Flashcards: PMP Scope
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Created by:
nuts4realestate on January 17, 2011
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Terms | Definitions |
|---|---|
 Assumptions | Factors that, for planning purposes, are considered to be true, real, or certain without proof or demonstration. |
| Collect Requirements | (Process) The process of defining and documenting stakeholders needs to meet the project objectives. |
| Constraint | (Input) A restriction of limitation that may force a certain course of action or inaction. |
| Control Scope | (Process) The process of monitoring the status of the project and product scope and managing changes to the scope baseline. |
| Create WBS | (Process) The process of subdividing project deliverables and project work into smaller, more manageable components. |
| Decomposition | (Technique) The process of breaking down a project deliverable into smaller, more manageable components. In the create WBS process, the final results are project deliverables. |
| Define Scope | (Process) The process of developing a detailed description of the project and product. |
| Deliverable | (Output/Input) Any unique and verifiable product, result, or capability to perform a service that must be produced to complete a process, phase, or project. |
| Influence Diagram | (Tool) A graphical representation of situations showing casual influences, time ordering of events, and other relationships among variables and outcomes. |
| Objective | Something toward which work is to be directed, a strategic position to be attained, or a purpose to be achieved, a result to be obtained, a product to be produced, or a service to be performed. |
| Planning Package | A component of the work breakdown structure that is below the control account to support known uncertainty in project deliverables. Will include information on a deliverable but without any details associated with schedule activities. |
| Product Scope | The features and functions that characterize a product, service, or result. |
| Product Scope Description | The documented narrative description of the product scope. |
| Project Scope | The work that must be performed to deliver a product, service, or result with the specified features and functions. |
| Project Scope Management | (Knowledge Area) Includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully. |
| Project Scope Statement | (Output/Input) The narrative description of the project scope, including major deliverables, project assumptions, project constraints, and a description of work, that provides a documented basis for making future project decisions and for confirming or developing a common understanding of project scope among the stakeholders. |
| Requirement | A condition or capability that must be met or possessed by a system, product, service, result, or component to satisfy a contract, standard, specification, or other formally imposed document. Includes the quantified and documented needs, wants, and expectations of the sponsor, customer, and other stakeholders. |
| Requirements Management Plan | (Output/Input) Tracks how requirements are managed, analyzed, documented, prioritized and traces changes before performing the five processes of scope managment. |
| Scope Baseline | (Output/Input) The approved detailed project scope statement along with the WBS and WBS dictionary. |
| Scope Change | Any change to the project scope. Almost always requires an adjustment to the project cost or schedule. |
| Scope Creep | Adding features and functionality (project scope) without addressing the effects on time, costs, and resources, or without customer approval. *Uncontrolled changes that cause the team to do extra work. |
| Scope Management Plan | (Output/Input) Provides guidance on how project scope is defined, documented, verified, managed and controlled. It is created before performing the five processes of scope management. |
| Verify Scope | (Process) The process of formalizing acceptance of the completed project deliverables. |
| WBS Dictionary | (Output/Input) A document that describes each component in the work breakdown structure. For each WBS component, it includes a brief definition of the scope or statement of work, defined deliverable(s), 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 Breakdown Structure (WBS) | (Output/Input) A framework for defining project work into smaller, more manageable pieces, it defines the total scope of the project using descending levels of detail. |
| Work Package | A deliverable or project work component at the lowest level of each branch of the work breakdown structure. |
| Requirements Traceability Matrix | (Output/Input) A matrix for recording each requirement and tracking its attributes and changes throughout the project life cycle to provide a structure for changes to product scope. |
| Control Account | A management control point where scope, budget (resource plans), actual cost, and schedule are integrated and compared to earned value for performance measurement. |
| Code of Accounts | (Tool) A systematic coding structure for organizating and managing assets, cost, resources, and schedule activity information. |
| Chart of Accounts | The financial numbering system used to monitor project costs by category. It is usually related to an organization's general ledger. |
| Product Analysis | (Tool/Technique) Translating high-level product descriptions into tangible deliverables. Includes techniques such as product breakdown, systems analysis, requirements analysis, systems engineering, value engineering, and value analysis. |
