4. Tools & Techniques
Product analysis
For projects that have a product as a
deliverable, as opposed to a service
or result, product
analysis can be an effective tool.
Each application area has one or
more generally accepted methods
for translating high-level product
descriptions into tangible
deliverables.
Product Analysis Template
Product name:
Company name:
Materials used :
Utility :
Client’s needs :
Safety / Hazards :)
Cost :
Aesthetics :
Green quotient:
5. Alternatives Identification
-The purpose of this technique
is to generate ideas on
different ways to accomplish
the project
- The desired work is already
known, but there may be
preferred ways to accomplish
the work
6. Define Scope
• Process of developing a detailed description of the project and product
– Project scope statement may includes product scope, deliverables,
product acceptance criteria, out of scope, additional risk, constraints &
assumptions
Inputs
1. Project charter
2. Requirements
documentation
3. Organizational
process assets
Tools &
Techniques
1. Expert judgment
2. Product analysis
3. Alternatives
Identification
4. Facilitated workshops
Outputs
1. Project scope
statement
2. Project document
updates
7. Project Scope Statement
• Contents
– Product scope
– Deliverables
– Product acceptance criteria
– What is not part of the project (out of scope)
– Additional risks
– Constraints and assumptions :
Constraints: factors that limit the team’s options
Assumptions: Things that assumed to be true (may not
be true)
8. PROJECT SCOPE STATEMENT
Project Title: Date Prepared:
Product Scope Description:
Product Scope is progressively elaborated from the project description and the project requirements in the Project Charter.
Project Deliverables:
Project deliverables are progressively elaborated from the project description, the product characteristics, and the product requirements in
the Project Charter.
Project Acceptance Criteria:
The acceptance criteria that will need to be met in order for a stakeholder to accept a deliverable. Acceptance criteria can be developed
for the entire project or for each component of the project.
Project Exclusions:
Project exclusions clearly define what is considered out of scope for the project.
Project Constraints:
Constraints that may be imposed on the project ma include a fixed budget, hard deliverable dates, or specific technology.
Project Assumptions:
Assumptions about deliverables, resources, estimates, and any other aspect of the project that the team holds to be true, real, or correct
but has not validated.
11. • The scope defined
is difficult to
manage
• So we decompose
main deliverables
create WBS
12. Create WBS
Process of subdividing project deliverables and project work into smaller,
more manageable components.
Inputs
1. Project scope statement
2. Requirements
documentation
3. Organizational process
assets
Tools &
Techniques
1. Decomposition
Outputs
1. WBS
2. WBS dictionary
3. Scope baseline
4. Project document
update
13. Create WBS
Work package: lowest level WBS component which can be scheduled, cost
estimated, monitored and controlled.
100% rule: WBS includes 100% of the work defined by project scope and capture
ALL deliverables (external, internal, interim) in term of work to be completed including
project management.
WBS dictionary provides more detailed components, e.g. description of work,
responsible organization, acceptance criteria
Agreed Scope baseline includes project scope statement, WBS, WBS dictionary
18. Inspection
• Inspection includes activities
such as measuring, examining,
and verifying to determine
whether work and deliverables
meet requirements and product
acceptance criteria. Inspections
are sometimes called reviews,
product reviews, audits, and
walkthroughs
19. • Question :
• Why we need to
Control scope?
• Answer :
• To avoid Scope creep
20. Control Scope
• Process of monitoring the status of the project and product scope and
managing changes to the scope baseline
• Prevent from scope creep
Inputs
1. Project management
plan
2. Work performance
information
3. Requirements
document
4. Requirement
traceability matrix
5. Organizational
process assets
Tools &
Techniques
1. Variance analysis
Outputs
1. Work performance
measurements
2. Organizational
process assets
updates
3. Change requests
4. Project management
plan updates
5. Project document
updates
21. Work performance information:
• Information about
project progress, such
as which deliverables
have started, their
progress and which
deliverables have
finished.
22. Variance analysis
• Project performance measurements are used
to assess the magnitude of variation from the
original scope baseline. Important aspects of
project scope control include determining the
cause and degree of variance relative to the
scope baseline and deciding whether
corrective or preventive action is required
23. Control Scope: Outputs
.1 Work Performance Measurements
Measurements can include planned vs. actual technical
performance or other scope performance measurements. This
information is documented and communicated to stakeholders.
.2 Organizational Process Assets Updates
Organizational process assets that may be updated include, but are
not limited to:
• Causes of variances,
• Corrective action chosen and the reasons, and
• Other types of lessons learned from project scope control.
24. 3 Change Requests
-Analysis of scope performance can result in a
change request to the scope baseline or other
components of the project management plan.
- Change requests can include preventive or
corrective actions or defect repairs.
Control Scope: Outputs
25. Control Scope: Outputs
• .4 Project Management Plan Updates
• • Scope Baseline Updates.
• If the approved change requests have an effect upon the
project scope, then the scope statement, the WBS, and the
WBS dictionary are revised and reissued to reflect the
approved changes.
• .5 Project Document Updates
• Project documents that may be updated include, but are not limited
to:
• • Requirements documentation, and
• • Requirements traceability matrix.
27. 1-You are a project manager of a large project
and you are identifying some alternative
techniques to generate different approaches
to execute and perform the work of a project.
You are doing it as a part of:
A-Collect Requirements
B-Control Scope
C-Verify Scope
D-Define Scope
28. 2- one stakeholder has asked you to add to the
scope of the project . The project is under budget
and a little a head of schedule what should you
do?
A- approve the change.
B- Determine the effects of the change on the
project.
C- ask the sponsor for approval to make the change.
D- refuse the request.
29. 3-Verify Scope can be BEST described as the process
of
A-Verifying that the project quality requirements
have been met
B-Obtaining stakeholder's formal acceptance of
the project deliverables
C-Controlling changes to the scope of the project
D-Verifying that all of the project's objectives have
been met
30. 4-During the planning phase of your project, your project
team members has discovered another way to complete a
portion of the project scope. This method is safer for the
project team, but may cost more for the customer. This is an
example of _____ ?
1. Alternative identification.
2. Risk assessment.
3. Alternative selection.
4. Product analysis.
31. 5- A Work Breakdown Structure (WBS)
numbering system should allow project staff
to:
A. identify the level at which individual WBS
elements are found.
B. identify configuration management
milestones.
C. estimate the costs of WBS elements.
D. provide project justification.
32. 6- An example of scope verification is:
A. reviewing the performance of an installed
software module.
B. managing changes to the project schedule.
C. decomposing the WBS to a work package
level.
D. performing a benefit/cost analysis to
determine if we should proceed with the
project
33. 7-Validated deliverables is an input to which of
the following processes?
1-Collect Requirements
2-Define Scope
3-Create WBS
4-Verify Scope
34. 8- the work break down Structure is created by
A- the team
B- the project manager
C- management
D- the sponsor
35. 9-over the last few weeks .the team has made three
changes to the activities on the project the project
manager must be most careful to.
A-record all the changes
B- provide documentation on all the changes to the
sponsor
C- make sure the changes are reflected in the project
scope baselines
D- prevent more changes from occurring
