MindMap Gallery Chapter 7 Project Scope Management (1)
Software Test Success/System Integration Project Management Engineer/Chapter 7 Project Scope Management (1), ensure that the project does and only does all the work required to successfully complete each process of the project.
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Avatar 3 centers on the Sully family, showcasing the internal rift caused by the sacrifice of their eldest son, and their alliance with other tribes on Pandora against the external conflict of the Ashbringers, who adhere to the philosophy of fire and are allied with humans. It explores the grand themes of family, faith, and survival.
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[Zootopia Character Relationship Chart] The idealistic rabbit police officer Judy and the cynical fox conman Nick form a charmingly contrasting duo, rising from street hustlers to become Zootopia police officers!
Chapter 7 project scope management (1)
concept
meaning
Ensure that the project does and only does all the work required to successfully complete the various processes of the project
focus of attention
What is included in the project and what is not included in the project i.e. clearly demarcate the boundaries for the project work
Project scope is the basis for managing all other aspects of the project.
Confirm the role (importance) of project scope
Clarifying the specific scope and specific work content of the project provides a basis for improving the accuracy of cost, time and resource estimates.
Since the project scope determines what specific work is to be completed, the project scope baseline is the baseline for determining project progress measurement and control.
The determination of the project scope is to determine the specific work tasks of the project, which helps to clearly divide responsibilities and assign tasks.
Compare
Product Range
Represents the features and functionality of a product, service or result (requirements analysis, technical aspects)
Completion is measured based on product requirements
Project scope
Project work (management aspect) that must be completed in order to complete a product, service, or result with specified characteristics and functions
Completion is measured based on the project management plan, project scope statement, WBS, and WBS dictionary.
6 processes
1||| Prepare scope management plan process
Describe the process of defining, validating, and controlling project scope
2||| Gather requirements
The process of identifying and documenting the relevant needs of project stakeholders in order to achieve project goals.
3||| Define scope
Describe the product scope and project scope in detail, and prepare a scope statement as the basis for future project decisions.
4||| Create a work breakdown structure (WBS)
Break down the overall project work into smaller, manageable components, forming a top-down breakdown structure
plan
5||| Confirm scope
Formal acceptance of completed deliverables
6||| scope control
Monitor project and product scope status and manage scope baseline changes
monitor
Implementation process
step one) Prepare scope management plan
meaning
A component of the project or program management plan that describes how the project scope will be defined, developed, monitored, controlled, and validated
effect
Helps reduce the risk of project scope creep
Preparing the scope management plan and refining the project scope begins with the analysis of the following information
Information in the project charter
Approved subplans in the project management plan
Features
Depending on the needs of the project, a scope management plan can be formal or informal, very detailed or high-level
A scope management plan can be included in the project management plan or be a subplan of the project management plan
It is the main basis for formulating the project management planning process and other scope management processes.
ITO
enter Input
(1) project management plan
Create a scope management plan based on approved subplans in the project management plan
(2) Project Charter
The project charter provides a high-level project description and product characteristics. Product features are derived from the project statement of work.
(3) business environment factors
Including organizational culture, infrastructure, personnel management system, market conditions
(4) organizational process assets
Includes policies and procedures as well as historical information and lessons learned knowledge base
Tools & Techniques Tool&Technology
a. expert judgment
b. Meeting
Output output
1||| Scope Management Plan (Party B)
An integral part of the project or program management plan that describes how to define, develop, monitor, control, and validate
Depending on the needs of the project, a scope management plan can be formal or informal, very detailed or high-level
Content (management process)
1||| Develop detailed scope statement
2||| Create a WBS based on the detailed project scope statement
3||| Maintain and approve work breakdown structure WBS
4||| Formal acceptance of completed project deliverables
5||| Handle changes to the detailed project scope statement or WBS. This work is directly linked to implementing the overall change control process.
2||| Demand Management Plan (Party A)
meaning
Describes how to analyze, record and manage requirements, and the impact of the relationships between stages on managing requirements.
