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MindMap Gallery Chapter 7 Project Scope Management (1)

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.

Edited at 2024-02-24 02:11:52

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Chapter 7 Project Scope Management (1)

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Outline

Chapter 12 Project Communication Management and Stakeholder Management (1)
- 25
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Chapter 18 Project Risk Management
- 35
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Chapter 19 Project Closing Management
- 26
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Chapter 15 Information (Documentation) and Configuration Management
- 39
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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.

Contents Tip: Goddess also thought about making wedding clothes

（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.