The document provides an overview of project scope management including:
- Abdullah Alkhdrawy is an instructor for project scope management. He has a civil engineering degree and project management certification and experience.
- Scope management involves planning, collecting requirements, defining, creating a work breakdown structure, validating, and controlling the scope. It aims to ensure all required work and only the required work is included.
- Collecting requirements involves determining, documenting, and managing stakeholder needs through techniques like interviews, workshops, prototypes, and document analysis to develop requirements documentation and a requirements traceability matrix.
** PMP® Training: https://www.edureka.co/pmp **
This Edureka video on Project Management Tutorial will give you a complete insight of the fundamentals of Project Management along with its various phases and methodologies. This video will help you to learn following topics:
1. What is a Project?
2. Project Management
3. Advantages of Project Management
4. Skills Required for Project Manager
5. Project Management Phases
6. Project Knowledge Areas & Processes
7. Project Management Methodologies
The concepts and processes on how to perform project scope management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan scope management, collect requirements, define scope, create WBS, validate scope, and control scope.
** PMP® Training: https://www.edureka.co/pmp **
This Edureka video on Project Management Tutorial will give you a complete insight of the fundamentals of Project Management along with its various phases and methodologies. This video will help you to learn following topics:
1. What is a Project?
2. Project Management
3. Advantages of Project Management
4. Skills Required for Project Manager
5. Project Management Phases
6. Project Knowledge Areas & Processes
7. Project Management Methodologies
The concepts and processes on how to perform project scope management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan scope management, collect requirements, define scope, create WBS, validate scope, and control scope.
PMBOK(R) sixth edition data flow diagrams r2Kose Jumnichi
PMBOK(R) guide Processes Flow 6th edition DataFlow diagrams by english,
it completely contains all of the PMBOK6 process on one page.
Its will be printable A3 * 3*3 Page
Project Quality Management | Project Quality Control | EdurekaEdureka!
( PMP® Training: https://www.edureka.co/pmp )
This Edureka tutorial on Project Quality Management will give you an insight into the various process and activities covered during Project development in order to maintain and manage the quality of a project:
1. Project Quality Management
2. Quality Management Overview
3. Quality Management Processes
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Project Mangement - overview of the Integration management knowledge area within project management. Describes the 7 processes within integration management and the process groups impacted.
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
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Tumblr: https://agilemercurial.tumblr.com/
it is an overview of project management. concept of project management, scope of project management with example, types of project management, generation and screening, difficulties and its importance.
I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions.
I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization.
this is the first presentations uploaded to Slide Share,
For more information do not hesitate to contact me.
Ahmad H. Maharma - PMP®
Ramallah, Palestine
Phone: + (972) (2) 2968644
Mobile: + (972) (599) 001155E-Mail: ahmad.maharma@gmail.com
Project Management Professional PMI-PMP Based on PMBOK 6th EditionJohn Khateeb
Project Management Professional training course based on the new version of the PMBOK guide. This section explains the main concepts in the introduction section of the PMBOK.
PMBOK(R) sixth edition data flow diagrams r2Kose Jumnichi
PMBOK(R) guide Processes Flow 6th edition DataFlow diagrams by english,
it completely contains all of the PMBOK6 process on one page.
Its will be printable A3 * 3*3 Page
Project Quality Management | Project Quality Control | EdurekaEdureka!
( PMP® Training: https://www.edureka.co/pmp )
This Edureka tutorial on Project Quality Management will give you an insight into the various process and activities covered during Project development in order to maintain and manage the quality of a project:
1. Project Quality Management
2. Quality Management Overview
3. Quality Management Processes
Follow us to never miss an update in the future.
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
Project Mangement - overview of the Integration management knowledge area within project management. Describes the 7 processes within integration management and the process groups impacted.
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
it is an overview of project management. concept of project management, scope of project management with example, types of project management, generation and screening, difficulties and its importance.
I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions.
I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization.
this is the first presentations uploaded to Slide Share,
For more information do not hesitate to contact me.
