PMP/CAPM Prep Workshop Intro and Scope

PMP/CAPM Prep Workshop Intro and Scope

PMP/CAPM Prep Workshop
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 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Tonight’s Topic: Introduction, Project Lifecycle, Project Management Processes Reference Material Chapters 1-3 PMBOK 5th Edition PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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) PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Project Management Professional (PMP) Certification
PMP Credential Handbook PMP Code of Ethics Go to and search for these two PDF documents. PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Exam Choose BEST ANSWER – Possible to see ALL “Right” answers, but there is only ONE CORRECT answer. 3 TYPES of QUESTIONS SITUATIONAL (Up to about 150 questions) DEFINITIONS CALCULATIONS (FORMULAS) (8 to 10 Questions), Earned Value – 10 to 12 Questions What’s the PMP Exam Like? Not a test on PMBoK – And you cannot rely only on real world experience. Rita indicates that 50% of those people who take the test and Fail do so because No Project Mgt Training No Real World Experience PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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% Choose BEST ANSWER – Possible to see ALL “Right” answers, but there is only ONE CORRECT answer. 3 TYPES of QUESTIONS SITUATIONAL (Up to about 150 questions) DEFINITIONS CALCULATIONS (FORMULAS) (8 to 10 Questions), Earned Value – 10 to 12 Questions What’s the PMP Exam Like? Not a test on PMBoK – And you cannot rely only on real world experience. Rita indicates that 50% of those people who take the test and Fail do so because No Project Mgt Training No Real World Experience PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

PMP Certification Exam Overview
PM Process # KA Processes % of Questions # of Questions Initiating 10 11 20 Planning 25 23 40 Executing 22 27 48 Monitor/Controlling 19 21 37 Closing 9 15 Professional Responsibility Most difficult Knowledge areas: Procurement Risk Integration Management Most Difficult Process Groups: Monitoring and Controlling Initiating Executing PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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 Mulcahy p. 9 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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! Mulcahy – Chapter 1 Pages 1 – 19 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Ch 1: Introduction Project Management
PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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.” PMBOK p. 5 Rita – Page 21 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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 Rita – Page 21 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Projects vs. Operations Project Start Date End Date Unique Designated Funding Attain Objective & Terminate Operation Start Date No End Date Repetitive General Funding Sustain the Business Projects and Operations Are: Performed by People Constrained by Limited Resources PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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 of 42 project management processes comprising the 5 Process Groups. PMBOK PG 6 Rita – Page 22 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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 PMBOK p. 76 (plus p. 75 and p. 89 for the Project Management Plan) + PMBOK p. 81 for Charter PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Subsidiary Plans and Components of the PM Plan
Human Resource Staffing Management Plan Communication Communication Management Plan Risk Risk Management Plan Risk Register Procurement Procurement Management plan Stakeholder Stakeholder Management 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 PMBOK p. 70 and P. 89 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Organizational, Portfolio, Program, and Project Management

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. PMBOK Pg 8, 9; Rita page 25 Prioritizing Resource Allocation Portfolios are consistent with and aligned to Organizational Strategies. PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

meet strategic business objectives
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 PMBOK Pg 8, 9 Rita Pg 25 Prioritizing Resource Allocation Portfolios are consistent with and aligned to Organizational Strategies. PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Portfolio Management Focus
Prioritizing resource allocation across programs and projects Portfolio is consistent with and aligned to organizational strategies. PMBOK Pg 9 Rita – Page 24 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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. PMBOK Pg 9 Rita – Page 24 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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 PMBOK Pg 10 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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 PMBOK Pg 10 Rita – Page 21 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

PMBOK Pg 9 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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. PMBOK Pg 11 Rita – Page 23 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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. PMBOK Pg 11 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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. PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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. PMBOK Pg 16 Personal – Core personality characteristics and leadership PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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) PBMOK Pgs 1 & 17 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Additional Information
Project Management (PMBoK) standards do not address everything…single projects and good practices. Constraints: Time Cost Scope Quality Risk Resources Customer Satisfaction PBMOK Pgs 1 & 17 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Ch2: Organizational Influences and Project Lifecycle

