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PMP Examination Preparation CourseTopic: Project Scope Management
© 2009 Capgemini - All rights reserved 1
PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
Project Scope Management
Project Charter
Scope Statement
Verify Scope
Decomposition
Work Breakdown structure
Product Scope
Hot Topics
© 2009 Capgemini - All rights reserved 2
PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
Project Scope Management
Project Scope Management includes the processes required to ensure that the
project includes all the work required, and only the work required, to
complete the project successfully.
The following Project Scope Management Processes are concerned with defining
and Controlling What is included and what is not included in the project:
Collect Requirements
Define Scope
Create WBS
Verify Scope
Control Scope
© 2009 Capgemini - All rights reserved 3
PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
Project Scope Management
Verify Scope
Control Scope
Collect Requirement
Define Scope
Create WBS
Closing Process Group
Monitoring & Controlling
Process GroupExecuting
Process GroupPlanning
Process GroupInitiating
Process Group
Project Scope Management processes are:
© 2009 Capgemini - All rights reserved 4
PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
Project Scope Management
Give the customer what they asked for, no more or no less.
Giving extras is waste of time and adds no benefit to the project
Scope
Product
• Features or Functions
• Completion measured against product requirements
Project
• Work to be done to deliver product features/functions
• Completion measured against project plan
Product Scope vs. Project Scope
© 2009 Capgemini - All rights reserved 5
PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
Project Scope Management Processes
Collect RequirementsDefine Scope
Create WBS
Verify Scope
Control Scope
© 2009 Capgemini - All rights reserved 6
PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
Collect Requirements
Collect requirement is the process of defining and documentingstakeholders needs to meet the project objectives.
Project’s success is directly influenced by the care taken in capturing and managing project and product requirements.
Collecting requirements is defining and managing customer expectationsRequirements become the foundation of the WBS, Cost, Schedule and Quality
planning
The Requirements can be categorized into:
Project Requirements : Business requirements, Project management Requirements, delivery requirements etc.,Product Requirements : Information on technical requirements, Security requirements, Performance requirements etc
© 2009 Capgemini - All rights reserved 7
PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
Collect Requirements – Data Flow
© 2009 Capgemini - All rights reserved 8
PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
Collect Requirements
Interviews
Focus Groups
Facilitated Workshops
Group Creativity Techniques
Group decision making Techniques
Questionnaires and Surveys
Observations
Prototypes
Tools and Techniques
Requirements Documentation
Requirements Management Plan
Requirements Traceability Matrix
Project Charter
Stakeholder Register
OutputsInputs
© 2009 Capgemini - All rights reserved 9
PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
Collect Requirements – Inputs
1. Project CharterHigh level Project requirementsHigh level Product Description
2. Stakeholder RegisterIdentify Stakeholders that can provide information on detailed project and product requirements
© 2009 Capgemini - All rights reserved 10
PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
Collect Requirements – Tools and Techniques
1. Interviews Formal or Informal information discovery from stakeholders
Performed by asking prepared and spontaneous questions and recording responses
Often conducted one-on-one
2. Focus GroupsBring together prequalified stakeholders and subject matter experts to learn about their expectations
A trained moderator guides the group through an interactive discussion
3. Facilitated WorkshopsBring cross functional stakeholders together to define product requirements
This can build trust, foster relationship and improve communication leading to increased stakeholder consensus
Example : Joint Application Development (JAD session), Quality function deployment (QFD) session.
QFD starts by collecting customer needs, also known as Voice of Customer (VOC)
© 2009 Capgemini - All rights reserved 11
PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
Collect requirements - Tools & Techniques
4. Group Creativity TechniquesNominal Group Technique
Brainstorming
The Delphi Technique
Idea/mind mapping
Affinity Diagram
5. Group Decision Making TechniquesIt is an assessment process of multiple alternatives with an expected outcome in the form of future actions resolution.
Unanimity
Majority
Plurality
Dictatorship
6. Questionnaires and Surveys Written sets of questions designed to accumulate information from wider respondents
7. ObservationViewing individual in their environment
Job Shadowing
Participant observer – performing process to uncover hidden requirement
8. PrototypesWorking model of expected product
before actually building it
© 2009 Capgemini - All rights reserved 12
PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
Collect requirements – Outputs
1. Requirements DocumentationBusiness Need or opportunity and Project Objectives
Functional & Non Functional requirements
Quality requirements, Acceptance Criteria, Business rules
Impact to other organization areas and entities
Support and Training requirement
Assumptions and constrains
2. Requirements Management PlanDocuments how requirements will be analyzed, documented and Managed
Details of how activities are planned, tracked and reported, Configuration management activities, Requirements Prioritization, Product Metrics and Traceability Structure etc.
