PMP Preparation Trainingch5scope.ppt

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1、Source:pmbok guide 1996,Scope Management,Chapter 5,PMP Preparation Training,Source:pmbok guide 1996,Scope Management,5.1Initiation,5.3ScopeDefinition,5.4ScopeVerification,5.2ScopePlanning,5.5Scope Change Control,Initiation,Planning,Controlling,Executing,Source:pmbok guide 1996,Scope Management,Initi

2、ationScope PlanningScope DefinitionScope VerificationScope Change Control,Processes used to identify all the work required to successfully complete the project,Source:pmbok guide 1996,Scope,Product scope The features and functions that are to be included in a product or serviceProject scope The work

3、 that must be done in order to deliver a product with the specified features and functionsSuccessful completion of product scope is measured against the requirements;project scope is measured against the plan,Source:pmbok guide 1996,Initiation,Scope Initiation,Formal authorization that the project e

4、xists Recognition the project should continue into the next phase,Source:pmbok guide 1996,Initiation,InputsProduct descriptionStrategic planSelection criteriaHistorical information,ToolsProject selection methodsExpert judgement,OutputsProject charterPM assignedConstraintsAssumptions,Scope Initiation

5、,Source:pmbok guide 1996,Inputs,Product description Documents characteristics of the product or service and its relationship to a business needStrategic plan Describes the organizations mission,vision,and goals for the future,which the project supportsProject selection criteria Defined in terms of t

6、he product and covers the full range of management concernsHistorical information Results of previous project decisions and performance,Scope Initiation,Source:pmbok guide 1996,Tools&Techniques,Project selection methods(Decision models)Benefit-measurement methods Comparative approaches;scoring model

7、s;benefit-contribution and economic modelsConstrained optimization methods Mathematical models using linear,dynamic,integer,and multi-objective programming algorithmsExpert judgment Experts with specialized knowledge or training assess the inputs to this process,Scope Initiation,Source:pmbok guide 1

8、996,Outputs,Project charter Project manager selectedConstraints Factors that limit the project management teams options regarding scope,staffing,and scheduleAssumptions Factors that,for planning purposes,will be considered to be true,real,or certain,Scope Initiation,Source:pmbok guide 1996,Project C

9、harter,Formally recognizes the existence of a project Refers to the business need the project is addressingDescribes the product to be deliveredGives the project manager the authority to apply resources to the project,Scope Initiation,Source:pmbok guide 1996,Scope Planning,A written statement that i

10、ncludes:Project justification,the major deliverables,and the project objectivesCriteria used to determine if the project or phase has been successfully completed,Source:pmbok guide 1996,Scope Planning,InputsProduct descriptionProject charterConstraintsAssumptions,ToolsProduct analysisBenefit/cost an

11、alysisAlternatives identificationExpert judgment,OutputsScope statementSupporting detailScope management plan,Source:pmbok guide 1996,Inputs,Product description Contains the characteristics of the product or service in which the project will resultProject charter Formally recognizes the existence of

12、 a project Constraints Factors that limit the project management teams options regarding scope,staffing,and scheduleAssumptions Factors that,for planning purposes,will be considered to be true,real,or certain,Scope Planning,Source:pmbok guide 1996,Tools&Techniques,Product analysis Techniques to deve

13、lop a better understanding of the product(e.g.,systems engineering,value engineering,function analysis,quality function deployment)Benefit/cost analysis Estimating the tangible and intangible costs(or outlays)and the benefits(or returns)of various project alternativesAlternative identification Techn

14、iques used to generate different approaches to the project(e.g.,brainstorming and lateral thinking)Expert judgment,Scope Planning,Source:pmbok guide 1996,Outputs,Scope statement Written statement of project.It contains:Project objectives Project justificationProject deliverablesSupporting detail Sup

15、porting documentation containing identified requirements,plans,assumptions,and constraints,Scope Planning,Source:pmbok guide 1996,Scope Management Plan,Guidelines for how scope is to be managed and how scope changes are to be integrated into the project,Scope Planning,It includes:An assessment of th

16、e stability of the project scopeA clear description of how scope changes will be identified and classified,Source:pmbok guide 1996,Scope Definition,Subdividing major project deliverables into manageable components,in order to improve the accuracy of cost,time,and resources estimatesProvides a baseli

17、ne and assigns responsibilityA scope baseline is the original plan,plus or minus approved changes,Source:pmbok guide 1996,Scope Definition,InputsScope statementConstraintsAssumptionsOther planning inputsHistorical information,ToolsWBS templatesDecomposition,OutputsWork breakdown structure,Scope Defi

18、nition,Source:pmbok guide 1996,Inputs,Scope statementConstraintsAssumptionsOther planning outputs Outputs of the processes in other knowledge areas should be reviewed for possible impact on project scope definitionHistorical information About previous projects,Scope Definition,Source:pmbok guide 199

