Flashcards: Chapter 5 Project Scope Management
About these flashcards
Created by:
gaynell on January 13, 2011
Subjects:
Description:
key definition and terms for scope process area
Groups:
Antech PMP Study Group, PMP Study Group
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Terms | Definitions |
|---|---|
 Chart of Accounts | the financial numbering system used to monitor project costs by category. It is usually related to an organization's general ledger. |
| Code of Accounts [Tool] | Any numbering system used to uniquely identify each component of the WBS. |
| Control Accounts [Tool] | A management control point where scope, budget (resource plans), actual cost, and schedule are integrated and compared to earned value for performance measurement. See also work package. |
| Decomposition [Technique] | A planning technique that subdivides the project scope and project deliverables into smaller, more manageable components, until the project work associated with accomplishing the project scope and providing the deliverables is defined in sufficient detail to support executing, monitoring, and controlling the work. |
| Planning Package | A WBS component below the control account with known work content but without detailed schedule activities. It is used to plan scoped work which lacks sufficient work level details. See also control account. |
| Requirements Traceability Matrix | A table that links requirements to their origin and traces them throughout the project life cycle. |
| Rolling Wave Planning [Technique] | A form of progressive elaboration planning where the work to be accomplished in the near term is planned in detail at a low level of the WBS, while the work far in the future is planned at a relatively high level of the work breakdown structure, but the the detailed planning of the work to be performed within another one or two periods in the near future is done as work is being completed during the current period. |
| Scope Baseline | An approved specific version of the detailed scope statement, WBS, and its associated WBS dictionary. |
| Work Breakdown Structure WBS [I/O] | A deliverable-oriented hierarchical decomposition of the work to be executed by the project team to accomplish the project objectives and create the required deliverables. It organizes and defines the total scope of the project. Its main pieces include control accounts, planning packages,and work packages. |
| WBS Dictionary [I/O] | A document that describes each component in the WBS. For each WBS component, it includes a brief definition of the scope or statement of work, defined deliverables, a list of associated activities, and a list of milestones. Other information may include; responsible organization, start and end dates, resources required, an estimate of cost, charge number, contract information, quality requirements, and technical references to facilitate performance of the work. |
| Work Package | A deliverable or project work component at the lowest level of each branch of WBS; cost estimates are made at this level; See also control account. |
| WBS Component | An entry in the WBS that can be at any level. |
| Collect Requirements | The process of defining and documenting stakeholders' needs to meet the project objectives. |
| Define Scope | The process of developing a detailed description of the project and product. It includes: What the project consists of; What is involved to create the project; What it is expected to do when complete |
| Create WBS | The process of subdividing project deliverables and project work into smaller, more manageable components. |
| Verify Scope | The process of formalizing acceptance of the completed project scope/deliverables at logical intervals during the process or when the project is completed. |
| Control Scope | The process of monitoring the status of the project and product scope and managing changes to the scope baseline. |
| Scope | can refer to product or project scope. |
| Product Scope | The features and functions that characterize a product, service, or result. |
| Project Scope | The work that needs to be accomplished to deliver a product, service, or result with the specified features and functions. |
| Project Charter [Inputs] | the foundational document which states the main details of the project typically includes the following: Scope of the project; Assumptions and constraints including time and cost goals; Why the project is being done; PM authority |
| Stakeholder Register [Inputs] | Is used to collect stakeholder needs and other relevant information. |
| Brainstorming [T&T] | A technique used with groups to generate a large number of ideas. |
| Nominal Group Technique [T&T] | Ranks the most useful brainstorming ideas for prioritization or further brainstorming. |
| Delphi Technique [T&T] | A technique to attain consensus within a group of experts; typically used to gain vision about future direction or development. |
| Idea/mind mapping [T&T] | A single map consolidating ideas created through individual brainstorming sessions. |
| Affinity diagram [T&T] | Diagram that sorts and groups large numbers of brainstorming ideas for review and analysis. |
| Unanimity [T&T] | Decision is made via the consensus of all group members. |
