PMP/CAPM Prep Workshop
Intro and Scope
PMP/CAPM Prep Workshop
1
Course Objectives
• The Class Will
– Prepare You to Take the PMP Exam
– Cover Most of the Required Classroom Training Hours
• The Class Will Not
– Make You an Expert on Project Management
– Make You a Expert Project Manager
– Serve as Your Only Reference for the Exam
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2
Tonight’s Topic:
Introduction, Project Lifecycle,
Project Management Processes
• Reference Material
– Chapters 1-3
PMBOK 5th Edition
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3
Project Management Professional
(PMP) Certification
• Professional Credential by the Project
Management Institute (PMI)
• PMI Certification Means
– Professional Experience and/or Education
– Passed Exam
– Agree to Follow the Code of Conduct
– Committed to Ongoing Education via Professional
Development Units (PDUs)
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4
Project Management Professional
(PMP) Certification
• PMP Credential Handbook
http://www.pmi.org/info/PDC_PMPHandbook.pdf
 PMP Code of Ethics
http://www.pmi.org/PDF/ap_pmicodeofethics.pdf
 Go to www.pmi.org and search for these
two PDF documents.
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5
Exam
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6
Exam Details
• Time Limit of 4 Hours
• 200 Multiple Choice Questions
–
–
–
–
–
–
–
4 Choices Available - Choose the Best Answer
Presented in Random Order
Selected Randomly from the Test Database
25 Questions are not Scored (Pre-release Questions)
Many Questions will be Situational
Some Questions Require Calculations
Application of PM Principles as Described in PMBOK
• Passing Score – no longer published
– 106 / 175 Correct – about 61%
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7
PMP Certification Exam Overview
PM Process
Initiating
Planning
Executing
Monitor/Controlling
Closing
Professional
Responsibility
# KA
% of
# of
Processes Questions Questions
10
11
20
25
23
40
22
27
48
19
21
37
9
9
15
0
9
15
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8
Exam Hints
• Answer All Questions with the “PMBOK”
Perspective
– Your Experiences may not be in sync with
Generally Accepted Practices or PMBOK
Perspective
• The Exam is not just on PMBOK
– PMBOK Gives an Overview
– Details Need to be Gathered from Other Sources
– Questions are Often Situational
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9
Exam Hints
• Mulcahy Lists a number of Tricks for Taking the
Exam
– Read Them
– Determine Which Will Work Best for You
– Heed Them
• PMI-isms
– Project Management Fundamentals
– Know Them!
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10
Ch 1: Introduction
Project
Management
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11
What is a Project?
“A project is a temporary endeavor
undertaken to create a unique product,
service, or result.”
“Projects and operations differ primarily in
that operations are ongoing and repetitive,
while projects are temporary and unique.”
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12
Project Characteristics
• A Project is Temporary
– It has a Definite Beginning and Definite End
– It has Limited or Designated Funding
• A Project is Progressively Elaborated
– Progressive: Proceeding in Steps or Increments
– Elaborated: Worked out with Care and in Detail
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13
Projects vs. Operations

Project

Start Date
End Date
Unique
Designated Funding
Attain Objective &
Terminate
Operation
Start Date
No End Date
Repetitive
General Funding
Sustain the Business
Projects and Operations Are:
Performed by People
Constrained by Limited Resources
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14
Project Management
“Project Management is the application of
knowledge, skills, tools, and techniques to project
activities to meet project requirements.”
Through the application and integration of
42 project management processes
comprising the 5 Process Groups.
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15
Major Project Documents
• Project Charter
– Formally Authorizes the Project
– Provides Project Manager with Authority to Apply
Resources
• Project Scope Statement
– States What Work is to be Accomplished and What
Deliverables Need to be Produced
• Project Management Plan
– States How the Work Will be Performed
– Composed of Subsidiary Plans
– Documents the Project Management System
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16
Subsidiary Plans and Components of
the PM Plan
• Human Resource
• Scope
– Project Scope Management
Plan
• Time
–
–
–
–
Schedule Management Plan
Milestone List
Resource Calendar
Schedule Baseline
•
•
Communication
•
•
•
– Cost Management Plan
– Cost Baseline
•
– Quality Management Plan
– Process Improvement Plan
– Quality Baseline
•
Risk Management Plan
Risk Register
Procurement
•
• Quality
Communication
Management Plan
Risk
•
• Cost
Staffing Management Plan
Procurement Management
plan
Stakeholder
•
Stakeholder
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17
Organizational,
Portfolio, Program,
and
Project Management
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18
Organization Project Management (OPM)
• Framework for keeping the organization while focused
on the overall strategy.