Ahmad H. Maharma - PMP®
Ramallah, Palestine
Phone: + (972) (2) 2968644
Mobile: + (972) (599) 001155E-Mail: ahmad.maharma@gmail.com
Project Management Professional PMI-PMP Based on PMBOK 6th EditionJohn Khateeb
Project Management Professional training course based on the new version of the PMBOK guide. This section explains the main concepts in the introduction section of the PMBOK.
Free notes on Project Scope Management,PMP Chapter 5, PMBOK, PMP Exam Preparation training
Why Manage Scope
Plan Scope Management
Collect Requirements
Define Scope
Create WBS
Validate Scope
Control Scope
Online PMP Training,Instructor led PMP training,PMP training online,PMP Training in USA,PMP Training in California,PMP Training in Qatar,PMP training in Saudi Arabia,PMP training in India,PMP training in Mumbai,PMP Training in Bangalore
I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions.
I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization.
this is the first presentations uploaded to Slide Share,
For more information do not hesitate to contact me.
Ahmad H. Maharma - PMP®
Ramallah, Palestine
Phone: + (972) (2) 2968644
Mobile: + (972) (599) 001155E-Mail: ahmad.maharma@gmail.com
Episode 21 : Project Scope Management
Introduction to Project scope management
Initiation
Scope Planning
Scope Definition
Scope Verification
Scope Change Control
SAJJAD KHUDHUR ABBAS
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
This is PMBOK Guide Planning Process Group Part one. It includes two Knowledge Area - Integration and Scope management - with five processes - Develop Project Management Plan, Plan Scope Management, Collect Requirements, Define Scope, and Create WBS -.
Project Integration Management includes the processes and activities needed to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups.
Online PMP Training Material for PMP Exam - Scope Management Knowledge AreaGlobalSkillup
Scope Management Knowledge Area in Project management defined by PMBOK 5th Edition by Project Management Institute (PMI). Provided by GlobalSkillup.com towards PMP Certification Exam.
Project scope can be described as "the work that needs to be accomplished to deliver the End Result (product or service or other project's objectives) with the specified features and functions that includes meetings, reports, analysis and all the other parts of Project Management.
CAPM exam preparation developed for self learning.
Plz don't mind some logo and strikethrough.. they were meant to create fun for myself.
You may join the course from Udemy as I take and enjoy the class from there.
With discount it was only $11.
Mr.Joseph Phillips
https://www.udemy.com/share/101WE2AkcZd15VRn4=/
Similar to PMP PMBok 5th ch 5 scope management (20)
- One of the most useful tools in the Oracle Primavera P6
- How to get used of Float Paths, step by step.
- When it fails to support you? What to do in such a case.
=> Strategic planning first entry
- The easiest introduction to the Strategic Planning
- The basic knowledge of the strategic planning, that everybody should know.
ABDULLAH ALKHADRAWY
PMP, PMBOK (R) 5th Edition,
CH: 11: Project Risk Management
--> Represents one of two biggest chapters, of the PMBOK
==> Too much useful, for the people who have concern in the project management field, & the risk management field as well
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
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This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
2. Course Instructor:
Abdullah Ahmed Al-Khadrawy.
BSc. Civil Engineering 2006 (V.Good HD).
Graduation Project (Project Management)
2006.(Excellent graded)
Certified from Primavera Inc. ® : Advanced user for
Primavera P6 (2008).
Certified from Primavera Inc. ® : Advanced user for
primavera Contract Manager 12 (2009).
Attended courses (PMP, CCE, FIDIC, Project
Management, Arbitration for Engineering Contracts)
[2007-2013]
Certified from PMI ® as PMP ® April2011
mahmed210@gmail.com
3. 5
5
Project Scope
Management
ensure that the project includes all the work required, and only the
work required, to complete the project successfully.
Initiating
Planning
5.1 Plan Scope
Management
5.2 Collect
Requirements
5.3 Define Scope
5.4 Create WBS
Executing
Monitoring and
Controlling
5.5 Validate
Scope
5.6 Control
Scope
Closing
4. Product Scope & Project Scope
• Product scope. The features and functions that characterize a product, service, or
result; and/or
• Project scope. The work performed to deliver a product, service, or result with the
specified features and functions.
