Chgm Mldm

... against these

His Milkening

Formal acceptance means that you have written confirmation Irom all of tlie stakeholders that tlie deliverables match tlie requirements, and the project management plan.

WBS Dictionary

Inspection

Project Scopc Statement

Project Scopc Statement

WBS Dictionary

My do you tk.rk you need the WBS Dictionary but not the for itope vevifitation?

using this

Inspection

Oncc the deliverables arc ready for prime time, you inspect them with the stakeholder» to make sure that they meet acceptance criteria. The purpose of Scope Verification is to obtain formal, written acceptance of the work products. If they are found to be unsatisfactory, the specific changes requested by the stakeholders get sent to change control so that the right changes can be made.

|{ the deliverables are not acceptable, the project ye* batk to Chatte Control

|{ the deliverables are not acceptable, the project ye* batk to Chatte Control

;K ^Wder, and looking at each deliverable to see if it's acceptable

EVERY deliverable should he inspected, including all project management documents and evejything produced by the team.

Change control

Ship it

Requested Changes

Recommended Corrective Actions

Requested Changes

Recommended Corrective Actions

Here's a list of what wasn't acceptable about tke product-0»Ce these are addressed, we should be all set-

scope crossword

Scopecross

Take some time to sit back and give your right brain something to do. It's your standard crossword; all of the solution words are from this chapter.

Down

Across

3. Looking closely at the product to see if you completed all of the work

6 The process where you write the project scope statement is called Scope_.

7 When one change leads to another and another anrl another, it's called scope_.

9 Getting work packages out of deliverables.

10 Exploring all of the ways that you can do the work so that you can find the best way to do the work in your project is called_identification.

Down

1 Figuring out how big a change is by comparing it to the baseline is called_analysis

2. The details of every work package in the WBS are stored in the WBS_.

4 When you're making a WHS. you can hreak the wnrk rlown gv by phase or_. ^

5. A version of the Scope Management Plan. Work Breakdown ^ Structure, and Product Scope that you will compare your project o to is called the scope_. j£

8._scope means the features or functions of the g thing or service that you are building. c

There were a few unexjjected changes io the scope along the way. But, for the most part, everything went according to plan. The stakeholders and the ( )KO got together with the team and went through everything thev did -and it's ready to go. Great job, guys!

Il/Vi

exercise olutions

1. Programming

Q^ject Scope 3. Graphic design

^Project Scope 5. Great graphics

I | Project Scope 7. Mac and PC compatible

] Project Scope

Here are some attributes of Cows Gone Wild III. Which are project scope and which are product scope?

2. 34 levels in the game

Q Product Scope Q Project Scope

4. Four playable characters

O Product Scope □ Project Scope

6. Testing

Q^roduct Scope Ql^roject Scope

[^Foduct Scope 2fproduct Scope ] Product Scope

8. A "boss battle" milk fight level at the end

FTProduct Scope Q Project Scope roduct Scope f

°nc output is another's

."put »dites ,t a lot eas.ee to re~e~ber the order o\ tke processes.

ÄjjK^^ Three of these inputs were outputs of Integration Management processes Write down which process created each of them, and which process group it was in.

ExGRctSe Solution

1. Project Charter:

2. Preliminary Scope Statement: Xfc^.jfa^

3. Project Management Plan: fis^iftjjtó ^SÜÜ^JßSX!

Hen ait* a tew Illings that Mike left out of the CGW ¡II scope statement. Can you figure out where each of them should go?

I. The game must have fewer than 15 delects pei 10,(XX) lines of code.

2. There will he lour graphic designers rcjKn ting to the art director, and six programmers and font testers reporting t< the development manager.

3. No more than 15 people can be allocate to work on the game .it any time.

4. St ener\ artwork j. The product shall reduce tech support calls hv 15%.

2. There will he lour graphic designers rcjKn ting to the art director, and six programmers and font testers reporting t< the development manager.

4. St ener\ artwork j. The product shall reduce tech support calls hv 15%.

A- IV'jeii objectives

R. iVçjeej deliverables

C- Project constraints

O. initial project organization

F Product acceptance criteria exercise

Scopecross

Take some time to sit back and give your right brain something to do. It's your standard crossword; all of the solution words are from this chapter.

