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MindMap Gallery PMBOK Project Management PMP Chapter 5 Project Scope Management

PMBOK Project Management PMP Chapter 5 Project Scope Management

PMBOK Chapter 5 Mind Map and Interpretation. This chapter has a relatively high proportion of exam questions and requires more study.

Edited at 2021-01-25 23:13:45

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PMBOK Project Management PMP Chapter 5 Project Scope Management

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Outline

Chapter 5 Project Scope Management

solved problem

Establish scope

Confirm scope

Control range

Scope: The final deliverables of the project are all nouns

or & only: only do all the work required

SOW

question

need

Vision

scope statement

solution

Product scope and project scope

Product scope: only includes product components

Project Scope: Includes all deliverables

Needs Assessment: Understanding as Business Analysis

5.1 Planning scope management

Develop a procedural plan that tells us what to do and guides all work in project scope management

5.1.1Input

Project Charter

project management plan

business environment factors

organizational process assets

5.1.2 Tools

expert judgment

data analysis

Meeting: Contribute skills and improve team members’ sense of responsibility

5.1.3 Output

scope management plan

demand management plan

5.2 Collect requirements

Requirements: quantifiable and documented expectations (the rendering in the customer’s mind)

SOW→Requirements→Scope Statement→WBS→Progress, Cost, Quality, Procurement Planning

5.2.1 Input

Listen to the voices of customers and don’t do things behind closed doors

Project Charter

Project goals to prevent deviations

project management plan

scope management plan

project files

Hypothetical log

Lessons Learned Register

Interested Party Register

Gather requirements from relevant parties

business documents

business case

protocol

business environment factors

organizational process assets

5.2.2 Tools

Demand Trap: Unable to correctly obtain customer needs due to unequal expertise

must

need

should (not required)

will not (not required)

expert judgment

data collection

Brainstorming

Interview

focus group

Questionnaire

Large audience, wide distribution

fast

Statistical analysis results

Benchmarking/Benchmarking: Borrowing from others (plagiarism)

data analysis

File analysis

Industry database, etc.

decision making

vote

autocratic decision-making

Multi-criteria decision analysis

Data monetization

Affinity diagram/relationship diagram: classify and improve brainstorming efficiency

Mind mapping: divergent thinking and generating new ideas

Interpersonal and team skills

nominal group technique

Observe and talk

Guidance (on-site decision-making meeting): cross-department, rapid and unanimous opinions

Joint Application Development (JAD): Go to customer sites to solve problems

Quality Function Deployment (QFD): What are the functions and how to implement them?

User story: Why this feature is needed

System interaction diagram

prototype method

System interaction diagram: how requirements and external interfaces interact and influence

Prototype method: Create a prototype, reduce the professional requirements for the parties, let the parties confirm the needs (architectural drawings → house models), and the principle of gradual details

5.2.3 Output

Requirements document: Record the collected requirements

Requirements tracking matrix: List the requirements that need to be met, track them, and display the one-to-one correspondence between deliverables

Prevent scope creep

Prevent omissions

5.3 Define scope

The process of selecting solutions based on needs (product analysis), reflected in deliverables

5.3.1 Input

Project Charter

Project high-level and description

project management plan

scope management plan

project files

Hypothetical log

risk register

Requirements document: Develop a solution based on the requirements document

business environment factors

organizational process assets

5.3.2 Tools and techniques

expert judgment

data analysis

Alternatives Analysis

decision making

Interpersonal and team skills

Product Analysis: All roads lead to Rome, choose the best solution and optimize the solution

5.3.3 Output

Project Scope Statement (Solution)

four elements

Product range description

Deliverables

Acceptance Criteria (DOD)

Exclusions (scope boundaries)

effect

Deliverables described in detail

Consensus of all parties (basis for comparison)

Assess whether it is the basis for a change

Project file updates

5.4 Create WBS

Decompose, break down the deliverables in detail

The role of the checklist

The basis of quantification

Help us organize work (IM)

The lowest level of WBS is the work package

The work package is at the bottom of the WBS, with the planning package at the top, and the control account (organizational program link) at the top, which is the backbone of the WBS for cost budgeting and cost monitoring.

5.4.1 Input

project management plan

scope management plan

project files

project scope statement

requirements document

business environment factors

organizational process assets

5.4.2 Tools

expert judgment

break down

① Take deliverables as the second layer

② Use stages as the second layer

③Use low-level components (sub-components, sub-projects)

decomposition principle

40/80 hour rule (1/2 week)

information transparency

Can't be divided anymore

Principle of inclusiveness: no logical errors

Rolling planning: Unknown information is temporarily put into the package to be planned.

WBS Dictionary: Detailed explanation and description of each item of WBS

5.4.3 Output

Scope Baseline

Scope statement (core, consensus of all parties)

WBS

WBS Dictionary

Project file updates

5.5 Confirmation scope

Confirming scope is the process of obtaining formal acceptance from relevant parties of the completed project scope and corresponding deliverables.

Definition: The process of formal acceptance of completed project deliverables (external acceptance process)

5.5.1 Input

project management plan

scope management plan

Defines how completed deliverables will be formally accepted

Scope Baseline

Compare with actual results

project files

Verified deliverables

From 8.3 (passed internal inspection)

job performance data

5.5.2 Tools

decision making

examine

Internal acceptance (verification) → Team → Quality Control → Strict and high standards

External acceptance→initiator, customer→confirm scope

5.5.3 Output

Deliverables for acceptance

Obtain a formal signed approval document from the client or sponsor, which will be submitted to the closing stage

job performance information

change request

If the acceptance is not passed and the result is wrong, defect repair will be carried out without changing the plan.

Project file updates

5.6 Control scope

Management scope change process: If something is not in the plan and the customer proposes it later, the change process needs to be carried out

Monitor processes and compare results to plans, thus producing work performance information

Gilded: Singing out of tune

scope creep

Uncontrolled product or project scope expansion

Singing out of tune

gold plated

standards too high

Turn it up high

5.6.1 Input

scope management plan

In Managing Scope Change, under the Project Management Plan, there are two sub-plans related

The scope management plan (first) is a procedural plan and its function is known

change management plan

Exam selection: Project Management Plan > Scope Management Plan > Change Management Plan

project files

job performance information

organizational process assets

5.6.2 Tools and techniques

data analysis

Deviation analysis

Past-oriented analysis methods, comparing actual situations with benchmarks

reason

degree

measure

trend analysis

Let history tell the future and predict the future based on past historical data

5.6.3 Output

job performance information

change request

Project Management Plan (updated)

Project files (updated)