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MindMap Gallery System Integration Intermediate [Project Scope Management]
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System Integration Intermediate [Project Scope Management]
System Integration Intermediate [Project Scope Management] Learning Brain Map, the main contents are: Overview of Project Scope Management, Planning Scope Management (One Plan), Collecting Requirements (Seeking Completeness), Defining Scope (Seeking Details), Creating WBS (Seeking Score), and Confirmation Scope (seeking results).
Edited at 2022-05-15 17:11:18
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System Integration Intermediate [Project Scope Management]
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![System Integration Intermediate [Overall Project Management]](https://edrawcloudpublicus.s3.amazonaws.com/work/5594687/2024-5-18/1716041172/thumb.png?x-oss-process=image/resize,w_300,m_lfit)
System Integration Intermediate [Project Scope Management]
Project scope management (including: product scope, project scope)
Project Scope Management Overview
Overview
project scope management
Determine what is inside the project and what is outside the project
Do and only do things within the scope
Project scope classification
Product Range
The features and functions of a product, service or result
Completion is measured against product requirements
Project scope
The work that must be done to deliver products, services and results with specified features and functionality
Completion is measured against the project management plan
project scope statement
project work
Product Range
User needs
The project scope statement is for external trial (including product and project scope, such as when explaining the project scope to stakeholders); the wbs is for internal trial of the team (only includes project scope, not product scope)
The difference between product scope and project scope (remember, many questions have original words)
Product scope is demand-oriented; project scope is product scope-oriented;
Product scope changes affect the project scope, which is centered around the product scope.
Whether the project scope is completed is measured based on the project management plan; whether the product scope is completed is measured based on the product requirements.
Product scope determines project scope, and project scope serves product scope.
Changes in product scope may cause changes in project scope, but they do not necessarily cause changes, and vice versa.
If either the product scope or the project scope changes, the other may not necessarily change.
Determine the product scope first and then determine the project scope
Product scope is primarily determined by the project sponsor and customer; project scope is primarily determined by the project manager and project management team
The process of project scope management is called one plan and five requirements.
One plan is planning (planning scope management to create a plan), five pursuits are seeking perfection (collecting requirements), seeking details (defining the scope), seeking points (creating WBS), seeking results (confirming the scope), and seeking control (controlling the scope).
The real difficulty of project management
Monitor project work to ensure that all work that needs to be done is done
Monitor project work to prevent scope creep (Scope Creep)
Requirements management is the first problem in project management
Planning scope management (Yimou)
Overview
Planning scope management is the preparation of a scope management plan, a written description of how the scope process will be defined, confirmed and controlled. Its main function is to provide guidance and direction on how to manage scope throughout the project.
The scope is determined gradually, from the initial concept of the final deliverables of the project to the increasingly detailed description of the deliverables as the project develops.
The project should deliver everything described in the project scope. Any work not included in the scope should not be performed on the project. The determination and management of project scope are directly related to the overall success of the project
For project managers, project scope planning and software scale control are both a part of technical work and a part of management work.
Planning Scope Management (ITTO)
enter
project management plan
Project Charter
business environment factors
organizational process assets
Tools & Techniques
expert judgment
Meeting
output
scope management plan
The scope management plan is a component of the project or program management plan that describes how the project scope will be defined, developed, monitored, controlled, and validated.
Depending on the actual circumstances of the specific project, the project scope management plan can be formal or informal, detailed or rough
The content is
A process of preparing a detailed project scope statement based on the preliminary project scope statement;
Definition of scope
A process that creates a work breakdown structure based on a detailed project scope statement and determines how to maintain and approve the work breakdown structure
Create wbs
A process that specifies how to formally verify and accept completed project deliverables;
scope confirmation
A process that controls how requests for changes to the detailed project scope statement are handled. This process is directly linked to the overall change control process.
scope control
Demand management plan (frequently tested short answer questions)
Overview
It is an integral part of the project management plan and describes how to analyze, record and manage requirements, as well as the impact of the relationship between stages on managing requirements. Many things, such as requirements management plans, are based on phase relationships
The main content includes at least
How to plan, track and report on various requirements activities
Configuration management activities
For example: how to initiate product changes, how to analyze their impact, how to trace, track and report, and change approval authority;
Requirements prioritization process
Product measurements and reasons for trying them
Trace structure used to reflect which requirement attributes will be included in the trace matrix
Gathering requirements process
Collect requirements (seeking completeness)
Overview
The process of identifying, documenting, and managing the needs and requirements of stakeholders to achieve project objectives
main effect
It lays the foundation for defining and managing project scope, including product scope.
