Please enable JavaScript.
Coggle requires JavaScript to display documents.
Managing The Project Scope - Coggle Diagram
Managing The Project Scope
vision for what project is creating
trends
business analyst
gather requirements
ensure that requirements
satisfy business needs
manage requirements
define what project scope could be
can start from needs assesment
PMI-PBA
PMI certification
collaboration with b. a.
identify problems
define business needs
recommend vaible solutions for needs
manage stakeholder requirements
elict
document
meet business
meet project objectives
facilitate implementation of the end result
b.a. has requirements responsabilities
pm has deliveries responsabilities
create scope statement
wbs
wbs dictionary
planning processes
planning the project scope management
inputs
project charter
pm plan
quality management plan
project lifecycle description
phases of the project
development approach
adaptive
predictive
iterative
eef
opa
tools and techniques
expert judgement
data analysis
alternative analysis
meetings
outputs
scope management plan
not the project scope
how to create the scope
how wbs will be created
how baselines will be
approved
mantained
always require a change control
how formal acceptance
deliverables
scope validation
requirements management plan
how activities to check requirements will
planned
tracked
reported
how configuration management activities will be managed
updates to scope
metrics will be used
prioritize requirements
Requirements Traceability Matrix (RTM)
creating the project scope management plan
subsidiary plan of pm plan
defines how the scope
defined
developed
moniotred
controlled
validated
inputs
project charter is the key
historical information
similar projects
templates
eef
rules and requirements
governance
doesn't create the scope statement
collectiong project requirements
could be done by pm or
business analyst
predictive environment
may be at the start of each phase
usually upfront the start
input
project charter
pm plan
scope management plan
requirements management plan
stakeholder engagement plan
project documents
assumption log
lesseons learned register
stakeholder register
business documents
business case
business value
how project will get business value
agreements
eef
opa
tools and techniques
expert judgement
data gathering
brainstorming
interviews
start from stakeholder register
one-to-one
one_to-many
3/4 stakeholders
many-to-many
team and 3/4 stakeholders
focus groups
moderate event
6/12 people
neutral moderator
partecipant composition
only partecipant from sales/IT/.. department
specific questions about their area
mix of people from different departments
let them interact
surveys
expecialyy when many stakehloders
distribuited all around the world
many tools like webmonkey
benchmarking
comparing many
ssytems
businesses
approaches
set an external basis for performance
comapring organizations
compare with a public company
compare with another department
data analysis
document analysis
project plans
bluprints
specifications
decision making
voting
unanimity
majority
more than 50% agrees
plurality
largest block agrees
dicatotrship
multicriteria decision analysis
data representation
affinity diagrams
similar to braistorming
group ideas in different clusters
decompose and organize different ideas
mind mapping
generate ideas
consolidate ideas
interpersonal / team skills
observation/conversation
facilitation
nominal group technique
step
brainstom
each partecipant explain his idea
step
each participant brainstorms the problem/opprtunity with their ideas
in his own
step
facilitator will add all ideas on a white board
step
each idea will be discussed for clarify
step
anonimous voting of all ideas
can continue with a subset of selected ideas
mesh of brainstorming and voting
context diagram
scope model
people are usually actors
interaction betwen actors and model
prototypes
throw-away prototypes
functional prototypes
storybarding
stakeholder observation
job shadowing
passive
active
as participant observer
allow me to do some work
output
requirements documentation
requirements traceability matrix
requirements phases until delivery
associations with wbs code entriy
link to the business project objectives
testing activities
status
active
cancelled
deferred
added
approved
assigned
completed
adaptive environment
requirements fluctutate in a backlog
requirements types
1.business requirements
high-level needs
business cases
business value
solution requirements
functional
behavior of the poduct
non functional
evironmental conditions
security
safety
easy of use
transition requirements
from current to future state
project requirements
actions
processes
quality requirements
quality control
stakeholder requirements
define scope
inputs
porject charter
prm plan
scope management plan
project documents
assumption log
requirements documentation
risk register
eef
organization's culture
infrastructure
personnel administration
marketplace conditions
opa
prolicies
procedures
tempaltes
previous projects
project files
lessons learned
tools and techniques
expert judgment
data analysis
multicritria decision analysis
decision making
interpersonal and team skills
facilitation
product analysis
expert judgment
consultants
stakeholders
internal
customers
subject matter experts
professional and techinical associations
industry groups
output
project scope statement
product
scope description
acceptance criteria
project
deliverables
exclusions
project documents updates
assumption log
requirements documentation