• The term project scope is sometimes viewed as including product scope.
5. 5.1 Plan Scope Management
Planning
creating a scope management plan that documents how the project scope will
be defined, validated, and controlled.
.1 Project management plan
.1 Expert judgment
.2 Project charter
.3 Enterprise environmental
factors
.2 Meetings
.4 Organizational process assets
.1 Scope management plan
.2 Requirements management plan
6. 5.1 Plan Scope Management:-
Inputs
1. Project management plan
2. Project charter
3. Enterprise environmental factors
4. Organizational process assets
7. 5.1 Plan Scope Management:-
Inputs
2. Project charter
• It provides the high-level project description and product characteristics from the project statement of
work.
8. 5.1 Plan Scope Management:-
Inputs
4. Enterprise environmental factors
• Organization’s culture, Infrastructure,
• Personnel administration, and
• Marketplace conditions.
5. Organizational process assets
• Policies and procedures,
• Historical information and lessons learned knowledge base
9. 5.1 Plan Scope Management:- Tools and Techniques:-
1. Expert jugement
2. Meetings
10. 5.1 Plan Scope Management:- Tools and Techniques:-
1. Expert jugement
•
Expert judgment refers to input received from
knowledgeable and experienced parties.
Expertise may be provided by any group or person
with specialized education, knowledge, skill,
experience, or training in developing scope
management plans.
11. 5.1 Plan Scope Management:- Tools and Techniques:2. Meetings
The project manager,
The project sponsor,
Selected project team members,
Selected stakeholders,
Anyone with responsibility for any of the scope management processes, and others
as needed.
12. 5.1 Plan Scope Management
1. Scope management plan
2. Requirements management plan
Outputs
13. 5.1 Plan Scope Management
Outputs
1. Scope management plan
The scope management plan is a component of the project or program management plan that
describes how the scope will be defined, developed, monitored, controlled, and verified.,
The components of a scope management plan include:
• Process for preparing a detailed project scope statement;
• Process that enables the creation of the WBS from the detailed project scope statement;
• Process that establishes how the WBS will be maintained and approved;
• Process that specifies how formal acceptance of the completed project deliverables will be obtained;
• Process to control how requests for changes to the detailed project scope statement will be processed.
This process is directly linked to the Perform Integrated Change Control process (Section 4.5).
The scope management plan can be formal or informal, broadly framed or highly detailed, based on
the needs of the project
14. 5.1 Plan Scope Management
Outputs
2. Requirements management plan
The phase-to-phase relationship, strongly influences how requirements are managed.
The project manager chooses the most effective relationship for the project and documents this
approach in the requirements management plan.,
Components of the requirements management plan can include, but are not limited to:
• How requirements activities will be planned, tracked, and reported;
• Configuration management activities such as: how changes to the product will be initiated, how
impacts will be analyzed, how they will be traced, tracked, and reported, as well as the authorization
levels required to approve these changes;
• Requirements prioritization process;
• Product metrics that will be used and the rationale for using them; and
•Traceability structure to reflect which requirement attributes will be captured on the traceability
matrix.
15. 5.2 Collect Requirements
Planning
determining, documenting, and managing stakeholder needs and
requirements to meet project objectives.
.1 Scope management plan
.2 Requirements management plan
.3 Stakeholder management plan
.4 Project charter
.5 Stakeholder register
.1 Interviews
.2 Focus groups
.3 Facilitated workshops
.4 Group creativity techniques
.5 Group decision-making
techniques
.6 Questionnaires and surveys
.7 Observations
.8 Prototypes
.9 Benchmarking
.10 Context diagrams
.11 Document analysis
.1 Requirements documentation
.2 Requirements traceability matrix
17. Requirements Classifications
Requirements can be grouped into classifications allowing for further refinement and detail as the requirements are elaborated:
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. Solution requirements are further grouped into functional and nonfunctional requirements:
•
Functional requirements describe the behaviors of the product. Examples include processes, data, and interactions with the
product.
