Discuss your understanding of the readings from Kloppenborg, et al (2023) completed for Weeks 7 and 8. You will then think of three questions you’d like to ask other students and
Discussion Forum Week 4Assigned Readings: Chapter 7: Holistic Scope PlanningChapter 8: Scheduling Projects Week 4 Discussion Forum, you will discuss your understanding of the readings from Kloppenborg, et al (2023) completed for Weeks 7 and 8. You will then think of three questions you’d like to ask other students and add these to the end of your thread (after the Reference section). The questions should be taken from Chapters 7 and 8 of the required course material (Kloppenborg, et al 2023) Finally, go to two (2) other students’ threads and post comments, answering at least one of their questions. Provide Continuing Discussion by responding to another student's response. The Continuing Discussion to the response to a response not a third response to an Initial Post. You must do the following:1) Create a new thread and ensure your initial post is properly formatted. 2) Draft a first section (200-250 words) answering, with supporting and properly cited source material, the following questions (Do not quote any of the source material, you must explain in your own words but properly citing material found in the assigned sources):
- What is the first step in developing a project scope management plan? Is it different in traditional project management as compared with Agile?
- Why is scope definition important?
- What are two common causes of scope creep?
3) Draft a second section (200-250 words) explaining, with supporting source material, the following questions (Do not quote any of the source material, you must explain in your own words but properly citing material found in the assigned sources):
- What is the difference between an activity and a work package?
- What is another name for activity on node diagramming?
- What purpose do project milestones serve?
4) Provide three (3) questions that you would like to ask other classmates in relation to the weekly reading material. These need to be specific questions based on weekly reading material identified above. Do not just ask general questions; be specific.
Chapter 7
Holistic Scope Planning
Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Key Learnings (Purpose of this slide)
To introduce this chapter.
Presenter Notes
References
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1
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Icebreaker
What are two things you learned from Stakeholder Analysis and Communication Planning?
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Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Key Learnings (Purpose of this slide)
To engage participants in the content of this chapter.
Presenter Notes
References
Pressmaster/Shutterstock.com
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Holistic Scope Planning (1 of 2)
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Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Key Learnings (Purpose of this slide)
To describe the Scope Planning process.
Presenter Notes
References
n/a
3
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Holistic Scope Planning (2 of 2)
| Overview of the Book |
| 7.1 Plan Scope Management |
| 7.2 Collect Requirements |
| 7.3 Define Scope |
| 7.4 Work Breakdown Structure (WBS) |
| 7.5 Establish Change Control |
| 7.6 PMBOK Guide 7e |
| 7.7 Agile Projects |
| 7.8 Summary |
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Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Key Learnings (Purpose of this slide)
To list the components covered in “Holistic Scope Planning” chapter.
Presenter Notes
References
n/a
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Core Objectives
7-1 Describe the planning of scope management and collecting requirements.
7-2 Define scope processes.
7-3 Create a requirements traceability matrix, project scope statement, and change request form.
7-4 Describe a work breakdown structure (WBS) and its importance to planning and control.
7-5 Compare different methods of developing a WBS.
7-6 Create a WBS, including work packages and a numbering system both by hand and using MS Project.
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Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Key Learnings (Purpose of this slide)
To describe the Core Objectives.
Presenter Notes
References
n/a
5
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Agile Objectives
7-7 Use simplicity and emergent design in developing scope.
7-8 Capture user requirements as stories.
7-9 Create backlogs for a sprint and a release.
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Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Key Learnings (Purpose of this slide)
To describe Agile Objectives.
Presenter Notes
References
n/a
6
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
7.1 Plan Scope Management (1 of 2)
| Plan Scope Management |
| Scope Planning Flow |
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Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Key Learnings (Purpose of this slide)
To list the components covered in “Plan Scope Management” section.
Presenter Notes
References
n/a
7
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
7.1 Plan Scope Management (2 of 2)
Plan Scope Management is the process of developing a plan that includes the total scope of what needs to be done and what is excluded from the project; implementation and validation of the scope; and how to control deviations from the scope statement.
Total Scope = Product Scope + Project Scope
Product Scope outputs the team will deliver to its customers
Project Scope
the work needed to be performed in order to deliver the project’s outputs
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Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Key Learnings (Purpose of this slide)
To define Plan Scope Management and what is meant by “Total” scope.
