PMP Exam Preparation Workshop Chapter # 5 Copyright PMI SOC 2013 1
Learning Objectives By the end of this session you will understand: How scope management processes relate to the process groups Project scope management Inputs Tools & Techniques Outputs Learn which references are applicable 2
Agenda Introduction to Scope Management Plan Scope Management Collect Requirements Define Scope Create WBS Validate Scope Control Scope Sample Exam Questions 3
Introduction to Scope Management Definitions: Ensures the project includes all of the work required, and only the work required Anything not explicitly included is implicitly excluded PMBOK V5 Ref #5 4
Introduction to Scope Management Product and Project Scope Product Scope All the features and functions of the product, service or result Completion is measured against the product requirements Project Scope Work that must be done to deliver the required product, service, or result Completion is measured against project management plan: scope management plan scope baseline project scope statement WBS WBS dictionary PMBOK V5 Ref #5 5
Introduction to Scope Management Overview PMBOK V5 Ref # Fig 5.1 6
5.1 Plan Scope Management Creates a scope management plan Provides guidance and direction on how scope will be managed throughout the project Helps to reduce the risk of project scope creep Plan Scope Management: Inputs, Tools & Techniques, and Outputs PMBOK V5 Ref # Fig 5.2 7
5.1 Plan Scope Management Data Flow Diagram PMBOK V5 Ref # Fig 5.3 8
5.1.1 Plan Scope Management - Inputs Project Management Plan Project Charter Enterprise Environmental Factors Organizational Process Assets Project Management Plan Contains approved subsidiary plans of the project management plan are used to create the scope management plan Influence the approach taken for planning scope and managing project scope Project Charter Provides the project context needed to plan the scope management process Provides high-level project description and product characteristics from the project SOW PMBOK V5 Ref #5.1.1.2 9
5.1.1 Plan Scope Management - Inputs Project Management Plan Project Charter Enterprise Environmental Factors Organizational Process Assets Enterprise Environmental Factors The enterprise environmental factors that can influence the Plan Scope Management include: Organization s culture Infrastructure Personnel administration Marketplace conditions Organizational Process Assets The organizational process assets that can influence Project Management Plan process include: Policies and procedures Historical information and lessons learned knowledge base. PMBOK V5 Ref #5.1.1.3, #5.1.1.4 10
5.1.2 Plan Scope Management Tools & Techniques Expert judgment Meetings PMBOK V5 Ref #5.1.2 11
5.1.3 Plan Scope Management Outputs Scope management plan Requirements management plan PMBOK V5 Ref #5.1.3 12
5.1.3 Plan Scope Management Outputs Scope Management Plan Is a component of the project or program management plan that describes how the scope will be defined, monitored, controlled, and verified. Is a major input into the Develop Project Management Plan process and other scope management processes. The components of a scope management plan include: Process for preparing a detailed project scope statement Process that enables the creation of the WBS from the detailed project scope statement Process that establishes how the WBS will be maintained and approved Process that specifies how formal acceptance of the completed project deliverables will be obtained Process to control how requests for changes to the detailed project scope statement will be processed PMBOK V5 Ref #5.1.3.1 13
5.1.3 Plan Scope Management Outputs Requirements Management Plan Part of the project management plan The project manager identifies the most efficient approach to collect and elaborate the requirements and how will be managed throughout. It might contain: How requirements will be planned, tracked and reported Configuration management activities Prioritization process Product metrics Traceability structure identifying the elements stored in the traceability matrix PMBOK V5 Ref #5.1.3.2 14
5.2 Collect Requirements The process of identifying, analyzing, documenting, and managing the stakeholders needs and requirements towards the project s objective. Project requirements are categorized based on the project needs considering various aspects: Business requirements Stakeholder requirements Solution requirements Functional Non-functional Transition requirements Processes requirements Quality requirements PMBOK V5 Ref #5.2 15
5.2 Collect Requirements Collect Requirements: Inputs, Tools & Techniques, and Outputs PMBOK V5 Ref # Fig 5.4 16
5.2 Collect Requirements PMBOK V5 Ref # Fig 5.5 17
5.2.1 Collect Requirements Inputs Scope management plan Requirements management plan Stakeholder management plan Project charter Stakeholder register PMBOK V5 Ref #5.2.1 18
