380. ITTO
Process group process ITTO Value
Planning
Tools/Tech's Expert Judgement Meetings
Benchmarking Context Diagrams Document Analysis
Outputs Requirements Documentation Requirements Traceability Matrix Outputs Project Scope Statement
Project Documents Updates Outputs Scope Baseline
Project Documents Updates
Group Decision Making Techniques
Outputs Tools/Tech's Variance Analysis
Outputs
Work Perf. Information Change Requests PM Plan Updates Proj. Doc Updates
Org. Process Assets Updates
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381. Types of requirements: requirements are what you need to achieve the project's objectives. They can be classified into:
Business Requirements
Stakeholder Requirements
Solution Requirements : which is divided to - Functional describes the product behavior
- Non-functional describes the product environment to be effective like security.
Transition Requirements like training
Project Requirements: actions, process and conditions
Quality Requirements
382. The requirements traceability matrix is a table that links requirement to added value as it links to the business and project objectives. It also tracks requirements during the life cycle to help ensure that the requirements listed in the requirements document are delivered at the end of the project.
383. In collect requirement, no use for OPA.
384. Requirement documentation is an OPA, you need it before starting define scope process.
385. Requirements are classified into project and product requirements. Project requirements are regarding actions and process.
386. Requirement is not part of performance measurements.
387. The requirements traceability matrix contains a textual description of each of the product requirements, the rationale for their inclusion, respective owner, source, priority, and the current status.
388. The requirements and their schedule for the develop project team process (such as training) should be stated in the staffing management plan.
389. Control Quality Checklists are used to verify that the work of the project and its deliverables fulfill a set of requirements.
390. Inspection includes activities such as measuring, examining, and validating to determine whether work and deliverables meet requirements and product acceptance criteria.
391. Facilitated workshops are focused sessions that bring key stakeholders together to define product requirements. Workshops are considered a primary technique for quickly defining cross-functional requirements and reconciling stakeholder differences. Because of their interactive group nature, well-facilitated sessions can build trust, foster relationships, and improve communication among the participants, which can lead to increased stakeholder consensus. In addition, issues can be discovered earlier and resolved more quickly than in individual sessions
392. Another tool that is used during facilitated workshop is : Joint Application Design / Development JAD.
393. Quality refers to "the degree to which a set of inherent characteristics fulfill requirements." In other words, when the customer requirements or expectations are met, quality is achieved.
394. Limitations, of any kind, are considered as constrains to the project. The project manager should propose an implementation approach to the related SH, if required.
395. Watch out for the word “task!’ What many people refer to as a “task” in the real world (Jed in some project management software) is ohm called an “activity” on the exam. PMBOK ® Guide 5th edition considers an activity to be a particular piece of work scheduled for the project. Tasks can be smaller components of work that make up that activity, but PMBOK ® Guide 5th edition only expects you to manage to the activity level.
396. There can be many references to the WBS on the exam. In short, remember the following. A WBS:
Is a graphical picture of the hierarchy of the project
Identifies all the deliverables to be completed (if it is not in the WBS, it is not part of the project)
Is the foundation upon which the project is built
Is very important
Should exist for every project
Forces you to think through all aspects of the project
Can be reused for other projects
Does NOT show dependencies
397. The previous list should help you get a few more tricky questions right on the exam. Now, would you like to get one more right? Many people confuse the terms “WBS” and “decomposition'' The best way to think of decomposition is that decomposition is what you are doing, and the WBS is the means to do it. In other words, you can decompose the project using a WBS.
398. The exam may use the term “deconstruction” instead of "decomposition'"' Both terms mean the same thing.
399. Activity definition is the process of decomposition (splitting) a deliverable into smaller more manageable parts.
400. Did you notice how we haven’t just listed the inputs for the previous answers, but have actually described them in terms of how they will be used? Whenever you think about inputs for a project management process, make sure you can describe them and explain where they come from and what they can offer the process. Similarly, make sure you also understand how outputs flow logically room each process.
For the exam, this deeper understanding will omen give you more insight into situational questions, help you distinguish between relevant and extraneous data, and help you select the correct answer.
Can you see how important hexing experience working on projects is for the exam, and how you can use logic to answer many questions correctly, even input questions? Now let’s try the dreaded outputs.
401. Beyond the potentially misleading name, there are a few more tricky aspects of the Validate Scope process.
First, it can be done at the end of each project phase in the project life cycle (to get formal acceptance of the phase deliverables along the way) and at other points throughout the project as part of monitoring and controlling (to get formal acceptance of any deliverables that require approval in the middle of the phase or project).