19、6,Tools&Techniques,WBS templates Use a WBS from a previous project or a standard template to develop a WBS for this projectDecomposition Subdividing major project deliverables into smaller,more manageable components until deliverables are defined in sufficient detail for supporting future project ac

20、tivitiesIdentify major elements of the projectFor each element,decide if adequate cost and duration estimates can be developed at this level of detail Identify constituent elements(e.g.,tangible,verifiable results)Verify the correctness of the decomposition is it necessary and is it sufficient for c

21、ompletion of the item decomposed,Scope Definition,Source:pmbok guide 1996,WBS Definition,Deliverable oriented grouping of project elements that organizes and defines the total scope of the project,Hardware,Services,Data,Scope Definition,Source:pmbok guide 1996,WBS,Code of accounts Uniquely identifie

22、s each element of the WBSWork packages A deliverable at the lowest level of the WBSWBS dictionary Includes work-package descriptions,Scope Definition,Source:pmbok guide 1996,Typical WBS,Project,Planning,1.1.1,Project,Control,1.1.2,Project,Data,1.1.3,Project,Management,1.1,Product,Design,1.2.1,System

23、s,Integration,1.2.2,Test&,Evaluation,1.2.3,Systems,Engineering,1.2,CPU,Acquisition,1.3.1,Auxiliary,Equipment,1.3.2,Printer,Acquisition,1.3.3,Hardware,Acquisition,1.3,Operating,System,1.4.1,Database,1.4.2,Application,Development,1.4.3,Software,Development,1.4,Facility,Plans,1.5.1,Facility,Modificatio

24、n,1.5.2,Facility,Installation,1.5.3,Facilities,Modifications,1.5,Training,Plans,1.6.1,Training,Courses,1.6.2,Training,Development,1.6,Information,System,1.,Scope Definition,Source:pmbok guide 1996,Responsibility Assignment Matrix,Scope Definition,Source:pmbok guide 1996,Outputs,Work breakdown struct

25、ure,Scope Definition,Source:pmbok guide 1996,Scope Verification,Process of formalizing stakeholders acceptance of the project scopeReviewing work products and resultsPrimarily concerned with acceptance of the work results,Source:pmbok guide 1996,Scope Verification,InputsProduct documentationWork res

26、ults,ToolsInspections,OutputsFormal acceptance,Scope Verification,Source:pmbok guide 1996,Inputs,Work results Information concerning which deliverables have been fully or partially completedProduct documentation Documents describing the projects products(e.g.,plans,specifications,technical documenta

27、tion,drawings),Scope Verification,Source:pmbok guide 1996,Tools&Techniques,Inspection Includes activities,such as measuring,examining,and testing,undertaken to determine whether results conform to requirementsAlso referred to as reviews,product reviews,audits,and walk-throughs,Scope Verification,Sou

28、rce:pmbok guide 1996,Outputs,Formal acceptance Documentation of the the client or sponsors acceptance of the product,Scope Verification,Source:pmbok guide 1996,Scope Change Control,A process for controlling changes to project scope by:Influencing factors which create scope changes,in order to ensure

29、 the changes are beneficialDetermining that a scope change has occurredManaging the changes when they occurThe system includes the paperwork,tracking systems,and approval levels necessary for authorizing changes,Source:pmbok guide 1996,Change Control Process,Steps for changing official project docum

30、entsChange Control Board(CCB)Responsible for approving or rejecting change requestsProcedures for handling those changes that may be approved without prior reviewThe scope change control process is a subsidiary process of the overall project control process,Scope Change Control,Source:pmbok guide 19

31、96,Scope Change Control,InputsWBSPerformance reportsChange requestsScope management plan,ToolsScope change control systemPerformance measurementAdditional planning,OutputsScope changesCorrective actionLessons Learned,Scope Change Control,Source:pmbok guide 1996,Inputs,WBSPerformance reports Provide

32、information on scope performance,such as:which interim products have been completed and which have notChange requestsScope management plan,Scope Change Control,Source:pmbok guide 1996,Tools&Techniques,Scope change control system Defines procedures for changing project scopePerformance measurement Te

33、chniques for assessing the magnitude of any variation and determining the cause of the variance and whether the cause requires corrective actionAdditional planning Scope changes may require changes to the WBS or analysis of alternative approaches,Scope Change Control,Source:pmbok guide 1996,Outputs,

34、Scope changes Any modification to the agreed upon project scope,as defined by the approved WBSCorrective action Any action taken to bring future project performance back in-line with the project planLessons learned Documentation of the reasons behind the corrective action and other types of information;to be included in the historical database for this project and for other projects of the performing organization,Scope Change Control,Source:pmbok guide 1996,Summary,Review Questions,