● The process of creating a scope management plan that documents how the project scope will be defined, validated, and controlled.
● scope management plan is a component of the project or program management plan that describes how the scope will be defined, developed, monitored, controlled, and verified.
● The development of the scope management plan and the detailing of the project scope begin with the analysis of information contained in the project charter, the latest approved subsidiary plans of the project management plan, historical information contained in the organizational process assets, and any other relevant enterprise environmental factors. This plan helps reduce the risk of project scope creep.
● Product scope vs Project scope
Plan Scope Management: outputs
● Scope Management Plan:
- Process for preparing a detailed project scope statement;
- Process that enables the creation of the WBS from the detailed project scope statement;
- Process that establishes how the WBS will be maintained and approved;
- Process that specifies how formal acceptance of the completed project deliverables will be obtained; and
- Process to control how requests for changes to the detailed project scope statement will be processed.
- This process is directly linked to the Perform Integrated Change Control process
- How requirements activities will be planned, tracked, and reported;
- Configuration management activities such as: how changes to the product will be initiated, how impacts will be analyzed, how they will be traced, tracked, and reported, as well as the authorization levels required to approve these changes;
- Requirements prioritization process;
5.2 Collect Requirements
● Collect Requirements is the process of determining, documenting, and managing stakeholder needs and
requirements to meet project objectives. The key benefit of this process is that it provides the basis for defining and managing the project scope including product scope.
Collect Requirements: Tools and Techniques
- Interviews - An interview is a formal or informal approach to stakeholders by talking to them directly.
- Focus Groups - bring together prequalified stakeholders and subject matter experts to learn about their expectations and attitudes about a proposed product. A trained moderator guides the group through an interactive discussion, designed to be more conversational than a one-on-one interview.
- Facilitated Workshops - 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.
- Group creativity techniques
- Brainstorming
- Nominal group technique - brainstorming with a voting.
- Idea/mind mapping - A technique in which ideas created through individual brainstorming sessions are consolidated into a single map to reflect commonality and differences in understanding, and generate new ideas.
- Affinity diagram - A technique that allows large numbers of ideas to be classified into groups for review and analysis.
- Multicriteria decision analysis - A technique that utilizes a decision matrix to provide a systematic analytical approach for establishing criteria, such as risk levels, uncertainty, and valuation, to evaluate and rank many ideas.
- Group decision-Making techniques
- Unanimity (一致同意)
- Majority (大多數同意 > 50%)
- Plurality (相對多數同意, 通常在候選項超過兩個時使用)
- Dictatorship (獨裁)
- Questionnaires and Surveys
- Observations - viewing individuals in their environment and how they perform their jobs or tasks and carry out processes. Observation is also known as “job shadowing.”
- Prototypes
- Benchmarking - 標杆對照將實際或計劃的做法（如流程和操作過程）與其他可比組織的做法進行比較，以便識別最佳實踐，形成改進意見，並為績效考核提供依據。標杆對照所采用的可比組織可以是內部的，也可以是外部的。
- Context Diagrams
- Document Analysis
The primary difference between focus groups and facilitated workshops are that focus groups are gatherings of prequalified subject matter experts and stakeholders and facilitated workshops consist of cross-functional stakeholders who can define cross-functional requirements.
5.3 Define Scope
● The final project requirements may not be 100% equal to requirements documentation. Due to some reasons, e.g. cost, time, possibility etc. But we select from the requirements documentation during the Collect Requirements process.
● The Define Scope process can be highly iterative (重複的).
● In iterative life cycle projects, a high-level vision will be developed for the overall project, but the detailed scope is determined one iteration at a time and the detailed planning for the next iteration is carried out as work progresses on the current project scope and deliverables.
(在迭代型生命周期的項目中，先為整個項目確定一個高層級的願景，再一次針對一個迭代期明確詳細範圍。通常，隨著當前迭代期的項目範圍和可交付成果的進展，而詳細規劃下一個迭代期的工作。)
● Expert judgment is often used to analyze the information needed to develop the project scope statement (The output).
● Alternatives Generation - For example, some jobs is too hard to accomplish, so develop the potential options as possible via brainstorm etc.
