High-frequency test points (collect requirements, create WBS, confirm scope, control scope)

Check often

Represents the features and functionality of a product or service.

All work that must be done in order for products and services to have the stated features and functionality.

Approved detailed project scope statement, WBS and WBS dictionary

The process of documenting how to define, validate, and control project scope and product scope and create a scope management plan

Provide guidance and direction on how to manage project scope throughout the project

1. How to develop a project scope statement

2. How to create a WBS based on the scope statement

3. How to maintain and approve WBS

4. How to confirm and formally accept completed project deliverables

5. How to handle changes to the project scope statement, which is directly linked to the implementation of the overall change control process

Note: The above content does not mention the content of demand collection, but the corresponding content is reflected in the demand management plan. See point 2 of the output.

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Tool technology

output

The process of identifying, documenting, and managing the needs and requirements of stakeholders to achieve project objectives

Lay the foundation for defining and managing project scope, including product scope

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Tool technology

output

The process of developing detailed project and product descriptions

Clarify which of the collected requirements will be included in the project scope and which ones will be excluded from the project scope, thereby clarifying the boundaries of the product, service, or outcome.

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Tool technology

output

1. Product range description

2. Deliverables

3. Product acceptance criteria

4. Exclusions of the project (what are not within the scope of the project)

5. Constraints (e.g. mandatory dates)

6. Assumptions (factors that can be regarded as correct and true without verification)

Exam description: Both case analysis and essays may be tested

1. Determine the scope

2. Communication basis (consensus)

3. Change the basis (determine whether it is out of bounds)

4. Planning basis (cost, schedule, etc. planning basis)

5. Basis for planning and control

Exam description: Both case analysis and essays may be tested

The process of breaking down project deliverables and project work into smaller, more manageable components

Provide a structured view of the content to be delivered

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output

1. Identify and analyze deliverables and related work

2. Determine the structure and arrangement method of WBS (tree type, list type)

3. Refined and decomposed layer by layer from top to bottom.

4. Create and assign marking codes to WBS components

5. Verify that the level of work decomposition is appropriate

1. Use each stage of the project life cycle as the second level of decomposition, and put the products and project deliverables on the third level.

2. Use main deliverables as the second level of decomposition

1. The WBS must be deliverable-oriented;

2. Must comply with the project scope, maintain project integrity at all levels, and avoid missing necessary components (100% rule);

3. The lowest-level work should support planning and control, be comparable, manageable, and quantitatively inspectable (8-80 hour rule);

4. The work unit should be able to separate different responsible persons and different work contents (each work unit has and only one person is responsible);

5. A work unit can only be subordinate to an upper-level unit to avoid cross-subordination, layers 4-6

6. Project management work should be included (because management is part of the specific work of the project), including subcontracted work;

7. The preparation of WBS requires the participation of all (main) project stakeholders;

8.WBS is not static;

9. Work units at the same level should have the same nature;

10.The lowest level work unit of WBS is the work package. Whether a project's WBS is decomposed into work packages depends on the stage, complexity, and scale of the project. Generally speaking, for early, complex, or large-scale projects, the WBS decomposition granularity should be larger and coarser.

planning package

control account

WBS Dictionary

Milestone

work package

1. Clearly state the scope of the project so that project-level members can clearly understand the nature of the tasks and the direction in which they need to work.

2. Clearly define the boundaries of the project and provide the work that needs to be done and the work that does not need to be done that the project stakeholders agree on.

3. Assign personnel to each independent unit and specify the responsibilities of these personnel to determine the technical and human resources required to complete the project.

4. For independent units, estimate the time, cost and resource requirements to improve the accuracy of the estimate

5. Lay a common foundation for planning, budgeting, scheduling and cost control, and determine the baseline for project progress and control

6. Link project work to the project’s financial accounts

7. Determine the work content and work sequence, decompose the project into specific work tasks, and then implement the project according to the logical order of the work tasks.

8. Estimate the cost of the entire project and the entire process

9. Helps prevent demand contagion

Is the process of formal acceptance of completed project deliverables

Make the acceptance process concrete and objective; while increasing the likelihood that the final product, service or result will be accepted by accepting each deliverable

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Tool technology

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job performance data

job performance information

job performance report

technical performance measurement

Quality control measurement results

1. Confirm the scope and emphasize whether the deliverables are acceptable

2. Quality control emphasizes whether the deliverables are correct

The focus of the inspection is different

3. Quality control is usually carried out before confirming the scope, or it can be carried out at the same time.

4. Confirmation of scope is generally carried out at the end of the stage, and quality control is not necessarily carried out at the end of the stage.

Inspection times are different

5. Quality control is an internal inspection and is implemented by the executing organization.

6. The scope of confirmation is inspected and accepted by external customers or sponsors.

Inspectors are different

7. Verify product, quality control and validation scope with increasingly detailed inspections

Monitor project and product scope status and manage the process of scope baseline changes

Maintain scope baseline throughout the project

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Tool technology

output

Note that processes with control..., confirmation... generally have the same content of using data as input and information as input.

1. Influence the factors that lead to scope changes and try to make these factors develop in a favorable direction

2. Determine whether scope changes have occurred

3. Manage actual changes when scope changes occur and ensure that all change requests are processed according to the overall change control process of the project

Focus

4. The control scope should also be combined with other control processes

1. Changes in the external environment of the project

2. The project scope plan is not carefully prepared and contains certain errors or omissions.

3. New technologies, new methods or new solutions have appeared on the market or designers have proposed them.

4. Changes in the project implementation organization itself

5. Customer requirements for the project, project products or services change

Business analyst

Review requirements