Which of the following processes is responsible for formalizing acceptance of the completed project deliverables?

Successfully reported this slideshow.

Your SlideShare is downloading. ×

More Related Content

Slideshows for you

Similar to PMP Chap 5 - Project Scope Management - Part 2

More from Anand Bobade

Featured

Related Books

Free with a 30 day trial from Scribd

See all

Related Audiobooks

Free with a 30 day trial from Scribd

See all

PMP Chap 5 - Project Scope Management - Part 2

1. 1. By: Anand Bobade () Plan scope management Collect Requirements Define Scope Create WBS Validate Scope Control Scope Learn Project Management & prepare for PMP exam: • Learn visually • Detailed coverage of all PMP concepts • Sample Questions PM BOK Chapter 5 : Project Scope Management (Part 2) Planning Monitoring & Controlling
2. 2. By: Anand Bobade () 5.4 Create Work Breakdown Structure (WBS) Create WBS definition Create WBS - ITTO What is WBS? What is Decomposition? What is WBS Dictionary? What is Scope Baseline? Review Self Assessment
3. 3. By: Anand Bobade () 5.1 Plan Scope Management: Creating a scope management plan – how scope will be defined, validated, and controlled. 5.2 Collect Requirements: Determining, documenting, and managing stakeholder needs and requirements to meet project objectives 5.3: Define Scope: Developing a detailed description of the project and product. 5. Project scope Management Knowledge Area
4. 4. By: Anand Bobade () 5:4 Create WBS: Subdividing project deliverables and project work into smaller, more manageable components. 5:5 Validate Scope: Formalizing acceptance of the completed project deliverables. 5.6 Control Scope: Monitoring the status of the project & product scope and managing changes to the scope baseline. 5. Project scope Management Knowledge Area
5. 5. By: Anand Bobade () How Great Wall of China (8850 KM) could have built? If you think of building it again.. It will look like a gigantic or impossible task. In reality, they are series of fortifications built by various emperors. Later, it was joined together to make a bigger and stronger wall. Similarly, initially Projects looks gigantic tasks until they are broken into modules, deliverables & further works packages. 5.4. Create WBS -> Introduction
6. 6. By: Anand Bobade () 5.4. Create WBS -> Definition Subdividing project deliverables & project work into smaller, more manageable components. Provides structured VISION of what has to be delivered. Subdividing project Smaller & Manageable components
7. 7. By: Anand Bobade () 5.4. Create WBS -> Definition CRM Project Initiation Project charter Feasibility Study Business Case Stakeholder List Project Kick-off Study Business Requirement Document Reporting Requirements System Requirements PMP Vendor selection Integration Requirements Design & Build System Design High level Design Low level Design System Build Build module1 Build Module2 Build Module3 Integration Build Reports Build Test System Testing Integration Testing User Acceptance Testing Security Testing Performance Testing Operate Training Go-live Handover Training Contract Closure Project closure
8. 8. By: Anand Bobade () 5.4. Create WBS -> Introduction Work Break down Structure (WBS) Subdivide Project’s deliverables & Scope. Its Hierarchical. Helps to accomplish Project objectives. 100% rule: • WBS contains 100% of the Project scope. • It contains all project deliverables. • If something is not in WBS then it is not a part of the project.
9. 9. By: Anand Bobade () 5.4 Create WBS -> Introduction Control Account: • Management control point where scope, budget, actual cost, & schedule are integrated & compared to earned value. Planning Packages: • A work breakdown structure component below the control account with known work content but without detailed schedule activities. Work Packages: • The work defined at the lowest level of the WBS for which cost and duration can be estimated and managed.
10. 10. By: Anand Bobade () 5.4 Create WBS -> Introduction Control Account: Management control point where scope, budget, actual cost, & schedule are integrated & compared to earned value. Scope Budget Actual Cost Schedule Project Control Account 1 Planning package 1 Planning package 2 Work Package Control Account 2 Planning package XX Work Package XX
11. 11. By: Anand Bobade () 5.4 Create WBS -> Introduction Planning Packages: A work breakdown structure component below the control account with known work content but without detailed schedule activities. Project Control Account 1 Planning package 1 Planning package 2 Work Package Control Account 2 Planning package XX Work Package XX Each control account may include one or more planning & work packages. Each of the work packages should be associated with only one control account.