•
Nonfunctional requirements supplement functional requirements and 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.
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 fulfillment of other project requirements.
18. 5.2 Collect Requirements
Inputs
1. Scope management plan
2. Requirements management plan
3. Stakeholder management plan
4. Project charter
5. Stakeholder register
19. 5.2 Collect Requirements:- Tools and Techniques:1. Interviews
2. Focus groups
3. Facilitated workshops
4. Group creativity techniques
5. Group decision-making techniques
6. Questionnaires and surveys
7. Observations
8. Prototypes
9. Benchmarking
10. Context diagrams
11. Document analysis
20. 5.2 Collect Requirements:- Tools and Techniques:1. Interviews
•
Formal or informal approach to elicit information from stakeholders by talking to them directly.
• It is typically performed by asking prepared and spontaneous questions and recording the responses.
• Interviews are often conducted on an individual basis between an interviewer and an interviewee, but
may involve multiple interviewers and/or multiple interviewees.
• Interviewing experienced project participants, sponsors and other executives, and subject matter
experts can aid in identifying and defining the features and functions of the desired product
deliverables.
• Interviews are also useful for obtaining confidential information.
21. 5.2 Collect Requirements:- Tools and Techniques:-
2. Focus groups
• Focus
groups bring together prequalified stakeholders and subject
matter experts to learn about their expectations and attitudes about a
proposed product, service, or result.
• A trained moderator guides the group through an interactive discussion,
designed to be more conversational than a one-on-one interview..
22. 5.2 Collect Requirements:- Tools and Techniques:3. Facilitated workshops
• Facilitated workshops are focused sessions that bring key stakeholders together to define product requirements.
• Workshops are considered a primary technique for quickly defining cross-functional requirements and
reconciling stakeholder differences.
• Issues can be discovered earlier and resolved more quickly than in individual sessions.
• Joint Application Design/development (JAD), software development industry. Focus on bringing business subject
matter experts and the development team together to improve the software development process.
• Quality Function Deployment (QFD), the manufacturing industry, helps determine critical characteristics for
new product development. QFD starts by collecting customer needs,
• also known as voice of the customer (VOC) = QFD
•These needs are then objectively sorted and prioritized, and goals are set for achieving them.
• 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.
• User stories are widely used with agile methods.
23. 5.2 Collect Requirements:- Tools and Techniques:4. Group creativity techniques
• Brainstorming. A technique used to generate and collect multiple ideas related to
project and product requirements. Although brainstorming by itself does not include
voting or prioritization, it is often used with other group creativity techniques that do.
• Nominal group technique. A technique that enhances brainstorming with a voting
process used to rank the most useful ideas for further brainstorming or for
prioritization.
• Idea/mind mapping. A technique in which ideas created through individual
brainstorming sessions are consolidated into a single map to reflect commonality and
differences in understanding, and generate new ideas.
• Affinity diagram. A technique that allows large numbers of ideas to be classified into
groups for review and analysis.
• Multicriteria decision analysis. A technique that 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.
24. 5.2 Collect Requirements:- Tools and Techniques:5. Group Decision-Making Techniques
• Unanimity. A decision that is reached whereby everyone agrees on a single course of
action. One way to reach unanimity is the Delphi technique, in which a selected group
of experts answers questionnaires and provides feedback regarding the responses from
each round of requirements gathering. The responses are only available to the
facilitator to maintain anonymity.
• Majority. A decision that is reached with support obtained from more than 50 % of the
members of the group. Having a group size with an uneven number of participants can
ensure that a decision will be reached, rather than resulting in a tie.
• Plurality. A decision that is reached whereby the largest block in a group decides, even
if a majority is not achieved. This method is generally used when the number of options
nominated is more than two.
• Dictatorship. In this method, one individual makes the decision for the group.
25. 5.2 Collect Requirements:- Tools and Techniques:-
6. Questionnaires and surveys
•written sets of questions designed to quickly accumulate
information from a large number of respondents; e.g. football
fans, hotel end users,…,… etc.