5.2.2 Collect Requirements Tools & Techniques Interviews Focus groups Facilitated workshops Group creativity techniques Group decision-making techniques Questionnaires and surveys Observations Prototypes Benchmarking Context diagrams Document analysis PMBOK V5 Ref #5.2.2 19
5.2.2 Collect Requirements Tools & Techniques Interviews Are a formal or informal approach to discover information from stakeholders by talking to them directly Ask prepared and spontaneous questions and recording the responses Leverages information from subject matter experts in identifying and defining the features and functions of the desired project deliverables Focus Groups Bring together pre-qualified stakeholders and subject matter experts to learn about their expectations and opinion about a proposed product, service, or result Use trained moderator to facilitate an interactive discussion Are designed to be more conversational than a one-on-one interview PMBOK V5 Ref #5.2.2.1, #5.2.2.2 20
5.2.2 Collect Requirements Tools & Techniques Facilitated Workshops Define product requirements use key cross-functional stakeholders Discover and resolve issues more efficient than individual sessions May use Joint Application Development (or Design) (JAD) sessions software development industry Determine critical characteristics for new product development use Quality Function Deployment (QFD) generate user stories PMBOK V5 Ref #5.2.2.3 21
5.2.2 Collect Requirements Tools & Techniques Group Creativity Techniques Brainstorming Nominal group technique Idea/mind mapping Affinity diagram Multi-criteria decision analysis Group Decision-Making Techniques Unanimity Majority Plurality Dictatorship PMBOK V5 Ref #5.2.2.4, #5.2.2.5 22
5.2.2 Collect Requirements Tools & Techniques Questionnaires and Surveys Are written sets of questions: designed to quickly accumulate information use with a wide number of respondents Are most appropriate: with broad audiences when quick turnaround is needed where statistical analysis is appropriate Observations Provide a direct way of viewing individuals in their environment and how they perform their jobs Are also called job shadowing Can also be done by a participant observer to uncover hidden requirements PMBOK V5 Ref #5.2.2.6, #5.2.2.7 23
5.2.2 Collect Requirements Tools & Techniques Prototypes Are a method of obtaining early feedback on requirements provide a working model of the expected product before actually building it storyboarding by describing a sequence or navigation of events Support the concept of progressive elaboration Benchmarking Compares planed or actual processes and operations to those of other internal or external comparable organizations PMBOK V5 Ref #5.2.2.8, #5.2.2.9 24
5.2.2 Collect Requirements Tools & Techniques Context Diagrams A diagram that represents the actors participating to a given business context and their interaction relation with the system in the given context. Example of actors: other systems, users, applications, customers, administrators, etc. Example of interactions: Get account balance Deposit money Buy ticket Get network traffic PMBOK V5 Ref #5.2.2.10 25
5.2.2 Collect Requirements Tools & Techniques Document Analysis It s a process that involves reviewing a wide range of document types that are related with the project requirements in order to identify other (not obvious) relevant requirements. Documents that could be reviewed: Business processes flows (customer requirements) Business rules (customer requirements) White papers, research (business enablers, vision) Regulations, laws, codes (constraints) PMBOK V5 Ref #5.2.2.11 26
5.2.3 Collect Requirements Outputs Requirements documentation Requirements traceability matrix PMBOK V5 Ref #5.2.3 27
5.2.3 Collect Requirements Outputs Requirements Documentation (continuing on next slide) Describes how individual requirements meet the business need for the project For key stakeholders must be: measurable testable traceable complete consistent acceptable PMBOK V5 Ref #5.2.3.1 28
5.2.3 Collect Requirements Outputs Requirements Documentation (continuing) Components of requirements documentation can include, but, not limited to: Business and project objectives for traceability; Business rules for the performing organization; Guiding principles of the organization; Impacts to other organizational areas; Impacts to other entities inside or outside the performing organization; Stakeholder communication and compliance requirements; Functional and nonfunctional requirements; Technology and standards requirements; Support and training requirements; Quality requirements; Reporting requirements, etc. (solution requirements can be documented textually, in models, or both); Levels of service, performance, safety, compliance, etc.; Acceptance criteria; Transition requirements; Requirements assumptions, dependencies, constraints. PMBOK V5 and Ref #5.2.3.1 29
