PMP/CAPM Prep Workshop Intro and Scope PMP/CAPM Prep Workshop1.

PMP/CAPM Prep Workshop 1

PMP/CAPM Prep WorkshopIntro and Scope

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PMP/CAPM Prep WorkshopContains Confidential information which may not be disclosed

with out express written authorization from PMI-CIC.

Course Objectives• The Class Will

– Prepare You to Take the PMP Exam– Cover Most of the Required Classroom Training Hours

• The Class Will Not – Make You an Expert on Project Management – Make You a Expert Project Manager – Serve as Your Only Reference for the Exam

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Tonight’s Topic:Introduction, Project Lifecycle, Project Management Processes

• Reference Material– Chapters 1-3 PMBOK 5th Edition

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Project Management Professional (PMP) Certification

• Professional Credential by the Project Management Institute (PMI)

• PMI Certification Means– Professional Experience and/or Education– Passed Exam– Agree to Follow the Code of Conduct– Committed to Ongoing Education via Professional

Development Units (PDUs)

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Project Management Professional (PMP) Certification

• PMP Credential Handbookhttp://www.pmi.org/info/PDC_PMPHandbook.pdf

PMP Code of Ethicshttp://www.pmi.org/PDF/ap_pmicodeofethics.pdf

Go to www.pmi.org and search for these two PDF documents.

http://www.pmi.org/

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Exam

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Exam Details

• Time Limit of 4 Hours• 200 Multiple Choice Questions

– 4 Choices Available - Choose the Best Answer – Presented in Random Order– Selected Randomly from the Test Database– 25 Questions are not Scored (Pre-release Questions)– Many Questions will be Situational– Some Questions Require Calculations– Application of PM Principles as Described in PMBOK

• Passing Score – no longer published– 106 / 175 Correct – about 61%

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PMP Certification Exam OverviewPM Process # KA

Processes% of Questions

# of Questions

Initiating 10 11 20Planning 25 23 40Executing 22 27 48Monitor/Controlling 19 21 37Closing 9 9 15Professional Responsibility

0 9 15

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Exam Hints

• Answer All Questions with the “PMBOK” Perspective– Your Experiences may not be in sync with

Generally Accepted Practices or PMBOK Perspective

• The Exam is not just on PMBOK– PMBOK Gives an Overview– Details Need to be Gathered from Other Sources– Questions are Often Situational

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Exam Hints

• Mulcahy Lists a number of Tricks for Taking the Exam – Read Them– Determine Which Will Work Best for You– Heed Them

• PMI-isms– Project Management Fundamentals– Know Them!

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Ch 1: IntroductionProject

Management

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What is a Project?

“A project is a temporary endeavor undertaken to create a unique product, service, or result.”

“Projects and operations differ primarily in that operations are ongoing and repetitive, while projects are temporary and unique.”

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Project Characteristics

• A Project is Temporary– It has a Definite Beginning and Definite End– It has Limited or Designated Funding

• A Project is Progressively Elaborated– Progressive: Proceeding in Steps or Increments– Elaborated: Worked out with Care and in Detail

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Projects vs. OperationsProjects vs. Operations Project

Start DateEnd DateUnique Designated FundingAttain Objective & Terminate

Operation

Start DateNo End DateRepetitiveGeneral FundingSustain the Business

Projects and Operations Are:

Performed by PeopleConstrained by Limited Resources

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Project Management

“Project Management is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements.”

Through the application and integration of42 project management processes comprising the 5 Process Groups.

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Major Project Documents

• Project Charter– Formally Authorizes the Project– Provides Project Manager with Authority to Apply

Resources• Project Scope Statement

– States What Work is to be Accomplished and What Deliverables Need to be Produced

• Project Management Plan– States How the Work Will be Performed– Composed of Subsidiary Plans – Documents the Project Management System

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Subsidiary Plans and Components of the PM Plan

• Scope– Project Scope Management

Plan

• Time– Schedule Management Plan – Milestone List – Resource Calendar– Schedule Baseline

• Cost– Cost Management Plan– Cost Baseline

• Quality– Quality Management Plan– Process Improvement Plan– Quality Baseline

• Human Resource• Staffing Management Plan

• Communication• Communication

Management Plan

• Risk• Risk Management Plan• Risk Register

• Procurement• Procurement Management

plan

• Stakeholder• Stakeholder

Management Plan

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Organizational, Portfolio, Program,

andProject Management

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Organization Project Management (OPM)

• Framework for keeping the organization while focused on the overall strategy.