12. 12. By: Anand Bobade () 5.4 Create WBS -> Introduction Work Packages: The work defined at the lowest level of the WBS for which cost and duration can be estimated and managed Project Control Account 1 Planning package 1 Planning package 2 Work Package Control Account 2 Planning package XX Work Package XX Used for estimation Work package gets converted to activities General rule for size of Work package – 8 t0 80 hour
13. 13. By: Anand Bobade () 5.4 Create WBS -> Introduction WBS Dictionary: Provides detailed deliverable, activity, & scheduling information about each component in the WBS. Code of account identifier Description of the work Responsibilities Milestones Resource Cost
14. 14. By: Anand Bobade () 5.4. Create WBS Input • Scope Management Plan • Project Scope Statement • Requirements Documents • Enterprise Environmental Factors • Org. process assets Tools and Techniques • Decomposition • Expert judgment Outputs • Scope Baseline • Project Documents updates
15. 15. By: Anand Bobade () Scope Management Plan Project Scope Statement Requirements Documents Enterprise Environment Factors Organizational process assets 5.4. Create WBS -> Input
16. 16. By: Anand Bobade () 5.4. Create WBS -> Input->Scope Management Plan Scope Management Plan It describes how scope will be Defined Developed Monitored Controlled Verified. Define process to create WBS. May refer to WBS standards to be followed.
17. 17. By: Anand Bobade () 5.4. Create WBS -> Input -> Project scope Statement Project scope Statement It is the description of the project scope major deliverables, Assumptions & Constraints Scope Statement Product scope description Acceptance Criteria Deliverables Exclusions Constraints Assumptions
18. 18. By: Anand Bobade () 5.4. Create WBS -> Input-> Requirements Documents Business requirements •Objectives for traceability •Business rules Stakeholder requirements •Stakeholder communication •Reporting Solution requirements •Functional and non functional •Technology & standard Transition requirements Project requirements •Level of service, performance, compliance •Acceptance criteria Quality requirements Requirements documentation It describes how individual requirements meet the business need for the project. Assumptions Dependenc -ies Constraints
19. 19. By: Anand Bobade () 5.4. Create WBS -> Input -> EEF & OPA Industry specific WBS standards, Policies, procedure & templates. Project files from previous projects. Lessons learned.
20. 20. By: Anand Bobade () 5.4 Create WBS -> Tools and Techniques Decomposition Expert Judgment
21. 21. By: Anand Bobade () 5.4 Create WBS -> T & T -> Decomposition Decomposition Dividing and subdividing project scope & project deliverables in to smaller & more manageable parts Identifying & analysing deliverables and related work. Decomposing the upper WBS levels into lower-level detailed components. Developing and assigning identification codes to the WBS components. Verifying degree of decomposition of the deliverables is appropriate or not.
22. 22. By: Anand Bobade () 5.4 Create WBS -> T & T -> Decomposition Decomposition If work is decomposed to greater level of details, the ability to plan, manage & control work is enhanced. Excessive decomposition lead to non-productive management efforts, inefficient use of resources, decrease in efficiency. May not be possible for a deliverable or subcomponent that will be accomplished far into the future. 100% Rule: The total of the work at lowest levels should roll up to the higher levels so that nothing is left out.
23. 23. By: Anand Bobade () 5.4 Create WBS -> T & T -> Decomposition WBS Decomposed down through Work Packages
24. 24. By: Anand Bobade () 5.4 Create WBS -> T & T -> Decomposition WBS Organized By Phases
25. 25. By: Anand Bobade () 5.4 Create WBS -> T & T -> Decomposition WBS Organized By Major deliverables
26. 26. By: Anand Bobade () 5.4 Create WBS-> Output Scope Baseline Project Documents updates
27. 27. By: Anand Bobade () 5.4 Create WBS -> Output -> Scope Baseline Scope Baseline Approved version of a scope statement, WBS & its associated WBS dictionary. This can be changed only through formal change control procedures. It is used as a basis for comparison. Project scope statement Work Breakdown Structure (WBS) WBS Dictionary Scope Baseline
28. 28. By: Anand Bobade () 5.4 Create WBS -> Output -> Scope Baseline Scope Baseline Project scope statement: description of the project scope, major deliverables, assumptions, and constraints WBS: A hierarchical decomposition of the total scope of work to accomplish the project objectives and create the required deliverables WBS dictionary: Provides detailed deliverable, activity, and scheduling information about each component in the WBS