5.2.3 Collect Requirements Outputs Requirements Traceability Matrix Is a table that: links requirements to their origin traces them throughout the project life cycle. Includes, but is not limited to tracing: Requirements to business needs, opportunities, goals, and objectives; Requirements to project objectives; Requirements to project scope/wbs deliverables; Requirements to product design; Requirements to product development; Requirements to test strategy and test scenarios; High-level requirements to more detailed requirements. PMBOK V5 Ref #5.2.3.2 30
5.3 Define Scope Is the process of developing a detailed description of the project and product: is critical to project success builds upon the major deliverables, assumptions and constraints analyzes risks, assumptions and constraints establish boundaries by specifying which collected requirements are being included in the project Define Scope: Inputs, Tools & Techniques, and Outputs PMBOK V5 Ref # Fig 5.7 31
5.3 Define Scope Data Flow Diagram PMBOK V5 Ref # Fig 5.8 32
5.3.1 Define Scope - Inputs Scope management plan Project charter Requirements documentation Organizational process assets PMBOK V5 Ref #5.3.1 33
5.3.2 Define Scope Tools and Techniques Expert judgment Product analysis Alternatives generation Facilitated workshops PMBOK V5 Ref #5.3.2 34
5.3.2 Define Scope Tools and Techniques Expert Judgment Expert judgment is often used to analyze the information needed to develop the project scope statement. Sources include: Other units within the organization; Consultants; Stakeholders, including customers or sponsors; Professional and technical associations; Industry groups; Subject matter experts. PMBOK V5 Ref #5.3.2.1 35
5.3.2 Define Scope Tools and Techniques Product Analysis Refers to methods for translating high-level product descriptions into tangible deliverables Includes techniques such as product breakdown; systems analysis; requirements analysis; systems engineering; value engineering; value analysis. PMBOK V5 Ref #5.3.2.2 36
5.3.2 Define Scope Tools and Techniques Alternatives Generation Generates many and different approaches to execute and perform the project work Uses a variety of management techniques Facilitated Workshops Already covered in the Collect Requirements, Tools & Techniques PMBOK V5 Ref #5.3.2.3, #5.3.2.4 37
5.3.3 Define Scope Outputs Project scope statement Project document updates PMBOK V5 Ref #5.3.3 38
5.3.3 Define Scope Outputs Project Scope Statement (continuing on the next slide) Documents: project s deliverables work required to create them exclusions Provides common understanding of the project scope among stakeholders Enables project team to perform more detailed planning Guides the project team s work during executions Provides baseline for evaluating change requests Helps with evaluating if requested changes are outside of project boundaries PMBOK V5 Ref #5.3.3.1 39
5.3.3 Define Scope Outputs Project Scope Statement (continuing from the previous slide) Project Scope statement includes the following: product scope description; acceptance criteria; deliverable; project exclusion; constraints; assumptions. PMBOK V5 Ref #5.3.3.1 40
5.3.3 Define Scope Outputs Project document updates Project documents that may be updated include the following: Stakeholder register, Requirements documentation, and Requirements traceability matrix PMBOK V5 Ref #5.3.3.1 41
5.4 Create WBS WBS is an hierarchical decomposition of deliverables for the whole approved project scope Sub-divides project deliverables into more manageable components The planned work is contained within the smallest WBS level, named work-package PMBOK V5 Ref # Fig 5.9 42
5.4 Create WBS Data Flow Diagram PMBOK V5 Ref # Fig 5.10 43
5.4.1 Create WBS Inputs Scope management plan Project scope statement Requirements documentation Enterprise environmental factors Organizational process assets PMBOK V5 Ref #5.4.1 44
5.4.2 Create WBS Tools and Techniques Decomposition Expert judgment PMBOK V5 Ref #5.4.2 45
5.4.2 Create WBS Tools and Techniques Decomposition Divides the major project deliverables into smaller, more manageable components Defines sufficient detail to support future project activities May be different levels of decomposition for different deliverables work package is the lowest level Decomposition activities might involve: identifying and analyzing the deliverables and related work; structuring and organizing the WBS; decomposing upper WBS levels into lower level details; developing and assigning identification codes to WBS components; verifying that the degree of decomposition of deliverables is appropriate. PMBOK V5 Ref #5.4.2.1 46
5.4.2 Create WBS Tools and Techniques PMBOK V5 Ref # Fig 5.11 47
5.4.2 Create WBS Tools and Techniques Expert Judgment It is used to analyze the information needed to be decomposed in smaller deliverables It involves domain experts or expertize captured in form of documentation and templates A WBS structure might be organized based on various criteria: project phases at the second level major components at the second level lower levels organized logically towards a manageable delivery WBS decomposition may not be possible in early stages for a deliverable that will be produced far in the future Using Rolling wave planning technique for WBS Avoid excessive decomposition: non productive management effort uses resources inefficiently decreases work performance efficiency PMBOK V5 Ref #5.4.2.2 48
