 Scope Management Plan: It describes how to do the following:

a. Achieve the overall project scope

b. Create the WBS and WBS dictionary, or product backlog and stories
c. Manage and control scope to the project management plan
d. Obtain acceptance of deliverables

 Requirements Management Plan:

 Which requirements techniques will be used to analyze and document the requirements?
 Once I have as many requirements as I can gather, what will I do to analyze, prioritize,
manage, and track changes?
 What should I include in the requirements traceability matrix?

 Agile Scope and Project Planning:

Agile Visioning: establishing a common understanding of what the product is

Agile Product Roadmap: visual representation of the product's main components, broken into
sequential product releases.

A communication tool that provides stakeholders with a high-level view of the intended
functionality of each release

A high-level planning tool with the assumption that there will be changes to it

A tool that allows you and the team to go back to confirm (and change) roadmap components
over time

Initial backlog prioritization happens early during release planning and then later again during iteration
planning.

 Iteration Planning:
After release planning and the product backlog is created and prioritized, the team, including and
importantly the product owner, decide which increments of the product will be built during the
first iteration. Then as each iteration is successfully completed the product owner has already
prepared the stories to be built for the next iteration, and so on throughout the project.

 Business analysis is needed to help the project team elicit and analyze requirements before
product and project scope can be fully defined
 Input of Output of "Collect Requirements" process are:
o Requirements Documentation
o Requirements Traceability Matrix
 Inputs of "Collect Requirements" process are:
o Project charter
o Assumption log
o Stakeholder register
o Agreements
o OPA
o Stakeholders expectations
 Requirements Traceability Matrix: links requirements to objectives and/ or other
requirements, and that the requirements attributes, such as identification numbers, source,
and status, also need to be documented.
 Product analysis: is a method of analyzing the objectives and description of the product as
stated by the customer or sponsor. That information is then used to define tangible
deliverables. The work of product analysis may entail analyzing the product description and
stated requirements, or using techniques such as systems engineering, value analysis, or
value engineering.
 Output of "define scope" process:
o Project scope statement
 Product scope
 Project scope ()
 List of deliverables
 Acceptance criteria
 Assumption and constraints
 Out-of-scope
o Updates to stakeholders register, assumption log, requirements documentation, and
RTM
 WBS facilities planning with project constraints:
o During project selection and during initiation, costs and the schedule are estimated at
a very high level and for the project as a whole. During planning, though, costs and the
schedule are estimated at the work package or activity level.
o A WBS can help a project manager and team identify more risks by examining a
project at the work package level
o Resource planning and management are aided by the WBS. Work packages are
assigned to resources by work package and activity.
 Cost Management Plan
o Inputs:
 Project charter: includes the high-level cost constraint and other available
requirements regarding cost management on the project.
 OPAs: include cost data and lessons learned from previous projects as well as
organizational standards and policies for estimating and budgeting.
o Cost Management Plan includes:
 how estimates should be stated (in what currency)
 Levels of estimate precision needed
 Approved estimating techniques
 Reporting formats
 Guidelines for establishing cost baseline
 Control thresholds (allowable variation before project manager needs to act)
 Cost change control procedures
 Information on control accounts or other ways to monitor spending
 Funding decisions and guidelines to deal with fluctuation in resource costs
and exchange rates.
 Estimate costs
o estimation includes labor costs for all activities, material resources, training,
quality efforts, risk efforts, project management activities, physical locations, and
overhead cost ( management salaries and general office expenses)
o Inputs:
 PMP (cost management and quality management plans)
 Scope and schedule baselines (includes WBS and Activities duration)
 Lesson learned
 Risk register
 Policies and historical records
 OPA (template)
o Tools and Techniques:
 PMIS
 Top-down and bottom-up
  Alternative analysis
 Reserve analysis
 Decision making
o Output
 Cost estimates and basis of estimates (how estimates reached)
 Project documents update (risk register, assumption log, and lesson learned)
 Determine budget (aggregates the total estimated costs (including estimated risk reserves) for
the project to determine the cost baseline. approved budget includes that baseline plus a
management reserve
o Input
 Cost estimates and basis of estimates
 Cost management plan
 Scope baseline
 Risk register
 Resource requirements documentation
 Agreements
 EEF & OPA
o Tools and techniques
 Adaptive Estimating Methods: the team breaks down scope using t-shirt sizing,
affinity estimating, and Planning Poker®. The team uses story maps to plan
releases. A story map is analogous to a network diagram, to give a general idea
of how the product releases will unfold.Adaptive teams also use retrospectives
to determine the accuracy of budget estimates.
 Cost aggregation: Activity estimates are rolled up into work package
estimates. Work package estimates are rolled up to control account
estimates. Control account estimates track entities that cost will be assigned
to. Project estimates is a total for the budget, to this point. Contingency
reserves are established during risk planning. When added here, contingency
reserves determine the cost baseline. Cost baseline An estimated total cost
performance measurement baseline. Cost budget is a total that includes the
cost baseline + management reserves.
 Expert judgment:

 Quality Management:
o Quality: the degree to which a project and the components of its product fulfill
requirements.
o Grade: classification of a product like the strength of concrete
o In an adaptive environment a project manager would likely capture quality
requirements and acceptance criteria in user stories
o Definition of Done:
o Gold plating: extra functionalities, higher-quality components, extra scope, or better
performance
o Continuous improvement:
 Kaizan
 TQM
 Six sigma
o Just-in-Time: having suppliers deliver resources just before they are needed, thus
decreasing inventory to nearly zero and decreasing unnecessary cost
 Plan quality management: focuses on defining quality for the project, the product, and project
management, and planning how it will be achieved.
o What is quality and how to ensure it?
o Inputs
 Review project plan and artifacts to understand quality requirements
  OPA and EEF (Identify quality practices and internal and external standards
relevant to the product and project)
o Notes
 Trailer practices and process to the project
 Determine how to measure quality and work needed to ensure standard are
met (e.g. testing and inspection to ensure requirements, performance,
reliability, and quality objectives will be achieved).
 Plan for process improvement and determine roles and responsibilities for
achieving quality
 Perform cost o quality (cost-benfit analysis)
 Integrate quality management plan with other plans to balance the needs for
quality with other project requirements and constraints.
o Tools and techniques:
 Interviews, Brainstorming, and Benchmarking: identify the appropriate ways
to measure quality and the metrics or processes to use. Benchmarking to
compare methodologies to those of competitors.
 Decision-making methods:
1. Multicriteria decision analysis (weighed analysis):
2. Priritization digram
 Cost benefit analysis: benefits versus the costs of quality efforts to determine
the appropriate quality level and requirements for the project.
 Cost of quality: balancing the cost of conformance (training, measurements)
and non-conformance (scrap, inventory cost, rework, warranty, loss of
business) to quality. There 4 categories:
1. Prevention: having a plan in place
2. Appraisal: monitoring and controlling, quality audit, and verification
and validation
3. Internal failure: finding issues before reaching customer such as waste
and scrap
4. External failure: occurs after the product reach customer
 Marginal analysis: finding the point at which the benefits or revenue to be
received from improving quality equals the cost to achieve it.
 Logical data model: Entity Relationship Diagram (ERD) has business rules that
need to be verfied to ensure quality.
 Mind mapping: facilitate the gathering of quality requirements and illustrate
their impacts on other parts of project planning
 Matrix representation: list quality requirements and their characteristics in
tabular format.
 Prioritization matrix: useful for decision analysis.
 Flow chart:
1. Define and communicate processes used
2. Show dependencies in a process to determine where quality problems
may arise in the process
 Test and inspection planning:
o Output
 Quality management plan (standard practices, roles and responsibilities)
 Quality metrics
1. No of changes (help measure the quality of planning processes)
2. Resource utilization variance
3. No of items fail inspection, No of bugs found
 Project documents update (scope baseline, project activity list, requirements
traceability matrix, budget, schedule, risk register, and recource assignments)
 Project management plan update
 Manage quality: Its purpose is to ensure the team is following organizational standards,
policies, and processes as planned to produce the project's deliverables
o Is the team following the policies, metrics, procedures and process?
o Are the quality objectives be met
o Input
 Quality management plan
 Change request
o Notes
  Confirm policies and procedures are followed by using measurements from
control quality, and whether these measurements are still appropriate and
effective to achiev quality results
 Determine the root cause of problem/variance
 Create test and evaluation document
 evaluating all aspects of the product design to confirm the end result will meet
quality requirements and identifying possible improvements to the design
o Tools and techniques
 Checklist: to confirm the steps of a process have all been completed and
analyze defects discovered in quality inspection.
 Cause an effect:
 Scatter diagram: track two variables to determine their relationship to the
quality of the result. It uses regression or trend line to reflect correlation.
 Histogram: helps analyze the type and frequency of defects to determine the
focus of quality improvement
 Document analysis: reviewing the results of testing and other quality reports
to identify ways in which the quality management plan and processes may not
support to meet the project quality requirements.
 Alternative analysis: evaluate which action would best impact the results of
quality management processes (e.g. automated testing)
 Design of Experience (DoE): Experimentation is done to determine
statistically what variables will improve quality. It can be used to to look for
ways to deliver the same level of quality for less cost.
 Process analysis: part of continous improvement
 Root and cause analysis: used to identify processes, procedures, and policies
within a plan that may not work or that may need adjustment.
 Failure analysis: analyzing failed processes or components of deliverables.
 Multicriteria Decision Analysis: used to solve problem or improve quality.
 Affinity diagram: it can be used to organize and group the results of root
cause analysis.
 Audit: We audit processes and we inspect products. Audit is done in manage
quality proces, while inspect is performed in control quality process
 Desgin for X: analyzing variables to evaluate both the effectiveness of the
quality management plan and the team's ability to meet objectives. X refers to
attributes such as reliability, serviceability, or security.
 Problem solving:
 Data representation (analyze result of quality testing)
 quality audit (Determine if project activities comply with organizational and
project policies, processes, procedures)
o Output
 Test and evaluation documents such as control charts, checklists, and test
plan.
 Project artifacts update (requirements traceability matrix)
 Control quality: includes examining the actual deliverables produced on the project to ensure
they are correct and meet the planned level of quality, evaluating variances, finding the
source of problems, and recommending ways to address them. The goal is to inspect or verify
that each deliverables meets the metrics and requirements as stated in the quality
management plan.
o Are the results of the work meeting the standards and required metrics?
o Is the variance withing acceptable limits
o Input
 Deliverables
 Test and evaluation document (output of manage quality process)
 Work performance data
 Quality management plan
 Quality metrics
 approved change request
o Notes
 Mutual exclusively: two events cannot occur at the same time
 Normal distribution: used to measure variations away from the "norm"
 Statistical independence: probability of occurrence of an event does not affect
another
  Standard deviation (Sigma): represent how far the measurement from the
mean. It signifies whether the range of measurements represent a stable
process.