• Questionnaires and/or surveys are most appropriate with varied
audiences, when a quick turnaround is needed, when respondents
are geographically dispersed, and where statistical analysis is
appropriate.
26. 5.2 Collect Requirements:- Tools and Techniques:-
7. Observations
• Provide a direct way of viewing individuals in their environment
and how they perform their jobs or tasks and carry out processes.
•It is particularly helpful for detailed processes when the people
that use the product have difficulty or are reluctant to articulate
their requirements.
• Observation is also known as “job shadowing.”
• It is usually done externally by an observer viewing a business
expert performing a job.
• It can also be done by a “participant observer” who actually
performs a process or procedure to experience how it is done to
uncover hidden requirements.
27. 5.2 Collect Requirements:- Tools and Techniques:-
8. Prototypes
• Method of obtaining early feedback on requirements by providing a
working model of the expected product before actually building it.
• Since a prototype is tangible, it allows stakeholders to experiment.
• The concept of progressive elaboration in iterative cycles of mock-up
creation, user experimentation, feedback generation, and prototype
revision (Phases).
• After feedback cycles, the requirements obtained are sufficiently
complete to move to a design or build phase.
• Storyboarding is a prototyping technique showing sequence or
navigation through a series of images or illustrations.
• Storyboards are used on industries, e.g. film, advertising, instructional
design, and on agile and other software development projects.
• In software development, storyboards use mock-ups to show
navigation paths through webpages, screens, or other user interfaces
Storyboarding
28. 5.2 Collect Requirements:- Tools and Techniques:-
9. Benchmarking
• Comparing actual or planned practices, such as processes and
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.
29. 5.2 Collect Requirements:- Tools and Techniques:-
10. Context Diagrams
• 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.
• 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.
30. 5.2 Collect Requirements:- Tools and Techniques:-
11. Document Analysis
• Elicit requirements by analyzing existing documentation and
identifying information relevant to the requirements.
• E.g.: 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, and
regulatory documentation such as laws, codes, or ordinances, etc.
32. 5.2 Collect Requirements:-
1. Requirements documentation
Outputs
Requirements documentation describes how individual
requirements meet the business need for the project.
Components of requirements documentation can include,
but, are not limited to:
•
•
•
•
•
•
Business requirements, including:
Business and project objectives for traceability;
Business rules for the performing organization; and
Guiding principles of the organization.
Stakeholder requirements, including:
Impacts to other organizational areas;
Impacts to other entities inside or outside the performing organization;
and
Stakeholder communication and reporting requirements.
33. 5.2 Collect Requirements:-
1. Requirements documentation
Outputs
Solution requirements, including:
•
•
•
•
•
Functional and nonfunctional requirements;
Technology and standard compliance requirements;
Support and training requirements;
Quality requirements; and
Reporting requirements, etc. (solution requirements can be
documented textually, in models, or both).
Project requirements, such as:
Transition requirements.
Requirements assumptions, dependencies, and constraints.
Levels of service, performance, safety, compliance, etc.; and
Acceptance criteria.
34. 5.2 Collect Requirements:-
2. Requirements traceability matrix
Outputs
a grid that links product requirements from their origin to the
deliverables that satisfy them.
Helps to ensure that each requirement adds business value by
linking it to the business and project objectives.
It provides a means to track requirements throughout the project
life cycle, helping to ensure that requirements are delivered at the
end of the project.
Attributes for each requirement can be recorded in the
requirements traceability matrix
35. 5.2 Collect Requirements:-
2. Requirements traceability matrix
Outputs
Tracing includes, but is not limited to, tracing requirements for the
following:
Business needs, opportunities, goals, and objectives; Project
objectives;
Project scope/WBS deliverables;
Product design;
Product development;
Test strategy and test scenarios;
High-level requirements to more detailed requirements.