5.4.2 Create WBS Tools and Techniques PMBOK V5 Ref # Fig 5.12 49
5.4.2 Create WBS Tools and Techniques Work Breakdown Structure PMBOK V5 Ref # Fig 5.13 50
5.4.3 Create WBS Outputs Scope Baseline Includes approved work of scope statement and acts as a reference or baseline against which to compare changes Composed of project scope statement WBS WBS dictionary PMBOK V5 Ref # 5.4.3.1 51
5.4.3 Create WBS Outputs Scope Baseline Project Scope Statement Description of the project scope Major deliverables Assumptions Constraints PMBOK V5 Ref # 5.4.3.1 52
5.4.3 Create WBS Outputs Scope Baseline WBS Is an hierarchical decomposition of the scope, using a logical criteria relevant to the given project. Each descending level represents an increasingly detail definition of a deliverable. At lowest level, WBS defines a work package that has an unique identifier and is assigned to a control account. The WBS identifiers provide support for hierarchical summation of costs, schedule and, resource information. PMBOK V5 Ref # 5.4.3.1 53
5.4.3 Create WBS Outputs Scope Baseline Control account Is a management control point. Placed at selected management points in the WBS. Each control account might include one or more work packages, but each work package belongs to only one control account. A control account may include one or more planning packages. PMBOK V5 Ref # 5.4.3.1 54
5.4.3 Create WBS Outputs Scope Baseline Planning Package Is a WBS component below the control account with known work content but without detailed schedule activities. PMBOK V5 Ref # 5.4.3.1 55
5.4.3 Create WBS Outputs Scope Baseline WBS Dictionary Supports WBS, and is a companion document; For each WBS component includes, but is not limited to: code of account identifier, description of work, assumptions and constraints, responsible organization, schedule milestones, associated schedule activities, resource required, cost estimates, quality requirements, acceptance criteria, technical references, agreement information. PMBOK V5 Ref #5.4.3.1 56
5.4.3 Create WBS Outputs Project Documents Updates Approved scope, including changes against the baselined scope, needs to be reflected in the documents that capture the project s baseline: Requirements documentation WBS WBS dictionary PMBOK V5 Ref # 5.4.3.2 57
5.5 Validate Scope Formalizes acceptance of the project scope and associated deliverables. Deliverables are reviewed by customers and sponsors for satisfactory completion. Being done after or in parallel with Control Quality. Validate Scope: Inputs, Tools & Techniques, and Outputs PMBOK V5 Ref # Fig 5.14 58
5.5 Validate Scope - Data Flow Diagram PMBOK V5 Ref # Fig 5.15 59
5.5.1 Validate Scope Inputs Project management plan Requirements documentation Requirements traceability matrix Validated deliverables Work performance data PMBOK V5 Ref #5.5.1 60
5.5.2 Validate Scope Tools & Techniques Inspection Uses activities to determine if the work is producing the required deliverables within the accepted constraints Activities include: measuring examining validating and verifying Inspections also called reviews product reviews audits or walkthroughs Group Decision-Making Techniques Used to reach a conclusion when validation is performed PMBOK V5 Ref #5.5.2.1, #5.5.2.2 61
5.5.3 Validate Scope Outputs Accepted deliverables meet the acceptance criteria, formally signed off and approved. Change requests completed deliverables that are not formally accepted yet; require formal analysis through Perform Integrated Change Control. Work performance information project progress, deliverable status; communicated to stakeholders. Project document updates documents results at progress and status as result of Validate Scope process; documents may require approval. PMBOK V5 Ref #5.5.3 62
5.6 Control Scope Monitors status of project and product scope Manages changes to scope baseline influences the factors that create scope changes ensures changes are beneficial manages the scope change controls impact of change Integrates changes with other control processes PMBOK V5 Ref #5.6 63
5.6 Control Scope Control Scope: Inputs, Tools & Techniques, and Outputs PMBOK V5 Ref # Fig 5.16 64
5.6 Control Scope - Data Flow Diagram PMBOK V5 Ref # Fig 5.17 65
5.6.1 Control Scope Inputs Project management plan Scope baseline, Scope management plan, Change management plan, Configuration management plan, Requirements management plan Requirements documentation Well-documented requirement help to detect deviation from baseline Requirements traceability matrix helps to detect change impact Work performance data number of change request received/accepted, deliverables completed, etc. Organizational process assets control policies, procedures and guidelines monitoring and reporting methods and templates, etc. PMBOK V5 Ref #5.6.1 66