| Majority [T&T] | Decision is made via the consensus of more than 50% of group members. |
| Plurality [T&T] | Decision is made via the consensus of the largest block of group members. |
| Dictatorship [T&T] | Decision is made via one individual |
| Requirement | A condition or capability that must be met or possessed by a system, product, service or result or component to satisfy a contract, standard, specification, or other formally imposed document. They include the quantified and documented needs, wants, and expectations of the sponsor, customer, and other stakeholders. |
| Requirements Management Plan | helps the PM and team analyze, document and manage the project requirements. |
| Inspection [T&T] | Examining or measuring to verify whether an activity, component, product, result, or service conforms to specified requirements. |
| Scope Management Plan [I/O] | The document that describes how the project scope will be defined, developed, and verified and how the work breakdown structure will be created and defined, and that provides guidance on how the project scope will be managed and controlled by the project management team. It is a subsidiary plan of the PM Plan. There is no formal process that creates this plan. |
| Acceptance | The process of formally receiving the work of the project. The work should be complete and fulfill the needs for which it was created. |
| Acceptance Criteria | Those criteria, including performance requirements and essential conditions, which must be met before project deliverables are accepted. |
| Analogy Approach | An approach in which a previous project of similar characteristic is used to obtain the values (duration, resources, budget, etc.) for the current project being planned. |
| Bottom-up Estimating Approach [Technique] | A method of estimating a component of work. The work is decomposed into more detail. An estimate is prepared of what is needed to meet the requirements of each of the lower, more detailed pieces of work, and these estimates are then aggregated into total quantity for the component of work. |
| Deliverable [I/O] | Any unique or verifiable product, result, or capability to perform a service that must be produced to complete a process, phase, or project. Often used more narrowly in reference to an external deliverable, which is a deliverable that is subject to approval by the project sponsor or customer. (See also product and result). |
| Milestone | A major achievement, or event on a project; usually occurs after a series of activities leading up to its completion; has zero-days duration and could be related to a "deliverable". |
| Product | The measurable, definable work of the project. |
| Scope Change | An approved change to the scope or the project. |
| Scope Creep | Unauthorized request for change that usually occurs in a project as time evolves. |
| Top-down Approach | The point at which a WBS is created with the major (or bigger) pieces, then they are broken down into the smaller pieces. |
| User | The person, division, or company that will be the user or owner of the product when the project is complete. |
| Validation | The assurance that a product, service, or system meets the needs of the customer and other identified stakeholders. It often involves acceptance and suitability with external customers. Contrast with verification. |
| Verification | The evaluation of whether or not a product, service, or system complies with a regulation, requirement, specification, or imposed condition. It is often an internal process. Contrast with validation. |
| Management by Objectives (MBO) | Helps determine where a project fits in the big picture of planning at the company. |
| Activity List | is the detailed decomposition of the work package (lowest level of the WBS). |
| Organizational Breakdown Structure (OBS) [t&t] | Also know as the organizational chart. A hierarchically organized depiction of the project organization arranged so as to relate the work packages to the performing organizational units. |
| Risk Breakdown Structure (RBS) [t&t] | A hierarchically organized depiction of the identified project risks arranged by risk category and subcategory that identifies the various areas and cause of potential risks. |
| Resource Breakdown Structure (RBS) | A hierarchical structure of resources by resource category and resource type used in resource leveling schedules and to develop resource-limited schedules, and which may be used to identify and analyze project HR assignments. |
| Bill of Material (BOM) | includes components, sub-assemblies, and assemblies used to build a product or service. |
| Variance Analysis | determines if any variance or required change exists between the work to be done and the completed. |
| Validated Deliverables | are deliverables that have passed acceptance criteria and are complete and signed off. |
| Project Scope Statement | It helps define the project. The detail can include information associated with deliverables and any constraints or assumptions considered for planning. It should provide stakeholders with a common interpretation of the scope of the project. It should incorporate the product scope description, product acceptance criteria, and project deliverables, exclusions, constraints, and assumptions. |