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Project Scope Management 1
Project Scope Management
1
Process Group Knowledge Area Initiating Planning Executing Monitoring & Controlling Closing 4.5. 4.7. Close
Process Group
Knowledge Area
Initiating
Planning
Executing
Monitoring & Controlling
Closing
4.5.
4.7. Close
4.
Project Integration
4.1.
Develop project
4.2.
Management
charter
Develop project management
plan
4.3.Direct & Manage Project
Work
4.4.Manage Project Knowledge
Monitor & Control
Project Work
Project or
4.6.
Perform Integrated
Change Control
Phase
5.1.
Plan Scope Management
5.Project Scope
5.2.
Collect Requirements
5.5.
Validate Scope
Management
5.3.
Define Scope
5.6.
Control Scope
5.4.
Create WBS
6.1.
Plan Schedule Management.
6.2.
Define Activities
6.
Project schedule
6.3.
Sequence Activities
6.6.
Control Schedule
Management
6.4.
Estimate Activity Durations
6.5.
Develop Schedule
7.1.
Plan Cost management
7.Project Cost
7.2.
Estimate Costs
7.4.
Control Costs
Management
7.3.
Determine Budget
8. Project Quality
8.1.
Plan Quality management
8.2.
Manage Quality
8.3.
Control Quality
Management
9.3.
Acquire Resources
9. Project Resource
9.1.
Plan Resource Management
9.4.
Develop team
9.6.
Control Resources
Management
9.2.
Estimate Activity Resources
9.5.
Manage team
10. Project
Monitor
Communication
10.1. Plan Communications
Management
10.3.
10.2.
Manage Communications
Communications
Management
11.1.
Plan Risk Management
11.2.
Identify Risks
11.3.
11. Project Risk
Perform Qualitative Risk
Analysis
11.6.
Implement Risk
11.7.
Monitor Risks
Management
Responses
11.4.
Perform Quantitative Risk
Analysis
11.5.
Plan Risk Responses
12. Project Procurement
12.1.
Plan Procurement Management.
12.2.
Conduct Procurements
12.3.
Control Procurements
Management
13. Project Stakeholder
13.1. Identify
13.4.
Monitor Stakeholder
13.2.
Plan Stakeholder Engagement
Management
Stakeholders
13.3. Manage Stakeholder
Engagement
Engagement
2
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PART ONE INTRODDUCTION & RELEVANT CONCEPTS & TERMS 3
PART ONE
INTRODDUCTION
&
RELEVANT
CONCEPTS
&
TERMS
3
Project Scope Management Ø The processes required to ensure that the project includes all the
Project Scope Management
Ø The processes required
to ensure that the project
includes
all
the
work
required,
and
only
the
work
required,
to
complete
the
project
successfully.
Ø Managing
scope
concerned
the
project
is
primarily
with defining
and
controlling
what
is
and is not included in the
project
Ø Saying NO to additional
work not included in the
project or not part of the
project charter.
CULTIVATE YOUR FIELD
ONLY!
Ø Preventing extra work.
PMBOK® Guide, Page 129
4
Gold Plating Gold plating is performing extra work that wasn't originally agreed to. ü X
Gold Plating
Gold plating is
performing extra work
that wasn't originally
agreed to.
ü
X
You should give the
customer what they
asked for, no more and
no less. Giving any
extras is a waste of time
and adds no benefit to
the project!
5
Product Scope (features & aspects ) Project Scope (Work and activities) Product Scope: the features
Product
Scope
(features &
aspects )
Project Scope
(Work and
activities)
Product Scope: the features and functions that characterize a product,
service, or result.
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.
6
Expert Judgment • SME’s (subject matter experts) • PMO • Other units within the organization.
Expert Judgment
• SME’s (subject matter experts)
• PMO
• Other units within the organization.
• Consultants
• Stakeholders, including customer
and sponsors.
• Professional and technical
associations.
• Industry groups.
• Groups with knowledge of or
experience with similar projects
7
Facilitation ØAKA “Requirements workshops”. ØBring key cross functional stakeholders TOGETHER to define product
Facilitation
ØAKA “Requirements workshops”.
ØBring key cross functional
stakeholders TOGETHER to define
product requirements.
ØBridge the gap between
stakeholders.
ØBetter than individual sessions
•JAD (Joint Application
Development/Design) focus on
bringing users and the development
team together to improve the
software development process
•QFD (Quality Function Deployment)
collecting customer needs that
helps determine critical
characteristics for new product
development.
•VOC (Voice of Customer)
8
