scope management
Planning Scope Management
1. Memory formula:
"Charter, plan, plan in hand, alternative analysis, meeting to go. Scope, requirements, management plan, planning scope, step by step."
2. Story writing:
In a place called "Project Island", the residents decided to build a bridge. First, they come up with the project charter and project management plan, which is like their bridge blueprint and action guide. They go through alternatives analysis, like exploring multiple possible bridge design and construction paths. They had a planning meeting, and it was like laying out a big map in front of everyone on the island, discussing how to get from one end to the other.
In the process, they developed a scope management plan and a requirements management plan. It's like they determined the length, width, height and material needs of the bridge and documented that information in detail. In this way, they successfully planned the scope management and laid a solid foundation for the next bridge construction work.
3. Reasons for choosing these input, tool technology, and output:
Input: The project charter and project management plan are important inputs for planning scope management. They provide basic information and framework for the project and are the basis for scope management planning.
Tool Technique: Alternatives analysis and planning sessions are effective ways to do scope management planning. Alternative plan analysis can help the team explore and compare different plans, and choose the most suitable scope management strategy; planning meetings can allow team members to share information, participate in decision-making, and enhance the feasibility and acceptance of the scope management plan.
Output: The scope management plan and requirements management plan are the results of planning scope management. They define the boundary of the project scope and the management method of requirements, and provide clear guidance for subsequent project execution and control.
collect requirements
1. Memory formula:
"Documents, charters, relationships, interviews, groups, guidance, questionnaires. Prototypes, benchmarks, storms, names, affinity, thinking, observations, conversations. Requirements documents, tracking matrices, collection requirements, all in one go."
2. Story writing:
In a place called "The Forest of Needs", the residents decided to create a park that caters to everyone's needs. They took out project management documents, project charters, and stakeholder registers, which are like their blueprints and action guidelines for building a park. Through interviews, focus groups, facilitation, and questionnaires, they go door-to-door asking everyone what they want from the park. They use prototyping, benchmarking, brainstorming, nominal groups, affinity diagrams, mind maps, observations and conversations, like discussions and suggestions to find the best park design.
In the process, they generated the requirements document and requirements traceability matrix. It's like they documented everyone's needs and developed a clear tracking system to ensure that everyone's needs were met as the park was built. In this way, they successfully collected all the requirements and laid a solid foundation for the next garden construction work.
3. Reasons for choosing these input, tool technology, and output:
Input: Project management documents, project charter and stakeholder register provide basic information and framework for collecting requirements, and are the basis for collecting requirements.
Tools and techniques: Tools and techniques such as interviews, focus groups, guidance, and questionnaires can help the team collect requirements from different angles and methods to ensure the comprehensiveness and accuracy of the requirements. Tools such as prototyping, benchmarking, and brainstorming can help the team innovate and optimize requirements to increase the value of the project.
Output: Requirements documents and requirements traceability matrix are the results of collecting requirements, they record all requirements and requirements status of the project, and provide clear guidance for subsequent project execution and control.
define requirements
1. Memory formula:
"Both charters and requirements are required, products and alternatives are determined by multiple standards. Scope description, clearly written, defined scope, and steady steps."
2. Story writing:
In a place called "Range Valley", the residents decided to build a building that could cater for everyone. They come up with project charters and requirements documents, which are like their building blueprints and action guides. Through product analysis, alternative scheme analysis and multi-criteria decision analysis, they have examined various possible floor designs and building materials, compared various possible architectural schemes, and finally decided on the optimal scheme.
In the process, they generated the project scope statement. It's like they have recorded the design of every floor and every corner of the building in detail in a book to ensure that every detail can be carried out according to the plan during the construction of the building. In this way, they successfully defined the scope of the project and laid a solid foundation for the construction work that followed.
3. Reasons for choosing these input, tool technology, and output:
Input: The project charter and requirements documents are the basis for defining the scope. They provide the basic information and requirements of the project and are the premise of scope definition.
Tool techniques: Product analysis, alternative solution analysis, and multi-criteria decision analysis are effective methods for scope definition. Product analysis can help the team understand the features and functions of the product, alternative solution analysis can help the team explore and compare different solutions, and multi-criteria decision analysis can help the team make decisions from multiple criteria and angles to choose the optimal scope definition .
Output: The project scope statement is the result of defining the scope. It describes the scope of the project in detail and provides clear guidance for subsequent project execution and control.
Create WBS
1. Memory formula:
"Instructions, management plans, and requirements documents are all three side by side. Break down technology, subdivide work, and scope benchmarks to achieve masterpieces."
2. Story writing:
In a place called "Engineering Island", the residents decided to build a bridge. They come up with a project scope statement, scope management plan, and requirements document, which is like their bridge blueprint and action guide. They use decomposition techniques, like breaking down the construction of a bridge into piece-by-piece work, each piece has clear tasks and responsibilities.
In the process, they generated range benchmarks. It's like they documented every piece of work on the bridge in a book in detail to make sure that as the bridge was being built, every task would go according to plan. In this way, they successfully created the WBS, which laid a solid foundation for the next bridge construction work.
3. Reasons for choosing these input, tool technology, and output:
Input: The project scope statement, scope management plan and requirements documents are the prerequisites for creating WBS. They provide the project scope, management methods and requirements, and are the basis for WBS creation.
Tool technology: Decomposition technology is the main method of creating WBS, which can help the team break down complex projects into manageable small tasks for better execution and control of the project.
Output: The scope baseline is the result of creating the WBS, which describes all the tasks and responsibilities of the project in detail, and provides clear guidance for subsequent project execution and control.
Confirmation scope
1. Memory formula:
"Verification results, scope benchmarks, and requirements matrix are juxtaposed. Check technology, observe carefully, check and accept results, and change requests."
2. Story writing:
In a place called "Construction City", the residents decided to build a park. They come up with verified deliverables, scope baselines, and a requirements traceability matrix, which is like their park design, construction standards, and requirements checklist. They use inspection techniques like scrutinizing that every brick, every tree, every facility is built according to design and standards and meets needs.
In the process, they generate accepted deliverables and change requests. It's like they record every part that meets the standards and requirements, and if they find something that is not met, they make a change request. In this way, they successfully confirmed the scope of the project and provided clear guidance for the next park construction work.
3. Reasons for choosing these input, tool technology, and output:
Input: The verified deliverables, scope baseline and requirements tracking matrix are the basis for confirming the scope. They provide the actual results, expected goals and requirements of the project, and are the prerequisites for scope confirmation.
Tool technology: inspection technology is the main method to confirm the scope, it can help the team to check whether the actual results of the project meet the expected goals and requirements, so as to better control the project.
Output: Accepted deliverables and change requests are the results of scope confirmation, which reflect the actual status of the project and areas for improvement, providing clear guidance for subsequent project execution and control.
Control range
1. Memory formula:
"Performance data, management plan, the two go hand in hand. Deviation analysis, trend observation, performance information, change proposal."
2. Story writing:
In a place called Control City, the residents are working on a massive urban renovation project. They come up with work performance data and project management plan, which is like their project progress report and action guide. They use variance analysis and trend analysis as if they are comparing the actual progress with the plan to see where the project is going.
In the process, they generated work performance information and change requests. It's like they document the results of each analysis, and if they see a trend in the project that deviates from plan, they make a change request. In this way, they managed to control the scope of the project and provide a clear guideline for the next urban transformation work.