1. Which of the following is TRUE about a work breakdown structure?

A. It contains work packages that are described in a linear, unstructured list

B. Each item in the WBS represents a feature in the product scope

C. The WBS represents all of the work that must be done on the project D The WBS is created by the product sponsor and stakeholders

2. Which is NOT an output of a scope management process?

A Preliminary scope statement

B. WBS Dictionary

C. Requested changes

D. Accepted deliverables

3. Which of the following is NOT TRUE about a work breakdown structure?

A. It describes processes to define the scope, verify work, and manage scope changes.

B. It contains a graphical, hierarchical list of all work to be performed

C. It can be broken down by project phase or deliverable D It is an important element of the scope baseline

4. What is the correct order of the scope management processes?

A Scope Definition. Create WBS, Scope Planning Scope Verification

B. Scope Planning. Scope Control. Create WBS. Scope Verification

C. Scope Planning. Scope Definition, Create WBS, Scope Verification

D. Scope Planning. Scope Baseline, Scope Definition, Scope Control

5. You are managing a software project. Your team has been working for eight weeks, and so far the project is on track. The lead programmer comes to you with a problem; there is a work package that is causing trouble. Nobody seems to know who is responsible for it, the accounting derailment dues not know what cost centei to bill it ayainst, and it's not even clear exactly what work should be performed. Which of the following would BEST help this situation?

A Alternatives Analysis

B. WBS Dictionary

C. Scope Management Plan

D. Scope Verification

6. The goal of Scope Verification is:

A. To inspect the scope statement for defects so that it is correct

B. To gain formal acceptance of the project deliverables from the sponsor and stakeholders

C. To get everyone in the project working together towards a common goal D To venfy that all PMBOK® Guide processes are complied with

7. Historical information and lessons learned are part of:

A Organizational process assets

B Enterpnse environmental factors

C. Project management information system (PMIS)

D. Work performance information

8. You've taken over as a project manager on a highway construction project, and the execution is already underway. Your sponsor tells you that moving forward, all asphalt should be laid down with a 12" thickness. The scope statement and the WBS call for 9" thick asphalt. What is the BEST course of action?

A Look for a cheaper supplier so the cost impact is minimized

B. Tell the sponsor that the work is already underway, so you can't accommodate his request

C. Refuse to alter the plans until the change control system has been used

D. Tell the team to accommodate the request immediately

9. Which of the following BEST describes the purpose of the project scope statement? A. It describes the features of the product of the project B It is created before the scope management plan C. It decomposes deliverables into work packages

D It describes the objectives requirements and deliverables of the project and the work needed to create them

10. It's the end of execution foi a laiye liiyhway construction project. The work has been done, and the workers are ready to pack up their equipment. The project manager and project sponsor have come by with specialists to check that each requirement has been met, and that all of the work in the WBS has been performed. What process is being done?

A. Scope Control

B. Scope Verification

C. Scope Testing D Scope Definition

11. You have just been put in charge of a project that is already executing. While reviewing the project documentation, you discover that there is no WBS. You check the Scope Management Plan and discover that there should be one for this project. What is the BEST thing for you to do:

A Immediately alert the sponsor and make sure the project work doesn't stop

B Stop project work and create the WBS. and don't let work continue until it's created

C. Make sure you closely manage communications to ensure the team doesn't miss any undocumented work

D. Mark it down in the lessons learned so it doesn't happen on future projects

12. A project manager on an industrial design project finds that the sponsor wants to make a change to the scope after it has been added to the baseline. What document should he consult?

A WBS

B Scope management plan

C. Change request form template

D. Preliminary scope statement

13. You have just started work on the project scope statement. You are analyzing the expected deliverables, when you discover that one of them could be delivered in three different ways. You select the best method for creating that deliverable. What is the BEST way to describe what you are doing?

A Alternatives analysis B Decomposition

C. Scope definition

D. Stakeholder analysis

14. You're the project manager on a software project. Your team has only completed half of the work, when the sponsor informs you that the project has been terminated. What is the BEST action for you to take?

