PMP 2021 Flashcards
1.1 - Team Charter
a project document - (container of ‘project information’)
that establishes team’s:
1) norms
2) expectations
3) behaviors
4) purpose,
5) communication
Set Ground Rules
values
agreements
practices
1.2 - Values
Something I hold in high regard
(aristotle) ‘Something I’m willing to sacrifice for’
- Responsibility
take ownership for decisions we make, actions we take,and consequences as these outcomes. - Respect
Show a high regard for OURSELVES others, and what’s entrustedto us. - Fairness
Make decisions and act impartially and objectively.I don’t want my opinion to be right, I want to hear ALL opinions and work with you to find the best one. - Honesty
Understand the truth. Act and speak in a truthful manner. We find out what’s right and we speak of it and do it. - Communications
We take statements and comments in chat as opinions and perceptions, not facts or truths. Even facts, without analysis, are not truth.
1.3 - Resource Management
Management of:
1) Human Resource My ‘team’
2) Physical Resources Materials nuts, bolts,
cabling. Tools Supplies
cases of bottled water
2.1 - Resposible VS Accountable
Responsible:
“no one has to tell me to get my work done”
- having a duty to deal with something or lead someone.
“If you are responsible, you step in and take action.”
Accountable:
“I care about the results”
- having a duty for the outcome of an action.
“If you are accountable, the outcome is on your shoulders.”
The PM is responsible and accountable
For the objective being met by the deliverable
deliverable - is what we create
objective - is what the deliverable does for the final owner.
The TEAM is responsible and accountalbe
for the work they perform.
Example:
A team member is building a file server.
They are responsible
* noone has to tell them how to build a file server.
* noone has to tell them they need to do it now.
They are accountable
* they are concerned about the results of this
work
* They want to complete all the work
* they want to do it correctly
2.2 - SERVANT Leadership
I get all the distractions out of the way
I ensure that people have good reasons to work together and get great done (How?)
Understanding and addressing needs and development of project team members
in order to enable highest possible project team performance.
2.3 - Competency
Consist of:
1) Skill
2) Knowledge
3) Attributes
2.4 - Skill
‘hard’ technical capabilities
expertise that generates results of work (build a server, design a business process)
What are the specific actions and work needed for this project?
2.5 - Knowledge
information required to complete work
information need to perform work (business environment, where confidential information is)
What does the team need to know to complete this work?
2.6 - Attributes
‘soft’ (but not easy) human factors
character, behavior, etc.
behavior, character, and characteristics of actions team performs self-awareness, emotional intelligence, patience, responsibility, accountablity, integrity
What behavior and character are required?
2.7 - Stakeholder
1) If they can impact my work
2) If they can be impacted by my work
3) If they perceive they can be impacted by my work
Internal or External
Competitor - are THEY a stakeholder? YES. They are an external, negative stakeholder.
STAKEHOLDERS. CHANGE. CONSTANTLY
2.8 - Sponsor
1) Provides funds, resources
2) Authorizes the work
client, another corporation, management, another organization…
2.9 - Stakeholder Register
Project Document “Container of Project Information”
Contains Stakeholder’s
1) contact information
2) needs, expectations, objectives
3) any other information needed to understand HOW to engage
2.10 - Engagement
1) keep involved
2) share information
3) ensure they remain curious
2.11 - ROLE
a group of tasks performed by one or more entity, individual, group
2.12 - Brainstorming
Capturing data.
It’s not organizing (analyzing); it’s only capturing - organizing comes later.
‘ideation’: creating new ideas.
* coming up with new ideas * Analysis is a separate activity analysis: turning data into information brainstorming: collecting data
- 13 RACI Chart
is a form of “Resource Assignment Matrix” / RAM
A RAM - assigns specific tasks to specific individuals.
1) Responsible - “I perform the work”. (team, stakeholders)
2) Accountable - “I lead the work (and sometimes also perform it).” (team lead, can also be PM)
3) Consulted - “I am a subject expert” (team, stakeholders)
4) Informed - “I need project information” (team, stakeholders)
2.14 - TEAM SKILLS APPRAISAL
Assesment of competencies
strengths VS weaknesses
- gather information through appraisal
- learn how to movitate people to learn
2.15 - Diversity
we are all different
* this gives us innovation * also gives us conflict
Differences of experience, opinions, ideas
- 16 - Equity
Everyone carries
* the same vote * the same opportunity to provide information
- Everyone has the same chance to vote, provide ideas, participate.
