My Basic Knowledge: SCOPE Knowledge Area by Process Group (PMP) Lesson 2

	Inputs	Tools & Techniques	Outputs
7	Collect Requirements: The process of defining and documenting stakeholders' needs to meet the project objectives. # TT1: Project Manager or Business Analyst will do the Interviews with Subject matter expert and it is One-to-one meeting # TT2: Focus Groups: (Brings together prequalified stakeholders and subject matter experts with trained *Moderator) 1. Two-way focus group, 2. Dual moderator focus group, 3. Dueling moderator focus group, 4. Respondent moderator focus group, 5. Client participant focus group, 6. Mini focus group, 7. Teleconference focus group, and 8. Online Focus Group. # TT3: Facilitated Workshops: (Quick with skilled Facilitator* and Key cross-functional stakeholders) Joint Application Development (JAD for SW Ind) and Quality Function Deployment (QFD for Production Ind). # TT4: Group Creativity Techniques: 1. Brainstorming, 2. Nominal Group Technique: where brainstormed ideas are voted upon and sorted by priority, 3. Delphi Technique, 4. Idea and Mind Mapping, and 5. Affinity Diagram: large numbers of ideas to be sorted into groups # TT5: Group Decision making techniques: • Unanimity: everyone agrees on single course of action, • Majority: support from more than 50% of the members of the group, • Plurality: the largest block in a group decides even if a majority is not achieved, • Dictatorship: one individual makes the decision for the group. # TT8: Types of Prototypes: 1.Proof-of-Principle Prototype, 2.Form Study Prototype, 3.Visual Prototype, and 4.Functional/Working Prototype. Modern Prototyping (Computerized) # Categories of Requirements: Project: 1. Business Requirements, 2. Project Mgmt Requirements, 3. Delivery Requirements, and 4. Political Requirements. Product: 1. Technical Requirements, 2. Security Requirements, 3. Performance Requirements, 4. Cost Requirements, and 5. Quality Requirements.
PLANNING	1. Project Charter	1. Interviews	1. Requirements Documentation
	2. Stakeholder Register	2. Focus Groups	(WHAT needs to be performed and WHY each requirement is important on the project)
		3. Facilitated Workshops
		4. Group Creativity Techniques	2. Requirements Management Plan (HOWs)
		5. Group Decision Making Techniques	3. Requirements Traceability Matrix
		6. Questionnaires and Surveys	(Requirements and its source, WHO OWNS and the Status). Matrix depicts as Requirements (Rows) against Deliverables (Columns).
		7. Observations ('Job Shadowing' by Obsorver)
		8. Prototypes (providing a working model)
8	Define Scope: The process of developing a detailed description of the Project and Product. It turns all requirements into a more detailed project scope statement. Project Scope statement includes: 1. Product scope description and Project goals, 2. Product acceptance criteria, 3. Project Deliverables, 4. Project inclusions and exclusions, 5. Project constraints and assumptions, and 6. Identified risks related to the scope. TT2: Product Analysis includes * Product Breakdown, * Systems Analysis, * Requirements Analysis, * Systems Engineering, * Value Engineering, and * Value Analysis. PMI advocates Project Objectives that follow the SMART guideline. S - Specific; M - Measurable; A - Assignable; R - Realistic; T - Timely.
PLANNING	1. Project charter	1. Product analysis	1. Project Scope Statement
	2. Requirements Documentation	2. Alternatives Identification-Brainstorming are used most	2. Project Document Updates
	3. Organizational Process Assets	3. Facilitated Workshops
		4. Expert Judgment
9	Create WBS: The process of subdividing project deliverables and project work into smaller, more manageable components. After creation; it becomes a HUB OF INFORMATION for the project. It is a primary tool for verifying and controlling the project's scope. Every level in WBS is the detailed explanation of the level above it. WBS is a graphical, hierachical chart, logically organized from top to bottom. # Code of account is used to name the WBS (Unique Identification), # Planning packages (Set of work) are between Control Accounts and Work Packages. # WBS isn’t time based, # WBS does form the Scope Baseline, # WBS is a communication tool, # Created by the entire Project Team WBS Dictionaly might include 1. the number of the node, 2. the name of the node, 3. the written requirements for the node, 4. to whom it is assigned, 5. time (Date Assigned and Date Due), 6. cost, and 7. accounting information. # Management Control Points (Control Account): Where the integration of scope, schedule, and cost take place and where performance is measured. Advantages: 1. EV Calculation take place, 2. It is the building block of Performance Measurement, and 3. The sum of the control accounts will add up to the total project value . Control Account may include one or more Work Packages, each Work Package represents only one Control Account.