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 PMBoK says that these variables are “likely” to influence your project. From first hand experience, these almost always will, and if they aren’t, then I’d be willing to bet you didn’t have enough stakeholders involved at the start and you are going to run into some challenges as the effort continues. PMBoK p 19-20 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Organizational Influences
Type of Organization Government Corporations Healthcare Maturity of Organization Culture Style Structure PMBOK P. 27 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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 PMBOK P. 21 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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. PMBOK p. 22 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Organizational Structures
PMBOK p. 21 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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 Mulcahy, page 28 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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 Mulcahy, Page 28 Rita – Page 26 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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 Mulcahy, page 29 Rita 26 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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 Mulcahy, page 30 Rita – Page 26 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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 PMBok p 22 Rita – Page 27 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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 PMBok 22 Rita PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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 PmBok 24 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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 PMBoK, Page 26 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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 PMBOK Pg 28-29 Interesting they should dedicate a complete sub-section to this topic. PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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. PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Project Lifecycle PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Product Life Cycle Stages that Make Up the Life of the Product Example: Introduction Growth Maturity Decline PMBOK Pg 37 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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. PMBoK – Page 37 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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 PMBOK Pg 38 Rita – Page 29 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Cost vs. Staffing Levels

Variables over Project Time

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. PMBok pg 40 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Phase to Phase Relationships
Sequential PMBOK Pg 42 Reduces uncertainty, but may eliminate options for reducing the schedule. PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Phase to Phase Relationships
Overlapping PMBOK Pg 43 Can be an example of schedule compression (FAST TRACKING). May increase risk and can result in rework. Also is important to keep in mind that different relationships could exist in the same project. Meaning one phase could be sequential and another phase could be overlapping depending on the project needs. PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Predictive Lifecycles
AKA – Fully Plan Driven – project scope, time, and budget are determined as early as possible. PMBOK Pg 44 The work performed in each phase is usually different than in the preceding phase. Each phase focuses on a subset of activities or processes. The skillset may change from phase to phase and as a result the teams may change throughout the project lifecycle. Is typically used when the scope is very well known. PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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. PMBOK 45 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

CH 3: Project Management Process Groups and Knowledge Areas

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 PMBOK p. 37 and PMBOK p. 46 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

5 Process Groups Initiating Planning Executing Controlling and Monitoring Closing PMBOK Pg 48 Rita – Page 41 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

5 Process Groups PMBOK pg 40 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Project Boundaries Project Boundaries Project Deliverables Planning Executing Monitor & Controlling Initiating End User End User Project Inputs Closing Sponsor Project Records PMBOK p. 70 (among others) Process Assets PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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 PMBOK p. 70 (among others) PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Rita’s book p. 50 Map to Knowledge Areas – 10-n-5 Project Management Process Groups Knowledge Areas PMBOK Pg 60 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Question What process group has the most processes across all Knowledge areas? Let’s see…. PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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…” PMBOK p above definition PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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 PMBOK p above definition PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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.” PMBOK p above definition PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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.” PMBOK p above definition PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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 PMBOK p above definition from p. PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

End of introduction PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

CH 5 Scope Management PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Project Scope Management
Reference Material Chapter 5 PMBOK 5th Edition PMBOK p 104 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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 Managing the Project Scope is primarily concerned with defining and controlling what is and is not included in the project. All work required and only work required. According to Rita – about 34% of projects are successful. Very important to manage Scope. A Few Key Scope Things: Clearly defined and formally approved before work starts WBS is used on all projects Gold Plating is not allowed No changes without approved change request PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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. PMBOK P.103 Rita – Page 147 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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 PMBOK Pg. 104 Rita – Page 149 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Scope Management Processes
Planning Collect Requirements Define Scope Create WBS (Work Breakdown Structure) Monitor and Controlling Verify Scope Control Scope Rita – Page 149 WBS stands for Work Breakdown Structure – This will be explained in later slides PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