Therefore, you validate scope with the customer multiple times in one project. Second, the difference between the Validate Scope and the Close Project or Phase processes can also be a little tricky. Whereas the Validate Scope process results in formal acceptance by the customer of interim deliverables, remember that part of the reason for the Close Project or Phase process is to get final acceptance or sign-off from the customer for the project or phase as awhile.
402. The third tricky area is how Validate Scope relates to the Control Quality process. See the high-level diagram in figure below.
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403. Despite the number of SH in the project, you must incorporate ALL stakeholders' needs.
404. Validate scope can be in parallel with control quality.
405. The following documents are generated one from the other depending on the level of details:
Project charter >>>>>> project scope statement >>>>>> WBS >>>>>> WBS dictionary.
406. Ancillary results (They include items such as project management reports and documentation) are part of deliverables that included in Project Scope statement.
407. A higher level above a work package is called a ‘control account’. PMBOK ® Guide 5th edition states a control account is a control point where scope, cost, and schedule are compared to earned value for performance measurement. While a control account can contain multiple work packages, a work package can only be associated with only one control account.
408. Code of accounts: Any numbering system that uniquely identifies each component in the WBS.
409. Chart of accounts: A list of all account names and numbers used in a company's general ledger.
410. The project’s work performance information should document and communicate the CV, SV, CPI, SPI, TCPI, and VAC for the WBS components in particular for specific work packages and control accounts.
411. There is no prescribed order which come first, validate scope or control scope.
412. Validate Scope process is normally performed after Control Quality process, but these two processes may also be performed in parallel.
413. Change to scope either controlled or uncontrolled (scope creep).
414. A team member should have flexibility at the work package level to make some changes as long as they are within the overall scope of the WBS dictionary.
415. By using decomposition, the WBS final components then represent verifiable products, service, or results.
416. WBS (100% rule) is : showing the total of the work at the lowest levels must roll up to the higher levels so that nothing is left out and no extra work is done.
417. Define Activities is the process of identifying and documenting the specific actions to be performed to produce the project deliverables. This is done after Create WBS process. Once the WBS is created, the next logical step is to define each of these activities. PMBOK ® Guide 5th Edition, pages 432 and 61 (table 3-1) 418. The WBS Dictionary always corresponds to an entry in the WBS by name and Work Package ID. So that’s the
easiest way to cross reference the two. The Statement of Work describes the work that will be done. The Responsible Organization is the team or department who will do it. Schedule Milestones are any set dates that will affect the work. The Quality Requirements describe how we will know if the work has been done properly. The Resource and Cost Estimates are just a list of how many people will be needed to do the work and how much it will cost.
419. The _product___ scope are the requirements relating to the project deliverables, whereas the _project____
scope refers to the work needed to create the deliverables
420. Scope creep happens when the project’s scope is changed during verification of the product and these changes are not agreed about in the project scape statement.
421. Product scope means the features and functions of the product or service being built. Project scope means the work that’s needed to build the product.
Category In Scope Out of Scope Pending Discussion
Customers Business Area(s)
Processes Technology
Products (PBS) Product Features
Functionality Geographic Region(s)
Other(s)…
422. Stakeholder Analysis is one of the tools and techniques of the Scope Definition process. And that shouldn’t really be a surprise. After all, the goal of stakeholder analysis is to write down the needs of your
stakeholders. And when is it most important to figure out what your stakeholders need? When you’re defining the scope of the project work!
423. There is no metric mentioned whatsoever in the PMBOK ® Guide 5th edition that measures performance against the project scope. The performance can be measured against the scope baseline but there is no metric for doing so. The question is trying to trick you.
424. Project scope is measured to the plan while product scope is measured to requirements ( traceability matrix)
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425. Value Engineering (from Define Scope)- also called value analysis, value management, or value methodology.
It began at General Electric Co. during World War II. Due to shortages of skilled labor, raw materials, and component parts, Lawrence Miles of G.E. looked for acceptable substitutes. Frequently, the substitutions often reduced costs, improved the product, or both. What started out as a constraint was turned into a systematic process which he called “value analysis”.
426. Value Engineering events are normally carried out via workshops (whose number and duration depend on the type of event, Project and issues to be addressed).
427. The Project Scope Statement includes the requirements and the work needed to deliver the requirements 428. exam questions will rarely ask you directly about scope validation, however they will use phrases such as: