Your SlideShare is downloading. ×
PMP Chap 5 - Project Scope Management - Part1
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×

Saving this for later?

Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime - even offline.

Text the download link to your phone

Standard text messaging rates apply

PMP Chap 5 - Project Scope Management - Part1

2,647
views

Published on

PMP Chap 5 - Project Scope Management - Part1

PMP Chap 5 - Project Scope Management - Part1

Published in: Leadership & Management

4 Comments
20 Likes
Statistics
Notes
No Downloads
Views
Total Views
2,647
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
0
Comments
4
Likes
20
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. By: Anand Bobade (nmbobade@gmail.com) Ensure that the project includes all the work required, and only the work required, to complete the project successfully. Initiating Planning Executing Monitoring and Controlling Closing Plan scope management Define scope Validate Scope Collect requirements Create WBS Control Scope PMBOK Chap 5 - Project scope Management Opportunity is missed by most people because it is dressed in overalls and looks like work. - Thomas Edison Detailed Part-1
  • 2. By: Anand Bobade (nmbobade@gmail.com) Learning Objectives Introduction Scope Management Processes Exam Essentials Review Self Assessment Additional Resources
  • 3. By: Anand Bobade (nmbobade@gmail.com) Introduction-> Scope Management Definition Scope Management Definition: • Ensure that the project includes all the work required, and only the work required, to complete the project successfully. All the work required Only the work required Scope
  • 4. By: Anand Bobade (nmbobade@gmail.com) Introduction-> Scope definition Scope Definition: • The sum of the products, services and results to be provided as a project. Products Services Results Project
  • 5. By: Anand Bobade (nmbobade@gmail.com) Introduction-> Product & Project Scope Product scope: • The features and functions that characterize a product, service, or result • Product Requirements • Product Specifications Project scope: • The work performed to deliver a product, service, or result with the specified features and functions. • Project scope statement • WBS & WBS dictionary The term project scope is sometimes viewed as including product scope.
  • 6. By: Anand Bobade (nmbobade@gmail.com) Introduction-> Product & Project Scope Project Scope The “How” Work/Delivery oriented Work that need to be done to Deliver the Product or Service Product Scope The “What” Functional requirement or Product / Services Features & functions that Characterize a product or services Product Scope
  • 7. By: Anand Bobade (nmbobade@gmail.com) Introduction Project Team needs clear understanding of the work Documentation is key to delivery All documents should be accepted (Sign- off) Clear change control process must be followed for any changes
  • 8. By: Anand Bobade (nmbobade@gmail.com) 5. Project scope Management Knowledge Area 5.1 Plan Scope Management: Creating a scope management plan – how scope will be defined, validated, and controlled. 5.2 Collect Requirements: Determining, documenting, and managing stakeholder needs and requirements to meet project objectives 5.3: Define Scope: Developing a detailed description of the project and product.
  • 9. By: Anand Bobade (nmbobade@gmail.com) 5. Project scope Management Knowledge Area 5:4 Create WBS: Subdividing project deliverables and project work into smaller, more manageable components. 5:5 Validate Scope: Formalizing acceptance of the completed project deliverables. 5.6 Control Scope: Monitoring the status of the project & product scope and managing changes to the scope baseline.
  • 10. By: Anand Bobade (nmbobade@gmail.com) 5.1 Plan scope management Creating a scope management plan – how scope will be defined, validated, and controlled. Scope Defined Validat ed Control led It provides guidance & direction on how scope will be managed throughout the project. By: Anand Bobade (nmbobade@gmail.com) PLAN Ensure that the project includes all the work required, and only the work required, to complete the project successfully.
  • 11. By: Anand Bobade (nmbobade@gmail.com) 5.1 Plan scope management Inputs (4) • Project Management plan • Project charter • Enterprise Environmental Factors • Organizational process units Tools & Techniques (2) • Expert Judgment • Meetings Outputs (2) • Scope Management plan • Requirements management plan
  • 12. By: Anand Bobade (nmbobade@gmail.com) 5.1 Plan scope management - Input Project Management plan Project Charter Enterprise Environmental Factors Organizational process Assets
  • 13. By: Anand Bobade (nmbobade@gmail.com) 5.1 Plan scope management - Input Approved subsidiary plans of PMP are used. It influence approach taken for planning & managing scope. It provides the project context. Provides high level project description & product characteristics from SOW. Org. culture, Infrastructure, Personal administration & marketplace conditions. Policies & procedures. Historical information & lesson learned.