• Provides direction to portfolios, programs, and projects
alike.
• The key thing to remember for this section is that it’s
all driven by the business strategy.
• Also, this is different from OPM3 – which is PMI’s
project management maturity model. Be sure not to
confuse the two on the test.
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19
Portfolio Management
• “Collection of projects or programs and other
work that are grouped together to facilitate
effective management of that work to…”
• Centralized management of one or more
portfolios which includes prioritizing, authorizing,
managing, and controlling projects, programs and
other related work to…”
meet strategic business objectives
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20
Portfolio Management Focus
• Prioritizing resource allocation across
programs and projects
• Portfolio is consistent with and aligned to
organizational strategies.
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21
Program Management
• “Related projects managed in a coordinated
way to obtain benefits and control not
available from managing them individually.”
• Centralized coordinated management of a
program to achieve the program’s strategic
objectives and benefits.
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22
Program Management Focus
• Project Interdependencies and optimal
approach to managing them
– Resource constraints or conflicts
– Aligning strategic direction affecting project and
program goals
– Resolving issues and change management
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23
Projects
• Utilized as a means of achieving an
organization’s strategic plan
• Projects are authorized because…
– Legal / Legislative
– Market Demand
– Strategic Opportunity or Business Need
– Customer Request
– Technological Advance
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24
PMP/CAPM Prep Workshop
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25
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26
Project Management Office (PMO)
• An organizational body or entity assigned
various responsibilities related to the
centralized and coordinated management of
those projects under its domain.
• Responsibilities…
– Project management support functions
– Direct management of a project.
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27
PMO Primary Functions
• Managed share resources
• Identifying and developing PM
Methodologies, best practices, and standards
• Coaching, mentoring, oversight
• Monitoring compliance through project audits
• Developing project policies, procedures,
templates (Organizational Process Assets)
• Coordinate communication across projects.
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28
Business Value
• This is unique to each organization. It essentially
is the value of the entire organization:
– Tangible values: Monetary assets, fixtures,
stockholder equity,
– Intangible Elements: Brand recognition, good will,
public benefit, and trademarks.
• Organization will seek to enhance business value
through portfolio, program, and project
management practices.
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29
Role of the Project Manager
• Achieve the Project Objectives
• Understand and apply good practices (knowledge, tools,
techniques)
• Possess the following characteristics
– Knowledge – what is known about project management
– Performance – what is accomplished while applying this
knowledge
– Personal - behavior while managing the project
• To be successful in the real world, you need to be able to
understand the business value, and understand how your
effort adds to the organization’s value.
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30
Additional Information
• Project Management (PMBoK) standards do
not address everything…single projects and
good practices.
• Additional Standards
– Standard for Program Management
– Standard for Portfolio Management
– Organizational Project Management Maturity
Model (OPM3)
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31
Additional Information
• Project Management (PMBoK) standards do not
address everything…single projects and good practices.
• Constraints:
–
–
–
–
–
–
–
Time
Cost
Scope
Quality
Risk
Resources
Customer Satisfaction
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32
Ch2:
Organizational
Influences and
Project Lifecycle
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33
Organizational Influence
• An organizations culture and process have a
large impact on how you will navigate through
the various project management processes.
For example:
– Outlook towards Risk
– Motivation and rewards systems
– View of leadership
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34
Organizational Influences
• Type of Organization
– Government
– Corporations
– Healthcare
• Maturity of Organization
– Culture
– Style
– Structure
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35
Organizational Systems
• Project Based
– Accomplished through vendor relationships
– Adopted Project Management best practices
• Non-project Based
– Lack existing management systems for supporting
project management best practices.
