BEN610PROJECT MANAGEMENT PRINCIPLES

WeekThreeProject ScopeManagement
CRICOSNo.00213J
QueenslandUniversityofTechnology

Reminders

IdentifythethreemajorproblemsyouintendtoinvestigateinAssessment Item1andperhapsdiscussyourapproachwiththetutorinWeeks3and4. Item 1 and perhaps discuss your approach with the tutor in Weeks 3 and 4 Frequentlyaskedquestions(FAQs)onBEN610Assessmentavailableunder FeedbackfolderonBEN610Blackboard CriterionReferencedAssessment(CRA)documentavailableunder AssessmentfolderonBEN610Blackboard AssessmentItemisdueonMondayWeek6 Assessment Item is due on Monday Week 6

Revision

Aprogramisa:
a. Groupingofrelatedtaskslastingoneyearor p g g y less. b. Groupofrelatedprojectsmanagedina b Group of related projects managed in a coordinatedway. c. Projectwithacostover$1million. c Project with a cost over $1 million d. Sequenceofstepsconstitutingaproject.

Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

 Thecollectionofgenerallysequentialandsometimes overlappingprojectphases,whosenameandnumberare determinedbythemanagementandcontrolneedsofthe determined by the management and control needs of the organizationororganizationsinvolvedintheproject,is knownasthe:
a. b. c. d. Projectwaterfall. Projectlifecycle. Projectlifestages. ProjectManagementProcessGroups.

Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

 WhichofthefollowingisNOTtrueaboutproject stakeholders?
a. a b. c. Theyarepersonsororganizationsthatareactivelysupportiveofthe They are persons or organizations that are actively supportive of the project. Theyarepersonsororganizationswhoareactivelyinvolvedinthe project. Theyarepersonsororganizationswhoseinterestsmaybepositively ornegativelyaffectedbytheperformanceorcompletionofthe or negatively affected by the performance or completion of the project. Theyarepersonsororganizationsthatmayexertinfluenceoverthe project,itsdeliverables,andtheprojectteammembers. j i d li bl d h j b

d.

Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

 Inconsideringprojectstakeholders,theprojectmanagement teammustdoallofthefollowingEXCEPT:
a. a b. c. d. d Identifybothinternalandexternalstakeholders. Identify both internal and external stakeholders Determineprojectrequirementsandexpectationsofallparties involved. Asmuchaspossible,createconflictsamongvariousstakeholdersto allowtheprojectteamtogetitsworkdone. Managetheinfluenceofthevariousstakeholdersinrelationtothe Manage the influence of the various stakeholders in relation to the projectrequirementstoensureasuccessfuloutcome.

Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

 Allofthefollowingstatementsabouttheprojectlifecycle andtheproductlifecyclearetrueEXCEPT:
a. a Theproductlifecycleconsistsofgenerallysequential,non The product life cycle consists of generally sequential non overlappingproductphasesdeterminedbythemanufacturingand controlneedoftheorganization. Thelastproductlifecyclephaseforaproductisgenerallythe productsretirement. Generally,aproductlifecycleiscontainedwithintheprojectlife Generally a product life cycle is contained within the project life cycle. Generally,aprojectlifecycleiscontainedwithinoneormore productlifecycles. d lif l

b. c. c d.

Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

 ThelinkagesbetweenProjectManagementProcessGroups arebestdescribedbythefollowing:
a. a b. c. TheworkbreakdownstructurelinksProcessGroups. The work breakdown structure links Process Groups ProcessGroupsarelinkedbytheirplannedobjectivesthesummary objectiveofoneoftenbecomesthedetailedactionplanforanother. ProcessGroupsarelinkedbytheoutputstheyproducetheoutput ofoneprocessgenerallybecomesaninputtoanotherprocessorisa deliverableoftheproject. deliverable of the project TherearenosignificantlinksbetweendiscreteProcessGroups.

d.

Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

 TherelationshipbetweenProjectManagementProcess Groupsandprojectlifecyclephasesisbestdescribedbythe following:

a. b. c. d. Theyareunrelated,incompatibleconcepts. Theyarethesameconceptdescribedbydifferenttermstosatisfy y p y y applicationareaextensions. PhasescrossProcessGroupssuchthatclosingoneProcessGroup providesaninputtoinitiatingthenextphase. provides an input to initiating the next phase ProcessGroupsinteractwithineachprojectphaseandarenormally repeatedforeachphase.

Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

 AllofthefollowingarecharacteristicsofProject ManagementProcessGroupsEXCEPT:
a. a b. c. d. ProjectManagementProcessGroupsarelinkedbytheoutputsthey Project Management Process Groups are linked by the outputs they produce. TheProcessGroupsareseldomeitherdiscreteoronetimeevents; theyareoverlappingactivitiesthatoccurthroughouttheproject. Alloftheprocessesaregenerallyneededonallprojects,andallof theirinteractionsapplytoallprojectsorprojectphases. their interactions apply to all projects or project phases Whenaprojectisdividedintophases,theProcessGroupsare invokedasappropriatetoeffectivelydrivetheprojecttocompletion inacontrolledmanner. i ll d

Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

 Allofthefollowingaretrueabouttheprojectscope managementplanEXCEPT:
a. a b. c. d. d Itprovidesguidanceonhowprojectscopewillbedefined, It provides guidance on how project scope will be defined documented,managed,andcontrolled. Itprovidesguidanceonhowprojectscopewillbeverified. Itmaybeformalorinformal,highlydetailed,orbroadlyframed, basedupontheneedsoftheproject. Itisseparatefromtheprojectmanagementplan. It is separate from the project management plan

Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

 Allofthefollowingaretrueabouttheprojectscope statementEXCEPT:
a. a b. c. d. d ItisanoutputoftheVerifyScopeprocess. It is an output of the Verify Scope process Itdescribes,indetail,theprojectsdeliverablesandthework requiredtocreatethosedeliverables. Itprovidesacommonunderstandingoftheprojectscopeamong projectstakeholders. Itmaycontainexplicitscopeexclusionsthatcanassistinmanaging It may contain explicit scope exclusions that can assist in managing stakeholderexpectations.

Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

 Whichofthefollowingstatementsistrueaboutthework breakdownstructure(WBS)?
a. a TheWBSisadeliverableorientedhierarchicaldecompositionofthe The WBS is a deliverable oriented hierarchical decomposition of the worktobeexecutedbytheprojectteamtoaccomplishtheproject objectivesandcreatetherequireddeliverables. TheWBSisanunstructuredlistofprojectactivitiesinchartform. TheWBSisthesameastheorganizationalbreakdownstructure (OBS). (OBS) TheWBSisthebillofmaterials(BOM)neededtoaccomplishthe projectobjectivesandcreatetherequireddeliverables.

b. c. d.

Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

 WhatistheWBStypicallyusedfor?
a. b. b c. d. Toorganizeanddefinethetotalscopeoftheproject. Toidentifythelogicalpersontobeprojectsponsor. To identify the logical person to be project sponsor Todefinethelevelofreportingthatthesellerprovidesthebuyer. Asarecordofwhenworkelementsareassignedtoindividuals. g

Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

 ThefollowingistrueabouttheWBS:
a. b. b c. d. TheWBSisanothertermforthebar(Gantt)chart. EachdescendingleveloftheWBSrepresentsanincreasinglydetailed Each descending level of the WBS represents an increasingly detailed definitionoftheprojectwork. WorknotintheWBSisusuallydefinedinthescopestatementofthe project. TheWBSshowsonlythecriticalpathactivities.

Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

 Whatisthedifference(asdefinedin ) g g PRINCE2)betweentailoringandembedding?

 Whatwasthegeneralthreestepapproachweintroducedin Week2todefinedevelopmentanddeliveryapproaches? Wh t Whatarethetwodimensionsofprojectcomplexityin th t di i f j t l it i Dombkins WHOWmatrix What general approach is suggested for projects with high Whatgeneralapproachissuggestedforprojectswithhigh uncertaintyinbothobjectivesandprocess?

Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

 Whatwasthegeneralthreestepapproachweintroducedin Week2todefinedevelopmentanddeliveryapproaches? Wh t Whatarethetwodimensionsofprojectcomplexityin th t di i f j t l it i Dombkins WHOWmatrix What general approach is suggested for projects with high Whatgeneralapproachissuggestedforprojectswithhigh uncertaintyinbothobjectivesandprocess?

Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

GettingtoKnowtheBEN610Class g

ProjectScopeManagement j p g

21 ProjectManagementInstitute.(2008).Aguidetotheprojectmanagementbodyofknowledge(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute, pp.103128

ProjectScopeManagement j p g

Includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the q y q p project successfully Managing the project scope is primarily concerned with defining and controlling what is and is not included in the project

22 ProjectManagementInstitute.(2008).Aguidetotheprojectmanagementbodyofknowledge(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute, pp.103128

Productvs ProjectScope Product vs Project Scope

ProductScope
Thefeaturesandfunctionsthatcharacterisea product,serviceorresult

ProjectScope
Theworkthatneedstobedonetodelivera product,service,orresultwiththespecified featuresandfunctions

ProjectScopeManagement j p g

24 ProjectManagementInstitute.(2008).Aguidetotheprojectmanagementbodyofknowledge(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute, pp.103128

ProjectManagementInstitute.(2008).Aguidetotheprojectmanagementbodyofknowledge(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute, p.104

ProjectScopeManagement j p g

Processofdefininganddocumentingstakeholdersneedstomeettheproject objectives

26 ProjectManagementInstitute.(2008).Aguidetotheprojectmanagementbodyofknowledge(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute, pp.103128

CollectingRequirements Collecting Requirements

ProjectManagementInstitute.(2008).Aguidetotheprojectmanagementbodyofknowledge(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute, pp.103128

CollectingRequirements g q

ProjectManagementInstitute.(2008).Aguidetotheprojectmanagementbodyofknowledge(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute, pp.103128

ExampleRequirementsTraceabilityMatrix

Cagle,R.B.(2003).Blueprintforprojectrecovery:Aprojectmanagementguide:Thecompleteprocessofgettingderailedprojectsbackontrack. NewYork:AMACOM.

ProjectScopeManagement j p g

Processofdevelopingadetaileddescriptionoftheprojectandproduct

30 ProjectManagementInstitute.(2008).Aguidetotheprojectmanagementbodyofknowledge(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute, pp.103128

DefiningScope Defining Scope

ProjectManagementInstitute.(2008).Aguidetotheprojectmanagementbodyofknowledge(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute, pp.103128

DefiningScope

ProjectManagementInstitute.(2008).Aguidetotheprojectmanagementbodyofknowledge(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute, pp.103128

Milosevic,D.Z.(2003).Projectmanagementtoolbox.Hoboken,NewJersey:Wiley,p.143

ProjectScopeManagement j p g

Processofsubdividingtheprojectdeliverablesandprojectworkintosmaller,more manageablecomponents manageable components

34 ProjectManagementInstitute.(2008).Aguidetotheprojectmanagementbodyofknowledge(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute, pp.103128

CreateWBS Create WBS

ProjectManagementInstitute.(2008).Aguidetotheprojectmanagementbodyofknowledge(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute, pp.103128

CreateWBS

ProjectManagementInstitute.(2008).Aguidetotheprojectmanagementbodyofknowledge(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute, pp.103128

WorkBreakdownStructure Work Breakdown Structure

A d li Adeliverableorientedhierarchicaldecomposition bl i t d hi hi l d iti oftheworktobeexecutedbytheprojectteamto accomplishtheprojectobjectivesandcreatethe accomplish the project objectives and create the requireddeliverables(PMBoK 2006,pp.34) Deliverable Anyuniqueandverifiableproduct, DeliverableAny unique and verifiable product resultorcapabilitytoperformaservicethatmust beproducedtocompleteaprocess,phase,or project.Oftenusedmorenarrowlyinreferenceto anexternaldeliverable,whichisdeliverablethat issubjecttoapprovalbytheprojectsponsoror is subject to approval by the project sponsor or customer(PMBoK 2006,p.4)
ProjectManagementInstitute.(2006).Practicestandardforworkbreakdownstructures(2nded.).NewtownSquare,Pennsylvania:Project ManagementInstitute

Purpose
D fi th Definetheprojectscopeofworkintermsofproductsandservices j t f ki t f d t d i (deliverables)both
whatisinandoutofscope i t internallyandexternallygeneratedandinterrelationship ll d t ll t d di t l ti hi

Furtherdecomposedeliverablesintocomponentstosupport configurationmanagement Provideaframeworkfor:

integratingintermediatedeliverablesandworkpackageswithother aspectsofinitiation,planning,execution,monitoringandcontrolling,and closing managingandcommunicatingaccountabilitiesandresponsibilities, schedule,risk,performance,dependencies,budget,projectstatusand progress