- Just like this class - “we all cross the finish line together.”
‘Everyone is equal.’
2.17 - Inclusion
Everyone is part of the team
* THe TEAM *does the work* not the individuals * "We all cross the finish line together."
you are part of the group and part of the work.
3.1 - Resource Management Plan
a Plan ('How do I do something)
Project Document (container of 'project information')
- how we will (on this project)
1) plan our resources
2) acquire our resources
3) train, develop and maintain our team (human resources)
4) monitor and control our (physical) resources
3.2 - Physical resources
1) Materials - nuts, bolts, cabling
2) Tools - shovels, constructtion equipment
3) Supplies - Cases of bottled water
3.3 - Authority
“Right to exercise power”
- position of control
- given to individuals within an organization- to foster overall
effective and efficient function
3.4 - Information Radiator
tool/process/activity that ‘radiates’ or distributes
information to a group of people.
1) The Dashboard -> OUR INFORMATION
2) The Monitor/Sharepoint -> Our Information RADIATOR
3.5 - Assign
Formal declaration of
1) responsibility 2) accountability
3.6 - Asssess and train
close gaps in competency needs
3.7 - Predictive
“Predictive, Traditional”
(waterfall - a ‘form’ of predictive work)
I know this work - we’ve done it before and have archives of documents.
If we put together a plan, we can be reasonably successful.
3.8 - Agile
“Agile, Adaptive”
1) Adaptive: “Self-organizing”
self-organizing: a pattern that emerges as seemingly random
work is performed.
2) Iterative: ‘Repeats’
3) Incremental: ‘adds detail’
We do this in agile until teh patterns emerge.
I don’t know this work - it’s complicate, unknown, uncertain
and prone to great change.
* we need to train our team for the unknown
* we need to explore the work a bit before we build a
formal plan
Iterative:
We repeat.
We demonstrate a prototype to stakeholders, and receive feedback that helps us in our change.
Incremental:
We deliver functionality and value early, and then
follow with incremental (growing) value and functions as we progress.
Agile: Combines iterative and incremental
3.9 - Agile is like scrum
These adaptive are a project manager responsibility or SME responsibility?
team responsibility: the work
PM responsibility: the deliverable meeting the objectives
'Get the decisions closest to the work' the team (experts) should be the ones who know best how to get work done.
‘Build your controls so that is not disturbed.’ - “Servant Leadership”
the PM / Manager / Lead ensures that nothing gets in the way of the team
3.10 - Job of Project Manager
The PM does not perform the work, they ensure the team has
* everything needed to perform * distractions (obstacles, issues) removed includes: - what do they need in regards to training (competency) - do we need more resources? different resources? - access to stakeholders? Experts?
3.11 - Facilitation
If I’m a facilitator
* I step outside of the process (even voting) * I ensure teh process is followed.
I am the PM. I can tell everyone what I think, but if I do, they’ll stop thinking.
“The leader should speak last. It’s a signal that says, others should contribute.”
‘Stepping out of the process’
I don’t vote.
I don’t participate in providing information.
It’s a leader who says, “I don’t want my ideas, I want better ideas - and I can lead you to the results.”
3.12 - Ethics
Ethics - is What is good, bad; wrong, right
Morals - is Behavior shaped by ethics
Ethics -> morals -> behavior - > habits -> perception - > opinions.
3.13 - Norm (Ethics)
- expected ‘normal’ behavior
* in order for a group of people to behave as a “team”
3.14 - Value ( Ethics)
Something I hold in high regard
(aristotle) ‘Something I’m willing to sacrifice for’
3.15 - Integrity
Words and actions say the same
If they don’t, how can anyone trust or even follow?
3.16 - People are like hammers
A hammer: it is neither good nor bad. It is designed perfectly to place nails into wood this design 1) makes it the best tool to do this 2) makes it great to break windows
The hammer does not make the decision.
The hand behind the hammer makes the decision.
People are like hammers.
"What is the hand behind people?"
Our habits, our perceptions, our behaviors...
So - our intent is not to make people wrong or right.
Our intent is to help people change behaviors
and only then if we can’t help them, do we consider
confronting and when all else fails, replacing.
3.17 - Win/Loose - Vs - Win/Win
Win-lose: is a ‘finite’ game.
this eliminates players
“Who is the winner, loser?”
Win-win: is an infinite game. this opens the game 1) to infinite players 2) to infinite benefits "How can we keep the game going?" (THIS is almost infinitely harder...)
4.1 Conflict
a signal that tells us we have differences of opinion.
INNOVATIONS (lessons learned)
1) we manage conflict first
2) we then resolve the issue/s.
Issue 'Something that is occurring, has occurred May impact (for worse).'
- we don’t place others in the position of being wrong.
This isolates them and cuts them off from being an asset for our project.
4.2 Conflict resolution
As a leader I cannot control what others think. I can control the impact of that thinking on the project’s progress.
I don’t intend to control people’s behavior. I do intend to ensure that behavior does not impact the work.
I don’t intend to force people to see my ideas. I do intend to ensure that the best process gets the idea selected from debate, analysis, and voting.
The work of a PM is manage issues. The work of a PM is to lead people.
To tell people that they are getting in the way of work is counterproductive.
To tell people that their conflict and mindset needs to change is different.
You have a great point here. It’s worthy of recording. However, the team has chosen to go in a different direction.
Can I have you on record as disagreeing with the decision, yet supporting the team in its direction?’
1) Avoid - later - lets discuss on our next meeting
2) Compromise/ Reconcile - Lose/lose - certain dergee of satisfiction - just part from both
3) Collaborate/ Solve - Win-Win
4) Accomodate
5) Force
4.3 Negotiation
an attempt to influence others
to see a different point of view
An attempt to come to agreement
1) persuasion - negotiation using logic, ethics, emotions
2) motivation - connecting negotiation to fulfillment of
personal needs
3) influence - attempting to cause action through others
using power.
4.4. Negotiation - Predictive/Agile
In predictive life cycles: we negotiate the very discrete details
in agile life cycles: We may not be able to discuss discrete details, we negotiate the process
* invest in training teams to be self-organizing
* build a framework that we can experiment and explore
within
* and quickly negotiate to the details we need
4.5 Consensus
We agree.
We may not agree on the result, outcome, decision
we WILL agree
to support the decision of the team.
4.6 Moscow
1 MSCW analysis (prioritization) We Must ... We Should ... We Could ... We would (but) ... (won't is a common term here too)
You can use this for sorting out multiple options and
determininglevels of criticality
4.7 Kano Model / QUALITY break down
Breaks down quality definitions of a project into 5
categories:
* Must-be - customers expect these and take them for granted. * 1-dimensional - result in satisfaction when fulfilled, result in dissatisfaction when unfulfilled. * Attractive - result in satisfaction when fulfilled, do NOT result in dissatisfaction when unfulfilled. * Indifferent - neither good, or bad, don't result in satisfaction or dissatisfaction * Reverse - by satisfying some, dissatisfy others.
5.1 Reports
Progress - Yesterday
Status - Where we are now
Forecast - Where we expect to be.
5.2 Data - Information - Reports
1) Data: Raw, unorganized.
“We spent $5,000 last week.”
- Is this bad, good? I don’t know.
It’s only data, without qualification.
2) Information: Data, in context (with background),
integrated (tied together)
“We are now $500 over budget.”
‘It’s bad.’
We can say that informatio is organized and
analyzed data.
Rrpormatted information, USED FOR CONTROL.
Dashboard}
5.2 Data - Information - Reports
1) Data: Raw, unorganized.
“We spent $5,000 last week.”
- Is this bad, good? I don’t know.
It’s only data, without qualification.
2) Information: Data, in context (with background),
integrated (tied together)
“We are now $500 over budget.”
‘It’s bad.’
We can say that informatio is organized and
analyzed data.
R3) Reports: formatted information, USED FOR CONTROL.
{Dashboard}
5.3 Estimation
This is the process of converting data to information.
* I collect enough (and the 'right') data * I apply a thoughtful analysis * I generate a reasonably accurate forecast.
- Raw data is dumping puzzle pieces on a table without putting them into groups.
- Information is putting the puzzle pieces into groups.
- Reports are using the information to determine how effective we are in building the puzzle.
5.4 Expert Judgment
My subject Experts
* the team * stakeholders (including sponsor/s, executives, clients,
This is teh essence of facilitation.
You ‘guide’ the process of collecting data, analyzing for information, and organizing for reports.
You could do this on your own, but if you use experts, you get better results.
5.5. Resource Calendar
‘The availability of my team’
‘The availability of my vendor (seller)’
I compare this against my schedule.
Available resources -> required activities.
Resources have:
a 'what'
a 'how much'
a "when"
5.6 Team Performance
1) results of the work
2) health of the team
3) engagement of the members
- What is the result of my team’s work? Is it appropriate?
progress, status, forecast - Is my team bonding, growing, maturing? Is THIS appropriate?