37. 5.3 Define Scope
Planning
developing a detailed description of the project and product, describes the
project, service, or result boundaries by defining which of the requirements
collected will be included in and excluded from the project scope
.1 Scope management plan
.2 Project charter
.3 Requirements documentation
.4 Organizational process assets
.1 Expert judgment
.2 Product analysis
.3 Alternatives generation
.4 Facilitated workshops
.1 Project scope statement
.2 Project documents updates
38. 5.3 Define Scope
Inputs
1. Scope management plan
2. Project charter
3. Requirements documentation
4. Organizational process assets
39. 5.3 Define Scope
Inputs
4. Organizational process assets
• Policies, procedures, and templates for a project scope statement;
• Project files from previous projects; and
•Lessons learned from previous phases or projects
41. 5.3 Define Scope:- Tools and Techniques:1. Expert jugement
Other units within the organization; Consultants;
• Stakeholders, including customers or sponsors;
• Professional and technical associations; Industry groups; and
• Subject matter experts.
42. 5.3 Define Scope:- Tools and Techniques:2. 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.
• Translating high-level product descriptions into tangible deliverables.
value engineering
• Product analysis includes techniques such as product breakdown, systems
analysis, requirements analysis, systems engineering, value engineering,
and value analysis.
systems engineering
43. 5.3 Define Scope:- Tools and Techniques:4. Facilitated workshops
• Facilitated workshops are focused sessions that bring key stakeholders together to define product requirements.
• Workshops are considered a primary technique for quickly defining cross-functional requirements and
reconciling stakeholder differences.
• Issues can be discovered earlier and resolved more quickly than in individual sessions.
• Joint Application Design/development (JAD), software development industry. Focus on bringing business subject
matter experts and the development team together to improve the software development process.
• Quality Function Deployment (QFD), the manufacturing industry, helps determine critical characteristics for
new product development. QFD starts by collecting customer needs,
• also known as voice of the customer (VOC) = QFD
•These needs are then objectively sorted and prioritized, and goals are set for achieving them.
• 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.
• User stories are widely used with agile methods.
45. 5.3 Define Scope
Outputs
1. Project scope statement
• The description of the project scope, major deliverables,
assumptions, and constraints.
• Documents the entire scope, including project and product
scope.
• It also provides a common understanding of the project scope
among project stakeholders.
46. 5.3 Define Scope
Outputs
1. Project scope statement
• Product scope description. Progressively elaborates the characteristics of the product,
service, or result described in the project charter and requirements documentation.
• Acceptance criteria. A set of conditions that is required to be met before deliverables are
accepted.
• Deliverable. Any unique and verifiable product, result, or capability to perform a service
that is required to be produced to complete a process, phase, or project. Deliverables also
include ancillary results, such as project management reports and documentation. These
deliverables may be described at a summary level or in great detail.
• Project exclusion. Generally identifies what is excluded from the project. Explicitly
stating what is out of scope for the project helps to manage stakeholders’ expectations.
47. 5.3 Define Scope
Outputs
1. Project scope statement
• Constraints. A limiting factor that affects the execution of a project or process .
Constraints identified with the project scope statement list and describe the specific
internal or external restrictions or limitations associated with the project scope that
affect the execution of the project, for example, a predefined budget or any imposed
dates or schedule milestones that are issued by the customer or performing
organization. When a project is performed under an agreement, contractual provisions
will be constraints.
• Assumptions. A factor in the planning process that is considered to be true, real, or
certain, without proof or demonstration. Also describes the potential impact of those
factors if they prove to be false.
Constraints
53. 5.4 Create WBS
Inputs
4. Enterprise environmental factors
• Industry-specific WBS standards, relevant to the nature of the project,
• For example, engineering projects may reference ISO/IEC15288 on Systems Engineering – System Life Cycle
Processes, to create a WBS for a new project.
5. Organizational process assets
• Policies, procedures, and templates for the WBS;
• Project files from previous projects;
• Lessons learned from previous projects.
