new pmmm

• Project scope management


  The total amount of work that must be done in order to deliver a product, service, or result with specified functions and features
• Steps of Project Scope Management

  1. Plan Your Scope

  2. Collect Requirements

  3. Define Your Scope

  4. Create a Work Breakdown Structure (WBS)

  5. Validate Your Scope

  6. Control Your Scope
• Plan Your Scope


  Gather input from all of the project stakeholders, decide and document how to define, manage, validate, and control the project's scope
• Collect Requirements


  Give a clear idea of what stakeholders want and how to manage their expectations
• Define Your Scope


  A project scope statement will serve as a guide throughout the project, team members can refer to it to be reminded of what is and is not involved
• Create a Work Breakdown Structure (WBS)


  Deliverables are clearly defined, providing the project manager and the team with several more manageable units of work
• Validate Your Scope


  Deliverables are reviewed by whoever needs to approve them, whether it be a customer, a stakeholder, a manager, or all three
• Control Your Scope


  The project's status is monitored from start to finish to ensure it is being executed according to the project scope management plan, in case the scope needs to change or new requirements are added
• Collection requirement process


  1. Identify stakeholders' needs

  2. Document these needs & requirements

  3. Manage them throughout the project to meet project goals
• Failure ranges from 50% to 70%
• Requirement gathering techniques


  • Expert Judgment
  • Data Gathering
  • Data Analysis
  • Decision Making
  • Data Representation
  • Interpersonal & Team Skills
• Expert Judgment


  Experts are the people more knowledgeable in their respective areas
• Data Gathering


  An important technique for facilitation and/or group creativity, where a group of people figure out all project requirements and ideas evolve through group creativity
• Data Gathering techniques


  • Questionnaires and Surveys
  • Interviews
  • Focus groups
  • Brain Storming
  • Benchmarking
• Questionnaires and Surveys


  Use this requirement-gathering tool for large groups, wherever there is a need to capture the requirements from various stakeholders
• Interviews


  A tool to engage personally with stakeholders to understand needs, can be facilitated through personal meetings or phone calls
• Focus groups


  Used when we want to collect the needs from specific sets of stakeholders, e.g. top executives and process owners
• Brain Storming


  Also called as group thinking or group creativity, it evolves several new ideas and new requirements
• Benchmarking


  The comparison is made between existing practices & best practices, to explore best in class practices
• Data Analysis


  Also known as Document analysis, utilizes documents like business plans, use cases, problem/issue logs, policies/procedures, business rules repositories, and market literature to elicit requirements
• Decision Making techniques


  • Multi-Voting
  • Multi-criteria decision-making
  • Autocratic decision-making
• Multi-Voting


  Further divided into unanimity (all group members agree), majority (more than 50% agree), and plurality (larger chunks of votes qualify)
• Multi-criteria decision-making


  Multiple criteria are set before making a decision, assigned different ranks, to reach final requirements calculate these ranks and give priority to the higher rank
• Autocratic decision-making


  Also called as dictatorship group decision-making
• Data Representation techniques


  • Affinity Diagram
  • Mind Mapping
• Affinity Diagram


  Used when we have a large number of stakeholders requirements
• Mind Mapping


  We wear the caps of different stakeholders and try to map their minds to generate ideas
• Interpersonal & Team Skills techniques

  • Nominal Group Technique
  • Observation
  • Joint Application Design & Development
  • Quality Function Deployment
  • User Stories
• Nominal Group Technique


  Generally used to prioritize the requirements, where all stakeholders take part in a brainstorming session to generate as many ideas
• Observation


  Also known as job-shadowing, where a potential user or group of users is observed for identifying requirements, e-commerce sites use this to identify customer needs
• Joint Application Design & Development

  This technique is more focused on group dynamics & synergy
• Quality Function Deployment


  Also known as a house of quality, preferred to generate technical requirements when stakeholders' needs are known, translates voice of stakeholders to identify process requirements
• User Stories


  Capture user's experiences to identify different needs
• Context Diagram


  Exemplify a scope model, represent a pictorial visualization of various interactions between different users and the system
• Prototypes


  A model of the final product is developed based on stakeholders' needs, to give the flavor of the final product in advance
• Delphi technique


  Used to capture stakeholder's needs free from any bias or influence
• Facilitated Workshops


  Like JAD sessions, a facilitator helps to bring consensus before freezing final requirements, generally people from cross-functional areas take part
• Work Breakdown Structure (WBS)


  A deliverable-oriented hierarchical decomposition of the work to be executed by the project team to accomplish the project objectives and create the required deliverables
• Characteristics of a good WBS

  • Definable
  • Manageable
  • Estimateable
  • Independent
  • Integratable
  • Measurable
  • Adaptable
• Resource Breakdown Structure (RBS)


  A project management tool that provides a hierarchical decomposition of resources, either structured by resource category, types or by IT/business function that has resource needs