PLANNING	1. Project Scope Statement	1. Decomposition	1. WBS
	2. Requirements Documentation		2. WBS Dictionary
	3. Organizational Process Assets		3. Scope Baseline (Scope Stmt + WBS + WBS Dict)
			4. Project Document Updates
10	Verify Scope: The process of formalizing acceptance of the completed project deliverables. Formal process to verify and obtain stakeholder acceptance of the completed project scope and deliverables. Usually performed after Perform Quality Control. # Verify Scope happens at the end of each phase and the project and upon delivery of Product/Service/Result. # Verify Scope is concerned with completeness and acceptance, and Perform Quality Control is concerned with correctness. # If the project is cancelled/terminated before completion, Verify Scope is performed to show where the Project was in relation to the Scope when it ended. # Verify Scope is all about comparing the Deliverables with the documented Scope to ensure that everything was completed. # Verify Scope is typically performed by the PM, the Sponsor, the Customer, and the Functional Managers, and the result is a formal, written acceptance by the appropriate stakeholders. # If we don't receive a final sign off from our customer; we have to escalate the issue to our Management. # Characteristics of Verify Scope: 1. Signoff, Review, Inspection, 2. Documenting completed deliverables, and 3. Ensuring that the deliverables conform to the requirements.
M & C	1. Project Management Plan	1. Inspection	1. Accepted deliverables
	2. Requirements Documentation	(It involves a point-by-point review of the Scope and the associated Deliverable). Examine the deliverables, Measure it, Inspect it, and Weigh it.	2. Change Requests
	3. Requirements Traceability Matrix		3. Project Document Updates
	4. Validated Deliverables
11	Control Scope: The process of monitoring the status of the project and product scope and managing changes to the scope baseline. Scope Creep will be eliminated. Integrated Change Control spans: * Control Scope * Control Schedule * Control Cost * Quality Control * Monitor and Control Risk * Administer Procurements # Customer's interests should always be weighed heavily and disputes should be resolved in favor of the customer.
M & C	1. Project Management Plan	1. Variance analysis	1. Work Performance Measurements
	2. Work Performance Information	VA can be used to measure differences btwn what was defined in the Scope Baseline & what was created. It is useful in this process as a way to investigate and understand the root causes behind these differences.	2. Change Requests
	3. Requirements Documentation		3. Project Management Plan Updates
	4. Requirements Traceability Matrix		4. Project Document Updates
	5. Organizational Process Assets		5. Organizational Process Assets Updates

# SCOPE MANAGEMENT is a presentation of logical processes to understand requirements, define, break down, and control the scope of the project, and verify that the project was completed correctly. The Project Manager should always be in control of scope through rigid management of the requirements, details, and processes, and scope changes should be handled in a structured, procedural, and controlled manner. Scope may refer to 1. Product Scope (Features and Functions), and 2. Project Scope (Work need to be completed).
# A Baseline (whether for Scope, Schedule, Cost, or Quality) is the Original Plan + All Approved Changes.
# Uncontrolled changes are often referred to as project scope creep. Scope Creep Results from * Poor initial requirements definition, * Failure to involve users in early stages, * A missing Scope Baseline, * Poor Change Control, * Projects take long therefore requirements also change, * Weak Management, and * Failure to manage user expectations.
# Work Performance Information: Information and data, on the status of the project schedule activities being performed to accomplish the project work, collected as part of the direct and manage project execution processes. # Task: Work not necessarily listed in the WBS and is the lowest level of effort on the project.
# Work Performance Measurements: Results from measurements when comparing PLANNED Vs ACTUAL Technical Performance.
# If a variance is a Beneficial Variance: * Keep that variance, * Issue a change request to update the Scope Baseline to do the changes in characteristics.