- Are the team members contributing, growing, and engaged?
5.7 Lessons Learned
‘innovations’
unique ideas that can improve our projects, other projects, even the organization.
We capture these constantly.
We aim for constant (‘continuous’) improvement.
5.8 Lessons Learned Register - Vs - Lessons learn Repository
Lessons Learned Register
a project document
that lists and organizes my project’s lessons learned
** to benefit my project **
Lessons learn Repository a a knowledge base Could be organized by your PMO Could be organized by your organization could be organized by a group of PMs (NASA had to do this for years)
that lists and organizes my project's lessons learned * ** to benefit other projects *** * ** to benefit the organization ***
5.9 word ‘‘Necessary’’
- Ensures project success
* Minimizes Project Failure
5.10 Closing out a project
1) We need to determine that the work is done.
Validation (of scope -> “Scope validation”)
BLACK OUT
2) We confirm the final owner is ready for the deliverable handoff
Transition
GO LIVE
3) We formally close and archive the project
5.11 Black out
a decision and a statement
“We will make no more changes”
PRESERVE THE STATE OF THE DELIVERABLE
5.12 Go Live
The actions and decisions
To not only receive but place the deliverable in itsfull operation
We hand over the deliverable
5.13 Empower / Delegate
‘If I give my power over, doesn’t that make me weak?’
No. It frees you up to perform more powerful activities.
I want people to work where they’re strong
I also need to assess and understand weaknesses.
5.14 Agreement / Consensus
‘Agreement’ We are in alignment (outcome, decision, results)
'Consensus' - we agree - we may not agree with the outcome, decision, results - We WILL agree to support the direction of the team Consensus: we can not agree and this will Not be an obstacle 'It won't be an obstacle if we don't agree'
5.15 Outcome/Results
Outcome and results are generally the same.
Outcome is sometimes referenced with decision and action
Results are sometimes referenced with action.
5.16 Estimation
- We collect enough (and the right data)
- We analyze that data through a valid and thorough analysis (‘thoughtful’)
- We generate a reasonably accurate forecast
5.17 Story points - Agile estimation
acts as a ‘bridge’ when we have no duration estimates
Let’s call ‘story point’ a “unit of difficulty”
My experts may not be able to estimate duration,
but they can help me with estimating difficulty.
Let’s take a walk.
We walk on the sidewalk. That’ll be easy.
3 story points
We walk in the water. That'll be trickier. 5 story points We walk through the mud. That's difficult. 13 story points
As we go through the work, we find out
a sidewalk walk is 1 day.
That means that 1 story point can be considered
1 /3 of a day.
If we now assume 1 story point = 1/3 of a day, Walking through water should take about 1 2/3 days Walking through mud should take about 4 1/3 days
5.18 Time-box - Agile estimation
When we have no durations, we use time-boxes:
* an early estimate * used as a benchmark.
We always use benchmarks (time-boxes) in estimating meeting durations.
Time-boxes do 2 things:
- Create a sense of urgency (we don’t have all the time in the world)
- They give us an ‘initial estimate’ which we then can refine
Sprint: a “special type of time-box” in agile and lean (and scrum)
‘2 to 4 weeks’
5.19 Sprint
a “special type of time-box” in agile and lean (and scrum)
‘2 to 4 weeks’
is a pre-defined time-box, that is used in scrum, agile, and other work.
- does NOT define the work. Sprint DOES define the duration of the work.
It’s not a feature, not an epic, not a backlog item. It is the time-box we use to estimate these.
- Brainstorming / Analysis / Organization
Brainstorming Creates that set of unorganized data
Analysis Turns that data into information
Organization Turns information into reports that we can use
for control -decisions, further analysis,
meetings, change, etc
6.2 Accountability
Task accountability - how do I hold my team accountable?
1) Emotional intelligence, personal awareness
2) 3 sets of data
1) “How is the work progressing?”
Reading the project data
2) "How is the team bonding?" Reading the relationships (emotional intelligence) 3) "Are the team members engaged and contributing?" Reading the individuals (personal awareness)
6.3 Stand-ups (SCRUMs)
“Beginning of work” (beginning of day, week, month, task, phase, feature, epic, etc etc)
The facilitator (often the PM):
1) What did we complete yesterday? (“progress”)
2) Where are we now (today)? (“status”)
3) What do we expect to work on tomorrow? (“forecast”)
4) Issues, risks…
Standups give us our work information we need to change
6.4 Reviews
“DURING the work” (beginning of day, week, month, task, phase, feature, epic, etc etc)
The team demonstrates prototypes
these gather feedback from stakeholders
this feedback is collected and organized
6.5 Retrospectives
“End of work” (end of day, week, month, task, phase, feature, epic, etc etc)
The facilitator (often the PM):
1) What did we do well? 2) What could we have done better? 3) If we knew what we know now, how would we do it now?