Group Creativity Techniques Deciding on project and product requirements using some group activities such as:
Group Creativity
Techniques
Deciding on project and
product requirements using
some group activities such
as:
• Brainstorming
• Nominal group
techniques (voting)
• Delphi
• Mind Mapping
• Affinity Diagram
9
Decision Making Techniques It can be used in the Collect Requirements process include but are
Decision Making Techniques
It can be used in the Collect Requirements process
include but are not limited to:
Ø Voting
ü Unanimity. Everyone agrees on a single
course of action.
ü Majority. Support from more than 50% of the
members of the group.
ü Plurality. The largest block in a group decides
even if a majority is not achieved
Ø Autocratic decision making. One individual takes
responsibility for making the decision for the group.
Ø Multi-criteria decision analysis. A technique that uses
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
10
Context Diagram Context diagrams visually depict the product scope by showing a business system (process,
Context Diagram
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
11
Prototypes Building a “working model” of the expected product before actually building it. Better for
Prototypes
Building a
“working
model” of the expected
product before actually
building it.
Better for stakeholders to
try instead of abstract
presentations.
Iterative cycles of:
§ mock-up creation
§ User experimentation
§ Feedback generation
§ Prototype revision
12
Project Scope Statement § Project boundaries and exclusions § Product scope description (characteristics of
Project Scope Statement
§ Project boundaries and
exclusions
§ Product scope description
(characteristics of product/result)
§ Product acceptance criteria
§ Project deliverables
§ Project constraints
§ Imposed milestones and/or
budget
§ Project assumptions
§ Initial project organization
§ Initial defined risks
§ Order of magnitude cost estimate
§ Approval requirements
13
Project Scope Statement (cont.) • Project’s deliverables and the work required to create those deliverables.
Project Scope Statement (cont.)
• Project’s deliverables and the
work required to create those
deliverables.
• Provides a common
understanding among all
stakeholders,
• Describes the project’s major
objectives, enables the team to
perform more detailed planning
• Guides the team’s work during
execution, and provides the
baseline for evaluating whether
client requests for changes or
additional work fall within or
outside the project’s boundaries.
14
WBS (Work Breakdown Structure) • A work breakdown structure (WBS) is an outcome-oriented analysis of
WBS (Work Breakdown Structure)
• A work breakdown structure
(WBS) is an outcome-oriented
analysis of the work involved in a
project that defines the total scope
of the project
• It is a foundation document in
project management because it
provides the basis for planning
and managing project schedules,
costs, and changes
• You need a WBS to create a Gantt
chart, do critical path analysis, and
to use earned value analysis
15
WBS Definition Deliverable oriented grouping of project elements that organizes and defines the total scope
WBS Definition
Deliverable oriented grouping of project
elements that organizes and defines the
total scope of the project
Software
Data/Control Systems
Hardware
16
Sample of WBS in IT Projects (Intranet WBS in Tabular Form) 1.0 Concept 1.1 Evaluate
Sample of WBS in IT Projects (Intranet WBS in Tabular Form)
1.0
Concept
1.1 Evaluate current systems
1.2 Define Requirements
1.2.1 Define user requirements
1.2.2 Define content requirements
1.2.3 Define system requirements
1.2.4 Define server owner requirements
1.3 Define specific functionality
1.4 Define risks and risk management approach
1.5 Develop project plan
1.6 Brief web development team
2.0
Web Site Design
3.0
Web Site Development
4.0
Roll Out
5.0
Support
17
Typical WBS Information System 1. Project Systems Hardware Software Facilities Training Management Engineering
Typical WBS
Information
System
1.
Project
Systems
Hardware
Software
Facilities
Training
Management
Engineering
Acquisition
Development
Modifications
Development
1.1
1.2
1.3
1.4
1.5
1.6
Project
Product
CPU
Operating
Facility
Training
Planning
Design
Acquisition
System
Plans
Plans
1.1.1
1.2.1
1.3.1
1.4.1
1.5.1
1.6.1
Project
Systems