Underpinsprogressiveelaborationofscopeoverprojectlifecycle

ProjectManagementInstitute.(2006).Practicestandardforworkbreakdownstructures(2nded.).NewtownSquare,Pennsylvania:Project ManagementInstitute,pp.12

Benefits
Bettercommunicationtoprojectsponsors, stakeholders,andteamleaders Moreaccurateestimationoftasks,risk, timelines,andcosts timelines and costs Increasedconfidencethat100%oftheworkis identifiedandincluded A foundation for the control processes within Afoundationforthecontrolprocesseswithin theprocesses
ProjectManagementInstitute.(2006).Practicestandardforworkbreakdownstructures(2nded.).NewtownSquare,Pennsylvania:Project ManagementInstitute,p.6

100%Rule 100% Rule

theWBSincludes100%oftheworkdefined h i l d % f h k d fi d bytheprojectscopeandcapturesALL deliverablesinternal,externalandinterim intermsoftheworktobecompleted appliesatallhierarchicallevels,thesumof q theworkatthechildlevelmustequal100% oftheworkrepresentedbytheparent shouldnotincludeanyworkthatfalls should not include any work that falls outsidetheprojectscope
ProjectManagementInstitute.(2006).Practicestandardforworkbreakdownstructures(2nded.).NewtownSquare,Pennsylvania:Project ManagementInstitute,p.7

ProjectManagementInstitute.(2006).Practicestandardforworkbreakdownstructures(2nded.).NewtownSquare,Pennsylvania:Project ManagementInstitute,p.7

ProjectManagementInstitute.(2006).Practicestandardforworkbreakdownstructures(2nded.).NewtownSquare,Pennsylvania:Project ManagementInstitute,p.7

ProjectManagementInstitute.(2006).Practicestandardforworkbreakdownstructures(2nded.).NewtownSquare,Pennsylvania:Project ManagementInstitute,p.7

ProjectManagementInstitute.(2006).Practicestandardforworkbreakdownstructures(2nded.).NewtownSquare,Pennsylvania:Project ManagementInstitute,p.7

ConsequencesofaPoorWBS Consequences of a Poor WBS

I Incompleteprojectdefinitionleadingtoongoing l t j t d fi iti l di t i projectextensions Unclearworkassignments,goals,objectives,or Unclear work assignments goals objectives or deliverables Scopecreeporunmanageable,frequentlychanging p p g q y g g scope Budgetoverrun Misseddeadlinesonscheduleddeliverables,or timelineslippage Unusable new product or feature Unusablenewproductorfeature Failuretodeliveronsomeelementsofprojectscope.
ProjectManagementInstitute.(2006).Practicestandardforworkbreakdownstructures(2nded.).NewtownSquare,Pennsylvania:Project ManagementInstitute,p.13

Question
Identifytheknowledgeareasandifpossible p p p p thespecificprocesseswhichdependuponthe WBS

SomeGuidelines Some Guidelines

Isdeliverableorientedprojectactivitiesarenotlisted I d li bl i t d j t ti iti t li t d AllWBSelementnamesarenounsno verbs Includesonlysufficientandnecessarydeliverables Notbasedontimingorsequencedependenciesthatistheproject schedulesfunction Notstructuredstrictlybyprocessororganization Not structured strictly by process or organization Includesall projectdeliverablesinternal&external,interimand final Arrangedinhierarchicalstructurecontainsatleasttwolevelsof Arranged in hierarchical structure contains at least two levels of decomposition Achievessufficientlevelofdecompositionultimatelylowestlevel WBSelementsdonothaveoverlappingresponsibilities WBS elements do not have overlapping responsibilities Useacodingstructurewhichreflectsthehierarchical decomposition

WBSCreation Method
TopDown

Advantages
Structuresprojectconveniently forstatus reporting Helpsensureprojectsarelogically structured Isvaluablewhenbrainstorming/discovering projectdeliverables Canaccommodateadditionaldeliverables astheyareuncovered Startswithalldeliverablesandworks backwardsintoaproject Confirmsthatallworkpackagesare included Formatsarepredefined EnhancescrossprojectWBSconsistency