Retrospectives give us our innovations we can use to change (LESSONS LEARNED)
6.6 Difference Agile/Srum
Agile is a methedology..while SRUM is a framework
6.7 Training
We train for COMPETENCIES:
* skills ‘how to’ do the work
* knowledge ‘information’ required for the work
* Attributes behavior, character, mindset
active listening, responsibility
decision-making, patience and resilience
6.8 Coaching / Mentoring
Coach: impart a skill (generally time-bound)
Mentor: Create a relationship to explore, practice, demonstrate competencies
6.9 T-Shaped skills
Vertical part of the “T” I am deep in my area of expertise
Horizontal part of the “T” I am broad in my ability to bring my expertise to support the group…
6.10 Pre-tests, post-tests
1) I receive a benchmark and a demonstration of improvement.
(if you were to take the PMP exam without formal training, 40-70% correct…)
2) I demonstrate the capability and the value of the training.
7.1 Analysis
decomposition in order to understand the pieces
7.2 Variance Analysis
progress yesterday
status today
Predictive:
actual compared to plan
progress against expectations
completed work compared to non-completed
work
Agile: velocity: how quickly pieces of work are
completed
throughput: how many pieces of work I am
completing at a certain time
Completed work compared to non-completed work
7.3 Trend Analysis
progress yesterday
status today
FORECAST tomorrow
Observable patterns (‘trends’) give you an opportunity to predict the future (forecast)
This will be VERY important when we get into agile.
Trend will gives idea of time required to complete the task based on existing status
** THIS **
This is why we time-box.
We can take our trends from completed work and use them to refine our forecasts.
7.4 Project charter
Project Document (container of project information)
* Authorizes the project * Provides the PM Authority - assignment of the PM
Example:
Director: “Help me with this proposal”
They’re asking you to help them develop the project charter.
Director: “Put together the plan, here are some details…”
A charter is in place, in some form, usually scattered - emails, PPTs, other business documents.
7.5 Project overview statement / AGILE
we don’t have enough information for a project charter
Predictive: I know how to do this, so I want to build a plan.
Agile: I don’t know how to do this, so I want to build a
framework of activities within which I can explore.
7.6 Project methodology / (Life cycle)
The way we manage projects is shaped by this methodology
scope, schedule, cost shaped by methodology
quality, risk, contracts shaped by methodology
teams, stakeholders, comms shaped by methodology
integration shaped by methodology
7.7 Iterations
(“repeat” cycles)
7.8 Release
transition to final operating environment / market
7.9 Product life cycle / Product roadmap
Product life cycle: the life of a product from its idea to its obsolescence
Product roadmap: a strategic overview (forecast) of a product’s life cycle
example of a roadmap: * We'll first release a basic smartphone. * We'll then release that phone with newest memory * We'll then release that phone with newest camera * We'll Then release that phone with lots and lots of apps
7.10 Backlog / Backlog item
“remaining work”
Backlog items” -> pieces of agile work
color of box
size of box
raw material of box
Backlog item
* a piece of agile work * a 'small, bite-sized' piece
Backlog
the entire group of backlog items
will constantly change
8.1 Voting
1) Have a yes/no decision? Roman voting (thumbs up/down)
2) Have a range decision? ‘fist of five’ (from all fingers to no fingers)
3) Have necessary discussion? ‘polling’ (opinions with a vote)
4) Want a weighted result? ‘Dot’ Voting
8.2 Good practice
We learned through previous work that this is a great approach. And if you apply it, you can expect better thannormal results.
8.3 T-shirt shizing
The organization of work based on different levels of complexity and associating the number of relative story points to each piece of work.
8.4 XP Metaphore
XP Metaphore in extreme programing - you use the langueage of client
8.5 Product Box
I am handing you an invisible box. Don’t describe the shape,
color or size. What does it do for you? How does it solve your problem? Why do you need that box and not other boxes?
Redirects the conversation
* Away from requirements and into needs and objectives * Away from engineering a solution and towards what success looks like
8.6 Business Case
1) What is the cost?
2) What is the benefit?