Collect requirements (itto)
enter
scope management plan
demand management plan
Stakeholder Management Plan
Project Charter
Stakeholder register
Tools and Techniques (very important)
Interview
Emphasis on one-on-one, formal or informal
focus group meeting
One to many, the host organizes a group People under investigation discuss
Emphasis on interactive discussions
Organize experts from the same field
Number of people is usually limited (6-10 people)
A unified opinion must be formed
guided seminar
Emphasis on cross-functional communication and discussion
People often come from experts in different fields
No limit on number of people
There is no need to form a unified opinion
Group innovation technology
nominal group technique
Emphasis on arranging creativity and asking questions in turn
Brainstorming (brainstorming session)
Tell everything you know, tell everything you know
Suitable for early information collection, face-to-face meetings with relevant personnel to express their opinions
Delphi technique (a type of expert method)
From Medicine (Psychopathology)
Multiple rounds of controlled feedback, ending with consensus
delthi, emphasizes risk identification, emphasizes anonymity, emphasizes back-to-back, often used in post-review
group decision making techniques
Show of hands, four principles
Unanimous resolution/unanimous adoption
Most principles (>=50%/60%)
relative majority rule
dictatorial principle
Questionnaire
observe
prototype method
Keep changing based on your opinions and finally get what you want.
Benchmarking
sometimes called benchmark
Can benchmark different industries
Ability to target local content
System interaction diagram
Show where the system comes from and where the output is given.
File analysis
output
requirements document
Overview
Describe how various single requirements will satisfy the business needs associated with the project.
Initially, there may only be high-level requirements, and then they are gradually refined as information about the requirements increases
That is, it can be a simple document that lists all requirements classified by stakeholders and priorities, or it can be a detailed document including an executive summary, detailed descriptions, and attachments.
content include
Business needs
Includes trackable business goals and project goals, execution of the organization's business rules, and the organization's guiding principles
Stakeholder needs
Impact on other areas of the organization, impact on groups internal or external to the performing organization, stakeholder communication and reporting needs
Solution requirements
Functional and non-functional requirements, technical, standards compliance needs, support and training needs, quality needs, reporting needs
You can use text records or use models to demonstrate solution requirements.
Project requirements
Service levels, performance, safety, compliance and acceptance criteria
Transition needs
Temporary capabilities required to transition from the current state to the future state, such as data transformation and training needs
Assumptions, dependencies and constraints related to requirements
Requirements tracking matrix (frequently tested)
Overview (will involve product attributes)
A table that records the correspondence between each specific requirement and high-level goals, as well as the correspondence between wbs deliverables and related technical requirements
A form that connects product requirements from their source to the deliverables that satisfy the requirements
Connect requirements to high-level goals
Goal Optimization Matrix (QFD) (also called Quality Function Deployment, House of Quality)
Quality function deployment is to use a certain standardized method to transform the characteristics required by customers into a series of engineering characteristics.
The basic tool used is the "House of Quality", a structured approach that translates user needs into product features.
Compare the items on the vertical axis with the items on the horizontal axis in turn. If they are relatively important, fill in 1, if they are relatively unimportant, fill in 0. Finally, add the numbers and prioritize based on the total value.
Quality requirements are subdivided into basic requirements, expected requirements, and unexpected requirements.
Define the scope (refinement)
Overview
Describe the product scope and project scope in detail, and prepare a project scope statement as the basis for future project decisions.
The most important task in defining scope is to define the scope boundaries of the project in detail. The scope boundaries are the dividing line between the work that should be done and the work that needs to be done.
Defining the scope is based on the scope management plan defined in the scope planning process, and adopts certain methods to gradually obtain the accurate project scope.