– Decentralized management of projects
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36
Organizational Influences
• Organizational Structure
– Functional – Organized by Function
– Projectized – Organized by Project
– Matrix – Mix of Above
• Weak
• Balanced
• Strong
– Composite – an organization that involves all of
these structure in some way or form.
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37
Organizational Structures
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38
Functional Organization - Pros
• One Boss - Supervisor
• Easier Management of Specialists
– Specialists are Together in One Organization
– Defined Career Path for Specialty
• Experts Available for Multiple Projects
– Flexible Staff Use
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39
Functional Organization - Cons
• Emphasis on Functional Specialty Not Project
– Fragmented Approach to Project & Project Management
– Lower Client Focus
• No One Fully Responsible for Project
– Utilize Project Coordinator Not Project Manager
– Utilize Project Expeditor Not Project Manager
– Project Manager has No Authority
• No Project Manager Advancement Path
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40
Projectized Organization - Pros
•
•
•
•
•
One Boss – Project Manager
Project Manager has Independence and Authority
Efficient Project Organization
Team Loyalty to Project – No Divided Interests
More Effective Communication
– Team Members often Co-located
– Team Members Treated as Insiders
– Most Resources are Involved in Project Work
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41
Projectized Organization - Cons
• Team Members have No Post Project Home
– May Contribute to Inflated Costs
– May Contribute to Team Anxiety at Project End
• Requires Increased
– Bureaucracy
– Standards
– Procedures
• Less Expertise in Some Disciplines
• Duplication of Facilities and Job Functions
• Less Efficient Resource Utilization
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42
Matrix Organization - Pros
•
•
•
•
Project is Point of Emphasis
Maximize Utilization of Scarce Resources
Team Members Maintain a Home
Improved Project Manager Control of
Resources
• Minimizes Staff Fluctuations
• Better Firm-wide Balance of Resources
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43
Matrix Organization - Cons
• Two-boss Syndrome (PM and Functional)
– Authority Conflicts
– Priority Conflicts
– Reluctance to Share Staff
– Political In-fighting
• Increased Effort to Create Team
• More Complex to Monitor and Control
• Requires Extensive Policies and Procedures
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44
Composite Organizations
• Many organizations have combination of all of
the different structures in some form.
– A fundamentally functional organization may
create a special project team for a critical effort
that is more projectized.
• This team may include full time staff, create their own
processes outside of the organizational standard.
– An organization may manage most of its projects
in a strong-matrix format but allow smaller efforts
to be run by the functional departments
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45
Organizational Process Assets
• Processes and Procedures for conducting
work:
– Processes and Procedures
• Standards, Policies
• Life cycles, Templates
• Closure Guidelines
– Corporate Knowledge
• Process measurement databases
• Historical Information, Lessons Learned
• Issue / Defect Management databases
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46
Enterprise Environmental Factors
• Internal / External factors influencing a project’s
success.
– Organizational Culture and Structure
– Standards – regulatory, quality, codes of conduct
– Existing human resources – skills, disciplines
– Politics
– Stakeholders and Stakeholder risk tolerances
• Considered to be input to most planning
processes
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47
Work Performance Data, Information,
and Reports
• Throughout the lifecycle of a project, a great deal of
information is generated, considered, and
communicated.
– Work Performance Data are the initial measurements and
details about activities gathered during project work.
– Work Performance information is the result of analysis of
work data to determine what it means to the project.
– Work Performance Reports are the results that are shared
with project stakeholders.
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48
Project Lifecycle
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Product Life Cycle
• Stages that Make Up the Life of the Product
• Example:
– Introduction
– Growth
– Maturity
– Decline
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50
Project Life Cycle
• Sequential, sometimes overlapping, phases that
make up a project.
• Every project has a start and finish, but what
happens between varies widely from one project to
the next.
• The lifecycle is the framework for managing the
project, regardless of the specific work involved.