Challenges
Requiresconstantattentionthatno workpackagesareoverlooked WBSneedstobeelaboratedto sufficientlydetailedleveltopermit sufficiently detailed level to permit managementoversightandcontrol

BottomUp

WBSStandards

WBSTemplates p

ProvidesastartingpointforWBScreation Mayhelpdetermineappropriatelevelof detailrequired EnhancescrossprojectWBSconsistency

Identifyingalldeliverablesbefore producingtheWBS Makingsureworkpackagesare logicallygrouped Canlosefocusonbigpicture Makingaprojectfitthestandard Canleadtoinclusionofunnecessary deliverablesorfailuretoinclude projectspecificdeliverables Notallprojectsfitintoahighly structuredsetofWBSstandards Requiresaprojectfitthestandard Canleadtoinclusionofunnecessary deliverablesorfailuretoinclude projectspecificdeliverables Notallprojectsfitintoahighly structuredsetofWBStemplates

ProjectManagementInstitute.(2006).Practicestandardforworkbreakdownstructures(2nded.).NewtownSquare,Pennsylvania:Project ManagementInstitute,p.29

WBSDataDictionary WBS Data Dictionary

SampleDataDictionaryTemplate ProjectManagementTheoryandPractice ByGaryL.Richardson,CopyrightTaylorandFrancisGroup,LLC2010,Publisher:CRCPress Project WBSTaskNo. PersonResponsible TaskWorkDescription(Whatworkisauthorized) Task Work Description (What work is authorized) TaskDeliverable AcceptanceCriteria Deliverables

Duration Cost$

Total DueDate PrecedingActivity TeamMemberAssigned SucceedingActivity TeamMemberAssigned ResourceAssignedPurchasing Resource Assigned Purchasing ApprovedbyProjectManager Date

ConferencePlanningHierarchicalBreakdown

OfficeofGovernmentCommerce.(2009).ManagingsuccessfulprojectswithPRINCE2.London:TheStationeryOffice,p.279

Mindmap Representation

OfficeofGovernmentCommerce.(2009).ManagingsuccessfulprojectswithPRINCE2.London:TheStationeryOffice,p.281

HierarchicalRepresentation Hierarchical Representation

1. Venue
1.1Venuerequirements 1.2Candidatevenues 1.3Venueassessment 1.4Selectedandbookedvenue bli i 4.Publicity 4.1Mailshot 4.2Pressrelease 5.Delegatehandouts 5.1Covers 5.2Printedagenda 5 2 Printed agenda 5.3Slidesandnotes 5.4Satisfactionsurveyform 6.Conferencelogistics 6.1Selectedsubjectmatter(external) 6.2Agreeddate(external) 6.2 Agreed date(external) 6.3Agreedprogramme 6.4Onthedaystaff 7.Previousconferencelessonsand 7 P i f l d materials(external)

2. 2

Attendees Att d
2.1Maillist(external) 2.2Responses(external) 2.3Bookingarrangements 2.4Finalattendeelist

3. 3

Speakers
3.1Speakeroptions 3.2Speakerinvitations 3.3Bookedspeakers

OfficeofGovernmentCommerce.(2009).ManagingsuccessfulprojectswithPRINCE2.London:TheStationeryOffice,p.281

ProductFlowDiagram(orLogicNetwork)

OfficeofGovernmentCommerce.(2009).ManagingsuccessfulprojectswithPRINCE2.London:TheStationeryOffice,p.283

OfficeofGovernmentCommerce.(2009).ManagingsuccessfulprojectswithPRINCE2.London:TheStationeryOffice,p.280

ExampleProductDescription

OfficeofGovernmentCommerce.(2009).ManagingsuccessfulprojectswithPRINCE2.London:TheStationeryOffice,p.282

RoleofOrganizationalBreakdownStructure

ProjectManagementInstitute.(2005).Practicestandardforearnedvaluemanagement(2nded.).NewtownSquare,Pennsylvania:Project ManagementInstitute,p.3

ProjectScopeManagement j p g

Processofformalizingacceptanceofthecompletedprojectdeliverables

58 ProjectManagementInstitute.(2008).Aguidetotheprojectmanagementbodyofknowledge(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute, pp.103128

VerifyScope Verify Scope

ProjectManagementInstitute.(2008).Aguidetotheprojectmanagementbodyofknowledge(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute, pp.103128