  • 14. By: Anand Bobade (nmbobade@gmail.com) 5.1 Plan scope management -> Tools & Techniques Expert Judgment Meetings
  • 15. By: Anand Bobade (nmbobade@gmail.com) 5.1 Plan scope management -> Tools & Techniques Input received from Knowledgeable & experienced parties. It can be provided by group or person with specialized, education, knowledge, skills etc Project team may attend meetings. Attendees: PM, sponsor, selected team members, selected stakeholders, any one with scope related responsibilities
  • 16. By: Anand Bobade (nmbobade@gmail.com) 5.1 Plan scope management -> Output Scope Management Plan Requirements Management Plan
  • 17. By: Anand Bobade (nmbobade@gmail.com) 5.1 Plan scope management -> Output -> Scope MP Components of SMP: Preparing detailed project scope statement Enables the creation of the WBS Establishes how WBS will be maintained and approved; How formal acceptance of deliverables will be obtained Control how requests for changes will be processed. Linked to the Perform Integrated Change Control It can be formal or informal, broadly framed or highly detailed Scope Management Plan How Scope Defined Develop ed Monitor ed Controll ed Verified. It describes how scope will be defined, developed, monitored, controlled & verified.
  • 18. By: Anand Bobade (nmbobade@gmail.com) 5.1 Plan scope management->Output->Requirements MP Components of RMP CM activates such as how changes to product will be initiated, impacts will be analysed, how they will be traced, tracked & reported, authorization required to approve changes Requirements prioritization process; Product metrics that will be used and the rationale for using Traceability structure to reflect which requirement attributes will be captured on the traceability matrix Requirements Management Plan It describes how requirements will be analyzed, documented & managed Require ments Analysed Document ed Managed
  • 19. By: Anand Bobade (nmbobade@gmail.com) 5.1 Plan scope Management -> Data Flow diagram 5.1 Plan Scope Management Scope Management Requirements Manag. plan 5.2 Collect Requirements 5.3 Define Scope 5.4 Create WBS 4.1 Develop Project charter Project charter 4.2 Develop PM plan PM Plan Enterprise / Organization OPA EEF
  • 20. By: Anand Bobade (nmbobade@gmail.com) 5.1 Plan scope Management -> Question Completion of a product scope is measured against: A) Product Management Plan B) Project Management Plan C) WBS & WBS Dictionary D) Product Requirements C
  • 21. By: Anand Bobade (nmbobade@gmail.com) Plan Scope Management => Collect Requirements
  • 22. By: Anand Bobade (nmbobade@gmail.com) 5.2 Collect Requirements Determining, documenting, and managing stakeholder needs and requirements to meet project objectives. Collect Requirements Determining DocumentingManaging It provides the basis for defining & managing the project scope including product scope. By: Anand Bobade (nmbobade@gmail.com) Requirements should be: Unambiguous Traceable Complete Consistent Acceptable to key stakeholders
  • 23. By: Anand Bobade (nmbobade@gmail.com) 5.2 Collect Requirements Requirements: • These are a set of demands, necessitates, needs, constraints highlighted by the stakeholders. Collect requirements: • It is a process of Determining, documenting, and managing stakeholder needs and requirements to meet project objectives.
  • 24. By: Anand Bobade (nmbobade@gmail.com) 5.2 Collect Requirements The most difficult part of requirement gathering is not the act of recording what the users wants, it is the exploratory development activity or helping users to figure out what they want. (Story)
  • 25. By: Anand Bobade (nmbobade@gmail.com) 5.2 Collect Requirements -> Requirements classification Business requirements: • Which describe the higher-level needs of the organization as a whole, such as the business issues or opportunities, and reasons why a project has been undertaken. Stakeholder requirements: • Which describe needs of a stakeholder or stakeholder group. Solution requirements: • Which describe features, functions, and characteristics of the product, service, or result that will meet the business and stakeholder requirements.
  • 26. By: Anand Bobade (nmbobade@gmail.com) 5.2 Collect Requirements -> Requirements classification Transition requirements • Describe temporary capabilities, such as data conversion and training requirements, needed to transition from the current “as-is” state to the future “to-be” state. Project requirements: • Which describe the actions, processes, or other conditions the project needs to meet. Quality requirements: • Which capture any condition or criteria needed to validate the successful completion of a project deliverable or fulfilment of other project requirements.