The project manager selects the most effective inter-phase relationships for the project and documents it in the requirements management plan.
content
(1) How to plan, track and report on various requirements activities
(2) Configuration management activities
(3) Requirements prioritization process
(4) Product measurements and reasons for using them
(5) Trace structure used to reflect which requirement attributes will be included in the trace matrix
(6) Gathering requirements process
Based on stage relationships
Step (2) Gather requirements
meaning
Is the process of identifying, documenting, and managing the needs and requirements of stakeholders to achieve project goals
effect
Lay the foundation for defining and managing project scope, including product scope
ITO
enter Input
(1) scope management plan
(2) demand management plan
(3) Stakeholder Management Plan
(4) Stakeholder register
Note: None [Stakeholder List]
(5) Project Charter
Note: None [Business environment factors, organizational process assets]
Tools & Techniques Tool&Technology formula: Yuanfang broke off the relationship due to Guan Wenwen's new watch
(1) Interview
Formal or informal methods of obtaining information through direct conversation with stakeholders, one-to-one or one-to-many, may be used to obtain confidential information
The most basic method is to directly
(2) focus group
Gather intended stakeholders and subject matter experts to understand their expectations and attitudes toward the product, service, or outcome in question. Group interviews, adding experts and moderators
Moderator, group and topic discussions
(3) guided seminar
Gather the main stakeholders, focus on discussing and defining product requirements, emphasize cross-functional and coordinated stakeholder differences, discover problems earlier and solve them faster than individual meetings.
Cross-functional, product needs, faster
Joint Application Design/Development (JAD), Quality Function Deployment (QFD)
(4) Group innovation technology
Organize some group activities to identify project and product requirements
Brainstorming
A technique used to generate and collect diverse ideas for project requirements and product requirements. Does not include voting and ranking, but is often used with other group innovation technologies that include this link
nominal group technique
A technique used to facilitate brainstorming by ranking the most useful ideas through voting for further brainstorming or prioritization.
Delphi technique
Concept/Mind Map
A technique that integrates the ideas obtained from brainstorming into a picture to reflect the commonalities and differences between the ideas and stimulate new ideas.
Affinity diagram
Techniques used to group large numbers of ideas for further review and analysis
Multi-criteria decision analysis
With the help of a decision matrix, a system analysis method is used to establish various criteria such as risk level, uncertainty and value return, so as to evaluate and rank many options.
(5) group decision making techniques
The process of evaluating multiple future courses of action to achieve a desired outcome. This technology is used to generate product requirements, classify and prioritize them
1||| unanimously agreed
everyone agrees on a course of action
2||| Most principles [more than 50%]
The number of people participating in the decision-making group is set to an odd number to prevent failure to reach a decision due to a tie.
3||| relative majority rule
Usually used when there are more than two candidates
4||| dictatorship
One person makes decisions for the group
In the process of collecting requirements, the two can be used together
(6) Questionnaire
Gather information quickly from a large number of respondents by designing a series of written questions
Applicable situation: The audience is diverse, the survey needs to be completed quickly, the respondents are geographically dispersed, and it is suitable for statistical analysis.
(7) observe
Also known as "work shadowing" direct observation of how individuals perform work and implement processes in their respective environments
Applicable when: product users are difficult or unwilling to clearly state their needs
(8) prototype method
Build a working prototype of the intended product and solicit early feedback on requirements before actually manufacturing the product.
Progressive detail/repeated loop
(9) Benchmarking
Compares actual and planned practices with those of other comparable organizations in order to identify best practices, generate ideas for improvements, and provide a basis for performance appraisals.
The comparable organizations used may be internal or external.
(10) System interaction diagram
is an example of a scope model. It is a visual depiction of the product scope that shows business systems and how they interact with people and other systems. Shows the input, input provider, output, and output receiver of the business system
Shows the inputs of the business system, input providers, outputs of the business system, and output receivers
(11) File analysis
Mining requirements by analyzing existing documents and identifying information related to requirements.
Documents available for analysis: business plans, marketing literature, agreements, invitations to proposals, current processes, logical data models, business rule libraries, application software documents, business process or interface documents, use cases, other requirement documents, etc.
Output output
(1) requirements document
Require
Requirements documents come in various formats. It can be a simple document that lists all requirements classified by stakeholders and priorities, or it can be a detailed document that includes an executive summary, detailed descriptions, and attachments.
