Assalam-o-alaikum - Weeblyc-pmt.weebly.com/uploads/4/0/1/7/4017805/011-wbs.pdf · A Guide to the...

Assalam-o-alaikum

Initiating Planning Executing Monitoring & Controlling Closing

Project Management Process Groups

Integration

Scope

Time

Cost

Quality

Human Resources

Communications

Risk

Procurement

Stakeholders

Kno

wle

dge

Are

as

Project

Management

Project Scope Management

5. 5.1234

56

5.1 Plan Scope Management: defining the scope5.2 Collect Requirements: stakeholder needs5.3 Define Scope: describe scope5.4 Create WBS: scope breakdown

Planning Process Group

Executing Process Group

Initiating Process Group

Closing Process Group

Monitoring & Controlling Process Group


5.5 Validate Scope: accepting deliverables5.6 Control Scope: monitor scope

107©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

5 - PROJECT SCOPE MANAGEMENT

5

5.1 Plan Scope Management

Plan Scope Management is the process of creating a scope management plan that documents how the project scope will be defined, validated, and controlled. The key benefit of this process is that it provides guidance and direction on how scope will be managed throughout the project. The inputs, tools and techniques, and outputs of this process are depicted in Figure 5-2. Figure 5-3 depicts the data flow diagram of the process.

Inputs Tools & Techniques Outputs

.1 Project management plan

.2 Project charter

.3 Enterprise environmental factors.4 Organizational process assets

.1 Expert judgment

.2 Meetings.1 Scope management plan.2 Requirements management plan

Figure 5-2. Plan Scope Management: Inputs, Tools & Techniques, and Outputs

5.1Plan Scope

Management

5.2Collect

Requirements

5.3DefineScope

5.4CreateWBS

Project Scope ManagementEnterprise/Organization

4.1Develop Project

Charter

4.2Develop ProjectManagement

Plan

P

Project

R

O

Figure 5-3. Plan Scope Management Data Flow Diagram

Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.



5


.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

Figure 5-4. Collect Requirements: Inputs, Tools & Techniques, and Outputs

C g


5.2Collect

Requirements

5.1Plan Scope

Management

5.3DefineScope

5.4CreateWBS

5.5ValidateScope

5.6ControlScope

rR

n

R

Rx

13.1Identify

Stakeholders

13.2Plan

StakeholderManagement

8.1Plan QualityManagement

12.1Plan

ProcurementManagement

4.1 Develop Project

Charter

Figure 5-5. Collect Requirements Data Flow Diagram


120 ©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition


5.3 Define Scope

Define Scope is the process of developing a detailed description of the project and product. The key benefit of this process is that it describes the product, service, or result boundaries by defining which of the requirements collected will be included in and excluded from the project scope. The inputs, tools and techniques, and outputs of this process are depicted in Figure 5-7. Figure 5-8 depicts the data flow diagram of the process.



.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

Figure 5-7. Define Scope: Inputs, Tools & Techniques, and Outputs


5.3DefineScope

5.1Plan Scope

Management

5.2Collect

Requirements

5.4CreateWBS

Organizational

Projectcharter

Requirementsocumentation

Scopemanagementplan

Pscopestatement

Ps

4.1Develop Project

Charter

6.3SequenceActivities

6.5Estimate

Activity Durations

6.6DevelopSchedule

ProjectDocuments

Enterprise/Organization

Figure 5-8. Define Scope Data Flow Diagram

42367_ManualPMI5_book-R1.indb 120 3/11/13 4:26 PM




5

5.3.3.2 Project Documents Updates

Project documents that may be updated include, but are not limited to:

Stakeholder register,

Requirements documentation, and

Requirements traceability matrix.

5.4 Create WBS

Create WBS is the process of subdividing project deliverables and project work into smaller, more manageable components. The key benefit of this process is that it provides a structured vision of what has to be delivered. The inputs, tools and techniques, and outputs of this process are depicted in Figure 5-9. Figure 5-10 depicts the data flow diagram of the process.




.3 Requirements documentation.4 Enterprise environmental factors.5 Organizational process assets

.1 Decomposition

.2 Expert judgment .1 Scope baseline.2 Project documents updates

Figure 5-9. Create WBS: Inputs, Tools & Techniques, and Outputs


5.3 Create WBS

The process of subdividing project deliverables and work into smaller, more manageable components

It provides a structured vision of what has to be delivered

What & Why?