• Provides direction to portfolios, programs, and projects alike.

• The key thing to remember for this section is that it’s all driven by the business strategy.

• Also, this is different from OPM3 – which is PMI’s project management maturity model. Be sure not to confuse the two on the test.

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Portfolio Management

• “Collection of projects or programs and other work that are grouped together to facilitate effective management of that work to…”

• Centralized management of one or more portfolios which includes prioritizing, authorizing, managing, and controlling projects, programs and other related work to…”

meet strategic business objectives

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Portfolio Management Focus

• Prioritizing resource allocation across programs and projects

• Portfolio is consistent with and aligned to organizational strategies.

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Program Management

• “Related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.”

• Centralized coordinated management of a program to achieve the program’s strategic objectives and benefits.

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Program Management Focus

• Project Interdependencies and optimal approach to managing them– Resource constraints or conflicts– Aligning strategic direction affecting project and

program goals– Resolving issues and change management

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Projects

• Utilized as a means of achieving an organization’s strategic plan

• Projects are authorized because…– Legal / Legislative– Market Demand– Strategic Opportunity or Business Need– Customer Request– Technological Advance

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Project Management Office (PMO)• An organizational body or entity assigned

various responsibilities related to the centralized and coordinated management of those projects under its domain.

• Responsibilities…– Project management support functions– Direct management of a project.

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PMO Primary Functions• Managed share resources• Identifying and developing PM

Methodologies, best practices, and standards• Coaching, mentoring, oversight• Monitoring compliance through project audits• Developing project policies, procedures,

templates (Organizational Process Assets)• Coordinate communication across projects.

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Business Value

• This is unique to each organization. It essentially is the value of the entire organization: – Tangible values: Monetary assets, fixtures, stockholder

equity,

– Intangible Elements: Brand recognition, good will, public benefit, and trademarks.

• Organization will seek to enhance business value through portfolio, program, and project management practices.

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Role of the Project Manager

• Achieve the Project Objectives• Understand and apply good practices (knowledge, tools,

techniques)• Possess the following characteristics

– Knowledge – what is known about project management– Performance – what is accomplished while applying this knowledge– Personal - behavior while managing the project

• To be successful in the real world, you need to be able to understand the business value, and understand how your effort adds to the organization’s value.

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Additional Information

• Project Management (PMBoK) standards do not address everything…single projects and good practices.

• Additional Standards– Standard for Program Management– Standard for Portfolio Management– Organizational Project Management Maturity

Model (OPM3)

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Additional Information

• Project Management (PMBoK) standards do not address everything…single projects and good practices.

• Constraints:– Time – Cost– Scope– Quality– Risk– Resources– Customer Satisfaction

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Ch2: Organizational Influences and

Project Lifecycle

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Organizational Influence

• An organizations culture and process have a large impact on how you will navigate through the various project management processes. For example:

– Outlook towards Risk– Motivation and rewards systems– View of leadership

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Organizational Influences

• Type of Organization– Government– Corporations– Healthcare

• Maturity of Organization– Culture– Style– Structure

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Organizational Systems

• Project Based– Accomplished through vendor relationships– Adopted Project Management best practices

• Non-project Based– Lack existing management systems for supporting

project management best practices.– Decentralized management of projects

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Organizational Influences

• Organizational Structure– Functional – Organized by Function – Projectized – Organized by Project– Matrix – Mix of Above

• Weak• Balanced• Strong

– Composite – an organization that involves all of these structure in some way or form.

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Organizational Structures

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Functional Organization - Pros

• One Boss - Supervisor• Easier Management of Specialists

– Specialists are Together in One Organization– Defined Career Path for Specialty

• Experts Available for Multiple Projects– Flexible Staff Use

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Functional Organization - Cons

• Emphasis on Functional Specialty Not Project– Fragmented Approach to Project & Project Management – Lower Client Focus

• No One Fully Responsible for Project– Utilize Project Coordinator Not Project Manager– Utilize Project Expeditor Not Project Manager– Project Manager has No Authority

• No Project Manager Advancement Path

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Projectized Organization - Pros