5.6.2 Control Scope Tools & Techniques Variance Analysis uses project performance measurements to assess the magnitude of variation from the original scope baseline; determines the cause and degree of variance relative to the scope baseline; decides whether corrective or preventive action is required. PMBOK V5 Ref #5.6.2.1 67
5.6.3 Control Scope Outputs Work performance information Change requests Project management plan updates scope baseline updates other baseline updates (cost or schedule) Project documents updates requirements documentation requirements traceability matrix, etc. Organizational process assets updates cases of variances corrective actions chosen and reason lessons learned PMBOK V5 Ref #5.6.3 68
PMP Exam Preparation Sample Test Questions Copyright 2016 PMI SOC Copyright PMI SOC 2013 69
Question #1 A scope change is defined as a: A. Changes in technical specifications as defined in the WBS and the Scope Management Plan B. Changes in project authorization C. Changes in project personnel or team D. Modifications to the agreed upon project scope or work to be done as defined in the WBS Answer: 70
Question #2 The Scope Management Plan does not include: A. Project Scope Statement B. WBS C. Scope Dictionary D. Project deliverables Answer: 71
Question #3 Who is responsible to create the project charter A. The project manager, with help from the customer- since the project manager will be most familiar with the project details B. The customer - since they have the money & can determine the content they like for the project C. The project manager boss- since they have initiated the project based on the customer s business need D. The customer determines the content and the project manager can contribute by providing any required additional details Answer: 72
Question #4 When should the project document the lessons learned A. At the end of the project since this is the time when all the project events have occurred & it is required activity for closing the project B. at the end of each phase since this ensures the events are not forgotten & also optimizes the team s time & ensures the effort during the phase is focused on deliverables C. Whenever the team runs into problem s- since this captures the events immediately and ensures all the details are not forgotten D. From the beginning of the project & throughout the project Answer: 73
Question #5 A code of accounts: A. Uniquely identifies each element of the WBS B. Include work packages, used to track progress C. Is an organizational scheme to keep track of contracts D. Charts elements of the WBS against the schedule baseline Answer: 74
Question #6 Scope validation: A. Is the formal acceptance of the project deliverables by the customer B. Refers to the final project report describing the project at completion C. Is not necessary if the project completes on time and is on budget D. Occurs when revisions or change orders are made to the project Answer: 75
Question #7 You are on a web project in a very dynamic environment & running behind schedule because the user assigned to review the design, has been assigned to another task. This is delaying your project & you will miss a deadline - what is the best course of action A. Write a memo to the user informing them that unless they do the review the deliverable will be delayed & they will be responsible B. Send a note to the user manager advising them of the delay & requesting the user be re-assigned to review the deliverable C. Inform your manager the user is delaying the project & request them to escalate this to the user management to get it resolved D. Contact the user manager, to find out why the user has been pulled to another task & confirm if the deliverable or deadline is still required Answer: 76
Question #8 The scope baseline is the original: A. Project schedule and budget B. Description of the project charter C. Approved scope statement, associated WBS and WBS dictionary D. Performance measure Answer: 77
Question #9 Controlling the project scope is used for all of the following purposes EXCEPT: A. To manage the actual changes when they occur B. To monitor the status of the project and product scope C. To manage change to the scope baseline D. To validate if the deliverables meet the acceptance criteria Answer: 78
Question #10 Scope definition is the process that is responsible for: A. Developing a detailed description of the project and product B. Subdividing the major project deliverables into smaller more manageable components C. Determining the responses needed to perform project activities D. Analysis of activity sequence, duration and resource requirements Answer: 79
Question #11 Which of the following statements is true of the WBS? A. The WBS is deliverable-oriented B. Each level represents related TIME and COST details C. The WBS is an unstructured list of activities in chart form D. The WBS is the same as the Organizational Breakdown Structure Answer: 80
