5.1 Overview of Scope Management
determine what work should be done
5.1.1 Product scope and project scope
(1) Clear project boundaries
(2) Monitor the implementation of the project
(3) Prevent project scope from spreading
5.1.2 Importance of scope management
Project scope management is to let project team members know what specific work needs to be done to achieve the goal, and also to clarify the clear division of labor interface and responsibilities of all parties involved in the project in each work.
Scope management improves the accuracy of project cost, schedule, and resource estimates. Project scope management affects project success.
5.1.3 Scope Management Process
There are 6 processes of standardizing scope management, collecting requirements, defining scope, creating WBS, confirming scope and controlling scope.
5.2 Planning scope management
5.2.1 Scope management plan
Is part of the project or program management plan that describes how the project scope will be defined, developed, monitored, controlled and validated.
5.2.2 Requirements Management Plan
The requirements management plan describes how to analyze, record and manage requirements throughout the project life cycle. The contents of requirements management include:
(1) How to plan, track and report various demand activities
(2) Resources needed for demand management
(3) Training plan
(4) Strategies for project stakeholders to participate in requirements management
(5) Criteria and corrective procedures for judging the inconsistency between project scope and requirements
(6) Requirements Tracking Structure
(7) Configuration management activities
5.3 Gather requirements
5.3.1 Classification of requirements
(1) Business requirements
(2) Stakeholder needs
(3) Solution requirements
(4) Filter requirements
(5) Project requirements
(6) Quality requirements
5.3.2 Tools and techniques for collecting requirements
1. Interview: Difficult to arrange time, difficult to record, communication requires skills
2. Focus groups: group interviews
3. Guided seminars:
4. Group innovation technology:
1) Brainstorming method
2) Nominal Panel Technique
3) Delphi technology
4) Concept/Mind Map
5) Affinity diagram: the core is the brainstorming method
6) Multi-criteria decision analysis
5. Group decision-making techniques: consensus, majority principle, relative majority principle, dictatorship
6. Questionnaire
7. Observation
8. Prototype method
9. Benchmarking
10. System interaction diagram
11. File Analysis
5.3.3 Requirements documents
Topics include, but are not limited to: business requirements, stakeholder requirements, solution communication, project requirements, transition requirements, requirements-related assumptions, dependencies, and constraints.
5.3.4 Requirements Tracking
1. The content of demand tracking: it needs to have two-way traceability, including forward tracking and reverse tracking
2. Requirements Traceability Matrix: A form that links product renewals from their sources to deliverables that meet requirements, including:
(1) Business needs, opportunities, goals and objectives
(2) Project objectives
(3) Project scope
(4) Product design
(5) Product can be developed
(6) Test strategies and test scenarios
(7) From high-level requirements to detailed requirements
5.4 Define scope
5.4.1 Tools and techniques for defining scope
1. Product analysis: including product decomposition, system analysis, demand analysis, system engineering, value engineering and value analysis, etc.
2. Generation of alternatives: (1) Analysis of alternatives (2) Lateral thinking
5.4.2 Project scope statement
1. Contents of the scope statement
(1) Product range description
(2) Acceptance criteria
(3) Deliverables
(4) Exclusions of the project
(5) Constraints
(6) Assumptions
2. The role of the scope statement
(1) Determine the scope
(2) Communication basis
(3) Planning and control sentence
(4) Change basis
(5) Planning basis
5.5 Create a Work Breakdown Structure (WBS)
5.5.1 Hierarchy of WBS
1. Milestone: Marks the formal completion of a deliverable or phase.
2. Work package: It is the deliverable or project work component located at the bottom of each branch of the WBS. The 8/80 rule (80-hour rule) recommends that the size of the work package should take at least 8 hours to complete, and the total completion time should not be greater than 80 hours.
3. Control Account: A management control point that integrates scope, budget (resource plan), actual cost, and schedule and compares them to earned value to measure performance.
4. Planning package: Under the control account, the WBS component of the work content is known but the detailed schedule activities are not yet available.
5. WBS dictionary: In the process of making WBS, each part of WBS should be given an account password identifier, which is a hierarchical structure of cost, progress and resource usage information summary.
5.5.2 Decomposition
1. The principle of decomposition:
(1) Functional or technical principles
(2) Organizational structure
(3) System or subsystem
2. Working process
3. Precautions
(1) Must be deliverable-oriented
(2) Must conform to the scope of the project
(3) WBS depression should support planning and control
(4) The elements in the WBS must be responsible for
(5) Guidance of WBS
(6) WBS should include project management work as well as subcontracted work
(7) The preparation of WBSDE requires the participation of all (main) project stakeholders and the participation of project team members
(8) The WBS is not immutable, and it may still be necessary to modify the WBS after completion
5.5.3 The role of WBS
(1) Clearly and accurately describe the scope of the project
(2) Clearly define the boundaries of the project
(3) Assign personnel to each independent unit
(5) Establish a common basis for planning, budgeting, scheduling, and costing
(6) Link project work to project financial accounts
(7) Determine the work content and work sequence
(8) Helps place demand creep
5.6 Confirmation scope
5.6.1 Overview of validation scope
1. Steps to determine the scope:
(1) Determine when scope confirmation is required
(2) What inputs are needed to identify the scope of confirmation
(3) Determining the criteria and elements of the formal scope
(4) Determine the organizational steps of the scope confirmation meeting
(5) Organization Scope Confirmation Meeting
2. Questions to check
(1) Whether the deliverables are definite and identifiable
(2) Whether the deliverables have clear milestones
(3) There are clear quality standards
(4) Whether the review and commitment are clearly expressed
(5) Does the scope of the project cover all the activities that need to be performed to complete the product or service?
(6) Is the risk of the project scope too high?
5.6.2 Stakeholder Concerns
Management focuses on project scope, which refers to the scope's impact on the project's schedule, funding, and resources.
The customer's primary concern is the scope of the product, concerned with whether the project's deliverables are sufficient to complete the product or service.
Project managers are primarily concerned with whether deliverables are sufficient and must be completed, and whether time, money, and resources are sufficient
Project team members are primarily concerned with the elements of the project scope in which they are involved and for which they are responsible
5.6.3 Comparison of Several Terms
1. Confirm the scope and verify the product
2. Confirm scope and quality control
3. Confirm scope and project closure
5.7 Control range
1. Reasons for scope change
2. Scope becomes work of control