1. Project scope management means doing things within the scope, and only doing things within the scope, neither doing less nor doing more. Project scope management requires the following three aspects of work: ①Clear project boundaries; ② Monitor project execution; ③Prevent project scope from spreading.

2. Product scope refers to the functions that the product or service should include, and project scope refers to the work that the project must do in order to deliver the product. Product scope is the basis of project scope, and the definition of product scope is the description of product requirements; The definition of project scope is the basis for generating the project management plan. To determine whether the project scope is completed, it should be measured against the scope baseline; Whether the product scope is complete will be judged based on whether the product meets the product description. The product scope description is an important part of the project scope statement. Therefore, after the product scope is changed, the scope of the project will be affected first.

3. The scope baseline for the project is the approved project scope statement, WBS, and WBS dictionary.

1. Planning scope management is the process of preparing a scope management plan and describing in writing how the project scope will be defined, confirmed and controlled. Its main function is to provide guidance and direction on how to manage the scope throughout the project.

2. The scope management plan is the main input to the project management plan process and other scope management processes, including the following:

3. Requirements management runs through the entire process, and its most basic task is to clarify requirements and reach a consensus between the project team and users, that is, to establish a requirements baseline. In addition, a demand tracking capability contact chain must be established to ensure that all user requirements are correctly applied, and when requirements change, the scope of impact can be fully controlled and the consistency of products and requirements is always maintained.

4. The requirements management plan describes how requirements will be analyzed, recorded, and managed throughout the project life cycle. Mainly includes the following contents:

input, output, tools

1. Requirements gathering is the process of identifying, recording, and managing the needs and demands of stakeholders to achieve project goals. Its role is to lay the foundation for defining and managing the project scope (including product scope).

2. Classification of requirements.

3. Tools and techniques for collecting requirements mainly include interviews, focus groups, guided seminars, group innovation technology, multi-criteria decision analysis, group decision-making technology, questionnaires, observations, prototype methods, benchmarking, system interaction diagrams, and document analysis. wait.

4. The main outputs of the requirements collection process are requirements documents and requirements tracking matrix. The requirements document describes how individual requirements will satisfy the business needs associated with the project.

5. The content of the requirements document includes (but is not limited to): ①Business needs; ②Stakeholder needs; ③Solution needs; ④Project needs; ⑤Transition needs; ⑥Assumptions, dependencies and constraints related to the needs.

6. Requirements management includes all activities to maintain the consistency and accuracy of requirements during the product development process, including controlling the requirement baseline, keeping the project plan consistent with the requirements, controlling the version status of individual requirements and requirements documents, and managing requirements and contact chains. or manage dependencies between individual requirements and other deliverables of the project, tracking the status of requirements in the baseline.

7. Traceability is an important feature of project requirements. Requirements tracking is to establish and track the dependencies and logical connections between a single requirement and other elements. These elements include various types of requirements, business rules, system components and help files. wait. Verifiability is the most basic characteristic of requirements.

8. The requirements of each configuration item must be traceable in both directions to the requirements of the product (or component) involved. The so-called two-way tracking includes forward tracking and reverse tracking. Forward tracking refers to checking whether each requirement in the requirements document can find a corresponding point in the subsequent work product (result); Reverse tracing, also called reverse tracing, refers to checking whether work results such as design documents, product components, and test documents can all be found in the requirements document. Specifically, requirements tracking involves five types, as shown in Figure 5-2.

9. The arrow represents the demand tracking capability contact chain, which can track the entire cycle of demand usage, that is, the entire process from demand proposal to delivery.

10. The original user requirements can be traced back to the requirements document, so that requirements affected by changes during or after the project can be distinguished, and also ensure that all user requirements are included in the requirements document. Similarly, you can trace back from the requirements document to the corresponding original user requirements and confirm the source of each requirement.

11. Since product requirements are transformed into implementation elements such as design and testing during the project implementation process, by defining the link chain between individual requirements and specific product elements, the requirements document can be traced back to the product element. This chain of connections enables project team members to know which product elements correspond to each requirement, thereby ensuring that the product elements meet each requirement. The fourth type of link chain is from product elements back to the requirements document, so that project team members know the reason for the existence of each product element. Gold plating can occur if design elements or test cases cannot be traced back to a requirements document. Of course, if an isolated product element demonstrates a legitimate feature, then the requirements document is missing a requirement.

12. The fifth type of contact chain is tracking between requirement documents. This tracking facilitates better processing of logical correlations between various requirements and checks for possible errors or omissions in requirement decomposition.

13. The most common way to represent the chain of connections between requirements and other product elements is to use a requirements traceability (capability) matrix. A requirements traceability matrix is ​​a table that connects product requirements from their source to the deliverables that satisfy the requirements. As shown in Table 5-2.