29. 29. By: Anand Bobade () Scope Baseline Code of account identifier Description of the work Assumptions and Constraints Responsible organization Schedule Milestones Associated schedule activities Resource required Cost estimates Quality requirements Acceptance criteria Technical reference Agreement information WBS Dictionary: It’s a document that provides detailed deliverable, activity, & scheduling information about each component in the WBS. 5.4 Create WBS -> Output -> Scope Baseline
30. 30. By: Anand Bobade () 5.4 Create WBS -> Output -> Scope Baseline WBS Dictionary Example:
31. 31. By: Anand Bobade () 5.4 Create WBS -> Data Flow diagram 5.1 Plan Scope Management Scope Management plan 5.2 Collect Requirements 5.3 Define Scope 5.5 Validate Scope Requirements documents 11.2 Identify Risks 11.3 Perform quantities risk analysis Project Scope Statements Scope Baseline 7.3 Determine Budget Project documents Enterprise / Organization OPA 5.4 Create WBS Project document updates 6.2 Define Activities 7.2 Estimate Cost 4.2 Develop PM plan
32. 32. By: Anand Bobade () 5.4 Create WBS -> Review The WBS is key document for organizing & defining the total project scope. It something is not in WBS it is not part of deliverables. It makes project more manageable Decomposition is used to prepare WBS Work Packages will be further split into activities which are used for scheduling. Control account is mainly used for high level monitoring & reporting.
33. 33. By: Anand Bobade () 5.4 Create WBS -> Question Project Charter is an input to all of the following processes EXCEPT: A) Collect requirements B) Define Scope C) Create WBS D) Develop Project Management Plan C
34. 34. By: Anand Bobade () Learn Project Management & prepare for PMP exam: • Learn visually • Detailed coverage of all PMP concepts • Sample Questions
35. 35. By: Anand Bobade () 5.5 Validate Scope Validate Scope definition Validate Scope - ITTO Difference between validate scope & control quality? What is Inspection? What is Verified deliverables & Accepted Deliverables? Acceptance or non-acceptance of deliverables Review Self Assessment
36. 36. By: Anand Bobade () 5. Project scope Management Knowledge Area 5.1 Plan Scope Management: Creating a scope management plan – how scope will be defined, validated, and controlled. 5.2 Collect Requirements: Determining, documenting, and managing stakeholder needs and requirements to meet project objectives 5.3: Define Scope: Developing a detailed description of the project and product.
37. 37. By: Anand Bobade () 5. Project scope Management Knowledge Area 5:4 Create WBS: Subdividing project deliverables and project work into smaller, more manageable components. 5:5 Validate Scope: Formalizing acceptance of the completed project deliverables. 5.6 Control Scope: Monitoring the status of the project & product scope and managing changes to the scope baseline.
38. 38. By: Anand Bobade () 5.5 Validate Scope -> Introduction You buy a flat & it is ready for handover? What you do before signing handover papers? You inspect Flooring, walls for cracks, Doors, Toilet fixtures, Kitchen, built-in cupboards, electricity fittings etc. What are you doing? You are validating everything before formally signing handover documents.
39. 39. By: Anand Bobade () 5.5 Validate Scope Formalizing acceptance of completed project deliverable, at the end of each phase or project. It brings objectivity to acceptance process & increases chance of final product, service, or result acceptance. Verified by quality team Formalizing acceptance of deliverables Deliverable Accepted Or Change Request
40. 40. By: Anand Bobade () 5.5 Validate Scope • It is primarily concerned with correctness of deliverables & meeting quality requirements specified for deliverables. Quality Control (Project Quality Manag.) • This process is primarily concerned with acceptance of the deliverables. Validate Scope (Project Scope Manag.) Control Quality is generally performed before Validate Scope, although the two processes may be performed in parallel but quality control will complete first. The verified deliverables obtained from Control Quality process are reviewed with customer & get formal acceptance.
41. 41. By: Anand Bobade () 5.5 Validate Scope What to do during Project Cancellation or Termination In both cases completed deliverables are validated & accepted. • Make sure efforts spent of the projects are not lost. Early Termination of Project • Document level of completed deliverables. Cancellation of Project
42. 42. By: Anand Bobade () 5.5 Validate Scope Input • Project Management Plan • Requirements Documentation • Req. Traceability Matrix • Verified Deliverables • Work Performance Data Tools and Techniques • Inspection • Group Decision Making Technique Outputs • Accepted Deliverables • Change Requests • Work Performance information • Project Docs. updates
43. 43. By: Anand Bobade () 5.5 Validate Scope -> Input Project Management Plan Requirements Documentation Requirement Traceability Matrix Verified Deliverables Work Performance Data
