Time
5 hours 14 minutes
Difficulty
Intermediate
CEU/CPE
10

Video Description

This lesson covers the processes and scope management aspects of Project management. With regard to planning a project, scope entails planning scope management, collection requirements, defining the scope and creating the WBS. Monitoring and controlling entails validating and controlling the scope. The scope management plan is in place to establish rules to managing scope such as the methods used to create the scope statement, creating the WBS, validating project deliverables and addressing scope change requests. [toggle_content title="Transcript"] Welcome to Cybrary. My name is Vincent McKeown. And I am the subject matter experiment for the project management professional course. Today we'll be discussing scope management. Quick background from myself. I was in the Navy for 10 and half years. I have been doing projects for about 15 years now. And I just finished a big project, which lasted four years. And since then I've been working on a whole lot of small projects dealing with audio visual. To go over project management, first we have to understand that there is five process groups, ten knowledge areas, which make up 47 processes. Within the five process groups, there is initiation, planning, executing, monitoring and controlling, and closing. Within the 10 knowledge areas there is integration, scope, time, cost, quality, human resources, communication, risk, procurement, and stakeholder. So if you take the process groups, all five of them, put them on the top and if you take the ten knowledge areas, you come up with a little bit of a matrix. what's in those matrix? There are 47 processes, which if you count them up there should be 47. Today we're going to cover scope. With scope, there are four processes within the planning group and there are two processes with monitoring and controlling. So for scope there is plan scope management. Collect requirements, define scope, and create a WBS. Under monitoring and controlling there is validate scope. And there is control scope. We're first going to talk about plan scope management. Every knowledge area-consists of a plan and how that knowledge area is to be developed. Scope management for this one is the plan and how to develop the scope for the project. So this process creates the scope management plan and the requirements management plan. One thing we'll go over is every process has an input, a set of tools and an output. Why are you doing that process? So the key input to this process is the project management plan which we'll go over that one in integration. There is the project charter which also comes from integration and then from your own company there is a thing called enterprise environmental factors and organizational processes assets. A project manager will use both expert judgement-and meetings to develop the scope management plan and the requirements management plan. So what is the scope management plan? What is the reason for doing this process? Well the scope management plan establishes rules for managing scope such as methods used to create the scope statement. How to create the WBS, how to validate the project deliverables, and how to address the scope change request. Your other output for this process is the requirements management plan. The requirements management plan helps to analyze documents and manages the projects requirements and it may include but doesn't have to, methods used to manage the requirements, methods used to create the requirements, methods used to plan, track and report requirement activities, methods used to perform configuration management activities. Methods used to prioritize requirements, methods used to determine product matrix and usage rationale. How the traceability structure will show what requirements attributes will be under the requirements traceability matrix, and methods used to create the RTM and other project documents which the requirements will be traced. So on this plan you have these four inputs. You have the project management plan. The project management plan is the basis of each knowledge area. So the project management plan is telling me that there's going to be a scope plan. Scope is going to be part of the project management plan. I like to think of the project management plan as a binder, which all the other processes and plans go into. The project charter is what gets the project started. Without a project charter there is no project. What a project charter does is provide the high-level requirements for the project. And for scope, it's basically telling you at a high level what you are going to be doing throughout this project. Enterprise environmental factors- That is the culture of the company. So not every company is the same. The culture of the company is what dictates how is going to be run. Then the organizational process assets I like to think of that as a file cabinet. So these are processes that have been created in the past. Which your company has access to. It could have been a past project, It could have been intelligence, the company could have [board] processes. You could be CMMI. So its whatever your company has and it's providing to you. Those are your organizational process assets. The tools which are going to be used are expert judgement, which is exactly that. You might have someone on the team that has expertise in scope. You may have done scope in the past, you're going to use that expert judgement as a tool for helping develop the scope management plan and the requirements management plan. Also, you may have meetings, which help develop these. I know on every project I've had I've always assembled my project team or even the client to come up with how we are going to develop scope. [/toggle_content]