• One Boss – Project Manager• Project Manager has Independence and Authority• Efficient Project Organization • Team Loyalty to Project – No Divided Interests• More Effective Communication

– Team Members often Co-located – Team Members Treated as Insiders– Most Resources are Involved in Project Work

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Projectized Organization - Cons

• Team Members have No Post Project Home– May Contribute to Inflated Costs – May Contribute to Team Anxiety at Project End

• Requires Increased – Bureaucracy– Standards– Procedures

• Less Expertise in Some Disciplines• Duplication of Facilities and Job Functions• Less Efficient Resource Utilization

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Matrix Organization - Pros

• Project is Point of Emphasis• Maximize Utilization of Scarce Resources• Team Members Maintain a Home• Improved Project Manager Control of

Resources• Minimizes Staff Fluctuations• Better Firm-wide Balance of Resources

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Matrix Organization - Cons

• Two-boss Syndrome (PM and Functional)– Authority Conflicts– Priority Conflicts– Reluctance to Share Staff– Political In-fighting

• Increased Effort to Create Team• More Complex to Monitor and Control• Requires Extensive Policies and Procedures

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Composite Organizations

• Many organizations have combination of all of the different structures in some form. – A fundamentally functional organization may

create a special project team for a critical effort that is more projectized.

• This team may include full time staff, create their own processes outside of the organizational standard.

– An organization may manage most of its projects in a strong-matrix format but allow smaller efforts to be run by the functional departments

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Organizational Process Assets

• Processes and Procedures for conducting work:– Processes and Procedures

• Standards, Policies• Life cycles, Templates• Closure Guidelines

– Corporate Knowledge• Process measurement databases• Historical Information, Lessons Learned• Issue / Defect Management databases

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Enterprise Environmental Factors

• Internal / External factors influencing a project’s success.– Organizational Culture and Structure– Standards – regulatory, quality, codes of conduct– Existing human resources – skills, disciplines– Politics– Stakeholders and Stakeholder risk tolerances

• Considered to be input to most planning processes

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Work Performance Data, Information, and Reports

• Throughout the lifecycle of a project, a great deal of information is generated, considered, and communicated. – Work Performance Data are the initial measurements and

details about activities gathered during project work.

– Work Performance information is the result of analysis of work data to determine what it means to the project.

– Work Performance Reports are the results that are shared with project stakeholders.

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Project Lifecycle

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Product Life Cycle

• Stages that Make Up the Life of the Product• Example:

– Introduction– Growth– Maturity– Decline

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Project Life Cycle• Sequential, sometimes overlapping, phases that

make up a project.

• Every project has a start and finish, but what happens between varies widely from one project to the next.

• The lifecycle is the framework for managing the project, regardless of the specific work involved.

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Project Life Cycle Characteristics

• Projects vary in size and complexity• All projects can be mapped to the following

structure– Starting the project– Organizing and preparing– Carrying out the project work– Closing the project

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Cost vs. Staffing Levels

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Variables over Project Time

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Project Phases• Divisions within a project where extra control is

needed.• Usually completed sequentially, but can overlap.• Regardless of the number of phases, all have

similar characteristics– At the close, there is some form of transfer or

handoff– The work has a different focus– The primary deliverable requires an extra degree of

control for success.

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Phase to Phase Relationships

• Sequential

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Phase to Phase Relationships• Overlapping

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Predictive Lifecycles• AKA – Fully Plan Driven – project scope, time,

and budget are determined as early as possible.

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Iterative and Adaptive

• Iterative/Incremental: when a team intentionally repeats certain activities– Preferred when an organization is managing changing scope– Also allows for the incorporation of lessons learned at each

iteration

• Adaptive: iterative approach that is rapid and involves heavy engagement from stakeholders– Agile methods– Sprints– Backlogs etc.

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CH 3:Project Management Process Groups and

Knowledge Areas

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Project Management Processes

• Project Management is accomplished through – Processes– Application of Project Management Knowledge– Skills– Tools and Techniques

• Apply Above to Inputs to Produce Desired Output

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5 Process Groups

• Initiating • Planning• Executing• Controlling and Monitoring• Closing

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5 Process Groups

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Project Boundaries

SponsorProject Inputs

Project Boundaries

Planning

Executing

Monitor &

Controlling

Initiating Closing

Project Deliverables

End UserEnd User

Project Records

Process Assets

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10 Knowledge Areas• Project Integration Management• Project Scope Management • Project Time Management • Project Cost Management • Project Quality Management• Project Human Resource Management• Project Communication Management• Project Risk Management• Project Procurement Management• Project Stakeholder Management

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Rita’s book p. 50

• Map to Knowledge Areas – 10-n-5– Project Management Process Groups– Knowledge Areas

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Question

• What process group has the most processes across all Knowledge areas?