44. 44. By: Anand Bobade () 5.5 Validate Scope -> Input Project Management Plan: Scope management plan: specifies how to obtain formal acceptance of the completed project deliverables + The scope baseline Requirements Documentation: Lists all the project, product, and other types of requirements for the project and product, along with their acceptance criteria. Req. Traceability Matrix: Links requirements to their origin and tracks them throughout the project life cycle.
45. 45. By: Anand Bobade () 5.5 Validate Scope -> Input Verified Deliverables: Project deliverables that are completed and checked for correctness through the Control Quality process. Work Performance Data: Include degree of compliance with requirements, number of nonconformities, severity of nonconformities, or number of validation cycles performed.
46. 46. By: Anand Bobade () 5.5 Validate Scope -> Inputs Deliverable Expected Product Service or result Delivered • Scope Management Plan • Scope Baseline Project Management Plan • Requirements • Acceptance criteria's Requirements Documentation • Requirements • Traceability Matrix Req. Traceability Matrix • Control Quality (done as a part of Quality control) • Ready for business approval. Verified Deliverables • Non-conformance details • Compliance details Work Performance Data Planning Phase Design & Build phase
47. 47. By: Anand Bobade () 5.5 Validate Scope -> Tools and Techniques Inspection Group Decision Making
48. 48. By: Anand Bobade () 5.5 Validate Scope -> Tools and Techniques -> Inspection Inspections are sometimes called reviews, product reviews, audits, and walkthroughs. Includes activities such as measuring, examining, & validating to determine whether work & deliverables meet acceptance criteria. Inspection Factory Inspection Final Vehicle inspection at delivery bay Project Audit
49. 49. By: Anand Bobade () 5.5 Validate Scope -> Tools and Techniques -> Inspection Customer validation (Inspection) Compare with Requirements/ specifications (Actuals with Expected) Identify & document Non- conformance Deliverable Expected Actual deliverable MeasureExamine Validate Customer This is not Quality inspection by testing team.
50. 50. By: Anand Bobade () 5.5 Validate Scope -> Tools and Techniques ->Group decision Group discuss & reaches conclusion after scope validation. This is done against a acceptance criteria. Group Decision Making Unanimity: Majority: Plurality: Dictatorship:
51. 51. By: Anand Bobade () 5.5 Validate Scope -> Outputs Accepted Deliverables Change Requests Work Performance information Project Docs. updates
52. 52. By: Anand Bobade () 5.5 Validate Scope -> Outputs Deliverables that meet the acceptance criteria are formally signed off & approved by the Customer or sponsor. The completed deliverable that have not been formally accepted are documented, along with reason for non- acceptance. It includes information about project progress, such as which deliverables that have started, finished or which have been accepted. Any document that defines the product or report status or product completion.
53. 53. By: Anand Bobade () 5.5 Validate Scope->Outputs->Accepted Deliverable & CR • Deliverables that MEET the acceptance criteria are formally signed off and approved by the customer or sponsor. Accepted Deliverables • The completed deliverables that have NOT been formally accepted are documented, along with the reasons for non- acceptance of those deliverables. Change Request Formal documentation received from customer or sponsor acknowledging formal acceptance of the deliverables. This is forwarded to the Close Project or Phase process. Non accepeted deliverables may require a change request for defect repair.
54. 54. By: Anand Bobade () 5.5 Validate Scope -> Data Flow diagram 5.2 Collect Requirements 5.5 Validate Scope Requirements documents Requirements Traceability matrix Accepted Deliverables Project documents Change Requests 4.5 Perform Integrated change control 4.4 Monitor & Control Project work 4.5 Close project or Phase Work Performance Information Project document updates 8.3 Control Quality Verified Deliverables 4.2 Develop PM plan PM Plan 4.3 Direct and Manage project work Work Performance Data
55. 55. By: Anand Bobade () 5.5 Validate-> Review What is Validate scope? Difference between validate scope & control quality What is inspections? Acceptance or non-acceptance of deliverables
56. 56. By: Anand Bobade () 5.5 Validate Scope -> Review What is Validate Scope? Difference between validate scope & control quality? What is Inspection? What is Verified deliverables & Accepted Deliverables? Acceptance or non-acceptance of deliverables
57. 57. By: Anand Bobade () 5.5 Validate Scope -> Question Work Performance Measurement is an output of which process: Define Scope Create WBS Validate Scope Control Scope C