5.1: Plan Scope Management

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? PMBOK: 106 As with most things in the project management space, planning is better than reacting. PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Plan Scope Management 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 PMBOK: 108 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Plan Scope Management Tools and Techniques: Expert Judgment: Use your resources (both human and other) Meetings: Project Kickoff sessions PMBOK: 108 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Plan Scope Management 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. PMBOK 109 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Plan Scope Management Requirements Management Plan Documents how the requirements will be Analyzed Documented Managed Documents how requirements will be prioritized Documents how requirements will be traced PMBOK Pg Rita – Page 157 Components of Requirements Management Plan: How activities will be planned, tracked, and reported. How changes will be managed Requirements Prioritization process Traceability structure – which attributes will be captured on the RTM PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

5.2: Collect Requirements

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 PMBOK PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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 PMBOK Pg 111 Rita – Page 151 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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 PMBOK Pg Rita – Page 151 High level product and project requirements would have been gathered during the Project Charter development. Collect requirements involves a gathering more specific input on those requirements. PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Collect Requirements Inputs Scope Management Plan Requirements Management Plan Stakeholder Management Plan Project 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 PMBOK Pg Very helpful to memorize inputs, tools & techniques, and outputs. PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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. PMBOK 112 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Tools & Techniques 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. PMBOK Pg PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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. PMBOK Pg Rita – Pages Nominal Group technique – enhances brainstorming with a voting process used to rank the most useful ideas for further brainstorming or prioritization. Unanimity – everyone agrees on a single course of action Majority – 50.1% Plurality – largest group decides even if it is not a majority Dictatorship – one individual makes the decision for the group. PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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. PMBOK Pg Important to balance all Stakeholder Needs. Conflicting Requirements Resolution Guidelines: Business Case Project Charter Project Scope Statement Project Constraints PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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 PMBOK Pg. 118 Components of Requirements Documentation: Business need or opportunity Business and project objectives for traceability Functional / Non-Functional Business Rules Acceptance Criteria Quality Requirements Assumptions / Constraints PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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. PMBOK Pg Components of Requirements Traceability Matrix: Unique identifier Text description of requirement Owner Source Status Date completed Acceptance criteria PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

5.2 Collect Requirements - Summary
Inputs Project 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 PMBOK PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

5.3 Define Scope PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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 PMBOK P.424 (Glossary) PMBOK Pg. 120 Rita – Page 157 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Define Scope Inputs Tools & Techniques Outputs Scope Management Plan Expert Judgment Project Scope Statement Project Charter Product Analysis Project Document Updates Requirements Documentation Alternatives Identification Organizational Process Assets Facilitated Workshops PMBOK Pg. 120 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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 PMBOK Pg. 121 Organizational Process Assets Policies, procedures, templates for a project scope statement Project files from previous projects Lessons Learned PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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. PMBOK Pg. 122 Product Analysis – Used when the project deliverable is a “product” rather than a result or service. Most application areas have generally accepted methods for transforming the project objectives to tangible deliverables and requirements. Product Analysis is a grouping of different techniques like Product Breakdown, Systems Engineering, Value Engineering. For the purpose of PMP you don’t have to know what each of these are but would require to understand where these techniques reside. Alternative Identification – a way of generating different approaches to execute and perform the work of the project. Brainstorming Lateral thinking PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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 PMBOK Pg Interesting statement from PMBOK: The degree and level of detail to which the project scope statement defines the work that will be performed and the work that is executed can determine how well the project management team can control the overall project scope. PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Outputs (5.2.3) Project scope statement contains the following: Product Scope Description Product Acceptance Criteria Project Deliverables Project Exclusions Project Constraints Project Assumptions PMBOK Pg Product scope description – Progressively elaborates the characteristics of the product, service, or result described in the project charter and requirements documentation. Project deliverables – A complete list of deliverables should be documented here. These can be on detailed or summary level (based on project management plan). A deliverable is any unique and verifiable product or service that should be provided before the completion of project (PMBOK Pg. 122) [Reporting Application – details include list of all reports] Product acceptance criteria - Defines the process and criteria for accepting completed product. [who will provide acceptance, what tests should be executed] Constraints – things that limit the project team’s options. Examples: Funding, contract provisions. Assumptions – things we are holding to be true on the project. Also documents the impact if any assumptions prove to be false. PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Outputs (5.2.3) Project Document Updates Stakeholder register Requirements Documentation Requirements Traceability Matrix PMBOK Pg.122 Requested Changes – During Project definition, project management team can identify some changes that needs to be incorporated. These changes are reviewed and enacted through Integrated Change control process Project scope management plan – The change requests generated from project definition, once accepted, can influence or change the project scope management plan. This output identifies the updates to project scope management plan. PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Define Scope - Summary Inputs Tools & Techniques Outputs Scope management Plan Expert Judgment Project Scope Statement Project Charter Product Analysis Project Document Updates Requirements Documentation Alternatives Identification Organizational Process Assets Facilitated Workshops PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