  • 27. By: Anand Bobade (nmbobade@gmail.com) 5.2 Collect Requirements -> Requirements classification Functional requirements describe the behaviour of the product. Examples include processes, data, and interactions with the product. Non-functional requirements supplement functional requirements & describe the environmental conditions or qualities required for the product to be effective. Examples include: reliability, security, performance, safety, level of service, supportability, retention/purge, etc. Solution requirements are further grouped into Functional Non-functional
  • 28. By: Anand Bobade (nmbobade@gmail.com) 5.2 Collect Requirements Inputs(5) • Scope management plan • Requirements management plan • Stakeholder management plan • Project charter • Stakeholder register Tools & Techniques (11) • Interviews • Focus groups • Facilitated workshops • Group creativity techniques • Group decision-making techniques • Questionnaires and surveys • Observations • Prototypes • Benchmarking • Context diagram • Document analysis Outputs (2) • Requirements documentation • Requirements traceabilty matrix
  • 29. By: Anand Bobade (nmbobade@gmail.com) 5.2 Collect Requirements -> Input Scope management plan Requirements management plan Stakeholder management plan Project charter Stakeholder register
  • 30. By: Anand Bobade (nmbobade@gmail.com) 5.2 Collect Requirements -> Input Provides clarity as how project team will determine which type of requirements need to be collected for the project. It provides the processes that will be used to define and document the stakeholder needs. Understand stakeholder communication requirements & Level of stakeholder engagement to access stakeholder participation. Provide high level description of the product, service, or result of the project. Identify stakeholder who can provide information on the requirements Also captures major stakeholder requirements & main expectations.
  • 31. By: Anand Bobade (nmbobade@gmail.com) 5.2 Collect Requirements -> Tools and Techniques Interviews Focus groups Facilitated workshops Group creativity techniques Cont… Group decision- making techniques Questionnaires & surveys Observations Prototypes
  • 32. By: Anand Bobade (nmbobade@gmail.com) 5.2 Collect Requirements -> Tools and Techniques Benchmarking Context diagram Document analysis
  • 33. By: Anand Bobade (nmbobade@gmail.com) 5.2 Collect Requirements -> Tools & Techniques Formal or informal approach to elicit information from stakeholder by talking to them directly. It bring together prequalified stakeholders and subject matter experts to learn about their expectations and attitudes about a proposed product, service, or result. Focused sessions that bring key stakeholders together to define product requirements. Several group activities can be organized to identify product & project requirements.
  • 34. By: Anand Bobade (nmbobade@gmail.com) 5.2 Collect Requirements -> Tools & Techniques It is an assessment process with multiple alternatives with an expected outcome in the form of future actions. These are written set of questions designed to quickly accumulate information from a large number of respondents. It provides direct way of viewing individuals in their environment & how they perform their jobs & carry out processes. It is a method of obtaining early feedback on requirements by providing a working model of the expected product before actually building it.
  • 35. By: Anand Bobade (nmbobade@gmail.com) 5.2 Collect Requirements -> Tools & Techniques Comparing actual or planned practices, such as processes and operations, to those of comparable organizations to identify best practices. Visually depict the product scope by showing a business system and how people and other systems (actors) interact with it. It is used to elicit requirements by analysing existing documentation and identifying information relevant to the requirements.
  • 36. By: Anand Bobade (nmbobade@gmail.com) 5.2 Collect Requirements -> T & T -> Interviews Project participants Sponsors Other executives Subject matter experts Collect requirement Approach to elicit information from stakeholders by talking to them directly. Spontaneous questions Obtain confidential information
  • 37. By: Anand Bobade (nmbobade@gmail.com) 5.2 Collect Requirements -> T & T -> Interviews Formal or informal approach to elicit information from stakeholders by talking to them directly. Performed by asking prepared & spontaneous questions and recording responses. Conducted on an individual basis between an interviewer & an interviewee, but may involve multiple interviewers and/or multiple interviewees. Interviewing experienced project participants can aid in identifying and defining the features and functions of the desired product deliverables. Interviews are also useful for obtaining confidential information.
