05 PROJECT SCOPE MANAGEMENT

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Project Scope Management includes the	processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully.
5.1 Plan Scope Management	The process of creating a scope management plan that documents how the project scope will be defined, validated, and controlled.
5.2 Collect Requirements	The process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives.
5.3 Define Scope	The process of developing a detailed description of the project and product.
5.4 Create WBS	The process of subdividing project deliverables and project work into smaller, more manageable components.
5.5 Validate Scope	The process of formalizing acceptance of the completed project deliverables
5.6 Control Scope	The process of monitoring the status of the project and product scope and managing changes to the scope baseline.
Product scope	The features and functions that characterize a product, service, or result;
Project scope	The work performed to deliver a product, service, or result with the specified features and functions. The term project scope is sometimes viewed as including product scope.
The scope management plan is	a component of the project or program management plan that describes how the scope will be defined, developed, monitored, controlled, and verified.
The development of the scope management plan and the detailing of the project scope begin with	the analysis of information contained in the project charter (Section 4.1.3.1), the latest approved subsidiary plans of the project management plan (Section 4.2.3.1), historical information contained in the organizational process assets (Section 2.1.4), and any other relevant enterprise environmental factors (Section 2.1.5).
The project charter is	used to provide the project context needed to plan the scope management processes. It provides the high-level project description and product characteristics from the project statement of work.
The scope management plan is	a component of the project or program management plan that describes how the scope will be defined, developed, monitored, controlled, and verified. The scope management plan is a major input into the Develop Project Management Plan process, and the other scope management processes.
The requirements management plan is a	component of the project management plan that describes how requirements will be analyzed, documented, and managed.
Requirements include	conditions or capabilities that are to be met by the project or present in the product, service, or result to satisfy an agreement or other formally imposed specification. Requirements include the quantified and documented needs and expectations of the sponsor, customer, and other stakeholders.
An interview is a	formal or informal approach to elicit information from stakeholders by talking to them directly. It is typically performed by asking prepared and spontaneous questions and recording the responses.
Alternatives generation is	a technique used to develop as many potential options as possible in order to identify different approaches to execute and perform the work of the project.
The WBS is	a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables.
work packages	The planned work is contained within the lowest level of WBS components
A work package can be used to	group the activities where work is scheduled and estimated, monitored, and controlled. In the context of the WBS, work refers to work products or deliverables that are the result of activity and not to the activity itself.
Decomposition is a	technique used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts.
The work package is	the work defined at the lowest level of the WBS for which cost and duration can be estimated and managed
The WBS dictionary is a	document that provides detailed deliverable, activity, and scheduling information about each component in the WBS.
The WBS is finalized by	assigning each work package to a control account and establishing a unique identifier for that work package from a code of accounts.
The Validate Scope process differs from the Control Quality process in	that the former is primarily concerned with acceptance of the deliverables, while quality control is primarily concerned with correctness of the deliverables and meeting the quality requirements specified for the deliverables. Control Quality is generally performed before Validate Scope, although the two processes may be performed in parallel.
The uncontrolled expansion to product or project scope without adjustments to time, cost, and resources is referred to	as scope creep.
Variance analysis is a	technique for determining the cause and degree of difference between the baseline and actual performance. Project performance measurements are used to assess the magnitude of variation from the original scope baseline
Product scope is another way to	to say "requirements that relate to the product of the project". It answers the question of "What end result is wanted?"
The project scope is	The work the project will do to deliver the product of the project
The scope management plan essentially contains 3 parts:	How scope will be planned, executed and controlled.
The scope management process:	1 Determine requirements, making sure all requirements support the projects business case as described in the project charter. 2 Sort and balance the needs of the stakeholders to determine product scope and project scope. 3 Create a WBS to break the scope down to smaller, more manageable pieces. 4 Verify that the completed scope of work is acceptable to the customer 5 Measure scope performance, and adjust as needed.
Delphi Technique	With this technique, a request for information is sent to experts who participate anonymously, their responses are compiled, and the results are sent back to them for further review until consensus is reached.
Group decision-making, different ways:	Unanimously - everyone agrees Dictatorship Majority - more than half of its members Plurality - Group with the largest number of supporters Consensus - achieves general agreement about a decision

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