• Let’s see….

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Initiating Process Group

“Those processes performed to authorize and define the scope of a new phase or project or that can result in the continuation of a halted project work.

A large number of the initiating processes are typically done outside the project’s scope of control by the organization, program, or portfolio processes…”

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Planning Process Group

“Those processes performed to define and mature the project scope, develop the project management plan, and identify and schedule the project activities that occur within the project.”

Includes processes in ALL Knowledge Areas

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Executing Process Group

“Those processes performed to complete the work defined in the project management plan to accomplish the project’s objectives defined in the project scope statement.”

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Monitoring and Controlling Process Group

“Those processes performed to measure and monitor project execution so that corrective action can be taken when necessary to control the execution of the phase or the project.”

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Closing Process Group

“Those processes performed to formally terminate all activities of a project or phase, and transfer the completed product to others or close a cancelled project.”

Includes 2 Processes in 2 Knowledge Areas

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End of introduction

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CH 5 Scope Management

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Project Scope Management

• Reference Material– Chapter 5 PMBOK 5th Edition

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Learning Objectives

• Learning Goal– Participants will be able to correctly answer the Scope

Management questions required to pass the PMP certification exam -- following focused study on the topics presented.

• Each participant will be able to:– Define Scope Management– Name Scope Management Processes and Map to PMBOK

Process Groups– Identify Inputs and Outputs to Each Process– Define Each Scope Deliverable and Its Contents– Build a Work Breakdown Structure

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Scope Management Definition

• Processes required to ensure that the project includes all the work required and only the work required to complete the project successfully

• Encompasses Both Product Scope and Project Scope

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Scope Management Processes • Project Scope Management:

– Plan Scope Management:• Process of creating a scope management plan that articulates how

project scope will be defined, validated, and controlled.– Collect Requirements

• Defining and documenting stakeholders’ needs to meet the project objectives.

– Define Scope • Developing a detailed description of the project and product.

– Create Work Breakdown Structure (WBS)• Subdividing project deliverables into smaller, more manageable

components.– Verify Scope

• Formalizing acceptance of the completed project deliverables.– Control Scope

• Monitoring the status of the project and product scope and managing changes to the scope baseline.

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Project vs. Product Scope

• Project Scope is different from Product Scope.– Project Scope

• The Work that Must be Performed to Deliver a Product, Service, or Result with the Specified Features and Functions

– Product Scope • The Features and Functions that Characterize a

Product, Service, or Result – i.e., the Attributes and Characteristics of the Product Created by a Project

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Scope Management Processes

• Planning– Collect Requirements– Define Scope– Create WBS (Work

Breakdown Structure)

• Monitor and Controlling– Verify Scope– Control Scope

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5.1: Plan Scope Management

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Plan Scope Management

• Creating and documenting a plan for how scope will be identified, validated, and controlled throughout the project lifecycle.

• Helps reduce risk of “scope creep” by setting an approach.

• Takes place in which process group?

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• Inputs: – Project management plan– Project Charter– Enterprise Environmental Factors

• Organization’s Culture• Infrastructure• Marketplace Conditions

– Organization Process Assets• Policies and Procedures• Historical information• Lessons Learned findings

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• Tools and Techniques:– Expert Judgment:

• Use your resources (both human and other)

– Meetings:• Project Kickoff sessions

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• Outputs: – Scope Management Plan

• Process that enables completion of WBS• Process that establishes how the WBS will be maintained

and approved• Process that defines how deliverables will be accepted• Process to control requests for changes to the scope

statement of the project.

– Requirements Management Plan• Describes how requirements will be identified,

documented, and managed.

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• Requirements Management Plan– Documents how the requirements will be

• Analyzed• Documented• Managed

– Documents how requirements will be prioritized– Documents how requirements will be traced

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5.2: Collect Requirements

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5.2Collect Requirements

• Things to keep in mind– It’s all about stakeholder needs and engagement

• If you missed requirements, chances are you didn’t engage a stakeholder well enough

– You can’t define scope without requirements

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Definition of Collect Requirements

• Defining and documenting stakeholder’s needs to meet the project objectives.