VerifyScope Verify Scope

ProjectManagementInstitute.(2008).Aguidetotheprojectmanagementbodyofknowledge(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute, pp.103128

ProjectScopeManagement j p g

Processofmonitoringthestatusoftheprojectandproductscopeandmanaging changestothescopebaseline changes to the scope baseline

61 ProjectManagementInstitute.(2008).Aguidetotheprojectmanagementbodyofknowledge(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute, pp.103128

ControlScope Control Scope

ProjectManagementInstitute.(2008).Aguidetotheprojectmanagementbodyofknowledge(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute, pp.103128

ControlScope

ProjectManagementInstitute.(2008).Aguidetotheprojectmanagementbodyofknowledge(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute, pp.103128

ToolsSampler:ProjectinaBox Tools Sampler: Project in a Box

ToolsSampler:ProjectinaBox Tools Sampler: Project in a Box

ProjectinaBox Project in a Box

ProjectinaBox http://www.projectinabox.org.uk/ http://www projectinabox org uk/

ProjectinaBox http://www.projectinabox.org.uk/ http://www projectinabox org uk/

ProjectinaBox http://www.projectinabox.org.uk/ http://www projectinabox org uk/

ProjectinaBox http://www.projectinabox.org.uk/ http://www projectinabox org uk/

ProjectinaBox http://www.projectinabox.org.uk/ http://www projectinabox org uk/

ForWeek4 For Week 4

Please read PMBoK Chapters (Essential) PleasereadPMBoK Chapters(Essential):
2:ProjectLifeCycleandOrganization 5:ProjectScheduleManagement

ReadBurkeChaps10&11(Optional) p ( p )
Youshouldhaveidentifiedthethreemajorproject managementproblemsyouintendtoinvestigatein management problems you intend to investigate in AssessmentItem1andhavebegunyouranalysis

AnswerstoQuestions

 Aprogramisa:
a. Groupingofrelatedtaskslastingoneyearor p g g y less. b. Groupofrelatedprojectsmanagedina b Group of related projects managed in a coordinatedway. c. Projectwithacostover$1million. c Project with a cost over $1 million d. Sequenceofstepsconstitutingaproject.
PMBoK,Sect1.4.2

Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

 Thecollectionofgenerallysequentialandsometimes overlappingprojectphases,whosenameandnumberare determinedbythemanagementandcontrolneedsofthe determined by the management and control needs of the organizationororganizationsinvolvedintheproject,is knownasthe:
a. b. c. d. Projectwaterfall. Projectlifecycle. Projectlifestages. ProjectManagementProcessGroups.

PMBoK,Sect2.1 PMBoK, Sect 2.1

Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

 WhichofthefollowingisNOTtrueaboutproject stakeholders?
a. a b. c. Theyarepersonsororganizationsthatareactivelysupportiveof They are persons or organizations that are actively supportive of theproject. Theyarepersonsororganizationswhoareactivelyinvolvedinthe project. Theyarepersonsororganizationswhoseinterestsmaybepositively ornegativelyaffectedbytheperformanceorcompletionofthe or negatively affected by the performance or completion of the project. Theyarepersonsororganizationsthatmayexertinfluenceoverthe project,itsdeliverables,andtheprojectteammembers. j i d li bl d h j b

d.

PMBoK,Sect2.3 PMBoK, Sect 2.3

Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

 Inconsideringprojectstakeholders,theprojectmanagement teammustdoallofthefollowingEXCEPT:
a. a b. c. d. d Identifybothinternalandexternalstakeholders. Identify both internal and external stakeholders Determineprojectrequirementsandexpectationsofallparties involved. Asmuchaspossible,createconflictsamongvariousstakeholdersto allowtheprojectteamtogetitsworkdone. Managetheinfluenceofthevariousstakeholdersinrelationtothe Manage the influence of the various stakeholders in relation to the projectrequirementstoensureasuccessfuloutcome.

PMBoK,Sect2.3 PMBoK, Sect 2.3

Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

 Inconsideringprojectstakeholders,theprojectmanagement teammustdoallofthefollowingEXCEPT:
a. a b. c. d. d
Oftencalledthe Often called the divide and Identifybothinternalandexternalstakeholders. Identify both internal and external stakeholdersdivideand conquerapproachtostakeholder Determineprojectrequirementsandexpectationsofallparties management involved. Asmuchaspossible,createconflictsamongvariousstakeholdersto allowtheprojectteamtogetitsworkdone. Managetheinfluenceofthevariousstakeholdersinrelationtothe Manage the influence of the various stakeholders in relation to the projectrequirementstoensureasuccessfuloutcome.