A Venfy the deliverables produced by the team against the scope, and document any place they do not match

B. Call a team meeting to figure out how to spend the rest of the budget

C. Work with the sponsor to see if there is any way to bring the project back

D. Tell the team to stop working immediately

15. You are managing an industrial design project. One of your team members comes to you with a suggestion that will let you do more work while at the same time saving the project 15% of the budget. What is the BEST way for you to proceed?

A Tell the team to make the change because it will deliver more work for less money

B Refuse to make the change until it a change request is documented and change control is performed

C. Refuse to consider the change because it will affect the baseline

D. Do a cost-benefit analysis and then make sure to inform the sponsor that the project scope changed i- ixaw Questions-

16. You are the project manager for a telecommunications project. You are working on the project scope statement. Which of the following is NOT included in this document?

A Authorization for the project manager to work on the project

B Requirements that the deliverables must meet

C A description of the project objectives

D. The list of deliverables that must be created

17. Which of the following is NOT an input to scope control?

A WBS Dictionary

B. Approved change requests

C. Requested changes

ID. Project scope statement

18. Which of these processes is not a part of Scope Management?

A Scope Identification

B. Scope Planning

C. Scope Control

D Scope Verification

19. You are the project manager for a new project, and you want to save time creating the WBS. Which is the BEST way to do this?

A. Make decomposition go faster by cutting down the number of deliverables

B. Use a WBS from a previous project as a template

C. Don't create the WBS Dictionary

D Ask the sponsor to provide the work packages for each deliverable

20. The project manager for a telecommunications project is using the Scope Definition process. Which BEST Uesuibes this?

A. Creating a document that lists all of the features of the product

B. Creating a plan for managing changes to the scope baseline

C. Creating a document that describes all of the work the team does to make the deliverables D Creating a graphical representation of how the phases or deliverables decompose into work packages

21. You are the project manager for a construction project. You have completed project initiation activities, and you are now creating a document that describes processes to document the scope, decompose deliverables into work packages, verify that all work is complete, and manage changes to the baseline. What process are you performing?

A. Scope Planning

B. Scope Definition

C. Create WBS D Scope Verification

22. You are a project manager working on a project. Your sponsor wants to know who a certain work package is assigned to, what control account to bill it against, and what work is involved. What document do you refer her to?

A. Scope Management Plan B WBS

C WBS Dictionary D Scope Statement

23. Which of the following BEST describes the change control system?

A It descnbes processes that guide you in building the scope statement, breaking down the work, and venfying the scope

B. It descnbes all of the deliverables in the project decomposed into work packages C It contains historical information, lessons learned, templates and forms D It describes how specific approved changes are used to update the project documents

24. You are the project manager for a software project. One of the teams discovers that if they deviate from the plan, they can actually skip one of the deliverables because it's no longer necessary. They do the calculations, and realize they can save the customer 10% of the cost of the project without compromising the features in the product. They take this approach, and inform you the following week what they did during the status meeting. What is the BEST way to describe this situation?

A The project team has taken initiative and saved the customer money B A dispute is resolved in favor of the customer

C The team informed the project manager of the change, but they should have informed the customer too

D. The team did not follow the Scope Control process r ixam Questions-

The work breakdown structure is all about breaking down the work that your team needs to do. The WBS is graphical and hierarchical, not linear and unstructured. Did you notice that answer B was about product scope, not project scope?

There are two ways you can get to the right answer for this question You can recognize that the WBS Dictionary. Requested Changes, and Accepted Deliverables are all Scope Management process outputs. (You'll see Requested Changes in every knowledge area') But you can also recognize that the Preliminary Scope Statement was created by the Develop Preliminary Scope Statement, which is part of the Initiating process group.

Did you recognize that answer A was describing the scope management plan? Once you know what the WBS is used for and how to make one. questions like this make sense k the lookout &

Baseline." It SOunds ^

You'll need to know what order processes come in, and one good way to do that is to think r*al pre*CSj ^ Z about how the outputs of some processes are used as inputs for another For example, you can't create the WBS until the scope is defined, which is why A is wrong. And you can't do f )

change control until you have a baseline WBS. which is why B is wrong ^

An important tactic tor a lot of exam questions is to be abie to recognize a particular tool, technique, input or output from a descnption What have you learned about that tells you who is responsible for a work package what control account to associate with it and desenbes the work associated with it? That's a good descnption of the WBS Dictionary.