• Defining and managing customer expectations

• Foundation for the WBS• Cost, Schedule, Quality Planning built

upon these requirements

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Collect Requirements - Details

• Process of defining and documenting stakeholders’ needs to meet the project objectives.

• Requirements need to be elicited, analyzed, and recorded in enough detail to be measured.

• Development of requirements start with:– Project Charter– Stakeholder Register

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Collect RequirementsInputs

Scope Management PlanRequirements Management PlanStakeholder Management PlanProject Charter

Stakeholder Register

Tools & Techniques

Interviews

Focus Groups

Facilitated Workshops

Group Creativity Techniques

Group Decision Making Techniques

Questionnaires and Surveys

Observations

Prototypes

Outputs

Requirements Documentation

Requirements Management Plan

Requirements Traceability Matrix

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Inputs 5.2.1

• Scope Management Plan• Requirement Management Plan• Stakeholder Management Plan• Project Charter

– Formally authorizes and initiates a project or phase– Documents initial requirements satisfying stakeholder

needs and expectations

• Stakeholder’s Register– Contains details related to the project stakeholders.

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Tools & Techniques 5.2.2• Interviews

– Talking to Stakeholders directly• Focus Groups

– Prequalified group of stakeholders and Subject Matter Experts

– Learn about their expectations and attitudes about the proposed product, project, service, or result.

• Facilitated Workshops– Focused sessions bring key cross-functional stakeholders

together to define product requirements.

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Tools & Techniques 5.2.2• Group Creativity Techniques

– Brainstorming, Nominal Group Techniques, Idea / Mind mapping.

• Group Decision Making Techniques– Assessment process of multiple alternatives with an

expected outcome.– Unanimity, Majority, Plurality, Dictatorship

• Questionnaires and Surveys– Written sets of questions designed to quickly gather

information from a wide number of respondents.

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Tools & Techniques 5.2.2• Observations

– Direct viewing of individuals in their work environment and how they perform their jobs.

– Good technique if there are detailed processes or they are unable to articulate their requirements.

• Prototypes– Assessment process of multiple alternatives with an

expected outcome.

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Outputs• Requirements Documentation

– Describes how individual requirements meet the business need for the project.

– Requirements may be Progressively Elaborated• Requirements Traceability Matrix:

– Links product requirements from their origin to the deliverables that satisfy them

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Outputs 5.2.3

• Requirements Traceability Matrix (RTM)– Links requirements to their origin and traces them

throughout the project life cycle. – Allows tracking of requirements from

identification / documenting through implementation.

– Ensures approved requirements are delivered at the end of the project.

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5.2 Collect Requirements - SummaryInputs

Project Charter

Stakeholder Register

Tools & Techniques

Interviews

Focus Groups


Group Creativity Techniques


Questionnaires and Surveys

Observations

Prototypes

Outputs


Requirements Management Plan


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5.3 Define Scope

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What is Define Scope?

• Process of developing a detailed description of the project and product.– Build upon major deliverables, constraints, and

assumptions documented during Initiation.– Refines Project Scope with Greater Specificity

• Progressive Elaboration

– Confirms / Completes List of Assumptions and Constraints

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Define Scope

Inputs Tools & Techniques

Outputs

Scope Management Plan Expert Judgment Project Scope Statement

Project Charter Product Analysis Project Document Updates


Alternatives Identification



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Inputs (5.3.1)

• Scope Management Plan• Project Charter • Requirements Documentation• Organizational Process Assets

– Policies, procedures, templates for a project scope statement

– Project files from previous projects– Lessons Learned

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Tools & Techniques (5.3.2)

• Expert Judgment– Those with specialized knowledge or training

• Product Analysis– Used when the project deliverable is a “product” rather than a service or

result.

• Alternatives Identification– Technique to Generate Different Approaches to Execute Work of Project

• Facilitated Workshops– Focused sessions bring key cross-functional stakeholders together to

define product requirements.

