Functions included in the product (technical main line)

is the basis of the project scope

Whether it is completed or not depends on the product description.

Product scope description is an important component of the project scope statement. Changes in product scope first affect the project scope.

The work required to deliver the product (management main line)

Project Scope Baseline

How to create a project scope statement

How to create a WBS from a scope statement

How to maintain and approve a WBS

Create, maintain, and approve WBS

range baseline

How to confirm and formally accept completed project deliverables

How to handle project scope changes

How to plan, track, and report various demand activities

Resources needed for demand management

training program

Strategies for project stakeholders to participate in requirements management

Criteria and corrective procedures for determining inconsistencies between project scope and requirements

Configuration management activities

high level requirements

QFD quality function deployment

User needs

system requirement

Moderator-led interactive discussion with selected stakeholders and subject matter experts

Invite major cross-functional stakeholders to participate in discussions to quickly define functional requirements and coordinate differences among stakeholders.

Brainstorming

nominal group

Delphi

Concept/Mind Map

Affinity diagram (KJ method)

Multi-criteria decision analysis

unanimously agreed

most principles

relative majority rule

dictatorship

Planned (actual) practices are compared with those of similar organizations

Shows the system's inputs and input providers, outputs and output providers

Service levels, performance, safety, compliance

The relevant attributes of each requirement should be recorded, including requirement description, owner, source, priority, current status (in progress, canceled, postponed, newly added, approved, assigned, completed, etc.)

Ask and answer questions about products to form a description of product uses and features

Specify as many potential alternatives as possible

Product range description

Acceptance Criteria

Deliverables

Project Exclusions

Constraints

Assumptions

Also known as: review, review, audit, walk-through, inspection, testing, etc.

progress, funds, resources

Product range

Whether the deliverables are sufficient and must be completed, and whether time, funds, and resources are sufficient

Elements of own participation and responsibility

Verify product

Confirm scope

QC

Confirm scope

Important checkpoints are milestones, important milestones are baselines

The lowest level deliverables of WBS

Need to be very specific in order to take on tasks that make sense of themselves

Work package size should follow the 8/80 principle

A work package or an element above a work package

A control account can contain multiple work packages, and a work package can only belong to one control account.

WBS elements below control accounts and above work packages

The work content is known, but detailed progress activity WBS elements are still lacking.

Documentation used to explain encoding identifiers in WBS

Identify and analyze deliverables and related work

Determine the structure and arrangement of the WBS

Top-down, layer-by-layer refinement

Develop and assign identification codes to WBS components

Verify that the level of decomposition of deliverables is appropriate

functional or technical principles

organizational structure

system or subsystem

Treat each life cycle stage as a second layer

Main deliverables as second layer

Subprojects (sourced externally) as second layer

The hierarchy is clear, intuitive and structural, but not easy to modify. Not suitable for large, complex projects

Less intuitive, but can reflect all work elements, suitable for large projects

uncommonly used

WBS should be controlled at 4 to 6 levels. Large projects with more than six levels can be divided into several sub-projects to do WBS.

A work unit can only belong to a certain upper-level unit to avoid cross-subordination.