Auxiliary
Database
Facility
Training
Control
Integration
Equipment
1.4.2
Modification
Courses
1.1.2
1.2.2
1.3.2
1.5.2
1.6.2
Project
Test &
Printer
Application
Facility
Data
Evaluation
Acquisition
Development
Installation
1.1.3
1.2.3
1.3.3
1.4.3
1.5.3
18
Work Breakdown Structure & Dictionary For each WBS element, the WBS dictionary includes a statement
Work Breakdown Structure & Dictionary
For each WBS element, the WBS dictionary includes a statement of work, a list
of associated activities, and a list of milestones. Other information can include
the responsible organization, start and end dates, resources required, an
estimate of cost, charge number, contract information, quality requirements, and
technical references to facilitate performance of work. Each WBS element
should be cross-referenced, as appropriate, to other WBS elements in the WBS
dictionary.
19
Scope Baseline Approved WBS Scope statement Approved + Scope WBS Dictionary Statement WBS + WBS
Scope Baseline
Approved
WBS
Scope
statement
Approved
+
Scope
WBS Dictionary
Statement
WBS
+
WBS dictionary
Scope
Baseline
20
PART TWO Project Scope Management Processes 21
PART TWO
Project
Scope
Management
Processes
21
Process Group Knowledge Area Initiating Planning Executing Monitoring & Controlling Closing 4.5. 4.7. Close
Process Group
Knowledge Area
Initiating
Planning
Executing
Monitoring & Controlling
Closing
4.5.
4.7. Close
4.
Project Integration
4.1.
Develop project
4.2.
Management
charter
Develop project management
plan
4.3.Direct & Manage Project
Work
4.4.Manage Project Knowledge
Monitor & Control
Project Work
Project or
4.6.
Perform Integrated
Change Control
Phase
5.1.
Plan Scope Management
5.Project Scope
5.2.
Collect Requirements
5.5.
Validate Scope
Management
5.3.
Define Scope
5.6.
Control Scope
5.4.
Create WBS
6.1.
Plan Schedule Management.
6.2.
Define Activities
6.
Project schedule
6.3.
Sequence Activities
6.6.
Control Schedule
Management
6.4.
Estimate Activity Durations
6.5.
Develop Schedule
7.1.
Plan Cost management
7.Project Cost
7.2.
Estimate Costs
7.4.
Control Costs
Management
7.3.
Determine Budget
8. Project Quality
8.1.
Plan Quality management
8.2.
Manage Quality
8.3.
Control Quality
Management
9.3.
Acquire Resources
9. Project Resource
9.1.
Plan Resource Management
9.4.
Develop team
9.6.
Control Resources
Management
9.2.
Estimate Activity Resources
9.5.
Manage team
10. Project
10.3.
Monitor
Communication
10.1. Plan Communications
Management
10.2.
Manage Communications
Communications
Management
11.1.
Plan Risk Management
11.2.
Identify Risks
11.3.
11. Project Risk
Perform Qualitative Risk
Analysis
11.6.
Implement Risk
11.7.
Monitor Risks
Management
Responses
11.4.
Perform Quantitative Risk
Analysis
11.5.
Plan Risk Responses
12. Project Procurement
12.1.
Plan Procurement Management.
12.2.
Conduct Procurements
12.3.
Control Procurements
Management
13. Project Stakeholder
13.1. Identify
13.4.
Monitor Stakeholder
13.2.
Plan Stakeholder Engagement
Management
Stakeholders
13.3. Manage Stakeholder
Engagement
Engagement
2
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12
1 22
Scope Management Processes • Plan Scope Management 1 • Collect Requirements 2 • Define Scope
Scope
Management
Processes
• Plan Scope Management
1
• Collect Requirements
2
• Define Scope
3
• Create WBS
4
• Validate Scope
Includes the processes
required to ensure that
the project includes
ALL the work
required, and ONLY
the work required, to
complete the project
successfully.
5
• Control Scope
Create
Plan
Collect
Define
Validate
Control
WBS
23
5.1 Plan Scope Management The process of creating a scope management plan that documents how
5.1 Plan Scope Management
The process of creating a scope management plan that documents
how the project & product scope will be defined, validated, and
controlled.
Create
Plan
Collect
Define
Validate
Control
WBS
24
5.1 Plan Scope Management OUTPUTS 1. Scope management plan OUTPUTS 2. Requirements management plan 25
5.1 Plan Scope Management
OUTPUTS
1. Scope management
plan
OUTPUTS
2. Requirements
management plan
25
INPUTS INPUTS 1.Project charter 2. Project manage. Plan • Quality manage. Plan • Project life
INPUTS INPUTS 1.Project charter 2. Project manage. Plan • Quality manage. Plan • Project life
INPUTS INPUTS 1.Project charter 2. Project manage. Plan • Quality manage. Plan • Project life