3. Requirements Traceability MatrixLinks requirements to their origin and traces the requirements to business need, opportunities, goals, objectives, scope, product design, product development, test strategy and test scenarios, etc
© 2009 Capgemini - All rights reserved 13
PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
Project Scope Management Processes
Collect Requirements
Define ScopeCreate WBS
Verify Scope
Control Scope
© 2009 Capgemini - All rights reserved 14
PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
Define Scope
Define scope is the process of developing a detailed description of projectand product
Builds upon the Major deliverables, assumptions and constraints
The project scope is progressively elaborated during planning
© 2009 Capgemini - All rights reserved 15
PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
Define Scope – Data Flow
© 2009 Capgemini - All rights reserved 16
PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
Define Scope
Expert Judgment
Product Analysis
Alternative identification
Facilitated workshops
Tools and Techniques
Project scope statement
Project Document updates
Project Charter
Requirement Documentation
Organizational Process assets
OutputsInputs
© 2009 Capgemini - All rights reserved 17
PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
Define Scope – Inputs
1. Project CharterHigh Level project description and product characteristics
Project approval requirements
2. Requirement DocumentationDescribed Earlier
3. Organizational Process AssetsOrganizational policies, procedures, Templates for Project scope statement
Previous project files
Lessons Learnt from Previous Projects
© 2009 Capgemini - All rights reserved 18
PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
Define Scope - Tools and Techniques
1. Expert judgmentUse of experts to develop scope statement
Example – Other units of Organizations, consultants, Stakeholders, Professional and technical associations, Industry groups, Subject Matter experts
2. Product analysisMethods used to translate project objectives into tangible requirements and deliverables
Examples – Product breakdown, systems engineering, systems analysis, value engineering, value analysis, functional analysis
3. Alternatives identificationHelps generate different approaches to execute or perform workExamples of techniques –Brainstorming and Lateral thinking
4. Facilitated Work ShopsDescribed earlier
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PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
Define Scope – Outputs
2. Project Document UpdatesUpdates to
Stakeholder Register
Requirements Documentation
Requirements traceability matrix
1. Project Scope StatementForms basis of future project decisions
Helps develop common understanding among stakeholders
Is revised to reflect approved changes
Includes or refers
• Product Scope description
• Product Acceptance Criteria
• Project Deliverables
• Project exclusions
• Project Constraints
• Project assumptions
© 2009 Capgemini - All rights reserved 20
PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
Project Scope Management Processes
Collect Requirements
Define Scope
Create WBSVerify Scope
Control Scope
© 2009 Capgemini - All rights reserved 21
PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
Create WBS
Work Breakdown Structure (WBS)Deliverable-oriented hierarchal decomposition of work to be executed by project team to accomplish project objectives
Defines total scope of project and create required deliverables
Develops common understanding of the project scope
Each descending level provides more detailed description of the deliverable
Items at lowest level of WBS are called work-packages.
A work package can be scheduled, cost estimated, monitored and controlled
Create WBS is the process of subdividing project deliverables and Project work into Smaller and more manageable components
© 2009 Capgemini - All rights reserved 22
PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
Create WBS – Data Flow
© 2009 Capgemini - All rights reserved 23
PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
Create WBS
Decomposition
Tools and Techniques
WBS
WBS Dictionary
Scope baseline
Project document updates
Project Scope statement
Requirement Documentation
Organizational process assets
OutputsInputs
© 2009 Capgemini - All rights reserved 24
PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
Create WBS – Inputs
1. Project scope statementDescribed earlier
2. Requirement documentationDescribed Earlier
3. Organizational process assetsDescribed earlier
© 2009 Capgemini - All rights reserved 25
PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
Create WBS - Tools & Techniques
1. DecompositionDecomposition is the subdivision of project deliverables into smaller, more manageable components until the work and deliverables are defined to the work package levelThe work package level is lowest level in WBS, and is the point at which the cost and activity durations for the work can be reliably estimated and managed
Activities in DecompositionIdentify and analyze the deliverables and related workStructuring and organizing the WBSDecomposing to the required detailed levelDeveloping and assigning codes for WBS componentsVerify the sufficiency of degree of decomposition
© 2009 Capgemini - All rights reserved 26
PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
Create WBS – Outputs
1. Work Breakdown structureDescribed earlier
2. WBS DictionarySupporting document containingdetails of WBS components.It includes :
Code of account identifierDescription of workResponsible organizationSchedule milestonesResources requiredCost estimatesQuality requirementsAcceptance criteriaContract information
