Chapter 2
Chapter 2
• Executive summary :-
• This section should include a few paragraphs describing, at a high level, the key elements
of the project that are detailed throughout the project plan.
• Risk Management
• detail the process to be employed on the project in order to manage risk.
• Project issues
• issues are the things that have happened which are outside the authority of the project
manager and need to be accelerated in order to achieve a resolve
• Change management
• The change management process to be utilized on the project should be described
• Communication management
• description of the system of communications and the project performance documentation
that will be provided to the various stakeholders.
• Related products and deliverables
• This section should document known project dependencies, with other groups within or
outside of the organisation to ensure the project is not exposed by other business processes
• Approvals
• This section will capture approval signatures from project stakeholders
• Attachments
• Included in this section will be pointers to pertinent documents such as the business case,
notes and related documents.
Project scope management
• Plan Scope Management:- The process of creating a scope management plan that
documents how the project scope will be defined, validated, and controlled.
• Collect Requirements:- The process of determining, documenting, and managing
stakeholder needs and requirements to meet project objectives.
• Define Scope:- The process of developing a detailed description of the project and
product.
• Create WBS:- The process of subdividing project deliverables and project work into
smaller, more manageable components.
• Validate Scope:- The process of formalizing acceptance of the completed project
deliverables.
• Control Scope:- The process of monitoring the status of the project and product scope
and managing changes to the scope baseline.
• The first step in project scope management is planning how the scope
will be managed throughout the life of the project.
• Plan scope management is a process of creating a scope management
plan that documents how the project scope will be defined, validated,
and controlled.
• After reviewing the project management plan, project charter,
enterprise environmental factors, and organizational process assets,
the project team uses expert judgment and meetings to develop two
important outputs: the scope management plan and the
requirements management plan.
• Small projects may not need a written scope management plan, but
large projects or highly technical projects often benefit from one
• scope management plan includes the following information
• How to prepare a detailed project scope statement
• How to create a WBS
• How to maintain and approve the WBS
• How to obtain formal acceptance of the completed project deliverables
• How to control requests for changes to the project scope
• The requirements management plan documents how project
requirements will be analyzed, documented, and managed. A
requirements management plan can include the follow in information
• How to plan, track, and report requirements activities
• How to perform configuration management activities
• How to prioritize requirements
• How to use product metrics
• How to trace and capture attributes of requirements
Plan Scope Management: Inputs
• Project Charter
• provides the high-level project description and product characteristics from the project
statement of work.
Features Measures
• All users will access the system using a user id and a password, The system
shall support the following document formats : PDF,RTF, Microsoft Word 2010
and ASCII text Every order shall be allocated a unique identifier (ORDER_ID)
The system have a mechanism to help recover a user’s password
• All encryption should use the Advanced Encryption Standard
• The system should respond to a user’s request for information in less than
0.1 seconds during “peak time” and 0.01 seconds during “normal time”
• The system shall not disclose any personal information about customers
apart from their name and reference number to the operators of the system
Input
• The scope management plan provides clarity as to how project teams will determine
which type of requirements need to be collected for the project.
• The requirements management plan provides the processes that will be used throughout
the Collect Requirements process to define and document the stakeholder needs.
• The stakeholder management plan is used to understand stakeholder communication
requirements.
• The project charter is used to provide the high-level description of the product, service,
or result of the project so that detailed requirements can be developed.
• The stakeholder register is used to identify stakeholders who can provide information on
the requirements. The stakeholder register also captures major requirements and main
expectations stakeholders may have for the project.
Collect Requirements: Tools and Techniques
• The Define Scope process selects the final project requirements from
the requirements documentation delivered during the Collect
Requirements process
• Scope Management Plan
• Project Charter
• Requirements Documentation
• Organizational Process Assets
• Policies, procedures, and templates for a project scope statement;
• Project files from previous projects; and
• Lessons learned from previous phases or projects.
Tools and Techniques
• Expert Judgment
• Other units within the organization;
• Consultants;
• Stakeholders, including customers or sponsors;
• Professional and technical associations;
• Industry groups; and
• Subject matter experts.
Outputs
• Using guidelines:- If guidelines exist for developing a WBS, it is very important to follow
them
• The analogy approach:-you use a similar project’s WBS as a starting point .
• The top-down approach:- start with the largest items of the project and break them into
subordinate items. This process involves refining the work into greater and greater levels
of detail.
• The bottom-up approach:-team members first identify as many specific tasks related to
the project as possible. They then aggregate the specific tasks and organize them into
summary activities, or higher levels in the WBS.
• The mind-mapping approach:-to write and even draw pictures of ideas in a nonlinear
format
Example
• The nature of the product of the project will have a major effect on
the risks identified. Products that involve proven technology will, all
other things being equal, involve less risk than products which require
innovation or invention.
• Risks associated with the product of the project are often described in
terms of their cost and schedule impact.
Other planning outputs
• Checklists
• Flowcharting
• Interviewing
Outputs from Risk Identification