Chapter 5: Managing Scope

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  1. 8/80 Rule
    • A planning heuristic for creating the WBS.
    • States that a work package should take 8 to 80 hours to create.
  2. Active observation
    observer interacts with worker to ask questions and understand each step of the work being completed
  3. Affinity diagrams
    Clustering large numbers of ideas into similar ideas for further analysis
  4. Change control system
    • Defines how changes to the project scope may be allowed.
    • Documented in scope management plan
  5. Change management plan
    Subsidiary plan, defines how changes will be allowed and managed
  6. Code of accounts
    Hierarchical numbering within WBS
  7. Delphi Technique
    uses rounds of anonymous surveys to build consensus
  8. Functional Analysis
    • the study of the functions within a system, project, or the product.
    • studies the goals of the product, how it will be used, etc.
    • may also consider the cost of the product in operations (life cycle costing)
  9. Initial project organization
    project scope statement identifies project team and key stakeholders
  10. Mind mapping
    • Approach that maps ideas to show the relationship among requirements and the differences between requirements.
    • map can be reviewed to identify new solutions or to rank the identified requirements
  11. Nominal group technique
    group generates as many ideas as possible, then ranks them by a voting process
  12. Passive observation
    Observer records information about the work being completed without interrupting the process
  13. Plurality
    group-decision method where the largest part of the group makes the decision even if it's not more than 50% of the total
  14. Product acceptance criteria
    • project scope statement component
    • conditions and processes for formal acceptance of product
  15. Product breakdown
    scope definition technique, breaks down a product into a hierarchical structure (much like a WBS breaks down the project)
  16. Product scope definition
    a narrative on what the project is creating as a deliverable for the project customer
  17. Product scope
    defines the product or service that will come about as a result of completing the project
  18. Project boundaries
    clearly states what is included within the project and what is excluded from the project
  19. Project constraints
    anything that limits the PM's options (budget, deadline, resources, etc.)
  20. Project objectives
    • measureable goals that determine a project's acceptability to the customer and the overall success of the project.
    • often include cost, schedule, technical requirements, quality demands, etc.
  21. Project requirements
    demands set by customer, regulations, or performing organization that must exist for the project deliverables to be acceptable.
  22. Project scope management plan
    subsidiary plan that controls how the scope will be defined, how the scope statement will be created, how the WBS will be created, how scope verification will proceed, and how the project scope will be controlled throughout the project
  23. Requirements documentation
    • documentation of what the stakeholders expected in the project.
    • defines all requirements that must be present for the work to be accepted by the stakeholders
  24. Requirements management plan
    subsidiary plan defines how changes to the project requirements will be permitted, how requirements will be tracked, and how changes to the requirements will be approved
  25. Requirements traceability matrix
    table that maps requirements throughout the project all the way to their completion
  26. scope creep
    undocumented, unapproved changes to project scope
  27. Scope verification
    • formal inspection of project deliverables
    • leads to project acceptance
  28. Stakeholder analysis
    • scope definition process
    • project management team interviews stakeholders
    • quantified customer needs are categorized, prioritized, and documented
  29. Systems analysis
    Scope definition approach that studies and analyzes a system, its components, and the relationships of components within the system
  30. Systems engineering
    • Project scope statement creation process
    • studies how a system should work, creates a model, then enacts the working system
    • aims to balance the time and cost of a project in relation to the project scope
  31. Value analysis
    • examines the functions of a product in relation to the cost of the features and functions
    • product grade is in relationship to product cost
  32. Value engineering
    attempts to find the correct level of quality in relation to a reasonable budget, while still delivering an acceptable level of performance of the product
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Chapter 5: Managing Scope
Phillips CAPM exam prep, chapter 5 keywords
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