  • 38. By: Anand Bobade (nmbobade@gmail.com) 5.2 Collect Requirements -> T & T -> Focus Groups A trained moderator guides the group through an interactive discussion, designed to be more conversational than a one-on-one interview.. It bring together prequalified stakeholders and subject matter experts to learn about their expectations and attitudes about a proposed product, service, or result. Trained Moderator Attitude about proposed product or service Prequalified stakeholders Subject matter experts Learn Stakeholder expectations
  • 39. By: Anand Bobade (nmbobade@gmail.com) 5.2 Collect Requirements->T&T->Facilitated Workshops Interactive group nature Trust Foster relationship Improve Communicatio n Increase Stakeholder Consensus Early issues discovery & resolution Reconciling stakeholder differences. Quickly defining cross- functional requirements Key Stakeholders define Product requirements Brings Key Stakeholders together
  • 40. By: Anand Bobade (nmbobade@gmail.com) 5.2 Collect Requirements->T&T->Facilitated Workshops Facilitated Workshops • Focused sessions that bring key stakeholders together • Primary technique for quickly defining cross-functional requirements • Reconciling stakeholder differences. • Issues can be discovered earlier and resolved more quickly Joint Application Design/development (JAD) • Software development industry. • Bringing business SME and the development team together
  • 41. By: Anand Bobade (nmbobade@gmail.com) 5.2 Collect Requirements->T&T->Facilitated Workshops Quality Function Deployment (QFD), • Used in manufacturing industry • Helps determine critical characteristics for new product development. • It starts by collecting customer needs, [Voice of the customer (VOC)] • These needs are then objectively sorted and prioritized, and goals are set. User stories • Describe the stakeholder who benefits from the feature (role), what the stakeholder needs to accomplish (goal), and the benefit to the stakeholder (motivation). • User stories are widely used with agile methods..
  • 42. By: Anand Bobade (nmbobade@gmail.com) 5.2 Collect Requirements -> T&T-> Group Creativity Brainstorming Nominal group techniques Idea / mind mapping Affinity diagrams Multi-criteria decision analysis Several group activities can be organized to identify product & project requirements. Group creativity techniques
  • 43. By: Anand Bobade (nmbobade@gmail.com) 5.2 Collect Requirements -> T&T-> Group Creativity Brainstorming: To generate and collect Multiple ideas related to project and product requirements. Nominal group techniques: Enhances brainstorming with a VOTING process used to rank the most useful ideas for further brainstorming or for prioritization Idea / mind mapping: Ideas created through individual brainstorming sessions are CONSOLIDATED into a single map to reflect commonality and differences in understanding, and generate new ideas Affinity diagrams: Allows large numbers of ideas to be CLASSIFIED into groups for review and analysis. Multi-criteria decision analysis : Utilizes a decision MATRIX to provide a systematic analytical approach for establishing criteria, such as risk levels, uncertainty, and valuation, to evaluate and rank many ideas.
  • 44. By: Anand Bobade (nmbobade@gmail.com) 5.2 Collect Requirements -> T&T-> Group Creativity Brainstorming: To generate and collect Multiple ideas related to project and product requirements. Affinity diagrams: Allows large numbers of ideas to be CLASSIFIED into groups for review and analysis.
  • 45. By: Anand Bobade (nmbobade@gmail.com) 5.2 Collect Requirements -> T&T-> Group Creativity Idea / mind mapping: Ideas created through individual brainstorming sessions are CONSOLIDATED into a single map to reflect commonality and differences in understanding, and generate new ideas
  • 46. By: Anand Bobade (nmbobade@gmail.com) 5.2 Collect Requirements -> T&T -> Group decision Unanimity Majority Plurality Dictatorship It is an assessment process with multiple alternatives with an expected outcome in the form of future actions. Group decision making
  • 47. By: Anand Bobade (nmbobade@gmail.com) 5.2 Collect Requirements -> T&T -> Group decision Unanimity: EVERYONE agrees on a single course of action. (Delphi technique) Majority: Agree more than 50 % of the members of the group. Plurality: LARGEST block in a group decides, even if a majority is not achieved. Dictatorship: ONE individual makes the decision for the group It is an assessment process with multiple alternatives with an expected outcome in the form of future actions.