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51
Project Life Cycle Characteristics
• Projects vary in size and complexity
• All projects can be mapped to the following
structure
– Starting the project
– Organizing and preparing
– Carrying out the project work
– Closing the project
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52
Cost vs. Staffing Levels
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53
Variables over Project Time
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Project Phases
• Divisions within a project where extra control
is needed.
• Usually completed sequentially, but can
overlap.
• Regardless of the number of phases, all have
similar characteristics
– At the close, there is some form of transfer or
handoff
– The work has a different focus
– The primary deliverable requires an extra degree
of control for success.
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55
Phase to Phase Relationships
• Sequential
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Phase to Phase Relationships
• Overlapping
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Predictive Lifecycles
• AKA – Fully Plan Driven – project scope, time,
and budget are determined as early as
possible.
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58
Iterative and Adaptive
• Iterative/Incremental: when a team intentionally
repeats certain activities
– Preferred when an organization is managing changing
scope
– Also allows for the incorporation of lessons learned at each
iteration
• Adaptive: iterative approach that is rapid and involves
heavy engagement from stakeholders
– Agile methods
– Sprints
– Backlogs etc.
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59
CH 3:
Project Management
Process Groups and
Knowledge Areas
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Project Management Processes
• Project Management is accomplished through
– Processes
– Application of Project Management Knowledge
– Skills
– Tools and Techniques
• Apply Above to Inputs to Produce Desired
Output
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61
5 Process Groups
•
•
•
•
•
Initiating
Planning
Executing
Controlling and Monitoring
Closing
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5 Process Groups
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63
Project Boundaries
Project
Boundaries
Monitor &
Project
Sponsor
Inputs
End
End
Project
User
Deliverables User
Planning
Initiating
Closing
Executing
Controlling
Project
Records
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Process
Assets
64
10 Knowledge Areas
•
•
•
•
•
•
•
•
•
•
Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project Human Resource Management
Project Communication Management
Project Risk Management
Project Procurement Management
Project Stakeholder Management
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Rita’s book p. 50
• Map to Knowledge Areas – 10-n-5
– Project Management Process Groups
– Knowledge Areas
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Question
• What process group has the most processes
across all Knowledge areas?
• Let’s see….
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67
Initiating Process Group
“Those processes performed to authorize and
define the scope of a new phase or project or that
can result in the continuation of a halted project
work.
A large number of the initiating processes are
typically done outside the project’s scope of
control by the organization, program, or portfolio
processes…”
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Planning Process Group
“Those processes performed to define and
mature the project scope, develop the
project management plan, and identify and
schedule the project activities that occur
within the project.”
Includes processes in ALL Knowledge Areas
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Executing Process Group
“Those processes performed to complete the
work defined in the project management plan
to accomplish the project’s objectives defined
in the project scope statement.”
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Monitoring and Controlling Process
Group
“Those processes performed to measure and
monitor project execution so that corrective
action can be taken when necessary to control
the execution of the phase or the project.”
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Closing Process Group
“Those processes performed to formally
terminate all activities of a project or phase,
and transfer the completed product to others
or close a cancelled project.”
Includes 2 Processes in 2 Knowledge Areas
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End of introduction
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73
CH 5 Scope
Management
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Project Scope Management
• Reference Material
– Chapter 5
PMBOK 5th Edition
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Learning Objectives
• Learning Goal
– Participants will be able to correctly answer the Scope
Management questions required to pass the PMP
certification exam -- following focused study on the topics
presented.
• Each participant will be able to:
– Define Scope Management
– Name Scope Management Processes and Map to PMBOK
Process Groups
– Identify Inputs and Outputs to Each Process
– Define Each Scope Deliverable and Its Contents
– Build a Work Breakdown Structure
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Scope Management Definition
• Processes required to ensure that the project
includes all the work required and only the
work required to complete the project
successfully
• Encompasses Both Product Scope and Project
Scope
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77
Scope Management Processes
• Project Scope Management:
– Plan Scope Management:
• Process of creating a scope management plan that articulates
how project scope will be defined, validated, and controlled.
– Collect Requirements
• Defining and documenting stakeholders’ needs to meet the
project objectives.
– Define Scope
• Developing a detailed description of the project and product.