5.4 Create WBS (Work Breakdown Structure)

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. PMBOK P.357 (Glossary) PMBOK Pg. 124 Rita – Page 159 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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 PMBOK Pg Rita – Page 162 Rita’s Rules – WBS is created with the help of the Project Team First level is completed first Includes only deliverables that are really needed Deliverables not in WBS are not part of the project PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Create WBS 5.4 Inputs Tools & Techniques Outputs Scope Management Plan Decomposition Scope Baseline Project Scope Statement Expert Judgment Project Document Updates Requirements Documentation Enterprise Environmental Factors Organizational Process Assets PMBOK Pg.125 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Inputs (5.4.1) Scope Management Plan Project Scope Statement Requirements Documentation Enterprise Environmental Factors Organizational Process Assets PMBOK Pg. 126 Scope Management Plan: Specifies how to create the WBS and how it will be maintained and approved. Project Scope Statement – This describes the work that the project has been approved to complete. Also describes external restrictions and limitations Requirements Documentation: what’s needed to meet project goals Enterprise Environmental Factors: Industry specific WBS protocols (if applicable) Organizational Process Assets Policies, procedures, and templates for the WBS Project files from previous projects Lessons Learned PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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 PMBOK Pg Decomposition – dictionary meaning of decomposition is to divide into smaller pieces. PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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 PMBOK P Identify deliverables – Identifying the deliverables and work related to produce these deliverables requires analysis of the project scope statement. (PMBOK P.115) Structure and organize WBS – generally templates are used for organizing and structuring WBS. WBS can be structured as (PMBOK P.115) Deliverables and subprojects Phases of project life cycle Large projects can have hybrid decompositions Decompose upper level WBS into lower levels – decomposing into components where each of them can represent verifiable products, services, or results. (PMBOK P.115) Some sort of numeric representation should be developed and assigned to each WBS components. (PMBOK P.115) Requires determination that lower-level WBS components are needed to complete the higher level deliverables. (PMBOK P.116) PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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 PMBOK Pg WBS output This is the key output of this process Each WBS can be organized in different way. This is generally decided in Scope Planning (SCOPE MANAGEMENT PLAN!) . Project manager makes the final decision Organized based on deliverables Based on sub projects Based on project phases Combined approach PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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. PMBOK Pg WBS output Project manager makes the decision on the level of granularity in WBS breakdown The highest level of WBS is the name of project PMBOK identifies the first level of decomposition as level 1 Each lower level shows more details Lowest level of WBS is called work package – estimates are assigned to work packages PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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 PMBOK P.380 (Glossary) PMBOK Rita – Page 162 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

WBS Example PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Schedule based upon WBS

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 PMBOK Pg PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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. PMBOK Pg Rita – Page 166 Scope Baseline – the agreed-upon project scope statement, WBS and WBS dictionary. PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Create WBS - Summary Inputs Tools & Techniques Outputs Scope Management Plan Decomposition Scope Baseline Project Scope Statement Expert Judgment Project Document Updates Requirements Documentation Enterprise Environmental Factors Organizational Process Assets Inputs Tools & Techniques Outputs Scope Management Plan Decomposition Scope Baseline Project Scope Statement Expert Judgment Project Document Updates Requirements Documentation Enterprise Environmental Factors Organizational Process Assets PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