5






5.4 Create WBS






.1 Decomposition




5.3 Create WBS

Scope Management Plan (5.1): Specifies how to create the WBS from the detailed project scope statement and how the WBS will be maintained and approved.

Project Scope Statement (5.3): Describes the work that will be performed and excluded. Also lists and describes internal or external restrictions or limitations that may affect the project execution

Requirements Documentation (5.2): Provides understanding of what the project needs to produce and deliver



5






5.4 Create WBS






.1 Decomposition




5.3 Create WBS

Decomposition: breaking down the scope into work packages

- see next page

Note: Decomposition is the process of creating the WBS; it is not the WBS

Rita©2013, p175

Project Title

Decomposition:Breaking down the scope into work packagesCan be done with a top-down or bottom-up approach

EXAM: What we may call a “task” PMI calls an “activity”

Project Life Cycle

Work Packages:The work defined at the lowest level of the WBS for which cost and duration can be estimated and managed

Work Packages

Are the bottom line of a WBS

Are achieved when the deliverable can be: • Realistically and confidently estimated • Completion time is known (at a high level +/-) • Completed without the need for more information • Can be outsourced or contracted out

5.3 Create WBS

A WBS is not a list - Why?Rita©2013, p174

A list does not show the relationships between deliverables

A list is usually created by 1 person but a WBS is created with input from the project team and stakeholders. When someone is a part of the process they are more likely to “buy-in” to the project.

Looking at the WBS brings a quick understanding of the project It is not easy to understand a project by looking at a list

Creating the WBS helps make it feel more achievable

A WBS shows the hierarchy of the project making it easier to see how deliverables relate to each other

List vs WBS



Planning

Software Product Release 5.0

Detail Design Construct

Integration and Test

Project Management

Product Requirements

Software Software Software Software

MeetingsUser

Documentation User

Documentation User

Documentation User

Documentation

AdministrationTraining Program

MaterialsTraining Program



Materials

The WBS is illustrative only. It is not intended to represent the full project scope of any specific project, nor to imply that this is the only way to organize a WBS on this type of project.

Figure 5-12. Sample WBS Organized by Phase

System Engineering

Management

Supporting PM Activities

Aircraft System

Project Management

Equipment Training

Facilities Training

Services Training

Training

Technical Orders

Engineering Data

Management Data

Data Air Vehicle

Organizational Level SE

Intermediate Level SE

Depot Level SE

Support Equipment

Airframe Engine Communication System

Navigation System

Fire Control System

Base Buildings

Maintenance Facility

Facilities

Mock-ups

Operational Test

Developmental Test

Test

Test and Evaluation

The WBS is illustrative only. It is not intended to represent the full project scope of any specific project, nor to imply that this is the only way to organize a WBS on this type of project.

Figure 5-13. Sample WBS with Major Deliverables


Sample WBS

PMI WBS ‘Rules’

The WBS is not an organizational chart

The WBS is created with the help of a team

Each level is a smaller piece of the previous level

The entire project is included

The WBS includes only deliverables that are required for the project (if it’s not in the WBS it’s not part of the project)

100% rule: the sum of the work at the “child” level must equal 100% of the work represented by the “parent”

Rita

©20

13, p

177

When complete: assign identification numbers to the WBS.

Control Account A control point where scope, budget, actual cost, and schedule are integrated and compared to earned value for performance measurement

Control Account

WBS - the foundation

Don’t just create the WBS and forget about it.

Use it as the foundation for planning everything that comes next.

A WBS is: Is a graphic representation of the hierarchy of the project Identifies all of the deliverables Exists for all projects Forces you to think through all aspect of the project Can be reused for other projects Does not show dependencies

The exam may use the term “deconstruction” instead of “decomposition”

The exam will not ask “what is a WBS?” but rather how it can help manage a project. For example:

A change request is made - the WBS can help see if the request is within the planned scope

You can easily see how a change request may impact other parts of the scope

Using the WBS as a communication tool

Help new team members see their roles.

WBS Dictionary: A description of the work to be done for each WBS work package. For example:

milestones, acceptance criteria, durations, interdependencies, account information, charge codes, assumptions or constraints related to that work, specific schedule requirements, technical references, cost estimates & etc.