– Create Work Breakdown Structure (WBS)
• Subdividing project deliverables into smaller, more manageable
components.
– Verify Scope
• Formalizing acceptance of the completed project deliverables.
– Control Scope
• Monitoring the status of the project and product scope and
managing changes to the scope baseline.
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Project vs. Product Scope
• Project Scope is different from Product Scope.
– Project Scope
• The Work that Must be Performed to Deliver a Product,
Service, or Result with the Specified Features and
Functions
– Product Scope
• The Features and Functions that Characterize a
Product, Service, or Result – i.e., the Attributes and
Characteristics of the Product Created by a Project
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79
Scope Management Processes
• Planning
– Collect Requirements
– Define Scope
– Create WBS (Work
Breakdown
Structure)
• Monitor and
Controlling
– Verify Scope
– Control Scope
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80
5.1: Plan Scope
Management
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Plan Scope Management
• Creating and documenting a plan for how
scope will be identified, validated, and
controlled throughout the project lifecycle.
• Helps reduce risk of “scope creep” by setting
an approach.
• Takes place in which process group?
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Plan Scope Management
• Inputs:
– Project management plan
– Project Charter
– Enterprise Environmental Factors
• Organization’s Culture
• Infrastructure
• Marketplace Conditions
– Organization Process Assets
• Policies and Procedures
• Historical information
• Lessons Learned findings
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Plan Scope Management
• Tools and Techniques:
– Expert Judgment:
• Use your resources (both human and other)
– Meetings:
• Project Kickoff sessions
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Plan Scope Management
• Outputs:
– Scope Management Plan
• Process that enables completion of WBS
• Process that establishes how the WBS will be
maintained and approved
• Process that defines how deliverables will be accepted
• Process to control requests for changes to the scope
statement of the project.
– Requirements Management Plan
• Describes how requirements will be identified,
documented, and managed.
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Plan Scope Management
• Requirements Management Plan
– Documents how the requirements will be
• Analyzed
• Documented
• Managed
– Documents how requirements will be prioritized
– Documents how requirements will be traced
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5.2: Collect
Requirements
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5.2Collect Requirements
• Things to keep in mind
– It’s all about stakeholder needs and engagement
• If you missed requirements, chances are you didn’t
engage a stakeholder well enough
– You can’t define scope without requirements
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Definition of Collect Requirements
• Defining and documenting stakeholder’s
needs to meet the project objectives.
• Defining and managing customer
expectations
• Foundation for the WBS
• Cost, Schedule, Quality Planning built
upon these requirements
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Collect Requirements - Details
• Process of defining and documenting stakeholders’
needs to meet the project objectives.
• Requirements need to be elicited, analyzed, and
recorded in enough detail to be measured.
• Development of requirements start with:
– Project Charter
– Stakeholder Register
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Collect Requirements
Inputs
Scope Management
Plan
Requirements
Management Plan
Stakeholder
Management Plan
Project Charter
Stakeholder Register
Tools & Techniques
Outputs
Interviews
Requirements Documentation
Focus Groups
Requirements Management Plan
Facilitated Workshops
Requirements Traceability Matrix
Group Creativity Techniques
Group Decision Making Techniques
Questionnaires and Surveys
Observations
Prototypes
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Inputs 5.2.1
•
•
•
•
Scope Management Plan
Requirement Management Plan
Stakeholder Management Plan
Project Charter
– Formally authorizes and initiates a project or phase
– Documents initial requirements satisfying stakeholder
needs and expectations
• Stakeholder’s Register
– Contains details related to the project stakeholders.
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Tools & Techniques 5.2.2
• Interviews
– Talking to Stakeholders directly
• Focus Groups
– Prequalified group of stakeholders and Subject Matter
Experts
– Learn about their expectations and attitudes about the
proposed product, project, service, or result.
• Facilitated Workshops
– Focused sessions bring key cross-functional
stakeholders together to define product requirements.
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Tools & Techniques 5.2.2
• Group Creativity Techniques
– Brainstorming, Nominal Group Techniques, Idea / Mind
mapping.
• Group Decision Making Techniques
– Assessment process of multiple alternatives with an
expected outcome.