Quality, time, cost associated with scope elements. They influence and restrain each other
Define scope (itto)
enter
scope management plan
Project Charter
requirements document
organizational process assets
Tools & Techniques
Product Analysis (Typical Tool for Defining Scope)
Overview
Aims to clarify product scope and translate product requirements into project requirements. Translate project goals into tangible deliverables and requirements statements
Product finalization
Value Engineering (Functional)
Value Analysis (Cost)
Role: Transform high-level product descriptions into tangible deliverables
Six gadgets (short answer questions)
1: Need analysis
2: Product breakdown
3: System analysis
4:System Engineering
5: Value analysis
6: Value engineering
expert judgment
Alternative generation
facilitator seminar
output
Project scope statement (including product scope and project scope)
Overview
A detailed description of the project's deliverables and the work that must be performed to deliver those deliverables
Content includes (passed short answer questions)
Product range description
Acceptance Criteria
Deliverables
Project Exclusions
Constraints
Assumptions
Project file updates
Create WBS (find scores)
Overview
Divide project deliverables into smaller, more manageable components until work and deliverables are defined at the work package level.
The work package is the bottom layer of the work breakdown structure and is the location where work costs and activity durations can be reliably estimated and managed (the lowest level is the work package)
The level of detail in a work package varies depending on the size and complexity of the project
work breakdown structure (wbs)
It is a technology that breaks down project work tasks for ease of management and control.
A hierarchical decomposition of project elements for deliverables, describing in detail the work to be accomplished by the project
The lowest level elements are those that can be evaluated, scheduled, and tracked. It is the main basis for organizational management work
The lowest unit of work in WBS is called a work package, which is the basis for defining scope, specifications, estimated costs, time, and schedule.
The function and use of wbs
The main function of wbs (learn about it)
Prevent work that should be done from being missed and prevent gold plating
Facilitates communication with the project team, and project members can easily find the position of the part they are responsible for in the entire project
Prevent unnecessary changes
Provide a basic basis for estimating resources (personnel and costs)
Help gain team buy-in and create teams
The purpose of wbs
wbs determines the entire scope of the project and organizes it together in an orderly and hierarchical manner.
Through wbs project work is broken down into smaller and more manageable pieces of work, with each level descending meaning a more detailed description of it
The planned work that is the underlying component of the work breakdown structure is called a "work breakdown = equivalent to a work package" and can be arranged in a schedule for cost estimating, monitoring and control
wbs is the work specified in the currently approved project scope statement
Create wbs (itto)
enter
scope management plan
project scope statement
requirements document
business environment factors
organizational process assets
Tools & Techniques
break down
Purpose
Easy to control
The entire project work needs to be broken down into work packages and the activities that usually need to be carried out (check the sequencing)
Identify deliverables and work
Determine the breakdown structure
Decompose upper layer into lower layer
Assign identification number
Verify that the level of decomposition of work is necessary and sufficient
Cannot be decomposed (can be decomposed into a planning package)
Achievements to be accomplished in the distant future
When decomposing project work, generally follow the following steps (sequencing)
Identify and validate project phases and key deliverables
Break it down and determine if each component is broken down into enough detail
Identify the components of the project’s key deliverables
Verify the correctness of the decomposition
WBS decomposition principle (frequently tested)
100% principle
When the work in wbs is completed, the work on the project is also completed.
Same level, same principle
The same layer is analyzed according to a unified method and principle (deliverables, life cycle, etc.); the next layer can use different decomposition methods and principles.
A work package/element with the same name can only appear once
There is and can only be one person in charge of the wbs element
A work unit can only belong to one upper-level unit
3-6 layers principle
Outsourced/subcontracted work needs to be displayed in wbs
Management work also needs to be displayed in wbs
80 hour rule
80 (10 days/2 weeks)
Principles of involving all stakeholders
Everyone is involved, not just the project manager
rolling planning principle
It can be decomposed in detail in the near future, and it can be summarized in the long term.