This information may be contained in the WBS but is a PMI term to know & understand.

WBS Dictionary



5






5.4 Create WBS






.1 Decomposition




Scope Baseline: The approved version of a scope statement, WBS and WBS dictionary

Baseline: used to measure progress

It can be changed only through formal change control procedures and is used as a basis for comparison.

A change to the scope requires a change to the WBS, WBS dictionary and the Project Scope Statement



5






5.4 Create WBS






.1 Decomposition




5.3 Create WBS

5.1 Plan Scope Management: defining the scope5.2 Collect Requirements: stakeholder needs5.3 Define Scope: describe scope5.4 Create WBS: scope breakdown

Planning Process Group

Executing Process Group

Initiating Process Group

Closing Process Group

Monitoring & Controlling Process Group


5.5 Validate Scope: accepting deliverables5.6 Control Scope: monitor scope



5

5.1 Plan Scope Management

Plan Scope Management is the process of creating a scope management plan that documents how the project scope will be defined, validated, and controlled. The key benefit of this process is that it provides guidance and direction on how scope will be managed throughout the project. The inputs, tools and techniques, and outputs of this process are depicted in Figure 5-2. Figure 5-3 depicts the data flow diagram of the process.


.1 Project management plan

.2 Project charter

.3 Enterprise environmental factors.4 Organizational process assets

.1 Expert judgment

.2 Meetings.1 Scope management plan.2 Requirements management plan

Figure 5-2. Plan Scope Management: Inputs, Tools & Techniques, and Outputs

5.1Plan Scope

Management

5.2Collect

Requirements

5.3DefineScope

5.4CreateWBS

Project Scope ManagementEnterprise/Organization

4.1Develop Project

Charter

4.2Develop ProjectManagement

Plan

P

Project

R

O

Figure 5-3. Plan Scope Management Data Flow Diagram




5



.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

Figure 5-4. Collect Requirements: Inputs, Tools & Techniques, and Outputs

C g


5.2Collect

Requirements

5.1Plan Scope

Management

5.3DefineScope

5.4CreateWBS

5.5ValidateScope

5.6ControlScope

rR

n

R

Rx

13.1Identify

Stakeholders

13.2Plan

StakeholderManagement

8.1Plan QualityManagement

12.1Plan

ProcurementManagement

4.1 Develop Project

Charter

Figure 5-5. Collect Requirements Data Flow Diagram




5.3 Define Scope

Define Scope is the process of developing a detailed description of the project and product. The key benefit of this process is that it describes the product, service, or result boundaries by defining which of the requirements collected will be included in and excluded from the project scope. The inputs, tools and techniques, and outputs of this process are depicted in Figure 5-7. Figure 5-8 depicts the data flow diagram of the process.



.2 Project charter

.3 Requirements documentation.4 Organizational process assets

.1 Expert judgment

.2 Product analysis

.3 Alternatives generation

.4 Facilitated workshops


.2 Project documents updates

Figure 5-7. Define Scope: Inputs, Tools & Techniques, and Outputs


5.3DefineScope

5.1Plan Scope

Management

5.2Collect

Requirements

5.4CreateWBS

Organizational

Projectcharter

Requirementsocumentation

Scopemanagementplan

Pscopestatement

Ps

4.1Develop Project

Charter

6.3SequenceActivities

6.5Estimate

Activity Durations

6.6DevelopSchedule

ProjectDocuments

Enterprise/Organization

Figure 5-8. Define Scope Data Flow Diagram

42367_ManualPMI5_book-R1.indb 120 3/11/13 4:26 PM




5






5.4 Create WBS






.1 Decomposition




Rita Mulcahy’s Pmp Exam Prep Copyright ©2013 RMC Publications, Inc.

Question


Answer


Question


Answer


Question


Answer


Question


Answer


Question


Answer


Question


Answer


Question


Answer


Question


Answer


Question


Answer

ma’a al-salāmah

Assalam-o-alaikum - Weeblyc-pmt.weebly.com/uploads/4/0/1/7/4017805/011-wbs.pdf · A Guide to the...

Documents

Transcript of Assalam-o-alaikum - Weeblyc-pmt.weebly.com/uploads/4/0/1/7/4017805/011-wbs.pdf · A Guide to the...