Presenter Notes
When planning scope, it is also wise to plan for changes.
The project team also needs to determine the project scope, which is the work required to be performed for delivering a product, service, or result with the required features and functions.
Together, the product scope (the outputs the team will deliver to its customers) and the project scope (the work they need to perform to create the project’s outputs) form the total scope of a project.
The project team members determine what they will do to ensure they have identified and organized all the project work, which is the basis of all other planning activities and also the basis for executing and controlling the project work.
References
n/a
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 7.1
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Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Key Learnings (Purpose of this slide)
To illustrate the flow of scope planning.
Presenter Notes
References
Exhibit 7.1: Scope Planning Flow.
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
7.2 Collect Requirements
| 7.2a Ensure Clarity of Objectives |
| 7.2b Gather Stakeholder Input and Needs |
| 7.2c Define Needs as Requirements |
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Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Key Learnings (Purpose of this slide)
To list the components covered in “Collect Requirements” section.
Presenter Notes
A requirement is a condition or capability needed by the client or a user to solve a problem or achieve an objective that satisfies a standard, a specification, or any other formally documented need.
Collecting requirements is a systematic effort to understand and analyze stakeholder needs to define and document these requirements.
This will help in refining and meeting project objectives.
References
n/a
10
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
7.2a Clarity of Project Objectives
Collect Requirements to ensure that the project team is clear on the project objectives.
Describe in more depth what the expected project benefits are and/or what problems the project is attempting to overcome.
Understand the project’s objectives helps in revising the project plan later, if necessary.
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Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Key Learnings (Purpose of this slide)
To define Collect Requirements and reinforce that the project team must be clear on the project objectives.
Presenter Notes
The project team members may describe in more depth what the expected project benefits are and/or what problems the project is attempting to overcome.
Understanding broad project objectives will help in making more-detailed decisions later.
References
n/a
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
7.2b Voice of the Customer
Use voice of the customer techniques (VOC).
Ask questions.
Place yourself in the customer’s situation.
State customer desires in operational terms.
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Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Key Learnings (Purpose of this slide)
To describe ways to collect requirements.
Presenter Notes
New product development projects, teams often use voice of the customer (VOC) techniques to elicit the benefits and features the customers want from the project outcomes, expressed in the customer’s language.
Collecting requirements is same regardless of type of project.
Generally Agile documentation is less formal, they allowing for progressive elaboration.
Good project managers know that for a project to be successful, its outcomes must be useful to the project’s clients and their customers (end-users).
References
n/a
12
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
7.2b Common Methods for Obtaining and Documenting Requirements
Meetings with Stakeholders
Interviews
Focus Groups
Questionnaires
Surveys
Observations
Prototypes
Industry Standards
Reference Documents
Market Analysis
Competitive Analysis
Client Requests
Standard Specifications
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Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Key Learnings (Purpose of this slide)
To provide examples of common methods for obtaining and documenting requirements.
Presenter Notes
The methods of developing a deep understanding of customers and their needs vary extensively from one industry to another.
References
n/a
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
7.2c Guiding Questions to Gather Input
Seek a high-level description:
What do we not understand about the feature?
What is the business reason for the feature?
What is the impact of not providing this feature?
What action items need to be accomplished if we do this?
What impact will this have on other features of the project or elsewhere?
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Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Key Learnings (Purpose of this slide)
To provide some guiding questions for how to gather Stakeholder input and needs.
Presenter Notes
Requirements can be classified as functional/technical and nonfunctional.
The first category is usually the focus of needs assessment exercises and is centered on the performance of the deliverable—such as the mechanic’s needs just described.
The second category includes characteristics of requirements such as scalability, reliability, maintainability, and testability.
The Project Manager needs to understand how a project’s success will be determined from the customer’s perspective.
The best way to gain this understanding (and to begin building a strong relationship with customers) is to directly ask customers for clarification.
The project leaders can ask the customer(s) to specify how they will judge the quality of the product or service based on both functional and nonfunctional requirements.