  • 48. By: Anand Bobade (nmbobade@gmail.com) 5.2 Collect Requirements ->T&T-> Questionnaire, Survey Most appropriate with varied audiences Used when Quick turnaround is needed Used when respondents are geographically dispersed Statistical analysis is appropriate. These are written set of questions designed to quickly accumulate information from a large number of respondents.
  • 49. By: Anand Bobade (nmbobade@gmail.com) 5.2 Collect Requirements -> T & T -> Observation Direct way of viewing individuals in their environment Helpful for detailed processes when the people that use the product have difficulty or are reluctant to articulate their requirements.
  • 50. By: Anand Bobade (nmbobade@gmail.com) 5.2 Collect Requirements -> T & T -> Prototype A working model of the expected product • Early feedback on requirements. • Tangible, it allows real experiment Enough feedback cycles performed, Requirements are sufficiently complete Move to a design or build phase Iterative cycles of mock-up creation User experimentation Feedback generation Prototype revision. Progressive elaboration
  • 51. By: Anand Bobade (nmbobade@gmail.com) 5.2 Collect Requirements -> T & T -> Benchmarking Comparing actual or planned practices, such as processes & operations, to those of comparable organizations to identify best practices, generate ideas for improvement, and provide a basis for measuring performance. The organizations compared during benchmarking can be internal or external.
  • 52. By: Anand Bobade (nmbobade@gmail.com) 5.2 Collect Requirements -> T & T -> Context Diagram Visually depict the product scope by showing a business system (process, equipment, computer system, etc.), and how people and other systems (actors) interact with it. Can benefit a wide audience including stakeholders, business analyst, data analysts, developers No technical knowledge is assumed or required to understand the diagram Shows the scope and boundaries of a system at a glance including the other systems that interface with it Show inputs to the business system, the actor(s) providing the input, the outputs from the business system, and the actor(s) receiving the output.
  • 53. By: Anand Bobade (nmbobade@gmail.com) 5.2 Collect Requirements -> T & T -> Document Analysis Business plans Marketing literature Agreements Requests for proposal Current process flows Logical data models Business rules repositories Application software documentation Business process or interface documentation Use cases Other requirements documentation Problem/issue logs Policies Procedures Regulatory documentation (laws, codes, ordinances) Document analysis is used to elicit requirements by analysing existing documentation & identifying information relevant to the requirements.
  • 54. By: Anand Bobade (nmbobade@gmail.com) 5.2 Collect Requirements -> Output Requirements documentation Requirements traceability matrix
  • 55. By: Anand Bobade (nmbobade@gmail.com) 5.2 Collect Requirements->Output->Requirements Documents Business requirements • Objectives for traceability • Business rules for the performing organization • Guiding principles of the organization Stakeholder requirements • Impacts to other organizational areas; • Impacts to other entitles inside or outside organization; • Stakeholder communication and reporting It describes how individual requirements meet the business need for the project. Solution requirements • Functional and non functional • Technology and standard compliance • Support and Training • Quality and reporting Project requirements • Level of service, performance, safety, compliance • Acceptance criteria Transition requirements Requirements assumptions, dependencies and constraints
  • 56. By: Anand Bobade (nmbobade@gmail.com) 5.2 Collect Req. -> Output -> Requirements Traceability matrix Ensure that each requirement adds business value by linking it to business/project objectives. It provides a means to track requirements throughout project life cycle, helping to ensure that approved requirements are delivered at the end of the project. It provides a structure for managing changes to the product scope RTM is a grid that links product requirements to the deliverables that satisfy them.