Insvtttom isn't just done at the c»d of the Proxedt V* do Sdofe fetM** rn every 6-Answer: B ^ deliverable ~ade by you and the tea-

There are some questions where you'll just have to know what a process is all about, and this is one of them That's why it's really helpful to know why Scope Vesication is so helpful to you on a project You use Scope Verification to check that all of the work packages were completed, and get the stakeholders and sponsor to formally accept the deliverables

It's easy to forget that Organizational Process Assets is more than just an input. It's a real thing that's part of your company. Take a second and think about what assets are in your organization that help you with carry out each process Get it? Good1 So what fcjjstoncal informajj^anyway? It's stuff like reports and data that you or another project manager wrote down on a previous project and Stored in a file cabinet or a database That's an asset you can use now! V^atarelissons learned? Those are lessons yi^i wrote down at the end of a previous project and stuck in a file cabinet or a database

1 those lessons are ar asset you can use

is sw • a "corporate base", Wt that's j-t «ord for a file cabmet or a Wder o* your nrUork

These inputs and outputs make sense when I think about how I'd use them on a project. Organizational Process Assets are just things that my organization keeps track of to help me do my job. like information from old projects and procedures that help me do my job.

One thing to remember about change control is that if you want to make the sponsor and stakeholders happy with the project in the end. sometimes you have to tell them *no" right now. When you're doing Scope Control, the most important tool you use is the change control system It tells you how to take an approved change and put it in place on a project, and there's no other way that you should ever make a change to any part of the baseline. That means that once everyone has approved the scope statement and WBS, if you want to make any change to them, then you need to get that change approved and put it through the change control system

Some questions are just definition questions. When that definition is a 'Which-is-BEST" question, there could be an answer that makes some sense, and it's tempting to stop with it In this case, answer A sounds like it might be right But if you read answer D it's much more accurate

/V Pont W tu the e*a~ « aUp about V^ the PROJECT s^, not the PRODUCT sco^e- Make sure you k»o* the ¿¡Hero*«-

/WvjCV-S

- Exam Questions

When you're getting the sponsor and stakeholders to formally accept the results of the project, you're doing scope verification. There's only one tool for it: inspection. That means carefully checking the deliverables (in this case, what the workers built on the highway) to make sure they match the WBS.

Answer D is a 3ood ,dea, but it's * as dreHir>3 a new IVBS.

This question is a little tricky The most important thing about a WBS is that if your Scope Management Plan says it should be there, then your project absolutely cannot be done without it And a general rule is that if you ever find that there is no WBS. you should always check the Scope Management Plan to find out why.

This is another question that is testing you on the definition of a specific document in this case the scope management plan. Think about what you use a scope management plan for It tells you how to define the scope, break down the work, verify the deliverables and manage scope changes - which is what this question is asking All of the other answers have inputs and outputs that don't have anything to do with managing changes.

Here's another example of how there are two correct answers but only one BEST one. Answer C is true - you are doing scope definition. But is that really the best way to desenbe this situation? Alternatives analysis is part of scope definition, and it's a nioie accuiate way to Uescube what's yuiny on here, fts ^

best one, that's vanare analyse

This question is an example of how you need to rely on more than just common sense to pass the PMP exam. All four of these answers could be good ways to handle a terminated project, but there's only one of those answers that corresponds to what the PMBOK® Guide says. When a project is terminated, you still need to complete the Scope Verification process. That way. you can document all of the work that has been completed, and the work that has not been completed

Are you starting to get the hang of how this change control stuff works? The baseline isn't etched in stone, and you need to be able to change it. but you can't just go ahead and make changes whenever you want. You need to document the change request and then put that request through change control If it's approved, then you can update the baseline so that it incorporates the change, y^

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Project Management Made Easy

Project Management Made Easy

What you need to know about… Project Management Made Easy! Project management consists of more than just a large building project and can encompass small projects as well. No matter what the size of your project, you need to have some sort of project management. How you manage your project has everything to do with its outcome.

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