requirements traceability matrix
stakeholder register
product analysis
prduct breakdown
breakdown into components
requirements analysis
understand what really requirements means
caming from ba
systems
analysis
the study
engineering
the building
how the work is done
value
engineering
each component have to contribute to the value
minimum building solution to get the value
analysis
understand how each component contribute to value
alternatives generation
benchmarking
systems
the way of getting work done
vendors
materials
resources
personnel
es. jr engeenring
es. senior engeenering
equipments
facilitites
creating the wbs
decomposition of the project scope
subdiivide the project work
smallest item is work package
inputs
pm plan
scope management plan
project documents
project scope statement
requirements documtation
eef
opa
tools and techniques
expert judgment
decoposition
outputs
scope baseline
scope statement
wbs
wbs dictionary
project documents update
assumption log
requirements documentation
creating wbs
deliverables-oriented
not activties
things you get at the end
major component of the scope baseline
defines wht's in scope
control accounts
budget for work package
code fo accounts
numbering system (7.1, 7.2 ... )
starts from a WBT
wbs template
wbs dictionary
describe each item will be created
code of account
descption of work
assumptions and constraints
responsible organization
list of scheudle milestone
associated schedule activities
resources required
cost estimates
quality requirements
acceptance criteria
techincal references
contract information
scope management
project scope
work to be completed
how creating the product scope
how mantain the project objectives
time
cost
all proj. indicators
project life cycle
predictive
predictive
baseline is advers to change
change resistant
project scope defined at beggining
adaptive
adaptive
expect changes
project scope developed through iterations
meaured against project plan
do what intended
es. schedule managment
es. cost management
product scope
features and functions
describe things
characterisstics
all things customer will receive
built with requirements
measured against project requirements
requirements
conditions
capabilitites
must exists
project life cycle
adaptive
product backlog
validate
product scope confirmation
what we create and what should be created
project and product scope
are symbaiotic
customer describe requirements
product scope
project scope is built upon product scope
project scope execution will built the the expected product scope
product scope could change upon project scope advance
tailoring
knowledge and requirements management
base on size
type of requirements
vadation and control
scope validation
formal sign on
only at the end
by phase
change control
change control board
development approach
predictive
agile
stability of requirements
high level requirements
interpretation
low level requirements
more precise
governace
adaptive environments
scope is not fully defined at start
the scope is the backlog
process for scope refinement
grooming the backlog
product owner is responsible
represent stakeholder
requirements
prioritize backlog items
the project team could participate
define the capability
how many stories can be solved
always prioritize before next sprint
invertde triangle
predictive
fixed
scope
variable
time
scope
adaptive
fixed
time
cost
variable
scope
monitoring and controlling processes
validate scope
customer inspects project deliverables
tipically at the end of each phase
at the end of the project
fomally accept the work
accepted deliverables
change requests are possible
scope validation vs quality control
quality control
is done before the customer does
up to pm or the team
keep mistakes out of customer hands
preceed scope validation
inputs
pm plan
scope management plan
requirements management plan
scope baseline
project documents
lessons learned register
quality reports
requirements documentation
RTM
verified deliverables
work peformance data
tools and techniques
inspection
measuring
examining
testing
validating
reviews
walk-thorughs
audits
decision makin
voting
multiple stakeholders to
check acceptability
output
accepted deliverables
work performance information
change requirests
project docs update
lessones learned register
requirements docs
RTM
controlling the project scope
monitoring status
project scope
product scope
mantaining baseline integrity
check customers agreement
kee project in scope
inputs
pm plan
scope management plan
requirements management plan
change management plan
configuration management plan
scope baseline
performance measurement baseline
project documents
lessones learned register
requirements documentation
rtm
work performance data
opa
tools and techniques
data analysis
variance analysis
performance measurement
deliverables
delivered
requested
magnitude of variation
cause analysis
expected throughput
measured throughput
corrective actions
preventive actions
trend analysis
performance over time
imroving
deteriorating
degree of variance
earned value
cost management
preventive actions
corrective actions
output
work performance information
change requests
pm plan updates
scope managemetn plan
scope baseline
schedule baseline
cost baseline
performance measurement baseline
project documents updates
lessons learned register
requirements documentation
rtm
scope changes
are changes agreed
already happened?
manage existing changes
scope creep
incorporate approved changes
affeced baselines
costs
schedule