  • 57. By: Anand Bobade (nmbobade@gmail.com) 5.2 Collect Req. -> Output -> Requirements Traceability matrix Business needs, opportunities, goals, and objectives Project objectives Project scope/WBS deliverables Product design Product development Test strategy and test scenarios High-level req. to more detailed requirements Tracing includes, but is not limited to, tracing requirements for the following
  • 58. By: Anand Bobade (nmbobade@gmail.com) 5.2 Control Requirements -> Data Flow diagram 5.1 Plan Scope Management Scope Management plan Requirements Management plan 5.2 Collect Requirements 5.3 Define Scope 5.4 Create WBS 4.1 Develop Project charter Project charter 13.1 Identify Stakeholder Stakeholder Register Requirements documents Requirements Traceability matrix 5.5 Validate scope 5.6 Control scope 13.2 Plan Stakeholder management HR Management plan 8.1 Plan Quality Management 12.1 Plan procurement management
  • 59. By: Anand Bobade (nmbobade@gmail.com) 5.2 Collect requirements-> Question Validated deliverables is an input to which of the following processes? A) Collect Requirements B) Define Scope C) Create WBS D) Validate Scope D
  • 60. By: Anand Bobade (nmbobade@gmail.com)Collect Requirements => Define Scope
  • 61. By: Anand Bobade (nmbobade@gmail.com) 5.3. Define Scope -> Introduction Process of developing a detailed description of the project and product. It describes the project, service, or result boundaries by defining which of the requirements collected will be included in and excluded from the project scope. By: Anand Bobade (nmbobade@gmail.com) Project Product. Scope Baseline Developing a detailed description
  • 62. By: Anand Bobade (nmbobade@gmail.com) 5.3. Define Scope -> Introduction By: Anand Bobade (nmbobade@gmail.com) Provide detailed understanding of requirements to be delivered as part of the project Provide description of Product, Service or results Define Requirements – Inclusion & Exclusion Develop final project scope statement
  • 63. By: Anand Bobade (nmbobade@gmail.com) 5.3. Define Scope -> Introduction By: Anand Bobade (nmbobade@gmail.com) Detailed & unambiguous scope is very critical to project success It ensures all assumptions and constrained are analyzed and agreed. It is an iterative process. Improves accuracy of Cost, time & resource estimates Helps in future for detailed resource assignments on the project
  • 64. By: Anand Bobade (nmbobade@gmail.com) 5.3. Define Scope Inputs (4) • Scope management plan • Project charter • Requirements documentation • Organizational process assets Tools & Techniques (4) • Expert judgment • Product analysis • Alternatives generation • Facilitated workshops Outputs (2) • Project scope statement • Project Documents updates
  • 65. By: Anand Bobade (nmbobade@gmail.com) 5.3 Define Scope-> Input Scope Management Plan Project Charter Requirements Document Organizational Process Assets
  • 66. By: Anand Bobade (nmbobade@gmail.com) 5.3 Define Scope-> Input It is the component of PMP that establishes activities for developing, monitoring & controlling the project scope. Provide high level product description & product characteristics. Also, contains the project approval requirements. This will be used to select the requirements that will be included in the project. Policies, procedure & templates. Project files from previous projects. Lessons learned.
  • 67. By: Anand Bobade (nmbobade@gmail.com) 5.3 Define Scope-> Input->Scope Management Plan Scope Manageme nt Plan It helps in Defining, developing, monitoring & controlling the scope. It defines boundaries & framework to define the scope Control how requests for changes will be processed. Define Scope New/Changed Requirement Raise CR Perform Integrated change control Elaborate scope It describes how scope will be defined, developed, monitored, controlled & verified.
  • 68. By: Anand Bobade (nmbobade@gmail.com) 5.3 Define Scope-> Input -> Project Charter Project Charter Formally authorizes a project, & provide the PM with the authority to apply organizational resources to the project activities Project Purpose or Justification Measurable objectives & success criteria's High level requirements Stakeholder list Project approval requirements
  • 69. By: Anand Bobade (nmbobade@gmail.com) 5.3 Define Scope-> Input->Requirements Doc. Requirements Document It describes how individual requirements meet the business need for the project. Business requirements – Begins at high level Stakeholder requirements Solution requirements Project & Transition requirements Requirements assumptions, dependencies and constraints
  • 70. By: Anand Bobade (nmbobade@gmail.com) 5.3 Define Scope-> Tools and Techniques Expert Judgment Product Analysis Alternatives Generation Facilitated Workshops
  • 71. By: Anand Bobade (nmbobade@gmail.com) 5.3 Define Scope-> Tools and Techniques It is often used to analyse the information used to develop the project scope statement. Project where product is a deliverables, this can be a effective tool. Each application area has accepted method for translating high level product description in to tangible deliverables. It is technique used to develop as many potential options as possible in order to identify different approaches to perform the work of the project. The participation of the key players with the Varity of expectation &/or field of expertise in these intensive working sessions to reach common understanding of the project objectives.
