Chapter 5: Managing Scope

• A planning heuristic for creating the WBS.
• States that a work package should take 8 to 80 hours to create.

observer interacts with worker to ask questions and understand each step of the work being completed

Clustering large numbers of ideas into similar ideas for further analysis

• Defines how changes to the project scope may be allowed.
• Documented in scope management plan

Subsidiary plan, defines how changes will be allowed and managed

Hierarchical numbering within WBS

uses rounds of anonymous surveys to build consensus

• 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)

project scope statement identifies project team and key stakeholders

• 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

group generates as many ideas as possible, then ranks them by a voting process

Observer records information about the work being completed without interrupting the process

group-decision method where the largest part of the group makes the decision even if it's not more than 50% of the total

• project scope statement component
• conditions and processes for formal acceptance of product

scope definition technique, breaks down a product into a hierarchical structure (much like a WBS breaks down the project)

a narrative on what the project is creating as a deliverable for the project customer

defines the product or service that will come about as a result of completing the project

clearly states what is included within the project and what is excluded from the project

anything that limits the PM's options (budget, deadline, resources, etc.)

• 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.

demands set by customer, regulations, or performing organization that must exist for the project deliverables to be acceptable.

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

• 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

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

table that maps requirements throughout the project all the way to their completion

undocumented, unapproved changes to project scope

• formal inspection of project deliverables
• leads to project acceptance

• scope definition process
• project management team interviews stakeholders
• quantified customer needs are categorized, prioritized, and documented

Scope definition approach that studies and analyzes a system, its components, and the relationships of components within the system

• 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

• examines the functions of a product in relation to the cost of the features and functions
• product grade is in relationship to product cost

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