeholders by watching their work process

29
Q

facilitation (interpersonal and team skills)

A

sessions bring together cross-functional key stakeholders to gather product requirements and establish relationships to improve communication

brings together key stakeholder to translate requirements into work

30
Q

context diagrams

A

visually display processes or business systems to help understand component integration and workflows

31
Q

prototypes

A

can be created and shared with stakeholders to generate feedback based on tangible models of the final product. feedback may spawn more detained requirements from stakeholders.

32
Q

requirements documentation

A

the formal description of individual requirements and how they meet the business need for the project. through progressive elaboration, these may begin high-level and become more detailed throughout the project lifecycle. for successful scope definition, requirements should be clear, measurable, testable, complete, and consistent. components of requirements documentation may include business requirements, solution requirements, stakeholder requirements, project performance requirements, as well as any assumptions and constraints that may exist.

33
Q

requirements traceability matrix

A

a table linking deliverable requirements to the originating business needs through the final user acceptance testing. this structure helps to ensure that documented requirements are delivered at the end of the project and helps manage changes to product scope

34
Q

define scope

A

this process involves the analysis of product requirements to determine and document all of the project work (and only the project work) required to complete the project

35
Q

define scope

- key inputs

A
  • project documents
    • assumptions log
    • requirements documentation
    • risk register
36
Q

define scope

- key tools and techniques

A
  • data analysis
    • alternatives analysis
  • decision making
    • multicriteria decision analysis
  • product analysis
37
Q

define scope

- key outputs

A
  • project scope statement
38
Q

product analysis

A

includes techniques for turning product requirement and objectives into actual deliverables. these industry techniques can include systems, value, and functional analysis

39
Q

project scope statement

A

a narrative description of the project work that must be completed to meet project and product objectives for the common understanding of all project stakeholders. it may also include major deliverables, project objectives, project assumptions and constraints, and project exclusions. this document provides more detail than the project charter and basis for making project decisions.

40
Q

create work breakdown structure (WBS)

A

this process uses an understanding of the project scope (work) to develop a work breakdown structure (WBS) and to obtain approval of the project scope from key project stakeholders. the WBS is a hierarchical decomposition of the work to be done. Higher-level tasks are broken down into lower-level components with more detail and shorter durations

41
Q

create work breakdown structure (WBS)

- key inputs

A
  • project documents
    • project scope statement
    • requirements documentation
42
Q

create work breakdown structure (WBS)

- key tools and technoques

A
  • decomposition
43
Q

create work breakdown structure (WBS)

- key outputs

A
  • scope baseline
44
Q

scope baseline

A

includes four major components that will be monitored and controlled against:

  • approved project scope statement
  • WBS
  • WBS dictionary
  • approval from key project stakeholders

provides a narrative description of project work required to estimate durations for the schedule activities of the project

45
Q

decomposition

A

the breakdown of project work or deliverables into smaller, easier to manager components. work should be decomposed into work packages, the lowest level in the WBS in which schedule and cost can be accurately estimated. each component may have a different level of decomposition

46
Q

work breakdown structure (WBS)

A

a hierarchical decomposition of project work into work packages. this defines the total scope of the project and serves as a key input to time and cost estimation

47
Q

WBS dictionary

A

a document that complements the work breakdown structure by providing a description of work, responsible organization, assumptions, constraints, and other notes. these items can be cross-referenced to the WBS by a unique identifier known as a code of accounts

48
Q

validate scope

A

the process of obtaining formal acceptance that the completed project scope and deliverables have met stakeholder expectations. this process should always be performed at the end of a project as well as at the end of major phases that require acceptance of deliverables to more to the next phase

49
Q

validate scope

- key inputs

A
  • project documents
    • lessons learned register
    • quality reports
    • requirements documentation
    • requirements traceability matrix
  • verified deliverables
50
Q

validate scope

- key tools and techniques

A
  • inspection
51
Q

validate scope

- key outputs

A
  • accepted deliverables

- change requests

52
Q

verified deliverables

A

generated form the control quality process upon successful inspection by the project team

53
Q

requirements documentation and requirement traceability matrix

A

describe the stakeholder requirements and link to deliverable acceptance testing

54
Q

inspection

A

the stakeholder examination and validation that work and deliverables meet requirements and acceptance criteria

the act of the project team examining or testing that work and deliverables meet requirements and acceptance criteria

55
Q

accepted deliverables

A

generated as a result of validate scope if key stakeholders find that the project’s deliverables meet acceptance criteria and fitness for use. this will allow the project team to move into the close project or phase process

56
Q

control scope

A

the project management process of proactively comparing actual project execution to the approved plan to document the performance of the project and influence factors that can bring future project performance closer in line with the plan

57
Q

control scope

- key inputs

A
  • project management plan
    • scope management plan
    • requirements management plan
    • change management plan
    • configuration management plan
    • scope baseline
    • performance measurement baseline
  • work performance data
58
Q

control scope

- key tools and techniques

A
  • data analysis
    • variance analysis
    • trend analysis
59
Q

control scope

- key outputs

A
  • work performance information

- change requests

60
Q

scope creep

A

a term referring to the event that work is performed outside the approved plan. this may often be influenced by external stakeholders such as the customer.

61
Q

gold plating

A

refers to when a member of the project team performs work out of the approved scope without the request or approval of the customer.

62
Q

variance analysis

A

a technique to compare actual project performance against the planned performance documented in the scope baseline. it is used to determine if corrective or preventative action is needed

63
Q

project management plan

A

may include the metrics that will be used to measure the success of project completion as well as exit criteria and procedures

includes the scope management plan which describes how the control scope process is the be performed and the scope baseline which is the approved scope statement, WBS, and WBS dictionary describing the project work to be done along with assumptions and constraints

64
Q

work performance data (WPD)

A

information on the status of activities being performed to accomplish project work

represents the status of actual schedule progress or actual costs to date. it is generated as an output of the direct and manage project work process. information may include the status of deliverables, reported percent of work physically completed, and start/finish dates of scheduled activities.

collected information on performance such as schedule progress deliverable status, and budget spent (an output of direct and manage work)

65
Q

work performance information

A

the documentation of how was has been executed in relation to the planned scope of work.

an output from several monitoring and controlling processes, is an assessment of project performance based on a comparison between planned and actual performance

provides project status as it related to the approved plan. for validate scope, this may include the progress of deliverable completion and acceptance

the documentation of how work has been executed in relation to the planned schedule. earned value measurement techniques may produce values such as schedule variance (SV) and schedule performance index (SPI)

the documentation of how work has been executed in relation to the cost baseline. earned value measurement techniques may produce values such as cost variance (CV) and cost performance index (CPI)

the evaluation of work performance data against planned baselines to create comparative metrics on schedule, cost, and technical performance.

PMP (11 decks)

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