14. The relevant attributes of each requirement should be recorded in the requirements tracking matrix. These attributes help clarify the key information of each requirement. Typical attributes recorded in the requirements tracking matrix include unique identification, text description of the requirement, reason for including the requirement, owner, source, priority, version, current status (such as in progress, canceled, postponed, newly added, added Approved, Assigned, Completed, etc.) and status date. In addition, in order to ensure the satisfaction of stakeholders, some supplementary attributes may need to be added, such as stability, complexity, acceptance criteria, etc.

input, output, tools

1. Defining scope is the process of formulating detailed descriptions of projects and products. Its main function is to clarify which of the collected requirements are included in the scope of the project and which are excluded from the scope of the project, thereby clarifying the boundaries of products, services or results. Since not all requirements identified during the requirements gathering process may be included in the project, the defining scope process involves selecting the final project needs from the requirements document and then developing a detailed description of the project and its products, services, or results. .

2. Product analysis is an effective tool. Questions and answers are usually asked about the product to form a description of the uses, features, and other aspects of the product to be developed.

3. Alternative generation is a technique used to specify as many potential alternatives as possible to identify different ways of performing project work.

4. As the main output of the define scope process, the project scope statement is a description of the project scope, major deliverables, assumptions, and constraints. The project scope statement documents the entire scope, including project scope and product scope, detailing the project's deliverables and the work that must be performed to deliver those deliverables.

5. The project scope statement includes the following contents:

6. The main functions of the project scope statement: ① Determine the scope; ② Communication basis; ③ Planning and control basis; ④ Change basis; ⑤ Planning basis.

input, output, tools

1. Creating a WBS is the process of breaking down project deliverables and project work into smaller, more manageable components. Its main function is to provide a structured view of what is to be delivered.

2. A milestone marks the formal completion of a deliverable or phase. Important checkpoints are milestones, and important milestones are baselines.

3. The work package is the deliverable or project work component at the bottom of each branch of the WBS. The work package should be very specific so that the person responsible can clearly understand his or her tasks, goals of effort, and responsibilities. Work package sizes need to follow the 8/80 rule.

4. A control account is a management control point and an element at a certain level of WBS. It can be a work package or an element at a higher level than a work package. In the latter case, one control account includes several work packages, but one work package only belongs to one control account. The project management team assesses the execution of the project on the control account, that is, compares the execution of the project with the plan under the corresponding elements of the control account in order to evaluate the execution and discover and correct deviations.

5. Planning package refers to the WBS component under the control account for which the work content is known but detailed progress activities are not yet available. It is a WBS element under the control account and above the work package, and is temporarily used for planning. As the situation becomes clearer, the planning package will eventually be broken down into work packages and corresponding specific activities.

6. WBS dictionary. In the process of making WBS, each part of WBS should be assigned an account code identifier. They are a hierarchical structure that summarizes cost, schedule and resource usage information. Some supporting files need to be generated. These files need to be used with WBS and are called WBS dictionaries. The WBS dictionary, also known as the WBS glossary, is a file that describes each component of the WBS.

7. The tools and techniques for creating a WBS process mainly include decomposition and expert judgment. To decompose the entire project work into work packages, the following activities usually need to be carried out:

8. The principle of decomposition.

9. When decomposing WBS, there are three ways:

10. The WBS is not the responsibility of a certain project team member and should be completed and unanimously confirmed by all project team members, users and project stakeholders.

11. The more commonly used WBS representation forms mainly include hierarchical tree structure (organizational chart) and tabular form (list form). The WBS of the tree structure diagram has clear levels, strong intuitiveness and structure, but is not easy to modify. For large and complex projects, it is difficult to show the whole picture of the project, and is suitable for small and medium-sized projects; The tabular form is less intuitive, but it can reflect all work elements of the project and is suitable for large projects.

12. During the decomposition process, the following eight aspects should be paid attention to.

13. When the WBS decomposition of a project is completed, project stakeholders should confirm the completed WBS and reach a consensus on it. The purpose and use of WBS are mainly reflected in the following eight aspects.

input, output, tools

1. Scope confirmation is the process of formally accepting the completed deliverables of the project. Its main function is to make the acceptance process objective. At the same time, by accepting each deliverable, it increases the possibility of acceptance of the final product, service or result. . Validation scope includes reviewing the deliverables with the customer or sponsor to ensure that the deliverables have been satisfactorily completed and have received formal acceptance from the customer or sponsor.

2. The main tools and techniques for confirming scope are inspection and group decision-making techniques. Inspections are also called reviews, reviews, audits, walk-throughs, inspections, tests, etc.

3. The confirmation scope should run through the entire project. The general steps are as follows:

4. When project stakeholders conduct scope confirmation, they generally need to check the following six aspects:

5. Confirm scope and verify products: Verifying the product is to verify whether the product is completed, which is verified by the sponsor or customer at the end of the project (or phase), emphasizing whether the product is complete; Confirming scope is the process of confirming acceptance of project deliverables by the customer or sponsor at the end of the phase.

6. Identify the differences between scope and quality control.

7. Identify the differences between scope and project closure.

input, output, tools

1. Control scope is the process of monitoring the scope status of projects and products and managing changes to the scope baseline. Its main role is to maintain the scope baseline throughout the project.

2. Reason for scope change.

3. The main work of scope change control.

input, output, tools