58. 58. By: Anand Bobade () Learn Project Management & prepare for PMP exam: • Learn visually • Detailed coverage of all PMP concepts • Sample Questions
59. 59. By: Anand Bobade () 5.6 Control Scope Control scope Process Definition Control scope - ITTO What is variance analysis? What is work performance information? Review Sample Exam Question
60. 60. By: Anand Bobade () 5. Project scope Management Knowledge Area 5.1 Plan Scope Management: Creating a scope management plan – how scope will be defined, validated, and controlled. 5.2 Collect Requirements: Determining, documenting, and managing stakeholder needs and requirements to meet project objectives 5.3: Define Scope: Developing a detailed description of the project and product.
61. 61. By: Anand Bobade () 5.6 Control Scope Control Project scope Monitor & Control Project work Perform Integrated change control Avoid scope creep
62. 62. By: Anand Bobade () 5.6 Control Scope Monitoring status of Project Monitor product scope Manage changes to scope baseline Monitoring the status of the project and product scope and managing changes to the scope baseline It allows the scope baseline to be maintained throughout the project.
63. 63. By: Anand Bobade () 5.6 Control Scope Poorly defined requirements Lack of stakeholder engagement Not managing scope baselines Poor Change control process
64. 64. By: Anand Bobade () 5.6 Control Scope Inputs • Project Management Plan • Requirements Documentation • Req. Traceability Matrix • Work Performance Data • OPA Tools and Techniques • Variance analysis Outputs • Work Performance information • Change Requests • PM Plan updates • Project Document update • Org. Process assets updates
65. 65. By: Anand Bobade () 5.6 Control Scope -> Input Project Management Plan Requirements Documentation Req. Traceability Matrix Work Performance Data Organizational Process Assets
66. 66. By: Anand Bobade () 5.6 Control Scope -> Input Project Management Plan: Scope baseline, Scope management plan, Change management plan, Configuration management plan and Requirements management plan. Requirements Documentation: Requirements should be unambiguous, traceable, complete, consistence and acceptable to all stakeholders. Req. Traceability Matrix: Helps to detect the impact of any change or deviation from the scope baseline on the project objectives.
67. 67. By: Anand Bobade () 5.6 Control Scope -> Input Work Performance Data: No of Change request received, no of request accepted and no of deliverables produced. Organizational process assets: Existing formal &Informal scope, control-related policies, procedures, guidelines. Monitoring & reporting templates
68. 68. By: Anand Bobade () 5.6 Control Scope -> Tools & Techniques Variance Analysis
69. 69. By: Anand Bobade () 5.6 Control Scope -> T & T -> Variance Analysis Determine cause & degree of difference between baseline & actual performance. Focus is on scope. Helps deciding whether corrective or preventive action is required. Variance Analysis - No. of deliverables completed - Completed scope - Completed activities/work packages - Plans - Scope - WBS - PMP - Schedule
70. 70. By: Anand Bobade () 5.6 Control Scope -> Outputs Work Performance Information Change Requests Project Management Plan updates Project management document updates Org. Process assets updates
71. 71. By: Anand Bobade () 5.6 Control Scope -> Outputs Work Performance information: How the project scope is performing compared to scope baseline. How they impact schedule & cost, forecast future scope performance. Change Requests: Can be result of Analysis of scope performance. Can include preventive or corrective actions. PM Plan updates: Scope baseline and other baseline updates.
72. 72. By: Anand Bobade () 5.6 Control Scope -> Outputs PM document updates: Requirements document, requirement traceability matrix OPA updates: Cause of variances, Corrective action chosen and reasons. Lessons learned.
73. 73. By: Anand Bobade () 5.6 Control Scope -> Review What is Control Scope? What is variance analysis? What is work performance Data? What is work performance information? Why Change request can be result of Control scope?
74. 74. By: Anand Bobade () Learn Project Management & prepare for PMP exam: • Learn visually • Detailed coverage of all PMP concepts • Sample Questions
75. 75. By: Anand Bobade () Thank you!! Visit Slide Share website & you will find other Knowledge area presentation… Please share!!

Which of the following is the process of formalizing acceptance of the completed project deliverables?

Who is responsible for accepting the final project deliverable?

What is the process of subdividing project deliverables into smaller manageable tasks?

In which of the following processes would you expect to subdivide the major project deliverables and project work into smaller components?