INPUTS INPUTS

1.Project charter

2. Project manage. Plan

• Quality manage. Plan

• Project life cycle description

• Development approach

3. Enterprise environmental factors

4. Organizational process assets

T & T

1.Expert judgement

T & T

2.Data analysis

• Alternative analysis

3. Meetings

Meetings • Meetings to develop the scope management plan • Attendees may include the project
Meetings
• Meetings to develop the scope
management plan
• Attendees may include 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
26
Scope Management Plan Process that enables the creation of the WBS Process that establishes how
Scope Management Plan
Process that enables
the creation of the
WBS
Process that
establishes how the
scope baseline will be
approved and
maintained;
Process for preparing
a project scope
statement
Scope
M. Plan
Process that specifies
how formal acceptance
of the completed
project deliverables will
be obtained.
27
Requirements Management Plan Requirements prioritization process Configuration management activities Metrics that
Requirements Management Plan
Requirements
prioritization
process
Configuration
management
activities
Metrics that will
be used and the
rationale for
using them;
How
requirements
activities will be
planned, tracked,
and reported
Requiremen
ts M. Plan
Traceability
structure that
reflects the
requirement
attributes
28
5.2 Collect Requirements The process of determining, documenting, and managing stakeholder needs & requirements to
5.2 Collect Requirements
The process of determining, documenting, and managing stakeholder
needs & requirements to meet project objectives.
Create
Plan
Collect
Define
Validate
Control
WBS
29
5.2 Collect Requirements OUTPUTS 1. Requirements documentation OUTPUTS • Questionnaires & surveys 2.
5.2 Collect Requirements
OUTPUTS
1. Requirements
documentation
OUTPUTS
• Questionnaires & surveys
2. Requirements
traceability matrix
• Multi-criteria decision analysis
6. Interpersonal & Team Skills
• Observation/ conversation
30
INPUTS INPUTS T & T 1. Expert Judgment 2. Data Gathering • Brainstorming T &
INPUTS INPUTS T & T 1. Expert Judgment 2. Data Gathering • Brainstorming T &
INPUTS INPUTS T & T 1. Expert Judgment 2. Data Gathering • Brainstorming T &