| 1. Specific - clear with no ambiguity 2. Measurable - with quantifiable indicators of success 3. Assignable - with responsibility resting on an individual or organization 4. Realistic - achievable within the constraints 5. Timely - with specific duration and due dates | PMI advoces project objectives should follow the SMART guideline. What does SMART stand for? |
| Stakeholder Register | List of all the people you need to talk to work out the requirements for the project. |
| 1. Unanimity - everyone agrees on decision. 2. Majority - more than half agree on decision. 3. Plurality - idea that gets the most votes wins. 4. Dictatorship - one person makes the decision for the whole group. | What are four major decision-making techniques you can use when you have a bunch of stakeholders with different opinion? |
| Unanimity | Group decision-making technique where everyone agrees on the decision. |
| Majority | Group decision-making technique where more than half the people in the group agree on the decision. |
| Plurality | Group decision-making technique where the idea that gets the most votes wins. |
| Dictatorship | Group decision-making technique where one person makes the decision for the whole group. |
| 1. Mind Maps 2. Delphi Technique 3. Affinity Diagrams 4. Brainstorming 5. Nominal Group Technique | What are the names of the group creativity techniques that can be used to get creative juices flowing while gathering requirements? |
| Mind Maps | Group creativity technique that is a good way to visualize the way your ideas relate to each other. When you've finished working through an idea, it sometimes helps to create a map of how you got there and show which ideas can be grouped together. |
| Delphi Technique | Group creativity technique that allows everyone in the group to give their thoughts about what should be in the product while keeping them anonymous. When you use this technique everyone writes down their answers to the same questions about what the product needs to do and then hands them into a moderator. |
| Affinity Diagram | Group creativity technique that allows you to group a lot of ideas so you can do something with them. Lot of times people use post-it notes on walls so you can move ideas around and change the groupings when you think of new ideas to explore. |
| Brainstorming | Group creativity technique where you sit down with a group of people to think of new ideas. |
| Nominal Group Technique | Group creativity technique that is a form of brainstorming where you write down the ideas as you find them and have the group vote on which ones they like the best. You then use the votes to rank all the ideas and separate the ones that aren't important from the ones you want to delve into deeper. |
| Prototype | (Tool/Technique) Models of the product that you're going to build that let your stakeholders get a better idea of what your team is thinking. |
| Requirements Document | (Output/Input) Lists all the functional and non-functional requirements for your product. |
| Functional Requirements | Requirements related to the behavior of the product that you think of right away. Ex. Features, bug fixes, new or different behavior. |
| Non-functional requirements | Requirements that you expect from your deliverables but aren't specific features. Ex. Performance, reliability, error handling, ease of use. Also called quality attributes. |
| Alternatives Identification | (Tool/Technique) The act of exploring different ways to do the work so you can find the one that is the most efficient for the project. |
| Gold Plating | When people think of a really great improvement to the product and go ahead and make it without even checking the impact. |
| Variance Analysis | (Tool/Technique) Comparing the data that can be collected about the work being done to the scope baseline. |
| Inspection | (Tool/Technique) Looking closely at the product to see if all the work was completed. |
| Facilitated Workshops | (Tool/Technique) When all key cross functional stakeholders are brought together to elaborate requirements. These are more structured group conversations where a moderator leads the group through brainstorming requirements together. |
| Interviews | (Tool/Technique) Talking to stakeholders one-on-one to have them explain how they'll use the product or services the project is creating. |
| Focus Group | (Tool/Technique) A way to get a group of people to discuss their needs, requirements and expectations of a project in a safe environment. A trained moderator guides the group through an interactive discussion, designed to be conversational. |
| Joint Application Design (JAD) | A type of facilitated workshop used in the software development industry where users and the development team work together to define requirements. |
| Quality Function Deployment (QFD) | A type of faciitated workshop used in the manufacturing industry that helps determine critical characteristics of new product development. It starts with collecting customer needs (also called voice of customer). These needs are then objectively sorted and prioritized and goals are set for achieving them. |
| Questionnaire and Surveys | (Tool/Technique) Technique that works well with large group of people, allowing team to gather opinions and requirements rapidly. Aggregation and analysis is also easier. |
| Observation | (Tool/Technique) Technique that can help you see things from a different point of view by watching the people who will use your product while they work with it so you have a better idea of how to solve their problem. Also called "job shadowing". |