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Outputs (5.3.3)• Project Scope Statement

– Describes in detail the Project’s Deliverables– Documents Work Required to Complete the Deliverables– Provides a common understanding of Project Scope to all

Project Shareholders– Enables Project Team to Perform more Detailed Planning– Provides Baseline Against which Request for Changes are

Evaluated to Determine if within Project Boundaries

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Outputs (5.2.3)• Project scope statement contains the

following:

– Product Scope Description– Product Acceptance Criteria– Project Deliverables– Project Exclusions– Project Constraints– Project Assumptions

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Outputs (5.2.3)

• Project Document Updates– Stakeholder register– Requirements Documentation– Requirements Traceability Matrix

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Define Scope - Summary


Outputs

Scope management Plan Expert Judgment Project Scope Statement

Project Charter Product Analysis Project Document Updates


Alternatives Identification



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5.4 Create WBS(Work Breakdown

Structure)

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Definition of WBS

• The process of subdividing the Project Deliverables and Project Work into smaller, more manageable components.

• Deliverable-oriented hierarchical decomposition of the work to be executed by the project team to accomplish the project objectives and create the required deliverables.

• Defines what is “in” and “out” of scope.

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WBS Details• Process of subdividing the deliverables into smaller,

more manageable components.• Organizes and defines the total scope of the project.• Represents the work in the current approved project

scope statement.• Work Packages: The lowest level of planned work

that can be…• Scheduled• Cost estimated• Monitored and controlled

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Create WBS 5.4


Outputs

Scope Management Plan Decomposition Scope Baseline

Project Scope Statement Expert Judgment Project Document Updates

Requirements DocumentationEnterprise Environmental FactorsOrganizational Process Assets

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Inputs (5.4.1)

• Scope Management Plan• Project Scope Statement• Requirements Documentation• Enterprise Environmental Factors• Organizational Process Assets

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Tools & Techniques (5.4.2)• Decomposition

– Subdivision of Scope and Deliverables into smaller, more manageable components

• Work Packages

– Sufficient detail to support executing, monitoring, and controlling the work

– May not be possible for distant future deliverables– Different levels of decomposition– Avoid excessive decomposition

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Tools & Techniques (5.4.2)• Decomposition (continued)

– Steps in Decomposition• Identify Major Deliverables and Related Work• Structure and Organize WBS• Decompose Upper Level WBS into Lower Levels• Develop and Assign Identification Codes to WBS Components (Code

of Accounts)• Verify the Level of Decomposition

• Expert Judgment:– Often used to analyze the information needed in order to

complete the decomposition process– May be technical

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Outputs (5.4.3)• Scope Baseline:

– Scope Statement– WBS

• Key output of this process, generally structured like Organizational Chart.

• Organizing WBS – Major Deliverables and Sub-Deliverables– Subprojects (Different Teams are handling these subprojects.)– Project Phases– Combination Approach

– WBS Dictionary– Project Document Updates

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Outputs cont’d (5.4.3)

• WBS – Understanding WBS leveling

• Project Manager should identify the levels in the WBS.• Highest level is project itself.• PMBOK – level one is the first level of decomposition.• First level can be deliverables, phases, or subproject.• Each lower level shows more details.• Lowest level of WBS is called Work Package.

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Outputs cont’d (5.4.3)

• WBS – What is a Work Package?

• A Deliverable or Project Component at the Lowest Level of Each Branch of the WBS

• Assigned to a Small Team, with Clear Accountability and Responsibility

• Level at which Cost / Time can be Reliably Estimated• Should Present “Schedule Activity” and “Milestones”

Related to the Work Package

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WBS Example

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Schedule based upon WBS

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Outputs cont’d (5.4.3)• WBS Dictionary

– A Companion document for WBS, providing additional information for respective WBS components

– For each WBS component, dictionary can have one or all of the following:

Code of Account Identifier Description of Work Responsible Organization Schedule Milestones Cost Estimates

Quality Requirements Resources Contract Information Acceptance Criteria

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Recap: Outputs (5.4.3)

• Scope Baseline – Component of the Project Management Plan and includes:

• Scope Statement• WBS• WBS Dictionary

• Project Document (Updates)– Any project documents that require updates.

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Create WBS - SummaryInputs Tools &

TechniquesOutputs

Scope Management Plan Decomposition Scope Baseline

Project Scope Statement Expert Judgment Project Document Updates


Enterprise Environmental Factors


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5.5 Validate Scope

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Definition - Validate Scope

• Process of formalizing acceptance of the completed project deliverables.– Increases the chance that the final product,

service, or result will be accepted.