INPUTS INPUTS

T & T

1. Expert Judgment

2. Data Gathering

• Brainstorming

T & T

• Interviews

• Focus Groups

• benchmarking

3.Data analysis

• Document analysis

4.Decision making

• Voting

5. Data representation

• Affinity diagrams

Mind mapping

• Nominal group

• Facilitation

7. Context diagram

8. Prototypes

1. Project charter

2. Project manage. Plan

• Scope manage. Plan

• Requirements manage. Plan

• Stakeholder engagement plan

3. Project documents

• Assumption log

• Lessons learned register

• Stakeholder register

4. Business documents

• Business case

5. Agreements

6. EEF

7. OPA

5.3 Define Scope The process of developing a details description of the project & product
5.3 Define Scope
The process of developing a details description of the project &
product
Create
Plan
Collect
Define
Validate
Control
WBS
31
5.3 Define Scope OUTPUTS 1. Project charter 1.Expert judgment 1. Project scope statement 2. Project
5.3 Define Scope
OUTPUTS
1. Project charter
1.Expert judgment
1. Project scope statement
2. Project manage. Plan
2.Data analysis
2. Project documents
T & T
OUTPUTS
Alternatives analysis
• Scope manage. plan
updates
3. Project documents
3.Decision making
• Assumption log
• Assumption logs
Multi-criteria decision
analysis
• Requirements doc.
• Requirements Doc.
• Risk registers
• Requirements traceability
matrix
4. EEF
4. Interpersonal &
team skills
• Stakeholder register
5. OPA
• Facilitation
5. Product analysis
32
INPUTS INPUTS T & T
INPUTS INPUTS T & T
INPUTS INPUTS T & T

INPUTS INPUTS

T & T

INPUTS INPUTS T & T
Elements of the Project Charter and Project Scope Statement Project Charter Project Scope Statement Project
Elements of the Project Charter and
Project Scope Statement
Project Charter
Project Scope Statement
Project purpose
Project scope description
(progressively elaborated)
Measurable project objectives and related success
criteria
Project deliverables
High-level requirements
Acceptance criteria
High-level project description, boundaries, and key
deliverables
Project exclusions
Overall project risk
Summary milestone schedule
Preapproved financial resources
Key stakeholder list
Project approval requirements
Project exit criteria
Assigned project manager, responsibility, and authority
level
33
Name and authority of the sponsor or other person(s)
authorizing the project charter
5.4 Create WBS The process of subdividing project deliverables and project work into smaller, more
5.4 Create WBS
The process of subdividing project deliverables and project work into
smaller, more manageable components .
Create
Plan
Collect
Define
Validate
Control
WBS
34
5.4 Create WBS OUTPUTS 1. Scope baseline 2. Project documents T & T OUTPUTS updates
5.4 Create WBS
OUTPUTS
1. Scope baseline
2. Project documents
T & T
OUTPUTS
updates
• Assumption log
• Requirements
Documentation
35
INPUTS INPUTS T & T 1. Expert judgment 2. Decomposition 1. Project manage. Plan •
INPUTS INPUTS T & T 1. Expert judgment 2. Decomposition 1. Project manage. Plan •
INPUTS INPUTS T & T 1. Expert judgment 2. Decomposition 1. Project manage. Plan •