56. 5.4 Create WBS:- Tools and Techniques:1. Decomposition
Sample WBS Organized by Phase
57. 5.4 Create WBS:- Tools and Techniques:1. Decomposition
Sample WBS with Major Deliverables
58. 5.4 Create WBS:- Tools and Techniques:1. Decomposition
• Identifying and analyzing the deliverables and related work;
• Structuring and organizing the WBS;
• Decomposing the upper WBS levels into lower-level detailed components;
•Developing and assigning identification codes to the WBS components; and
•Verifying that the degree of decomposition of the deliverables is appropriate.
61. 5.4 Create WBS
Outputs
1. Scope baseline
• The project scope statement includes the description of the project scope, major
deliverables, assumptions, and constraints.
64. 5.4 Create WBS
Outputs
1. Scope baseline
Information in the WBS dictionary may include, but is not limited to:
• Code of account identifier,
Description of work
• Schedule milestones,
Associated schedule activities
• Assumptions and constraints
Responsible organization
• Resources required
Technical references, and
• Quality requirements,
Acceptance criteria
• Cost estimates,
Agreement information
65. 5.5 Validate Scope
Monitoring&Controlling
formalizing acceptance of the completed project deliverables
.1 Project management plan
.2 Requirements documentation
.3 Requirements traceability
matrix
.4 Verified deliverables
.5 Work performance data
.1 Inspection
.2 Group decision-making
techniques
.1 Accepted deliverables
.2 Change requests
.3 Work performance
information
.4 Project documents updates
66. Validate Scope VS. Control Quality
• The verified deliverables obtained from the Control Quality process are reviewed with
the customer or sponsor to ensure that they are completed satisfactorily and have
received formal acceptance of the deliverables by the customer or sponsor.
• The Validate Scope process is primarily concerned with acceptance of the
deliverables, while quality control is primarily concerned with correctness of the
deliverables and meeting the quality requirements specified for the deliverables.
• Control Quality is generally performed before Validate Scope, although the two
processes may be performed in parallel.
67. 5.5 Validate Scope
Inputs
1. Project management plan
2. Requirements documentation
3. Requirements traceability matrix
4. Verified deliverables
5. Work performance data
68. 5.5 Validate Scope:- Tools and Techniques:1. Inspection
2. Group decision-making techniques
69. 5.5 Validate Scope:- Tools and Techniques:1. Inspection
• Inspection includes activities such as measuring, examining, and validating to
determine whether work and deliverables meet requirements and product acceptance
criteria.
• Inspections are sometimes called reviews, product reviews, audits, and
walkthroughs.
• In some application areas, these different terms have unique and specific meanings.
71. 5.6 Control Scope
Monitoring&Controlling
monitoring the status of the project and product scope and managing changes
to the scope baseline
.
.1 Project management plan
.1 Variance analysis
.1 Work performance information
.2 Requirements documentation
.2 Change requests
.3 Requirements traceability
matrix
.3 Project management plan updates
.4 Work performance data
.5 Organizational process assets
.4 Project documents updates
.5 Organizational process assets
update
72. Scope creep
• The uncontrolled expansion to product or project scope without
adjustments to time, cost, and resources
• The main target of control scope process, to keep the scope creep
away.
73. 5.6 Control Scope
Inputs
1. Project management plan
2. Requirements documentation
3. Requirements traceability matrix
4. Work performance data
5. Organizational process assets
74. 5.6 Control Scope:- Tools and Techniques:1. Variance analysis
• Technique for determining the cause and degree of difference between the baseline
and actual performance.
• Then deciding whether corrective or preventive action is required.
75. 5.6 Control Scope
Outputs
1. Work performance information
2. Change requests
3. Project management plan updates
4. Project documents updates
5. Organizational process assets update
76. 5.6 Control Scope
Outputs
3. Project management plan updates
• Scope Baseline Updates. If the approved change requests have an effect on the project
scope.
• Other Baseline Updates. If the approved change requests have an effect on the project
besides the project scope, then the corresponding cost baseline and schedule baselines are
revised and reissued to reflect the approved changes.
78. 5.6 Control Scope
Outputs
5. Organizational process assets update
• Causes of variances,
• Corrective action chosen and the reasons, and
• Other types of lessons learned from project scope control