5.5 Validate Scope PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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. PMBOK 133 This is one of the most important process in scope management, where project team obtains the formal acceptance for completed project work. As the definition states… Even if a project is cancelled, project team should do scope verification to document the degree of completion. This will serve as historical information for future projects PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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 PMBOK Pg.133 Rita- Page 168 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Scope Validation VS. Quality Control
Scope Verification Quality Control Acceptance of Deliverables Correctness of Deliverables Meet Quality Requirements for the specified deliverables Generally performed before Scope Verification, but can be done in parallel. PMBOK Pg. 133 This slide is not meant to teach quality control, rather show the differences and complimentary nature between Scope Verification and Quality Control. PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Validate Scope Inputs Tools & Techniques Outputs Project Management Plan Inspection Accepted Deliverables Requirements Documentation Group Decision Making Techniques Change Requests Requirements Traceability Matrix Work Performance Information Validated Deliverables Project Document Updates Work Performance Data PMBOK Pg. 133 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Inputs (5.5.1) Project Management Plan Project Scope Statement Scope Baseline WBS WBS Dictionary Requirements Documentation Requirements Traceability Matrix Validated Deliverables PMBOK Pg 133 Project Scope Stmt – contains project scope description, includes project deliverables, user acceptance criteria WBS – defines each deliverables WBS Dictionary – additional information PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Tools & Techniques (5.4.2) 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. PMBOK 134 Inspection includes activities like measuring, examining, and verifying to determine whether the completed work and deliverables meet requirements and product acceptance criteria. PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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. PMBOK Accepted Deliverables Documented record of Completed deliverables that are accepted Completed deliverables that are not accepted, along with reasoning Supporting documents Requested changes Changes can be identified based on scope verification and these changes will have to go through Integrated Change Control Recommended corrective actions Definition for Recommended Corrective Actions PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Verify Scope - Summary Inputs Tools & Techniques Outputs Project Management Plan Inspection Accepted Deliverables Requirements Documentation Group Decision Making Techniques Change Requests Requirements Traceability Matrix Project Document Updates Validated Deliverables Work Performance Data PMBOK Pg. 123 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

5.6 Control Scope PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Definition - Control Scope
The process of monitoring the status of the project and product scope And managing changes to the scope baseline PMBOK Pg. 135. PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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 PMBOK Pg.125 Project scope control is focused on Trying to control and influence the factors that create project scope changes. This can include managing share holders or working with proper SMEs Scope changes always happen… If the change is identified, try to minimize the impact of this change on scope Assure that all requested changes and corrective actions go through Integrated change control process Once the changes are approved and corrective actions are taken, if there are any changes to scope this will be established in new scope baseline Team should always try to control changes, as uncontrolled changes becomes cases of scope creep. Scope creep are changes that are not put through Integrated change control PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Control Scope Inputs Tools & Techniques Outputs Project Management Plan Variance Analysis Work Performance Information Requirements Documentation Change Requests Requirements Traceability Matrix Project Management Plan (Updates) Work Performance Data Project Document (Updates) Organizational Process Assets Organizational Process Assets (Updates) PMBOK P.135 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Inputs (5.6.1) Project Management Plan Scope Baseline Scope Management Plan Change Management Plan Configuration Management Plan Requirements Management Plan PMBOK Pg Requirements Mgt Plan – indicates how the requirements activities will be planned, tracked and reported and how changes to the product, service, or result requirements will be initiated. Identifies how impacts will be analyzed, and authorization levels required to approve these changes. PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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 PMBOK Pg Org Process Assets – those that can influence the Control Scope process. Scope control processes, policies Monitoring and reporting methods to use PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Tools & Techniques (5.6.2) 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. PMBOK Pg. 138 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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 PMBOK Pg PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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 PMBOK Pg. 139 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Control Scope - Summary
Inputs Tools & Techniques Outputs Project Management Plan Variance Analysis Work Performance Information Requirements Documentation Change Requests Requirements Traceability Matrix Project Management Plan (Updates) Work Performance Data Project Document (Updates) Organizational Process Assets Organizational Process Assets (Updates) PMBOK P.120 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

References A Guide to the Project Management Body of Knowledge, 5th ed. Project Management Institute, Inc. Rita Mulcahy’s PMP Exam Prep 8th edition PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

End of Scope PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

PMP/CAPM Prep Workshop Intro and Scope

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