Question #12 The following is an example of a project scope constraint: A. A predefined budget B. A business risk C. The threat of a strike by a subcontractor D. Relationship with the seller Answer: 81
Question #13 You are assigned to a new project. You re very busy recruiting the team & putting the required project tracking set up in place. The customer has requested your help with the project charter. You A. Inform your manager - the customer is requesting you to do their task & therefore they should pay additional funds to cover your time B. Advise the customer to contact your manager since only they can make the decision on the project charter content & not you C. Tell the customer to send you their ideas & you will review them & add any further details required D. Set up a meeting with the customer, review with them the project charter and come up with an action plan to complete the charter even if it takes more of your time E. A & D Answer: 82
Question #14 Product scope refers to all of the following except: A. Features that characterize a product B. Research results C. Critical path D. Service characteristics Answer: 83
Question #15 All of the following are characteristics of a "work package" except: A. Associated with only one control account B. A summary task at the top level of the WBS C. Manageable units of work for which cost and duration can be estimated and managed D. Uniquely identified from a code of accounts Answer: 84
Question #16 What is the WBS typically used for? A. Subdividing, organizing and defining project deliverables and project work as more manageable components B. To define the project schedule C. To identify the logical person to be project sponsor D. To define the level of reporting the seller provides the buyer Answer: 85
Question #17 You have been assigned a new transit project with a budget of 10 million dollars due to be completed in the next 6 months. Up to 10 different stakeholders will be monitoring the project very closely and have their reputations tied to the success and completion of the project. All stakeholders involved have agreed to select one of the railcar builders called Rail-Link. The stakeholders have indicated that they can tolerate no more than a 10% schedule overrun. Given the facts, which process would you expect most of your time as Project Manager to be spent in the early phase of the project: A. Validate Scope B. Report Scope C. Develop Schedule D. Define Scope Answer: 86
Question #18 A new director has just been hired by your company and as part of the global economic crisis and slow down, 3 plants located in North America have been marked for a 2 month shutdown. As a project manager you have been selected to review the impact of the shutdown on the company. Your work will be to determine the cutbacks in production for that time period as well the number of units that can be produced once the 3 plants reopen after the shutdown for the first 6 months. In order to evaluate the production capacity when the plants re-open which tool & technique from the SCOPE process would best be suited for this task? A. Expert Judgment B. Variance Analysis C. Analogous Estimating D. Scope Statement Answer: 87
Question #19 Validate scope process is concerned with: A. Correctness of deliverables more precisely defined as corrective and preventative actions B. To monitor the status of the project and product scope C. To manage change to the scope baseline D. Acceptance of deliverables Answer: 88
Question #20 Plan scope management is concerned with the following except: A. Document how the scope will be defined, validated, and controlled B. Subdividing the major project deliverables into smaller more manageable components C. Creating a scope management plan D. Providing guidance on how the scope will be managed throughout the project Answer: 89
Question #21 You have been working on a project for 4 months.& the project is proceeding well & will be completed 2 months from now on time & below budget. All the deliverables have been agreed to by the customer in writing. In your latest weekly meeting the customer has just informed you that some of the deliverables you are working on, are no longer required Your recommended course of action is to A. Send a memo to the customer advising them they have agreed to the deliverables. Any new deliverables will have to be a change request. B. Tell the customer your team cannot change mid- course. You spent a lot of effort on the agreed deliverables & we should continue with them C. Cease activity on the deliverables the customer mentioned & work with the customer to understand what new deliverables are required D. Advise your team to work only on the deliverables that are close to completion & free up their time for any new work that may be coming Answer: 90
PMP Exam Preparation End of session Copyright PMI SOC 2013 91