– Unanimity, Majority, Plurality, Dictatorship
• Questionnaires and Surveys
– Written sets of questions designed to quickly gather
information from a wide number of respondents.
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Tools & Techniques 5.2.2
• Observations
– Direct viewing of individuals in their work
environment and how they perform their jobs.
– Good technique if there are detailed processes or
they are unable to articulate their requirements.
• Prototypes
– Assessment process of multiple alternatives with an
expected outcome.
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Outputs
• Requirements Documentation
– Describes how individual requirements meet the
business need for the project.
– Requirements may be Progressively Elaborated
• Requirements Traceability Matrix:
– Links product requirements from their origin to the
deliverables that satisfy them
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Outputs 5.2.3
• Requirements Traceability Matrix (RTM)
– Links requirements to their origin and traces them
throughout the project life cycle.
– Allows tracking of requirements from
identification / documenting through
implementation.
– Ensures approved requirements are delivered at
the end of the project.
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5.2 Collect Requirements - Summary
Inputs
Tools & Techniques
Outputs
Project Charter
Interviews
Requirements Documentation
Stakeholder Register
Focus Groups
Requirements Management Plan
Facilitated Workshops
Requirements Traceability Matrix
Group Creativity Techniques
Group Decision Making Techniques
Questionnaires and Surveys
Observations
Prototypes
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5.3 Define Scope
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What is Define Scope?
• Process of developing a detailed description of
the project and product.
– Build upon major deliverables, constraints, and
assumptions documented during Initiation.
– Refines Project Scope with Greater Specificity
• Progressive Elaboration
– Confirms / Completes List of Assumptions and
Constraints
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Define Scope
Inputs
Tools &
Techniques
Outputs
Scope Management Plan
Expert Judgment Project Scope Statement
Project Charter
Product Analysis Project Document Updates
Requirements
Documentation
Organizational Process
Assets
Alternatives
Identification
Facilitated
Workshops
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Inputs (5.3.1)
•
•
•
•
Scope Management Plan
Project Charter
Requirements Documentation
Organizational Process Assets
– Policies, procedures, templates for a project scope
statement
– Project files from previous projects
– Lessons Learned
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Tools & Techniques (5.3.2)
• Expert Judgment
– Those with specialized knowledge or training
• Product Analysis
– Used when the project deliverable is a “product” rather than a service or
result.
• Alternatives Identification
– Technique to Generate Different Approaches to Execute Work of Project
• Facilitated Workshops
– Focused sessions bring key cross-functional stakeholders together to
define product requirements.
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Outputs (5.3.3)
• Project Scope Statement
– Describes in detail the Project’s Deliverables
– Documents Work Required to Complete the Deliverables
– Provides a common understanding of Project Scope to all
Project Shareholders
– Enables Project Team to Perform more Detailed Planning
– Provides Baseline Against which Request for Changes are
Evaluated to Determine if within Project Boundaries
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Outputs (5.2.3)
• Project scope statement contains the
following:
– Product Scope Description
– Product Acceptance Criteria
– Project Deliverables
– Project Exclusions
– Project Constraints
– Project Assumptions
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Outputs (5.2.3)
• Project Document Updates
– Stakeholder register
– Requirements Documentation
– Requirements Traceability Matrix
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Define Scope - Summary
Inputs
Tools &
Techniques
Outputs
Scope management Plan
Expert Judgment Project Scope Statement
Project Charter
Product Analysis Project Document Updates
Requirements
Documentation
Organizational Process
Assets
Alternatives
Identification
Facilitated
Workshops
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107
5.4 Create WBS
(Work Breakdown
Structure)
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Definition of WBS
• The process of subdividing the Project
Deliverables and Project Work into smaller,
more manageable components.
• Deliverable-oriented hierarchical
decomposition of the work to be executed by
the project team to accomplish the project
objectives and create the required
deliverables.
• Defines what is “in” and “out” of scope.
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WBS Details
• Process of subdividing the deliverables into smaller,
more manageable components.
• Organizes and defines the total scope of the project.
• Represents the work in the current approved project
scope statement.