INPUTS INPUTS

T & T

1. Expert judgment

2. Decomposition

1. Project manage. Plan

• Scope manage. plan

2. Project documents

• Project scope statement

• Requirements Documentation

3. EEF

4. OPA

Scope Baseline Approved Scope statement WBS + Approved WBS WBS Scope Dictionary + Statement WBS
Scope Baseline
Approved
Scope
statement
WBS
+
Approved
WBS
WBS
Scope
Dictionary
+
Statement
WBS dictionary
Scope
Baseline
36
5.5 Validate Scope The process of formalizing acceptance of the completed project deliverables . Create
5.5 Validate Scope
The process of formalizing acceptance of the completed project
deliverables .
Create
Plan
Collect
Define
Validate
Control
WBS
37
5.5 Validate Scope OUTPUTS 1.Accepted deliverables 2.Work performance OUTPUTS information 3.Change requests
5.5 Validate Scope
OUTPUTS
1.Accepted deliverables
2.Work performance
OUTPUTS
information
3.Change requests
4.Project document updates
• Lessons learned register
• Requirements documentation
• Requirements traceability
matrix
38
INPUTS INPUTS 1. Project manage. Plan • Scope manage. Plan • Requirements managements plan. •
INPUTS INPUTS 1. Project manage. Plan • Scope manage. Plan • Requirements managements plan. •
INPUTS INPUTS 1. Project manage. Plan • Scope manage. Plan • Requirements managements plan. •

INPUTS INPUTS

1. Project manage. Plan

• Scope manage. Plan

• Requirements managements plan.

• Scope baseline

2. Project documents

• Lessons learned register

• Quality reports

• Requirements doc.

• Requirements traceability matrix

3. Verified deliverable

4. Work performance data

T & T

1.Inspection

T & T

• Voting

2.Decision making

Inspection Includes activities such as measuring, examining, and verifying to determine whether work and deliverables
Inspection
Includes activities such as
measuring, examining, and
verifying to determine whether
work and deliverables meet
requirements and product
acceptance criteria.
Also referred to as reviews, product
reviews, audits, and walk-through.
39
5.6 Control Scope The process of monitoring the status of the project & product scope
5.6 Control Scope
The process of monitoring the status of the project & product scope
and managing changes to the scope baseline.
Create
Plan
Collect
Define
Validate
Control
WBS
40
5.6 Control Scope OUTPUTS 1. Project manage. Plan 1.Data analysis 1. Work performance info. 2.
5.6 Control Scope
OUTPUTS
1. Project manage. Plan
1.Data analysis
1. Work performance info.
2. Change requests
3. Project manage. Plan
• Performance measurement
baseline
• Lessons learned register
• Requirements traceability
matrix
41
INPUTS INPUTS T & T
INPUTS INPUTS T & T
INPUTS INPUTS T & T

INPUTS INPUTS

T & T

INPUTS INPUTS T & T

• Scope manage. Plan

• Requirements manage. plan.

• Change manage. plan

• Scope baseline

• Performance measurement baseline

2. Project documents

• Lessons learned register

• Requirements doc.

• Requirements traceability matrix

3. Work performance data

4. OPA

T & T

matrix 3. Work performance data 4. OPA T & T OUTPUTS • Variance analysis • Trend

OUTPUTS

matrix 3. Work performance data 4. OPA T & T OUTPUTS • Variance analysis • Trend

• Variance analysis

• Trend analysis

updates

• Scope manage. Plan

• Scope baseline

• Schedule baseline

• Cost baseline

4. Project documents updates

• Requirements doc.