3. Scope BaselineThe components of Scope baselineare :
Project Scope statementWBSWBS Dictionary
4. Project Documents updateUpdates to Requirementdocumentation.
© 2009 Capgemini - All rights reserved 27
PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
Project Scope Management Processes
Collect Requirements
Define Scope
Create WBS
Verify ScopeControl Scope
© 2009 Capgemini - All rights reserved 28
PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
Verify Scope
Verify Scope is the process of formalizing acceptance of the completedproject deliverables
Verifying scope includes reviewing deliverables with the customer or sponsorIt is done for ensuring completeness and obtaining formal acceptance
Verify scope Vs. Quality ControlVerify Scope is concerned with Acceptance of the deliverablesQuality Control is concerned with Correctness of the Deliverables
© 2009 Capgemini - All rights reserved 29
PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
Verify Scope – Data Flow
© 2009 Capgemini - All rights reserved 30
PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
Verify Scope
Inspection
Tools and Techniques
Accepted deliverables
Change Requests
Project document updates
Project Management Plan
Requirements Documentation
Requirements Traceability Matrix
Validated deliverables
OutputsInputs
© 2009 Capgemini - All rights reserved 31
PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
Verify Scope – Inputs
1. Project Management PlanThe components of Scope baseline from Project management Plan includeProject scope statement, WBS, WBS Dictionary.
2. Requirements DocumentationDescribed earlier
3. Requirements Traceability MatrixDescribed earlier
4. Validated DeliverablesValidated deliverables have been completed and checked for correctness by theperform quality control process
© 2009 Capgemini - All rights reserved 32
PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
Verify Scope - Tools & Techniques
InspectionActivities such as measuring, examining, verifying performed to determine whether work results or deliverables meet the requirements and the product acceptance criteria
It includes supporting documentation received from customer or sponsor and acknowledging stakeholder acceptance of projects’ deliverables.
Sometimes called reviews, product reviews, audits and walkthroughs
© 2009 Capgemini - All rights reserved 33
PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
Verify Scope - Outputs
1. Accepted DeliverablesDocumenting completed deliverables that are acceptedDocumenting deliverables that are not accepted with reasons for non-acceptanceMaintaining evidence (supporting documents) of stakeholder acceptance of project deliverables
2. Change requestsAny changes that are requested in the Verify Scope process. These changes will be reviewed through the Integrated change control process
3. Project Document UpdatesProject documents that may be updated as a result of the verify scope process
include any documents that define the product or report status on product completion
© 2009 Capgemini - All rights reserved 34
PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
Project Scope Management Processes
Collect Requirements
Define Scope
Create WBS
Verify Scope
Control Scope
© 2009 Capgemini - All rights reserved 35
PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
Control Scope
Ensures that all requested changes and recommended corrective or
preventive actions are processed through Integrated change control process
Also used to manage the actual changes when they occur
Uncontrolled changes are often referred to as project scope creep
Control Scope is the process of monitoring the status of the project and
product scope and managing changes to the scope baseline
© 2009 Capgemini - All rights reserved 36
PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
Control Scope – Data Flow
© 2009 Capgemini - All rights reserved 37
PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
Control Scope
Variance analysis
Tools and Techniques
Work performance information
Organizational process assets updates
Change requests
Project management Plan updates
Project documents update
Project Management Plan
Work Performance Information
Requirements Documentation
Requirements Traceability matrix
Organization process assets
OutputsInputs
© 2009 Capgemini - All rights reserved 38
PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
Control Scope – Inputs
1. Project Management PlanThe following information of
project management plan used:
Scope baseline
Scope management plan
Change management plan
Configuration management plan
Requirements management plan
2. Work Performance InformationInformation about project progress such as which deliverables started, their progress and which is finished
3. Requirements DocumentationDescribed earlier
4. Requirements Traceability MatrixDescribed earlier
5. Organizational process assetsFormal and informal scope control related policies, procedures and guidelines
Monitoring and reporting method to be used
© 2009 Capgemini - All rights reserved 39
PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
Variance AnalysisPerformance measurement used to assess magnitude of variation from original scope baseline.
Determining causes of variance from scope baseline & deciding whether the variance warrants a corrective or preventive action
Control Scope - Tools & Techniques
© 2009 Capgemini - All rights reserved 40
PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
Control Scope - Outputs
1. Work Performance MeasurementPlanned vs. actual technical performance
Other scope performance measurements
Performance information is documented and communicated to stakeholders
2. Organizational Process AssetsUpdatesCauses of Variances
Corrective action chosen and the reasons
Lessons learnt from Scope control
3. Change RequestsChange requests to the scope baseline or other components of Project management Plan
4. Project Management Plan UpdatesScope Baseline UpdatesOther Baseline Updates
5. Project Document UpdatesRequirements documentationRequirements Traceability matrix
© 2009 Capgemini - All rights reserved 41
PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
Recap
Project Charter
Scope Statement
Verify Scope
Decomposition
Work Breakdown structure
Product Scope
Hot Topics
© 2009 Capgemini - All rights reserved 42
PMP Workshop | Financial ServicesAll work described was performed by Capgemini or a Capgemini affiliate
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Review Questions
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