PMBoK,Sect2.3 PMBoK, Sect 2.3

Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

 Allofthefollowingstatementsabouttheprojectlifecycle andtheproductlifecyclearetrueEXCEPT:
a. a Theproductlifecycleconsistsofgenerallysequential,non The product life cycle consists of generally sequential non overlappingproductphasesdeterminedbythemanufacturingand controlneedoftheorganization. Thelastproductlifecyclephaseforaproductisgenerallythe productsretirement. Generally,aproductlifecycleiscontainedwithintheprojectlife Generally a product life cycle is contained within the project life cycle. Generally,aprojectlifecycleiscontainedwithinoneormore productlifecycles. d lif l

b. c. d.

PMBoK,Sect2.1.2 PMBoK, Sect 2.1.2

Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

 ThelinkagesbetweenProjectManagementProcessGroups arebestdescribedbythefollowing:
a. a b. c. TheworkbreakdownstructurelinksProcessGroups. The work breakdown structure links Process Groups ProcessGroupsarelinkedbytheirplannedobjectivesthesummary objectiveofoneoftenbecomesthedetailedactionplanforanother. ProcessGroupsarelinkedbytheoutputstheyproducetheoutput ofoneprocessgenerallybecomesaninputtoanotherprocessoris adeliverableoftheproject. a deliverable of the project. TherearenosignificantlinksbetweendiscreteProcessGroups.

d.

PMBoK,Sect3.1 PMBoK, Sect 3.1

Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

 TherelationshipbetweenProjectManagementProcess Groupsandprojectlifecyclephasesisbestdescribedbythe following:

a. b. Theyareunrelated,incompatibleconcepts. Theyarethesameconceptdescribedbydifferenttermstosatisfy y p y y applicationareaextensions. c. PhasescrossProcessGroupssuchthatclosingoneProcessGroup providesaninputtoinitiatingthenextphase. provides an input to initiating the next phase d. ProcessGroupsinteractwithineachprojectphaseandarenormally repeatedforeachphase.

PMBoK,Sect3.1&3.2 PMBoK, Sect 3.1 & 3.2

Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

 AllofthefollowingarecharacteristicsofProject ManagementProcessGroupsEXCEPT:
a. a b. c. d. ProjectManagementProcessGroupsarelinkedbytheoutputsthey Project Management Process Groups are linked by the outputs they produce. TheProcessGroupsareseldomeitherdiscreteoronetimeevents; theyareoverlappingactivitiesthatoccurthroughouttheproject. Alloftheprocessesaregenerallyneededonallprojects,andallof theirinteractionsapplytoallprojectsorprojectphases. their interactions apply to all projects or project phases. Whenaprojectisdividedintophases,theProcessGroupsare invokedasappropriatetoeffectivelydrivetheprojecttocompletion inacontrolledmanner. i ll d

PMBoK,Sects3.1&3.2 PMBoK, Sects 3.1 & 3.2

Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

 Allofthefollowingaretrueabouttheprojectscope managementplanEXCEPT:
Itprovidesguidanceonhowprojectscopewillbedefined, It provides guidance on how project scope will be defined documented,managed,andcontrolled. b. Itprovidesguidanceonhowprojectscopewillbeverified. c. Itmaybeformalorinformal,highlydetailed,orbroadlyframed, basedupontheneedsoftheproject. d. Itisseparatefromtheprojectmanagementplan. d It is separate from the project management plan a. a

PMBoK,Sect5.5.1.1 PMBoK, Sect 5.5.1.1

Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

 Allofthefollowingaretrueabouttheprojectscope statementEXCEPT:
a. a b. c. d. d ItisanoutputoftheVerifyScopeprocess. It is an output of the Verify Scope process Itdescribes,indetail,theprojectsdeliverablesandthework requiredtocreatethosedeliverables. Itprovidesacommonunderstandingoftheprojectscopeamong projectstakeholders. Itmaycontainexplicitscopeexclusionsthatcanassistinmanaging It may contain explicit scope exclusions that can assist in managing stakeholderexpectations.

