Professional Documents
Culture Documents
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.
Thecollectionofgenerallysequentialandsometimes overlappingprojectphases,whosenameandnumberare determinedbythemanagementandcontrolneedsofthe determined by the management and control needs of the organizationororganizationsinvolvedintheproject,is knownasthe:
a. b. c. d. Projectwaterfall. Projectlifecycle. Projectlifestages. ProjectManagementProcessGroups.
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.
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.
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.
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.
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
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
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.
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.
WhatistheWBStypicallyusedfor?
a. b. b c. d. Toorganizeanddefinethetotalscopeoftheproject. Toidentifythelogicalpersontobeprojectsponsor. To identify the logical person to be project sponsor Todefinethelevelofreportingthatthesellerprovidesthebuyer. Asarecordofwhenworkelementsareassignedtoindividuals. g
ThefollowingistrueabouttheWBS:
a. b. b c. d. TheWBSisanothertermforthebar(Gantt)chart. EachdescendingleveloftheWBSrepresentsanincreasinglydetailed Each descending level of the WBS represents an increasingly detailed definitionoftheprojectwork. WorknotintheWBSisusuallydefinedinthescopestatementofthe project. TheWBSshowsonlythecriticalpathactivities.
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?
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?
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
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
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
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
34 ProjectManagementInstitute.(2008).Aguidetotheprojectmanagementbodyofknowledge(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute, pp.103128
ProjectManagementInstitute.(2008).Aguidetotheprojectmanagementbodyofknowledge(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute, pp.103128
CreateWBS
ProjectManagementInstitute.(2008).Aguidetotheprojectmanagementbodyofknowledge(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute, pp.103128
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
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
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
Question
Identifytheknowledgeareasandifpossible p p p p thespecificprocesseswhichdependuponthe WBS
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
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
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
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
ProjectManagementInstitute.(2008).Aguidetotheprojectmanagementbodyofknowledge(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute, pp.103128
ProjectManagementInstitute.(2008).Aguidetotheprojectmanagementbodyofknowledge(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute, pp.103128
ProjectScopeManagement j p g
61 ProjectManagementInstitute.(2008).Aguidetotheprojectmanagementbodyofknowledge(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute, pp.103128
ProjectManagementInstitute.(2008).Aguidetotheprojectmanagementbodyofknowledge(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute, pp.103128
ControlScope
ProjectManagementInstitute.(2008).Aguidetotheprojectmanagementbodyofknowledge(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute, pp.103128
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
Thecollectionofgenerallysequentialandsometimes overlappingprojectphases,whosenameandnumberare determinedbythemanagementandcontrolneedsofthe determined by the management and control needs of the organizationororganizationsinvolvedintheproject,is knownasthe:
a. b. c. d. Projectwaterfall. Projectlifecycle. Projectlifestages. ProjectManagementProcessGroups.
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.
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.
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.
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.
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.
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
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
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.
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.
WhatistheWBStypicallyusedfor?
a. b. b c. d. Toorganizeanddefinethetotalscopeoftheproject. Toidentifythelogicalpersontobeprojectsponsor. To identify the logical person to be project sponsor Todefinethelevelofreportingthatthesellerprovidesthebuyer. Asarecordofwhenworkelementsareassignedtoindividuals. g
ThefollowingistrueabouttheWBS:
a. TheWBSisanothertermforthebar(Gantt)chart. b. EachdescendingleveloftheWBSrepresentsanincreasingly b Each descending level of the WBS represents an increasingly detaileddefinitionoftheprojectwork. c. WorknotintheWBSisusuallydefinedinthescopestatementofthe project. d. TheWBSshowsonlythecriticalpathactivities.
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?
AGeneralApproach
Step1:MaptheProjectObjectiveUncertaintyand ProcessUncertaintyUsingtheWHOWMatrix
Forsberg,K.,Mooz,H.,&Cotterman,H.(2005).VisualizingProjectManagement (3rded.).Hoboken,NewJersey:JohnWiley&Sons,p.354
AGeneralApproach
Step3:Translatetheprojectlifecycleapproachintooneoramixofdevelopment& deliveryapproaches Development Models
Waterfall
Spiral
Vee
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)
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?