o Tools and techniques
 Checklists: used to determine all required features are included, and that they
meet the acceptance criteria.
 Root cause analysis:
 Cause and effect diagrams
 Scatter diagrams
 Histogram and Pareto charts: the result of measurements taken in Control
Quality are plotted on a histogram to determine what need the most
attention. 80/ 20 "rule" states that 80 percent of problems are due to 20
percent of the root causes. Addressing the root cause of the most frequent
problems makes the greatest impact on quality
 Checksheets:
 Statistical sampling: The sample size and frequency of measurements are
determined in planning, the process is documented in managing quality and
the sampling is done in control.
 Questionnaires and Surveys: to gather data on details of problems or defects,
or to confirm customer satisfaction with end result.
 Project Performance Review: assessing how the project is doing in terms of
meeting quality requirements by comparing results of control measurements
to metrics identified in QMP.
 Inspection: used to verify deliverables meet the requirements.can be used
along with checklists and control charts to capture and illustrate data.
 Control Charts: used to determine if the results of a process are with limit.
1. Plotting the control chart by taking samples during conrol quality
process and plotting the data
2. Upper and lower limits: shown as two dashed lines. They represents
the organization's standards for quality.
3. Mean/average: indicated by a line in the center of control chart
4. Specification limits: represent the customer expectations - or
contractual requirements -for quality on the project.
5. Out of control when data points fall out upper and lower limits or
the"rule of 7" occurs.
6. Rule of 7: when series of data (7 or more) on ne side of the mean. It
shows the project team although everything withing limits, they are
not random!

o Output
 Measurements
 Work performance information
 change request
 Verified deliverables
o Quality in Agile:
 Cost of change: the sooner quality issues are detected, the easier and less
costly to fix them.
 Iterative and incremental development: small team working closely enables
daily feedback and focus on quality issues.
 Frequent verification and validation: regular testing, timeboxes, and
reviews to meet customer's needs. It allows team to address errors or the
misinterpretation of customer expectations early.
 Agile Meetings (Ceremonies):
1. Iteration Planning Meeting:
o Visioning of the product and project
o A backlog of high-level requirements (stories)
o Prioritization with PO
o High-level estimates
2. Daily Standup Meetings: helps resolve any impediments
3. Retrospective:
 WIP and Cycle Time