PM Plans can have different levels of details depending on the project Once it

Pm plans can have different levels of details

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PM Plans can have different levels of details depending on the project. Once it is baselined, it may only be changed once a change request is generated and approved. Project Scope Management Knowledge Area Plan Scope Management Inputs Tools & Techniques Outputs 1. Project Management Plan 2. Project Charter 3. EEF 4. OPA 1. Expert judgment 2. Meetings 1. Scope Management Plan 2. Requirements Mgmt Plan Develop Project Management Plan ITTO Plan Scope Management ITTO
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10 | P a g e One of the first processes to tackle is Plan Scope Management. It will be the first of four scope processes that take part early in the project. Plan Scope Management lays out how we define, validate and control the projec t’s scope. It is an input to the Project Management Plan which, in turn, inputs in to the Scope Management Plan. The main goal here is to avoid scope creep. Inputs have already been described elsewhere as have tools and techniques. As expected, an output is the Scope Management Plan itself. This tells how the scope will be defined, developed, monitored, controlled and verified. It is a major contributor to other processes. Elements of this plan could include processes for creation and maintenance of the work breakdown structure (WBS), formal acceptance of deliverables, etc. Another output is the Requirements Management Plan which does what it says on the tin. It can include the way requirements will be planned and monitored; configuration management; a prioritization process; product metrics, etc. Collect Requirements This is finding out, recording and managing the stakeholders’ needs for the project. It forms the basis for managing the project’s scope. It’s hugely important, and, if the PM hasn’t been out and about much by now, he or she will be meeting a lot of people very soon. The project’s success depends on getting requirements from engaged stakeholders. Requirements need to be in enough detail to become the basis of the WBS. Cost, schedule and procurement decisions are all influenced by requirements. They can be broken down in to business (from stakeholders) and technical (how the project will be implemented). Or, they can go in to more detail in extra categories such as solution, transition, project and quality. Inputs Tools & Techniques Outputs 1. Scope Management Plan 2. Requirements Mgmt Plan 3. Stakeholder Mgmt Plan 4. Project charter 5. Stakeholder register 1. Interviews 2. Focus groups 3. Facilitated workshops 4. Group creativity techniques 5. Group decision-making techniques 6. Questionnaires/surveys 7. Observations 8. Prototypes 9. Benchmarking 10. Context diagrams 11. Document analysis 1. Requirements documentation 2. Requirements traceability matrix Collect Requirements ITTO
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11 | P a g e Inputs include the Scope Management and Requirements Management Plans from the previous section, Plan Scope Management. Another input is the Stakeholder Management Plan, a key component given the importance of stakeholders’ input to requirements management. The Project Charter and Stakeholder Register are two other inputs.
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