Chapter 5 - Project Scope Management
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 
e alternatives identication is performed through techniques used to generate
           

subject, the best ones being selected and analyzed.
 

OUTPUTS
 
e project scope statement describes
required to create those deliverables. In short, it must include, but not be limited to, the

Product scope description,
Project requirements,
Scope exclusions,
Project deliverables,
Deliverables acceptance criteria, and
Constraints and assumptions.
 
Project documents that may be updated include but are not limited to

Requirements documentation, and
Requirements traceability matrix.
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The process of developing a detailed description of the project and product.
Planning
5.2 - Dene Scope
SCOPE
Tools and
techniques
OutputsInputs
•Stakeholderregister
•Requirementsdocumentation
•Requirementstraceabilitymatrix
Expert
judgment
Product analysis
Alternatives
identication
Facilitated
workshops
Project document
updates
Product scope
statement
Project
documents
4.2 - Develop Project
Management
Plan
5.3 - Create WBS
6.2 - Sequence
Activities
6.4 - Estimate Activity
Durations
6.5 - Develop
Schedule
11.3 - Perform
Qualitative Risk
Analysis
11.1 - Plan Risk
Management
4.1 - Develop Project
Charter
Projectcharter
5.1 - Collect
Requirements
Requirementsdocumentation
Enterprise/Organization
•Organizationalprocessassets
Process group
INITIATING
PLANNING
EXECUTING
MONITORING AND
CONTROLLING
CLOSING
Chapter 5 - Project Scope Management
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LOGO
PROJECT
Rev.:
Data:
Sheet ___ of ___
PROJECT SCOPE STATEMENT
1 PROJECT OBJECTIVES

2 PRODUCT SCOPE

3 PROJECT REQUIREMENTS
Describe the condition or capability that must be met or exist in the project deliverables to comply

4 SCOPE EXCLUSIONS

5 PROJECT DELIVERABLES
Describe the project deliverables, including ancillary results, such as documents, reports, etc.
6 ACCEPTANCE CRITERIA
Describe the process and the acceptance criteria of nished products.
7 PROJECT SPECIFICATION

8 LINKS WITH OTHER PROJECTS

9 CONSTRAINTS
Describe project constraints especially related to cost, schedule, scope, and quality.
Include, if any, dates identied in item 11 - Schedule milestone.
10 ASSUMPTIONS
Indicate assumptions made by the Planning team to date.
ELABORATED BY: APPROVED BY:
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5.4.3 CREATE WBS PMBOK® GUIDE, PROCESS 5.3

by the project team in order to achieve the project objectives and create the required deliverables.

complexity. Without WBS, the project tends to have a larger amount of change requests, the

even render the project unfeasible.

5.4.3.1 CREATE WBS: INPUTS, TOOLS AND TECHNIQUES, AND OUTPUTS
INPUTS
 

process.
 

account in this process.
 
e organizational process assets such as the policy of the companys project

forms, performance measurement criteria, change implementation procedures,
historical information, lessons learned and others should be considered in this process.
TOOLS AND TECHNIQUES
 
Decomposition is the subdivision of project deliverables into smaller more manageable


Structuring and organizing the WBS
 (top-

Developing and assignment identication codes to theWBS components

sucient

for each one of the deliverables into products, services, or veriable results. Each
           
organizational unit.
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
 

OUTPUTS
 
e WBS is the major output of this process (see example in the end of the chapter).
 

contents must include component identication code, component title, component
description, activities to generate the product, product acceptance criteria, and others
(see example in the end of the chapter).
 
Scope baseline is a component of the project management plan and includes
Product scope statement,
WBS, and
WBS dictionary.
 
Project document that may be updated include but are not limited to
Requirements documentation

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