PMBoK,Sect5.2.3.1 PMBoK, Sect 5.2.3.1

Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

 Whichofthefollowingstatementsistrueaboutthework breakdownstructure(WBS)?
a. a TheWBSisadeliverableorientedhierarchicaldecompositionof The WBS is a deliverable oriented hierarchical decomposition of theworktobeexecutedbytheprojectteamtoaccomplishthe projectobjectivesandcreatetherequireddeliverables. TheWBSisanunstructuredlistofprojectactivitiesinchartform. TheWBSisthesameastheorganizationalbreakdownstructure (OBS). (OBS) TheWBSisthebillofmaterials(BOM)neededtoaccomplishthe projectobjectivesandcreatetherequireddeliverables.

b. c. d.

PMBoK,Sect5.3 PMBoK, Sect 5.3

Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

 WhatistheWBStypicallyusedfor?
a. b. b c. d. Toorganizeanddefinethetotalscopeoftheproject. Toidentifythelogicalpersontobeprojectsponsor. To identify the logical person to be project sponsor Todefinethelevelofreportingthatthesellerprovidesthebuyer. Asarecordofwhenworkelementsareassignedtoindividuals. g

PMBoK,Sect5.3 PMBoK, Sect 5.3

Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

 ThefollowingistrueabouttheWBS:
a. TheWBSisanothertermforthebar(Gantt)chart. b. EachdescendingleveloftheWBSrepresentsanincreasingly b Each descending level of the WBS represents an increasingly detaileddefinitionoftheprojectwork. c. WorknotintheWBSisusuallydefinedinthescopestatementofthe project. d. TheWBSshowsonlythecriticalpathactivities.

PMBoK,Sect5.3 PMBoK, Sect 5.3

Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

 Whatisthedifference(asdefinedin ) g g PRINCE2)betweentailoringandembedding? B h l Bothrelatetoadaptingtheproject d i h j managementframework:

Tailoringtotheprojectcontext Embedding to the organizational context Embeddingtotheorganizationalcontext

 Whatwasthegeneralthreestepapproachweintroducedin Week2todefinedevelopmentanddeliveryapproaches? Wh t Whatarethetwodimensionsofprojectcomplexityin th t di i f j t l it i Dombkins WHOWmatrix What general approach is suggested for projects with high Whatgeneralapproachissuggestedforprojectswithhigh uncertaintyinbothobjectivesandprocess?

Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

AGeneralApproach
Step1:MaptheProjectObjectiveUncertaintyand ProcessUncertaintyUsingtheWHOWMatrix

Forsberg,K.,Mooz,H.,&Cotterman,H.(2005).VisualizingProjectManagement (3rded.).Hoboken,NewJersey:JohnWiley&Sons,p.354

AGeneralApproach A General Approach

Step2:Usetheprojecttypetodefinethebroadprojectlifecycleapproach

AGeneralApproach
Step3:Translatetheprojectlifecycleapproachintooneoramixofdevelopment& deliveryapproaches Development Models

Waterfall

Spiral

Vee

Development Method1 Development D l Method2 Delivery Method

Lump

Modular

Linear
Single

Spiral
Single Multiple

Linear
Single Multiple

Spiral
Single Multiple

Forsberg,K.,Mooz,H.,&Cotterman,H.(2005).VisualizingProjectManagement (3rded.).Hoboken,NewJersey:JohnWiley&Sons,p.354

 Whatwasthegeneralthreestepapproachweintroducedin Week2todefinedevelopmentanddeliveryapproaches? Wh t Whatarethetwodimensionsofprojectcomplexityin th t di i f j t l it i Dombkins WHOWmatrix Level of Uncertainty in Project Objectives (WHAT) LevelofUncertaintyinProjectObjectives(WHAT) LevelofUncertaintyinProjectProcess(HOW)

Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

 Whatwasthegeneralthreestepapproachweintroducedin Week2todefinedevelopmentanddeliveryapproaches? Wh t Whatarethetwodimensionsofprojectcomplexityin th t di i f j t l it i Dombkins WHOWmatrix What general approach is suggested for projects with high Whatgeneralapproachissuggestedforprojectswithhigh uncertaintyinbothobjectivesandprocess?

Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

AGeneralApproach A General Approach

Step2:Usetheprojecttypetodefinethebroadprojectlifecycleapproach