Variance Analysis –Determining the cause of variance relative to the scope baseline and deciding whether
Variance Analysis
–Determining the cause of variance relative to the scope baseline and deciding whether
corrective action is required.
42
Work Performance Information • Work performance information produced includes correlated and contextualized
Work Performance Information
• Work performance information produced
includes correlated and contextualized
information on how the project
• scope is performing compared to the
scope baseline.
• It can include the categories of the
changes received, the identified scope
variances and their causes, how they
impact schedule or cost, and the forecast
of the future scope performance.
• This information provides a foundation for
making scope decisions
43
Project Management Plan Vs Project Documents Project Management Plan Project Documents 1. Scope management plan
Project Management Plan Vs Project Documents
Project Management Plan
Project Documents
1. Scope management plan
1. Activity attributes
19. Quality control measurements
2. Requirements management plan
2. Activity list
20. Quality Metrics
3. Schedule management plan
3. Assumption log
21. Quality report
4. Cost management plan
4. Basis of estimates
22. Requirements documentation
5. Quality management plan
5. Change log
23. Requirements traceability matrix
6. Resource management plan
6. Cost estimates
24. Resource breakdown structure
7. Communication management plan
7. Cost forecasts
25. Resource calendars
8. Risk management plan
8. Duration estimates
26. Resource requirements
9. Procurement management plan
9. Issue log
27. Risk register
10. Stakeholder engagement plan
10. Lessons learned register
28. Risk report
11. Change management plan
11. Milestone list
29. Schedule data
12. Configuration management plan
12. Physical resource assignments
30. Schedule forecasts
13. Scope baseline
13. Project Calendars
31. Stakeholder register
14. Schedule baseline
14. Project communications
32.Team Charter
15. Cost baseline
15. Project schedule
33.Test and evaluation documents
16. Performance measurement baseline
16. Project schedule network diagram
17. Project life cycle description
17. Project scope statement
18.Development approach
18. Project team assignments
44
Q1. What is the key befits of Plan Scope Management process A. Is that it
Q1. What is the key befits of Plan Scope Management process
A. Is that it provides the basis for defining and managing
the project scope including product scope.
B. Is that 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.
C. Is that it provides guidance and direction on how scope
will be managed throughout the project.
D. Is that it provides a structured vision of what has to be
delivered.
45
Q2. All of following are true about the project scope statement EXCEPT: A. It describes,
Q2. All of following are true about the project scope
statement EXCEPT:
A. It describes, in detail, the project's deliverables and the
work required to create those deliverables.
B. It provides a common understanding of the project scope
among all project stakeholders .
C. It is an output of Validated scope.
D. It describes the project’s major objectives.
46
Q 3. Which of the following statements is true about the WBS? A. The WBS
Q 3. Which of the following statements is true about
the WBS?
A. The WBS is a deliverable-oriented hierarchical decomposition
of the work to be executed by the project team, to accomplish
the project objectives and create the required deliverables.
B. The WBS is an unstructured list of activities in chart form .
C. The WBS is the same as the organizational breakdown
structure.
D. The WBS refers to the bill of materials.
47
Q4. What is the key befits of Define Scope process A. Is that it provides
Q4. What is the key befits of Define Scope process
A. Is that it provides the basis for defining and managing
the project scope including product scope.
B. Is that 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.
C. Is that it provides guidance and direction on how scope
will be managed throughout the project.
D. Is that it provides a structured vision of what has to be
delivered.
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Q5. What is the WBS typically used for? A. To organize and define the total
Q5. What is the WBS typically used for?
A. To organize and define the total scope of the project.
B. To identify the logical person to be project sponsor .
C. To define the level of reporting the seller provides the
buyer.
D. As a record of when work elements are assigned to
individuals.
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Q6. A work breakdown structure numbering system allows the project staff to: A. Systematically estimate
Q6. A work breakdown structure numbering system
allows the project staff to:
A. Systematically estimate costs of work breakdown
structure elements.
B. Provide project justification.
C. Identify the level at which individual elements are found.
D. Use it in project management software.
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Q.7 Which of the following is a KEY output of the Validate Scope process? A.
Q.7 Which of the following is a KEY output of the
Validate Scope process?
A. more complete scope management plan
B.Customer acceptance of project deliverables
C.Improved schedule estimates
D.An improved project management information system
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Q.8 During what part of the project management process is the project scope statement created?
Q.8 During what part of the project management
process is the project scope statement created?
A. Initiating
B. Planning
C. Executing
D. Monitoring and controlling
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Q.9 When should the Validate Scope process be done? A. At the end of the
Q.9
When should the Validate Scope process be
done?
A. At the end of the project
B. At the beginning of the project
C. At the end of each phase of the project
D. During the planning processes
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Q.10 A project manager may use to make sure the team members clearly know what
Q.10 A project manager may use
to
make sure the
team members clearly know what work is included
in each of their work packages.
A. The project scope statement
B. The product scope
C. A WBS dictionary
D. A schedule
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