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Validate Scope - Details• Reviewing deliverables with customer or

Sponsor to ensure they are completed satisfactorily

• Obtain formal acceptance of deliverables by the customer or Sponsor

• SCOPE VALIDATION DIFFERS FROM QUALITY CONTROL

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Scope Validation VS. Quality Control

Scope Verification• Acceptance of

Deliverables

Quality Control• Correctness of Deliverables• Meet Quality

Requirements for the specified deliverables

• Generally performed before Scope Verification, but can be done in parallel.

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Validate ScopeInputs Tools &

TechniquesOutputs

Project Management Plan

Inspection Accepted Deliverables



Change Requests


Work Performance Information

Validated Deliverables Project Document UpdatesWork Performance Data

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Inputs (5.5.1)• Project Management Plan

– Project Scope Statement– Scope Baseline

• WBS• WBS Dictionary

• Requirements Documentation • Requirements Traceability Matrix• Validated Deliverables

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• Inspection – Activities to determine whether work and deliverables

meet requirements and product acceptance criteria.• Also known as:

– Reviews– Product Reviews– Audits– Walkthroughs

• Group Decision Making– Used to reach a conclusion when the validation is

completed by team members and stakeholders.

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Outputs (5.5.3)• Accepted Deliverables

– Deliverables that meet the acceptance criteria and are approved by the sponsor or customer.

• Change Requests– Deliverables that have not been accepted, along with the reason for the

non-acceptance– These may require a change request to correct a defect.– Processed through the Integrated Change Control process.

• Project Document Updates– Corrective actions are documented recommendations to bring future

performance into conformance with the project management plan.

131



Verify Scope - Summary


Outputs


Inspection Accepted Deliverables



Change Requests


Project Document Updates

Validated DeliverablesWork Performance Data

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5.6 Control Scope

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Definition - Control Scope

• The process of monitoring the status of the project and product scope

• And managing changes to the scope baseline

134



Control Scope - Details

• Ensures all requested changes and recommended corrective or preventative actions go through Integrated Change Control.

• Used to manage the actual changes when they occur.• Scope changes always happen. Project team should

be prepared to handle this.• Scope Creep – Uncontrolled changes

135



Control ScopeInputs Tools &

TechniquesOutputs

Project Management Plan Variance Analysis

Work Performance InformationRequirements Documentation

Change Requests


Project Management Plan (Updates)

Work Performance Data Project Document (Updates)


Organizational Process Assets (Updates)

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Inputs (5.6.1)

• Project Management Plan– Scope Baseline– Scope Management Plan– Change Management Plan– Configuration Management Plan– Requirements Management Plan

137



Inputs cont’d (5.6.1)• Work Performance Information

– Project progress– Deliverables Status

• When they started• Current progress• When did they finish

• Requirements Documentation• Requirements Traceability Matrix• Organizational Process Assets

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• Variance Analysis

– Performance measurements are used to assess the magnitude of variation from the original scope baseline.

– Determine the cause of the variance and decide if a Corrective or Preventative Action is required.

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Outputs (5.6.3)

• Work Performance Measurements• Organizational Process Assets (Updates)

– Causes of Variances– Reasons behind the corrective actions chosen– Other Lessons Learned from Project Scope Control

• Change Requests– Changes Requested to Scope – Must be Considered

According to Change Control Process

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Outputs (5.6.3)

• Project Management Plan (Updates)– Scope Baseline

• If project scope statement changes, so does the scope baseline.

– Other Baseline Updates• Cost, Schedule

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Control Scope - SummaryInputs Tools &

TechniquesOutputs


Variance Analysis

Work Performance Information


Change Requests


Project Management Plan (Updates)

Work Performance Data Project Document (Updates)


Organizational Process Assets (Updates)

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References

• A Guide to the Project Management Body of Knowledge, 5th ed. Project Management Institute, Inc.

• Rita Mulcahy’s PMP Exam Prep 8th edition

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End of Scope

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PMP/CAPM Prep Workshop Intro and Scope PMP/CAPM Prep Workshop1.

Documents

Transcript of PMP/CAPM Prep Workshop Intro and Scope PMP/CAPM Prep Workshop1.