References
n/a
14
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 7.2 (1 of 2)
| Requirements Traceability Matrix |
| Id | Requirement | Acceptance Criteria | Type | Status | Stakeholder Group(S) | Priority | Objectives |
| 1 | The BA must be able to customize the information collected for requirements. | Stakeholder | Approved | BA | Must | PO#1 | |
| 1.1 | The system shall allow for the renaming of requirement attributes. | BA can rename an existing field. Field displays the new name on input forms. Field displays the new name on reports. | Functional | Approved | BA | Must | PO#1 |
| 1.2 | The system shall allow new requirement fields to be identified. | BA on adding a new field. BA can set field attributes. BA can indicate field lookup values. Custom field amiable for input. Custom field rabble for reports. | Functional | Approved | BA | Should | PO#1 |
| 1.3 | The system shall allow new requirement fields to be identified. | BA can enter a custom list of lookup value. Lookup fields can be provided from an external system through data interface. | Functional | Approved | BA | Should | PO#1 |
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Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Key Learnings (Purpose of this slide)
To describe a Traceability Matrix.
Presenter Notes
Gather requirements along with other related information such as acceptance criteria for each requirement, which can be either high level or very detailed using specifications in measurable terms, using a Traceability Matrix.
The requirement type suggests whether the requirement is functional, nonfunctional, or needed by a particular stakeholder.
The traceability matrix also includes the status of the requirement, its priority, and who is responsible for the requirement.
References
Exhibit 7.2: Requirements Traceability Matrix.
Source: Vicki James, PMP, CBAP, PMI-PBA, CSM, author of Leveraging Business Analysis for Project Success. 15734_ch07_rev01_239-275.indd 245 21/03/22 4:18 PM
15
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 7.2 (2 of 2)
| Requirements Traceability Matrix |
| 2 | The BA must be SA to provide different reports for different audiences. | Stakeholder | Approved | BA. Team. Sponsor. Stakeholders | Must | PO#1 | |
| 2.1 | The system shall include a base set of standard reports. | Reports include: Requirements Traceability Matrix Business Requirements Documents | Functional | Approved | BA. Team. Sponsor. Stakeholders | Must | PO#1 |
| 2.2 | The system shall allow a business analyst to filter reports based on various requirement attributes. | BA can filter a report based on Type Stakeholder Status Priority Objective | Functional | Approved | BA | Should | PO#1 |
| 2.3 | The system shall provide an option to download data to an Excel-supported file so the BA can customize. | BA can select to extract data to an Excel supported file Extracted data is formatted as a tabular data set with no row breaks | Functional | Proposed | BA | Should | PO#1 |
| 2.4 | The system shall allow for the customization of reports to include filtering and displayed fields. | BA can select fields to include or exclude in the resulting report. BA can filter reports (see 2.2.1). | Functional | Approved | BA | Should | PO#1 |
BA — Business Analyst (BA) is a person responsible for defining what will bring value to the business, ensuring requirements are fully vetted and understood, and that the solution meets expectations.1
PO#1 — Project Objective #1: “record, manage, communicate, and update requirements so that requirements can be captured once and then managed and communicated efficiently.”
Priority uses MoSCoW ratings — Must be included in the release (mandatory), Should be included in the release (highly desired), Could be included in the release (nice to have), Won’t be included in the release (out of scope)
Source: Vicki James, PMP, CBAP, PMI-PBA, CSM, author of Leveraging Business Analysis for Project Success.
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Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Key Learnings (Purpose of this slide)
To describe a Traceability Matrix.
Presenter Notes
Gather requirements along with other related information such as acceptance criteria for each requirement, which can be either high level or very detailed using specifications in measurable terms, using a Traceability Matrix.
The requirement type suggests whether the requirement is functional, nonfunctional, or needed by a particular stakeholder.
The traceability matrix also includes the status of the requirement, its priority, and who is responsible for the requirement.
References
Exhibit 7.2: Requirements Traceability Matrix.
Source: Vicki James, PMP, CBAP, PMI-PBA, CSM, author of Leveraging Business Analysis for Project Success. 15734_ch07_rev01_239-275.indd 245 21/03/22 4:18 PM
16
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 7.3
| Requirements Translated into Specifications |
| Requirements | Specifications |
| Unambiguous—not subject to interpretation | Unique set—each stated only once |
| Complete—nothing left out | Normalized—should not overlap |
| Consistent—no conflicts, which also means no duplication | Linked set—shows relationships |
| Modifiable—amenable to change | Complete—nothing left out |
| Traceable—to a customer need | Consistent—no conflicts<
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