Chapter 5: Managing a Project Scope

8/80 rule

A planning heuristic for creating the WBS. this rule states that work package in a WBS must take no more than 80 hours of labor and no fewer than 8 hours of labor to create

Active observation

The observer interacts with the worker to ask questions and understand each step of work being completed. In some instances the oberserver could serve as an assistant in doing the work

Affinity diagrams

A diagram that clusters a large number of similar ideas together for further analysis

Alternatives generation

A scope definition process of finding alternative solutions for the project customer while considering the customers satisfaction, the cost of thebsolution and how the customer may use the product in operations

Autocratic

A decision method in which only one individual makes the decision for the group

Brainstorming

An approach that encourages participants to generate as many ideas as possible about the project requirements. No idea is judged or dismissed during the session

Change control system

A system docujented in scope management plan that defines how changes to the project scope are managed and controlled

Code of accounts

A numbering system for each itemin the WBS. The PMBOK guide is a good example of a code of accounts as each chapter and its subheadings follow a logical numbering scheme. For example, PMBOK 5.3.3.2 identifies an exact paragraph in the PMBOK 5.3.3.2 identifies an exact paragraph in the PMBOK Guide

Configuration management plan

A subsidiary plan that defines how changes to the features and functions of the project deliverables will be monitored and controlled within the project

Context diagram

Diagrams that show the relationship between elements of an environment. For example a context diagram would illustrate the networks, servers, workstations and people that interact with the elements of the environment

Focus groups

A moderator led requirements collection method to elicit requirements from stakeholders

Functional analysis

The study of the functions within a system, project or whats more likely in the project scope statement the product the project will be creating. Functional analysis studies the goals of the product, how the product will be used and the expectations the customer has of the product once it leaves the product in operations which is known as life cycle costing

funding limit

A feature of most projects, in which a budget is determined in relation to the project scope. The budget may include a qualifier, such as plus or minus 10 percent based on the type of cost estimate created.

interviews

A requirements collection method used to elicit requirements from stakeholders in a one-on-one conversation.

majority

A group decision method in which more than 50 percent of the group must be in agreement.

mind mapping

An approach that maps ideas to show the relationship among requirements and the differences between requirements. The map can be reviewed to identify new solutions or to rank the identified requirements.

nominal group technique

A technique similar to brainstorming, in which participants are encouraged to generate as many ideas as possible, but the suggested ideas are ranked by a voting process.

passive observation

The observer records information about the work being completed without interrupting the process; sometimes called the invisible observer.

plurality

A group-decision method in which the largest part of the group makes the decision when the group comprises less than 50 percent of the total. (Consider three or four factions within the stakeholders.)

product acceptance criteria

A project scope statement component that works with the project requirements, but focuses specifically on the product and what the conditions and processes are for formal acceptance of the product.

product breakdown

A scope definition technique that breaks down a product into a hierarchical structure, much like a WBS breaks down a project scope.

product scope

Defines the product or service that will come about as a result of completing the project. It defines the features and functions that characterize the product.

product scope description

A narrative description of what the project is creating as a deliverable for the project customer.

project assumptions

A factor in the project planning process that is held to be true but not proven to be true.

project boundary

States what is included within the project and what's excluded from the project. This helps to eliminate assumptions between the project management team and the project customer.

project constraint

Anything that limits the project manager's options. Consider a predetermined budget, deadline, resources, or materials the project manager must use within the project—these are all examples of project constraints.

project objectives

The measurable goals that determine a project's acceptability to the project customer and the overall success of the project. Objectives often include the cost, schedule, technical requirements, and quality demands.

project requirements

The demands set by the customer, regulations, or the performing organization that must exist for the project deliverables to be acceptable. Requirements are often prioritized in a number of ways, from "must have," to "should have," to "would like to have."

project scope

Defines all of the work, and only the required work, to complete the project objectives.

project scope management plan

A project management subsidiary plan that controls how the scope will be defined, how the project scope statement will be created, how the WBS will be created, how scope validation will proceed, and how the project scope will be controlled throughout the project.

requirements documentation

Documentation of what the stakeholders expect in the project that defines all of the requirements that must be present for the work to be accepted by the stakeholders.

requirements management plan

A subsidiary plan that defines how changes to the project requirements will be permitted, how requirements will be tracked, and how changes to the requirements will be approved.

requirements traceability matrix (RTM)

A table that maps the requirements throughout the project all the way to their completion.

schedule milestones

Specific dates established by the customer that set when phases of the project should be completed. Milestones are often treated as project constraints.

scope creep

Undocumented, unapproved changes to the project scope.

scope validation

The formal inspection of the project deliverables, which leads to project acceptance.

stakeholder analysis

A scope definition process in which the project management team interviews the stakeholders and categorizes, prioritizes, and documents what the project customer wants and needs.

systems analysis

A scope definition approach that studies and analyzes a system, its components, and the relationship of the components within the system.

systems engineering

A project scope statement creation process that studies how a system should work, designs and creates a system model, and then enacts the working system based on the project's goals and the customer's expectations.

unanimity

A group decision method in which everyone must be in agreement.

value analysis

Similar to value engineering, this approach examines the functions of the project's product in relation to the cost of the features and functions.

value engineering

An approach to project scope statement creation that attempts to find the correct level of quality in relation to a reasonable budget for the project deliverable while still achieving an acceptable level of performance of the product.

WBS dictionary

A WBS companion document that defines all of the characteristics of each element within the WBS.

WBS template

A prepopulated WBS for repetitive projects. Previous projects' WBSs are often used as templates for current similar projects.

work breakdown structure (WBS)

A deliverables-oriented breakdown of the project scope.

work package

The smallest item in the WBS.

work performance information

Status of the deliverables: the work that's been started, finished, or has yet to begin.