3) What is the profit? (difference)
8.7 Feasibility
Can we do this?
Should we do this?
Is this even something we need to consider?
High-level benefits: ‘This will increase the safety of our factory
workers’
More specific: ‘We’ll re-design this tool in order to ensure
moving it doesn’t create a safety incident.’
8.8 Starting the project
1) Choose methodology
2) Feasibility study
3) Project Charter Project Overview Statement
4) Business case
5) Implementation plan ( how to document)
8.9 Implementation Plan
Not just how we will build and deliver
in addition
How will we assist in the transition into production / market
How we will assist in the adoption of the deliverable.
delivery of the product meets project needs Support of implementation meets BUSINESS needs Can we get this deliverable up and running? Can we maintain this deliverable successfully?
8.10 Progressive Elaboration
Progressive “move forward”
Elaborate “add detail”
8.11 Rolling Wave
a ‘form’ of progressive elaboration -
* Progressive "move forward" * Elaborate "add detail" and in addition... * Near term work is defined in detail * Far term work is left at a high level.
The early work needs to be planned in detail (and often worked through) in order to even start planning later work.
8.12 Predictive / Agile / Hybrid
Agile
work is relatively unknown, uncertain, prone to great change.
* coordination of customer and team drives the project forward.
Predictive
work is known, and we have history we can rely on.
* Plans drive the project forward
Hybrid
a ‘combination’ of these two other methodologies
* we may start agile and determine we know the work now.
* we may start predictive and determine this is really risky
* we may identify certain parts of the project benefit an agile
approach, where other parts benefit a predictive one.
8.13 Adaptive
‘self-organizing’ (“change and learn”, constant course-correction)
GROUP OF FISH
Agile adaptive
iterative adaptive
incremental adaptive
8.14 Rough order of Magnitude
‘Bigger than a breadbox, smaller than a truck’
Just enough detail to say things like yes, no.
9.1 Iterative
Iterative:
We repeat.
We demonstrate a prototype to stakeholders, and receive feedback that helps us in our change.
- 2 Incremental
We deliver functionality and value early, and then follow with incremental (growing) value and functions as we progress.
9.3 Life Cycle
the steps a project goes through from its initiation (approval) (project) to its end (transition)
To methodologies -> how the ‘work’ is performed
to a PM Framework -> how the ‘control work’ is performed
to a Project Life Cycle -> how these two work together.
9.4 Methodology
the manner in which the work (of creating the deliverable) is performed.
To methodologies -> how the ‘work’ is performed
to a PM Framework -> how the ‘control work’ is performed
to a Project Life Cycle -> how these two work together.
9.5 Agile
1) Agile is both
* the way the work is performed - Methodology
* the steps a project goes through - Life cycle
2) Combines iterative and incremental
Example:
Product Owner: “This is the product roadmap”
* We’ll deliver a basic smartphone first.
* We’ll then release a smartphone with better memory.
* We’ll then release a asmartphone with a better camera.
* We’ll then release a smartphone with lots of apps
AND we’ll iterate each of these releases.
9.6 Project Management Framework
- Defines
* the work performed to CONTROL the work of the deliverable.1) THE TEAM performs the work.
This creates the deliverable.2) The PM leads the Project management
This controls the creation of teh deliverable (the ‘work’)3)This leads us 1:21 !!!
To methodologies -> how the ‘work’ is performed
to a PM Framework -> how the ‘control work’ is performed
to a Project Life Cycle -> how these two work together.
9.5 Scope
Scope -> My how and my what
- Project Scope
HOW we will create the deliverable - The work required
measured against the plan
- Product Scope
WHAT we will have at the end - The Deliverable
measured against the requirements
Deliverable and work required to create it.
9.10 Scope Management Plan / Scope statement ( Agile)
The Scope Management Plan (scope management piece of the PM Plan) discusses approval of the deliverable.
In the charter,
- a high level understanding of acceptance is documented
In the scope management plan
- a discrete (step-by-step) understanding is documented.
* THIS is integrated into the scope statement and will be
brought into the PM PLan
=====================
* How we will (Predictive)
1) Identify requirements
2) integrate requirements into a scope statement
3) decompose the scope statement into a
work breakdown structure (WBS)
4) Construct our Scope Baseline
5) Control scope
6) Validate Scope
9.11 Control scope / Validate Scope
If our project is ‘let’s bake cookies:
Control Scope -> “Do we need to change temperature, time, recipe?”
Validate Scope-> “Are the cookies done?”