● Project scope statement is output of Define Scope.The description of the project scope, major deliverables, assumptions, and constraints. The project scope statement documents the entire scope, including project and product scope.
Project scope statement includes:
- Product scope description
- Acceptance criteria.A set of conditions that is required to be met before deliverables are accepted.
- Deliverable - described at a summary level or in great detail.
- Project exclusion - what is excluded from the project.
- Constraints - A limiting factor that affects the execution of a project or process.
- Assumptions - A factor in the planning process that is considered to be true, real, or certain, without proof or demonstration. Also describes the potential impact of those factors if they prove to be false.
什麼是工作分解結構(WBS)？
● The lowest level of WBS components are called work packages.
● The scope management plan specifies how to create the WBS from the detailed project scope statement and how the WBS will be maintained and approved.
● WBS - second level of decomposition could be phases of the project life cycle,the product and project deliverables inserted at the third level. OR major deliverables as the second level.
● The WBS represents all product and project work, including the project management work. The total of the work at the lowest levels should roll up to the higher levels so that nothing is left out and no extra work is performed. This is sometimes called the 100 percent rule.
● Rolling Wave Planning 滾動式規劃 -
滾動計劃法是按照“近細遠粗”的原則制定一定時期內的計劃，然後按照計劃的執行情況和環境變化，調整和修訂未來的計劃，並逐期向後移動，把短期計劃和中期計劃結合起來的一種計劃方法。一種動態編製計劃的方法。它不象靜態分析那樣，等一項計劃全部執行完了之後再重新編製下一時期的計劃，而是在每次編製或調整計劃時，均將計劃按時間順序向前推進一個計劃期，即向前滾動一次，按照制訂的項目計劃進行施工，對保證項目的順利完成具有十分重要的意義。但是由於各種原因，在項目進行過程中經常出現偏離計劃的情況，因此要跟蹤計劃的執行過程，以發現存在的問題。( Read More )
Scope Baseline
The scope baseline is the approved version of a scope statement, work breakdown structure (WBS), and its
associated WBS dictionary, that can be changed only through formal change control procedures and is used as a
basis for comparison. It is a component of the project management plan. Components of the scope baseline include:
- Project scope statement. The project scope statement includes the description of the project scope,
major deliverables, assumptions, and constraints. - WBS
- WBS dictionary. The WBS dictionary provides detailed information about each component in the WBS.
- Code of accounts is a numbering system to uniquely indentfiy WBS components.
- Description of work
- Assumptions and constraints
- Responsible organization
- Schedule milestones
- Associated schedule activities
- Resources required
- Cost estimates
- Quality requirements
- Acceptance criteria
- Technical references
- Agreement information
5.5 Validate Scope
● The Validate Scope process is primarily concerned with acceptance of the deliverables.
● Quality control is primarily concerned with correctness of the deliverables and meeting the quality requirements specified for the deliverables.
● Control Quality is generally performed before Validate Scope, although the two processes may be performed in parallel.
● Inspections are sometimes called reviews, product reviews, audits, and walkthroughs.
● Verified deliverables are project deliverables that are completed and checked for correctness through the Control Quality process.
● Accepted deliverables that meet the acceptance criteria are formally signed off and approved.
5.6 Control Scope
● Control Scope is the process of monitoring the status of the project and product scope and managing changes to the scope baseline.The key benefit of this process is that it allows the scope baseline to be maintained throughout the project.
● Controlling the project scope ensures all requested changes and recommended corrective or preventive actions are processed through the Perform Integrated Change Control process (see Section 4.5).
● Control Scope is also used to manage the actual changes when they occur and is integrated with the other control processes.
● The uncontrolled expansion to product or project scope without adjustments to time, cost, and resources is referred to as scope creep. (e.g. Over budget, delay etc..) Change is inevitable (不可避免的); therefore some type of change control process is mandatory for every project.
● Variance Analysis
- Earned Value Analysis is a complete technique for planning your work, capturing the hours/capital expended to date and then forecasting into the future. You can calculate the CPI, SPI, CV or SV by using Earned Value.
- Variance Analysis on the other hand is a simple technique to determine the reason for a variance. For instance: We are 2 weeks behind schedule. With the Variance Analysis you will try and determine why that is so. (=someone was sick, parts have not been delivered on time, etc.)
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