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(1) Business needs
(2) Stakeholder needs
(3) Solution requirements
(4) Project requirements
(5) Transition needs
(6) Assumptions, dependencies and constraints related to requirements
(2) Requirements Tracking Matrix
meaning
A form that connects product requirements from their source to the deliverables that satisfy the requirements
effect
Linking each requirement to business goals or project goals helps ensure that each requirement has business value
Provides a way to track requirements throughout the project life cycle
Helps ensure that every approved requirement in the requirements document is delivered at the end of the project
Provides a framework for managing product scope changes
content
1||| Business needs, goals, opportunities and objectives
2||| Project Objectives
3||| Project Scope (WBS Deliverables)
4||| product design
5||| product development
6||| Test strategies and test scenarios
7||| High-level requirements to detailed requirements
Typical properties
1||| Uniquely identifies
2||| Text description of the requirement
3||| The reason for including the requirement
4||| owner
5||| source
6||| Priority level
7||| Version
8||| Current status
9||| status date
Supplementary attributes
stability
Complexity
Acceptance Criteria
Step (3) Define scope
meaning
The process of developing detailed project and product descriptions
main effect
Define the boundaries of the project, service or output by clarifying which of the collected requirements will be included and which will be excluded from the project scope
It can increase the accuracy of project time, cost and resource estimates, define the basis for project control, clarify the responsibilities of relevant responsible persons in the project, and clarify the scope, rationality and goals of the project, as well as the main deliverables.
project boundaries
The dividing line between work that should be done and work that doesn’t need to be done. The most important task in defining scope is to define the project boundaries for the project in detail. The scope boundaries of the project must be closed.
ITO
enter Input
(1) scope management plan
(2) Project Charter
(3) requirements document
(4) organizational process assets
Tools & Techniques Tool&Technology
(1) product analysis
Aims to clarify product scope and translate product requirements into project requirements
Including product decomposition, system analysis, demand analysis, systems engineering, value engineering, value analysis
(2) expert judgment
Often used to analyze the information required to develop a scope statement, professional judgment and expertise can be used to handle various technical details
(3) Alternative generation
Techniques used to develop as many potential alternatives as possible, identifying different ways of performing project work
Techniques that can be used to generate alternatives are: brainstorming, lateral thinking, alternatives analysis
(4) guided seminar
Involving key individuals with different expectations and expertise in the workshop helps build cross-functional consensus on project goals and project constraints
Important techniques for quickly defining cross-functional requirements and reconciling differences among stakeholders
Output output
1||| project scope statement
definition
A description of the project scope, key deliverables, assumptions, and constraints
The project scope statement describes in detail the work that will and will not be done, and determines how effectively the project management team can control the entire project. Managing the project scope can also determine whether the project team can plan, manage and control the execution of the project well.
Content Tip: Grazing by the ball can make a fight
(1) Project Objectives
Include quantifiable criteria for measuring project success. Goals without quantification usually imply higher risks
(2) Product range description
Describes the characteristics of the products, services, and results that the project promises to deliver. It will be rough in the early stage and will become more detailed in the later stage as product features are gradually refined.
(3) Project requirements
Describes the conditions and capabilities that a project's promised deliverables must have to meet contracts, standards, specifications, or other mandatory documents.
(4) project boundaries
Strictly define what can and cannot be included in the project to prevent some project stakeholders from assuming that certain products or services are part of the project
(5) Project deliverables
Any unique and verifiable product, result or service resulting from the completion of a process, phase or project Includes: Various ancillary outputs such as project management reports and documents
(6) Project constraints
The project scope statement has more constraints and is more detailed than those listed in the project charter.
Information on constraints can be included in the project scope statement or can be a separate volume.
Include: For example, budget, mandatory dates, schedule milestones determined in advance by the client or performing organization
(7) Assumptions
Information about assumptions can be included in the project scope statement or can be a separate document.
Assumptions related to scope and the impact on the project when these assumptions are not true As part of the planning process, the project team regularly identifies, documents, and confirms the effectiveness of the creation conditions
2||| Project file updates
other
Not all requirements identified during the requirements gathering process may be included in the project, and the scope definition process needs to be iterated several times.
Prepare the project scope statement based on the key deliverables, assumptions, and constraints documented during project initiation. During the project planning process, as more project information is learned, the project scope should be defined and described in more detail. It is also necessary to analyze the completeness of existing risks, assumptions and constraints and make necessary additions or updates. The definition process requires many iterations. In an iterative life cycle project, a high-level vision is first determined for the entire project, and then the detailed scope is defined for each iteration.
Project Charter and Project Scope Statement
connect
There is a certain degree of overlap in the content of the two
the difference
The content details of the two are completely different
The project charter includes high-level information
The project scope statement is a detailed description of the project scope. The project scope needs to be progressively detailed over the course of the project.