• Work Packages: The lowest level of planned work
that can be…
• Scheduled
• Cost estimated
• Monitored and controlled
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Create WBS 5.4
Inputs
Tools &
Techniques
Outputs
Scope Management Plan
Decomposition
Scope Baseline
Project Scope Statement
Expert Judgment
Project Document
Updates
Requirements
Documentation
Enterprise Environmental
Factors
Organizational Process
Assets
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Inputs (5.4.1)
•
•
•
•
•
Scope Management Plan
Project Scope Statement
Requirements Documentation
Enterprise Environmental Factors
Organizational Process Assets
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Tools & Techniques (5.4.2)
• Decomposition
– Subdivision of Scope and Deliverables into smaller,
more manageable components
• Work Packages
– Sufficient detail to support executing, monitoring,
and controlling the work
– May not be possible for distant future deliverables
– Different levels of decomposition
– Avoid excessive decomposition
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Tools & Techniques (5.4.2)
• Decomposition (continued)
– Steps in Decomposition
•
•
•
•
Identify Major Deliverables and Related Work
Structure and Organize WBS
Decompose Upper Level WBS into Lower Levels
Develop and Assign Identification Codes to WBS
Components (Code of Accounts)
• Verify the Level of Decomposition
• Expert Judgment:
– Often used to analyze the information needed in
order to complete the decomposition process
– May be technical
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Outputs (5.4.3)
• Scope Baseline:
– Scope Statement
– WBS
• Key output of this process, generally structured like
Organizational Chart.
• Organizing WBS
–
–
–
–
Major Deliverables and Sub-Deliverables
Subprojects (Different Teams are handling these subprojects.)
Project Phases
Combination Approach
– WBS Dictionary
– Project Document Updates
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Outputs cont’d (5.4.3)
• WBS
– Understanding WBS leveling
•
•
•
•
•
•
Project Manager should identify the levels in the WBS.
Highest level is project itself.
PMBOK – level one is the first level of decomposition.
First level can be deliverables, phases, or subproject.
Each lower level shows more details.
Lowest level of WBS is called Work Package.
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Outputs cont’d (5.4.3)
• WBS
– What is a Work Package?
• A Deliverable or Project Component at the Lowest Level
of Each Branch of the WBS
• Assigned to a Small Team, with Clear Accountability and
Responsibility
• Level at which Cost / Time can be Reliably Estimated
• Should Present “Schedule Activity” and “Milestones”
Related to the Work Package
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WBS Example
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Schedule based upon WBS
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Outputs cont’d (5.4.3)
• WBS Dictionary
– A Companion document for WBS, providing additional
information for respective WBS components
– For each WBS component, dictionary can have one or all of the
following:





Code of Account Identifier
Description of Work
Responsible Organization
Schedule Milestones
Cost Estimates




Quality Requirements
Resources
Contract Information
Acceptance Criteria
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Recap: Outputs (5.4.3)
• Scope Baseline
– Component of the Project Management Plan and includes:
• Scope Statement
• WBS
• WBS Dictionary
• Project Document (Updates)
– Any project documents that require updates.
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Create WBS - Summary
Inputs
Tools &
Techniques
Outputs
Scope Management Plan
Decomposition
Scope Baseline
Project Scope Statement
Expert Judgment
Project Document
Updates
Requirements
Documentation
Enterprise Environmental
Factors
Organizational Process
Assets
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5.5 Validate Scope
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Definition - Validate Scope
• Process of formalizing acceptance of the
completed project deliverables.
– Increases the chance that the final product,
service, or result will be accepted.
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Validate Scope - Details
• Reviewing deliverables with customer or
Sponsor to ensure they are completed
satisfactorily
• Obtain formal acceptance of deliverables by the
customer or Sponsor
• SCOPE VALIDATION DIFFERS FROM QUALITY
CONTROL
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Scope Validation VS. Quality Control
Scope Verification
• Acceptance of
Deliverables
Quality Control
• Correctness of Deliverables
• Meet Quality
Requirements for the
specified deliverables
• Generally performed
before Scope Verification,
but can be done in parallel.
