⚫ Project Scope Management Process 3 "Define Scope" (Planning Process Group) P150
Define Scope - The process of developing a detailed description of the project and product.
What this process does: Describe the boundaries and acceptance criteria for a product, service, or result.
Select the final project requirements from the requirements document and develop a detailed description of the project and its products, services, or outcomes. (P151)
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The project scope statement should be developed from the key deliverables, assumptions, and constraints documented during project initiation.
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It also needs to analyze the completeness of existing risks, assumptions and constraints, and make necessary additions or updates.
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Requires multiple iterations of the scope definition process
⚫ Define Scope - Input: Project Charter (P152)
The project charter contains a high-level description of the project, product characteristics, and approval requirements.
⚫ Define scope—input: project file (P152)
◆ Requirements Documentation - Identifies the requirements that should be included in the scope.
⚫ Define scope—tools and techniques: data analysis (P153)
Data analysis techniques that can be used in this process include: Analysis of alternatives.
⚫ Define scope—tools and techniques: decision-making (P153)
Decision techniques that can be used in this process include: Multi-criteria decision analysis.
⚫ Define Scope—Tools and Techniques: Interpersonal and Team Skills (P153)
Use facilitation skills in workshops and symposiums to align key stakeholders with differing expectations or expertise to achieve cross-functional consensus on project deliverables and project and product boundaries.
⚫ Define Scope—Tools and Techniques: Product Analysis (P153)
Product Analysis - Turning high-level product descriptions into tangible deliverables. Product analysis techniques include product decomposition, system analysis, demand analysis, systems engineering, value engineering, and value analysis.
⚫ Define Scope—Output: Project Scope Statement (P154)
Project Scope Statement - is a description of the project scope, major deliverables, assumptions, and constraints. The entire scope is documented, including project and product scope.
The project scope statement details the deliverables of the project and also represents the consensus among project stakeholders on the scope of the project.
In order to facilitate the management of the expectations of interested parties, the project scope statement can clearly indicate which work is not within the scope of the project.
⚫ Project scope management process four "Create WBS" (planning process group) P156
Creating a WBS - the process of breaking down project deliverables and project work into smaller, more manageable components.
What this process does: Provides a structure for what is to be delivered.
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The WBS organizes and defines the overall scope of the project (the project scope statement only defines the scope, not the organizational scope)
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The lowest level component of a WBS is called a work package, which includes planned work.
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In the term "work breakdown structure", "work" refers to the work product or deliverable that is the result of an activity, not the activity itself
⚫ Create WBS—Tools and Techniques: Decomposition (P158)
Decomposition - The technique of progressively dividing the project scope and project deliverables into smaller, more manageable components.
Work Package - The lowest level component of the WBS whose cost and duration can be estimated and managed.
Creating a WBS is to decompose the entire project work into work packages
⚫ Five steps of decomposition (P158)
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Identify and analyze deliverables and related work
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Determining the structure and organization of the WBS
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Layer-by-layer refinement decomposition from top to bottom
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Develop and assign identification codes for WBS components;
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Verify that the degree of disaggregation of deliverables is appropriate
⚫ The structure of WBS can take the following form (P159)
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The stages of the project life cycle are the second level of decomposition, and the products and project deliverables are placed at the third level.
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Treat key deliverables as a second level of decomposition
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Incorporate various lower-level components developed by organizations other than the project team (such as outsourced work)
⚫ Four Notes for Creating WBS (P160)
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Long stories can be broken down into user stories if agile methods are used.
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Different deliverables can be broken down into different levels.
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It's not that the finer the decomposition, the better. Excessive decomposition will result in ineffective consumption of management efforts, inefficient use of resources, and reduced efficiency of work implementation. At the same time, it will make it difficult to aggregate data at all levels of the WBS.
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Deliverables or components that are far in the future may not be decomposed at the moment (planning packages) and require rolling planning.