Video Transcription

00:04
welcome this, I bury. My name is Vince McEwen.
00:06
I am the subject matter expert for the Project Management Professional Course. Today we'll be discussing scope management, quick background for myself.
00:15
I was in the Navy for 10 and 1/2 years. I've been doing projects or
00:20
about 15 years now,
00:22
and
00:23
I just finished a big project which lasted four years. And since then I've been working on a whole 12 small projects dealing with audiovisual to go over project management.
00:33
First, we have to understand that there's five process groups,
00:37
10 knowledge areas. Let's make up 47 processes.
00:41
Within the five process groups, there's initiation planning, executing,
00:46
monitoring, patrolling
00:48
and closing
00:49
within the 10 knowledge areas, there's integration scope, time, cost quality. Human resource is
00:57
communication, risk procurement and stakeholder.
01:00
So if you take the process groups, all five women put him on the top.
01:06
And if you take the 10 knowledge areas,
01:07
you come up with a little bit of a matrix.
01:11
So what's in those matrix?
01:12
There are 40 some processes which, if you condom out, there should be 47.
01:18
And today
01:19
we're gonna cover scope.
01:22
So a scope.
01:23
There are four processes within the planning group.
01:26
And there are two processes with monitoring. Controlling.
01:30
So for a scope, there's plan school management,
01:36
collect requirements,
01:37
the fine scope.
01:38
Great. Maybe us
01:41
undermining, controlling. There's validate scope and this control scope.
01:47
So we're first gonna talk about planned sculpt management.
01:53
So every knowledge area
01:56
consists of a plan
01:57
on how that knowledge area is to be developed.
02:01
Scope management
02:04
for this one is,
02:06
is the planet how to develop
02:07
the scope for the project?
02:12
So this process creates the sculpt management plan
02:15
and the requirements management plan.
02:21
One thing will go over is every process has an input,
02:25
a set of tools and an output.
02:28
Why are you doing that process?
02:30
So the key inputs this process is the Project Mansion plan, which will go under. We'll go over that one in integration.
02:38
There's the Project Charter, which also comes from integration
02:42
and then from your own company. There's a thing called Enterprise Environmental Factors
02:46
and Organizational Process Assets.
02:51
A project manager, we use both expert judgment
02:54
and meetings to develop the skull management plan
02:57
and the requirements management plan.
03:02
So what is this school management plan?
03:05
What is the reason for doing this process well. The Scull Mansion plan establishes rules for managing scope, such as
03:12
methods used to create the sculpt statement,
03:15
how to create the W B s, how to validate the project deliverables and how to address the scope change requests.
03:23
Your other output for this process is the requirements pension plan.
03:28
The requirements management plan helps to analyze documents and
03:32
menace the project requirements, and it may include but doesn't have to
03:37
methods used to manage the requirements.
03:39
Methods used to create the requirements.
03:43
Methods used to plan, track and report requirement activities.
03:47
Methods used to perform configuration management activities.
03:51
Methods used to prioritize requirements.
03:53
Methods used in new chairman product metrics
03:57
and uh,
03:59
use. It's rational
04:01
how the traceability structure will show what requirements attributes will be on the requirements traceability, matrix
04:09
and methods used to create the RTM and other project documents which the requirements will be traced. So in this plan
04:16
you have these foreign puts, you have the project management plan.
04:20
The project management plan is the basis of
04:25
each knowledge area. So the project management plan is telling me
04:29
that there's gonna be a scope plan. Scope is going to be part of the project management plan
04:33
I like to think of the project management plan is a binder which all the your other processes and plan's going to
04:41
The Project Charter
04:43
is what gets the project started with on a project charter. There is no project.
04:47
What a Project Charter does is provide the high level requirements
04:51
for the project
04:53
and, uh, for scope. It's basically telling you
04:57
at a high level what you're gonna be doing with this project
05:00
enterprise, environmental factors,
05:03
that is the culture of the company.
05:06
So not every company is the same.
05:10
The culture of the company is what dictates how scope
05:15
is gonna be ran
05:17
than the organization process. Assets
05:20
I like to think of that is a file cabinet. So these are
05:24
processes that have been created in the past, which your company has access to.
05:29
It could have been a past project. It could have been
05:31
intelligence your company could have
05:33
thought processes you could be seeing them. I
05:36
So it's whatever your company has and is providing to you.
05:40
Those are your organizational process assets,
05:44
the tools which are gonna be used, our expert judgment, which is exactly that.
05:50
You might have someone on the team that has expertise in scope. You may have done scope in the past. You're going to use the expert judgment as a tool
06:00
for helping develop the sculpt management plan and the requirements management plan.
06:05
Also, you may have meetings to help develop this. I know. On every project I've had, I've always assembled my project team or even the client to come up with how we're gonna develop scope.

Up Next

Project Management Professional (PMP) - PMI

Our online PMP training course educates on how to initiate, plan and manage a project, as well as the process behind analyzing risk, monitoring and controlling project contracts and how to develop project schedules and budgets.

Instructed By

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Vince McKeown
Senior Program Manager at FGS, LLC
Instructor