The PMP® Certification Exam Study Guide

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 company’s 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 theWBS components

 

sucient



for each one of the deliverables into products, services, or veriable results. Each

           

organizational unit.

Chapter 5 - Project Scope Management

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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