It is an iterative planning technique in which the work to be completed in the near future is planned in detail while long-term work is roughly planned at a high-level teaching level. It is a progressive and detailed planning plan
There are many forms of wbs decomposition
For example:
Treat each stage of the project life cycle as the second level of decomposition, and place products and project deliverables on the third level
Treat main deliverables as the second level of decomposition
Second level decomposition by sub-projects
Common wbs structure
tree structure diagram
advantage
Clear, intuitive, and highly structured
shortcoming
Not easily modified
Suitable for small and medium projects
Text (book-like table of contents)/table format
advantage
Reflects all work elements
shortcoming
Poor intuitiveness
Suitable for large or complex projects
Create a wbs account, referred to as a control account (CA)
It is a management control point and the basis for planning work packages.
At this control point, scope, cost, and schedule are integrated and compared to earned value (value earned) to measure performance
Control accounts are set up on specific management nodes in the work breakdown structure.
Each control account can include one or more work packages, but each work package function belongs to a control account
expert judgment
output
Scope benchmarks (three major benchmarks)
content
Approved project scope statement
wbs
wbs dictionary/dictionary
Detailed description of wbs
Project file updates
Confirm scope (result seeking)
Overview
Validating scope is the process of formally accepting the completed deliverables of a project
The main function of this process
Make the acceptance process objective; at the same time, by accepting each deliverable, it increases the likelihood that the final product, service, or result will be accepted
Confirmation scope includes
Review 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
Evolution of deliverables
Direct and manage project execution (deliverables)
Quality Control (confirmed/verified deliverables (after quality acceptance))
Confirm scope (deliverables for (user acceptance/post-inspection) acceptance))
Project closure (product handover)
Questions that may arise in the exam
The goal is unclear (the scope benchmark is not confirmed), the scope is extremely large and broad (no staged acceptance is carried out)
Lack of user participation (communication is not done well), project stakeholders do not recognize it (no consensus is reached, communication is not done well)
Scope validation differs from quality control in that this process is primarily concerned with accepting the deliverables, whereas quality control is primarily concerned with meeting the quality requirements specified for the deliverables
Quality control is usually performed before scope verification, but can also be performed in parallel.
Quality control focuses on the correctness of deliverables
Scope verification focuses on the acceptability of the deliverables
In order for the project scope to be formally recognized, the project team must develop clear formal documentation describing the project product and its evaluation procedures to evaluate whether the project product has been completed correctly and satisfactorily.
it project scope confirmation steps
Determine when scope validation is required
Identify what inputs are needed for scoping validation
Determine the criteria and elements for the scope to be formally accepted (the work of validating scope)
Determine the organizational steps for a scoping meeting
Organization scope confirmation meeting
Confirm scope (itto)
enter
project management plan
requirements document
Requirements Tracking Matrix
Confirmed deliverables
from quality control
job performance data
Tools & Techniques
examine
group decision making techniques
output
Deliverables for acceptance
Project closing input
change request
job performance information
Project file updates
Control scope (seeking control)
Overview
Controlling scope is the process of monitoring the scope status of projects and products and managing changes to the scope baseline.
To control the project scope, you must ensure that all requested changes, recommended corrective actions, or preventive actions are processed through the implementation of the overall change control process
Uncontrolled change is often called project scope creep
Scope control is concerned with influencing the factors that cause changes to the project scope and controlling the consequences of these changes
Scope control ensures that all requested changes, with recommended corrections, are processed through the project's overall change control process
Range creep and gold plating
Scope Creeping
At the request of the customer, the work content of the project scope definition was directly expanded without going through the normal scope change control approval process.
Gold Plating
Additional work that is proactively added by the project team beyond the scope of work defined in the scope
span of control (itto)
enter
project management plan
requirements document
Requirements Tracking Matrix
job performance data
organizational process assets
Tools & Techniques
Deviation analysis
step
Identify bias
Analysis bias
Corrective Action
output
job performance information
change request
Project Management Plan Update
Project file updates
Organizational process asset updates
When performing scope control, there are several key points to consider:
Scope control is a must, there is no IT project without changes in the world
Changes in project scope do not just mean an increase in workload
The purpose of project scope control is not to prevent changes from happening
Actively and proactively manage the project scope to make changes in a direction that is conducive to the successful completion of the project