  • 72. By: Anand Bobade (nmbobade@gmail.com) 5.3 Define Scope-> T&T-> Expert Judgment Subject mater experts Consultants & Contractors Stakeholders, including customers or sponsors Professional and technical associations & Industry groups Other units within the organization It is often used to analyse the information used to develop the project scope statement. Expert Judgment
  • 73. By: Anand Bobade (nmbobade@gmail.com) 5.3 Define Scope-> T & T -> Product Analysis For projects that have a product as a deliverable, as opposed to a service or result, product analysis can be an effective tool. Product Analysis Improve the project teams understanding of the Product Translating high-level product descriptions into tangible deliverables.
  • 74. By: Anand Bobade (nmbobade@gmail.com) 5.3 Define Scope-> T & T -> Product Analysis Product Breakdown System analysis Requirements analysis System engineering Value engineering Value analysis Product Analysis Product Analysis Techniques:
  • 75. By: Anand Bobade (nmbobade@gmail.com) 5.3 Define Scope-> T & T -> Alternative Generations Brainstorming Lateral Thinking Analysis of Alternatives Alternatives Generation Develop as many potential OPTIONS as possible in order to identify different approaches to execute and perform the work of the project Generates Creative thoughts Identify distinct approaches Consider all options Finally develop potential option
  • 76. By: Anand Bobade (nmbobade@gmail.com) 5.3 Define Scope-> T & T ->Facilitated Workshops Facilitated Workshops The participation of all stakeholders Define scope Meet the Varity of expectation Resolve stakeholder differences Reach common understanding of the project objectives.
  • 77. By: Anand Bobade (nmbobade@gmail.com) 5.3 Define Scope-> Output Project scope Statement Project documents updates
  • 78. By: Anand Bobade (nmbobade@gmail.com) 5.3 Define Scope-> Output -> Project scope Statement Project scope Statement Scope Statement Product scope description Acceptance Criteria Deliverables Exclusions Constraints Assumptions It is the description of the project scope major deliverables, Assumptions & Constraints
  • 79. By: Anand Bobade (nmbobade@gmail.com) 5.3 Define Scope-> Output -> Project scope Statement Project scope Statement • Characteristics – Product, Service or Result Product scope description • All required conditions that need to be meet to accept the deliverables Acceptance Criteria • Unique – Product, Service or Result Deliverables
  • 80. By: Anand Bobade (nmbobade@gmail.com) 5.3 Define Scope-> Output -> Project scope Statement Project scope Statement • What is excluded from project scope Exclusions • Limits that impact project execution or product/service delivery Constraints • Factors assumed to be true for defining/finalizing project scope statements Assumptions
  • 81. By: Anand Bobade (nmbobade@gmail.com) 5.3 Define Scope-> Output -> Project scope Statement Project Charter Project Purpose or Justification Measurable obj & success criteria's High level requirements description Summary milestone schedule Stakeholder list Project approval requirements Project scope Statement Project scope description Acceptance criteria Project deliverables Project exclusions Project constraints Project assumptions
  • 82. By: Anand Bobade (nmbobade@gmail.com) 5.3 Define Scope-> Output->Project documents updates Project documents updates Project documents updates are required due to change in scope Stakeholder Register • Stakeholder expectations • Stakeholder Requirements Requirements documents • New/Change in requirements Requirement Traceability Matrix • New/update deliverable & product requirement links
  • 83. By: Anand Bobade (nmbobade@gmail.com) 5.3 Define Scope -> Data Flow diagram 5.1 Plan Scope Management Scope Management plan 5.2 Collect Requirements 5.3 Define Scope 5.4 Create WBS 4.1 Develop Project charter Project charter Requirements documents 6.5 Estimate Activity Duration 6.6 Develop Schedule Project Scope Statements Project document updates 6.3 Sequence Activities Project documents Enterprise / Organization OPA
  • 84. By: Anand Bobade (nmbobade@gmail.com) 5.3 Define Scope-> Review Define Scope - Project scope , Product scope Define Scope is Iterative process Project Scope statement Difference Project Scope statement & Project Charter
  • 85. By: Anand Bobade (nmbobade@gmail.com) 5.3 Define Scope -> Question All of the below are inputs to Define Scope process EXCEPT: A) Project Charter B) Requirements Document C) Organizational process assets D) Project Management Plan D
  • 86. By: Anand Bobade (nmbobade@gmail.com)Define Scope => Create WBS
  • 87. By: Anand Bobade (nmbobade@gmail.com) Thank you!! Visit Slide Share website & you will find other Knowledge area presentation… Please share!!