⚫ Create four main principles of WBS (P161)
⚫ Create the output of WBS - scope benchmark (P161-P162)
Where to find the deliverables and acceptance criteria: the first choice is the scope statement, the second choice is the wbs dictionary, and the second choice is the scope benchmark.
⚫ Control Account and Work Package (P161)
Control Account (CA) - is a management control point (which can be linked to the organization's financial procedures) at which scope, budget, actual cost and schedule are integrated and compared to earned value to Measure performance.
Performance Measurement Baseline (PMB) - consists of scope baseline, schedule baseline, and cost baseline
Each control account may contain one or more work packages (or planning packages), but a work package can only belong to one control account.
⚫ Project scope management process five "confirm scope" (monitoring process group) P163
Validate Scope - The process by which the "client" or "sponsor" formally accepts the completed project deliverables.
What this process does: Increase the likelihood of acceptance of the final product, service, or result by accepting each deliverable.
⚫ Confirm Scope - Input: Accepted Deliverables (P166)
Verified Deliverables - Deliverables that have been completed and checked as correct by the Controlling Quality Process.
⚫ Scope of Confirmation—Tools and Techniques: Inspection (P166)
Inspection (review, product review, inspection) - Carry out activities such as measurement, review and validation to determine whether the work and deliverables meet the requirements and product acceptance criteria
⚫ Confirm scope - Output: Accepted deliverables (P166)
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Deliverables that meet the acceptance criteria should be formally signed off by the client or sponsor.
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Formal documentation should be obtained from the client or sponsor demonstrating formal acceptance of the project deliverables by interested parties.
⚫ Confirm scope - Output: Change Request (P166)
If acceptance is not passed, processing steps
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record the reason;
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submit a change request;
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Perform defect remediation.
Deliverables that meet the acceptance criteria should be formally signed off by the client or sponsor.
Formal documentation should be obtained from the client or sponsor demonstrating formal acceptance of the project deliverables by interested parties.
⚫ Project scope management process six "control scope" (monitoring process group) P167
Control Scope - The process of monitoring the status of the scope of projects and products, and managing changes to the scope baseline.
What this process does:
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Maintain the scope baseline throughout the project.
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Ensure that all change requests, corrective actions, and preventive actions are handled through the implementation of the Integrated Change Control process.
⚫ Scope of Control—Tools and Techniques: Data Analysis (P170)
Deviation Analysis - used to compare the baseline with the actual results to determine whether the deviation is within the threshold range or if corrective or preventive action is necessary.
Trend Analysis - Designed to examine how project performance has changed over time to determine whether performance is improving or deteriorating.
Determining the cause and extent of the deviation from the scope baseline, and deciding whether corrective or preventive actions need to be taken, is an important part of project scope control.
⚫ Range Creep, Gilding, Range Creep
Scope Creep - An uncontrolled expansion of the scope of a product or project without commensurate adjustments in time, cost, and resources. (P168)
Scope creep from within the team is called "gilding"
Scope creep from causes outside the team is called "scope creep".
Gold-plating----Project activities that project personnel do not solve practical problems and have no application value in order to "please" customers.
Scope Creep——Scope Creep refers to the continuous small and imperceptible scope changes proposed by customers. If they are not controlled, they will accumulate and cause the project to seriously deviate from the established scope benchmarks, resulting in project loss of control and failure.
If scope creep has occurred, the change process needs to be supplemented. If the change is not approved, the bad change needs to be canceled. Chapter 5 Highlights
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The scope emphasizes "doing and only doing", and if you want to do more or less, you must go through the change process
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The Product Requirements measure the completion of the product scope and the Project Management Plan measures the completion of the project scope
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No scope in scope management plan, no requirements in requirements management plan
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Gather requirements inputs, tools, outputs
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Define scope definition, input, tool, output
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Inputs, tools and outputs for creating a WBS
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Confirm the definition and role of scope, inputs, tools and outputs
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Definition of scope of control, definition and handling of scope creep
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