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Validate Scope
Inputs
Project Management
Plan
Requirements
Documentation
Requirements
Traceability Matrix
Validated Deliverables
Tools &
Techniques
Outputs
Inspection
Accepted Deliverables
Group Decision
Making Techniques
Change Requests
Work Performance
Information
Project Document Updates
Work Performance Data
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Inputs (5.5.1)
• Project Management Plan
– Project Scope Statement
– Scope Baseline
• WBS
• WBS Dictionary
• Requirements Documentation
• Requirements Traceability Matrix
• Validated Deliverables
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Tools & Techniques (5.4.2)
• Inspection
– Activities to determine whether work and deliverables
meet requirements and product acceptance criteria.
• Also known as:
–
–
–
–
Reviews
Product Reviews
Audits
Walkthroughs
• Group Decision Making
– Used to reach a conclusion when the validation is
completed by team members and stakeholders.
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Outputs (5.5.3)
• Accepted Deliverables
– Deliverables that meet the acceptance criteria and are approved by the
sponsor or customer.
• Change Requests
– Deliverables that have not been accepted, along with the reason for the
non-acceptance
– These may require a change request to correct a defect.
– Processed through the Integrated Change Control process.
• Project Document Updates
– Corrective actions are documented recommendations to bring future
performance into conformance with the project management plan.
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Verify Scope - Summary
Inputs
Project Management
Plan
Requirements
Documentation
Requirements
Traceability Matrix
Validated Deliverables
Tools &
Techniques
Outputs
Inspection
Accepted Deliverables
Group Decision
Making Techniques
Change Requests
Project Document Updates
Work Performance Data
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5.6 Control Scope
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Definition - Control Scope
• The process of monitoring the status of the
project and product scope
• And managing changes to the scope baseline
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Control Scope - Details
• Ensures all requested changes and recommended
corrective or preventative actions go through
Integrated Change Control.
• Used to manage the actual changes when they occur.
• Scope changes always happen. Project team should
be prepared to handle this.
• Scope Creep – Uncontrolled changes
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Control Scope
Inputs
Tools &
Techniques
Project Management Plan Variance
Analysis
Requirements
Outputs
Work Performance Information
Change Requests
Documentation
Requirements Traceability
Matrix
Project Management Plan (Updates)
Work Performance Data
Project Document (Updates)
Organizational Process
Assets
Organizational Process Assets
(Updates)
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Inputs (5.6.1)
• Project Management Plan
– Scope Baseline
– Scope Management Plan
– Change Management Plan
– Configuration Management Plan
– Requirements Management Plan
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Inputs cont’d (5.6.1)
• Work Performance Information
– Project progress
– Deliverables Status
• When they started
• Current progress
• When did they finish
• Requirements Documentation
• Requirements Traceability Matrix
• Organizational Process Assets
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Tools & Techniques (5.6.2)
• Variance Analysis
– Performance measurements are used to assess
the magnitude of variation from the original scope
baseline.
– Determine the cause of the variance and decide if
a Corrective or Preventative Action is required.
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Outputs (5.6.3)
• Work Performance Measurements
• Organizational Process Assets (Updates)
– Causes of Variances
– Reasons behind the corrective actions chosen
– Other Lessons Learned from Project Scope Control
• Change Requests
– Changes Requested to Scope – Must be Considered
According to Change Control Process
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Outputs (5.6.3)
• Project Management Plan (Updates)
– Scope Baseline
• If project scope statement changes, so does the scope baseline.
– Other Baseline Updates
• Cost, Schedule
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Control Scope - Summary
Inputs
Project Management
Plan
Tools &
Techniques
Variance
Analysis
Outputs
Work Performance Information
Requirements
Documentation
Change Requests
Requirements
Traceability Matrix
Project Management Plan (Updates)
Work Performance Data
Project Document (Updates)
Organizational Process
Assets
Organizational Process Assets
(Updates)
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References
• A Guide to the Project Management Body of
Knowledge, 5th ed. Project Management
Institute, Inc.
• Rita Mulcahy’s PMP Exam Prep 8th edition
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End of Scope
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