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DOMAIN COVERED IN THIS CHAPTER INCLUDES THE FOLLOWING: Assess detailed project requirements, constraints, and assumptions with stakeholders based on the project charter, lessons learned from previous projects, and the use of requirementgathering techniques (e.g., planning sessions, brainstorming, focus groups) in order to establish the project deliverables. Create the work breakdown structure with the team by deconstructing the scope in order to manage the scope of the project. Knowledge and Skills: Requirements gathering techniques Work breakdown structure (WBS) tools and techniques Scope management techniques Elements, purpose, and techniques of project planning Great job! Youve successfully completed the project Initiating processes and published the project charter and the stakeholder register. The project is officially under way. Stakeholders have been identified and informed of the project, you have management buy-in on the project, the project manager has been assigned, and the project objectives and description have been identified. A solid foundation for the planning process is in place. In this chapter, we will begin the Planning processes for the project. In fact, I will continue discussing the Planning processes through Chapter 7, Planning Project Resources. Planning is a significant activity in any project and, if done correctly, will go a long way toward ensuring project success. This chapter begins with the Develop Project Management Plan process. This process will describe the overall approach youll use to manage the project. The result of this process is the project management plan document that describes how youll execute, monitor, and control the project outcomes as the project progresses and how youll close out the project once it concludes. Then youll move on to the Plan Scope Management process. Here we will examine documenting a plan that outlines how to define, validate, and control the project scope. The Collect Requirements process is next. During this process quantified requirements are gathered and documented to assure stakeholder needs are met and expectations are managed. During the Define Scope process, youll use the project charter and the requirements documentation plus some other inputsand then apply the tools and techniques of this process to come up with the project scope statement. Ill talk in depth about project objectives, requirements, constraints, assumptions, and other elements of writing the project scope statement, which is an output of this process. Once you have the deliverables and requirements well defined, youll begin the process of breaking down the work of the project via a work breakdown structure (WBS). Youll accomplish this task in the Create WBS process. The WBS defines the scope of the project and breaks the work down into components that can be scheduled and estimated as well as easily monitored and controlled. Summary chapter 3 Sybex This chapter started you on the road to project planning via the Develop Project Management Plan process, the Plan Scope Management process, the Collect Requirements process, the Define Scope process, and the Create WBS process. We covered a lot of material in this chapter. Everything youve learned so far becomes the foundation for further project planning. The output of the Develop Project Management Plan process is the project management plan, which is concerned with defining, coordinating, and integrating all the ancillary project plans and baselines. The purpose of this plan is to define how the project is executed, how its monitored and controlled, and how its closed. The primary output of the Plan Scope Management process is the scope management plan. This plan is an element of the project management plan that describes how the project team will go about defining project scope, verifying the work of the project, and managing and controlling scope.

The Collect Requirements process involves gathering and documenting the requirements of the project. Its important that requirements be measurable, traceable, testable, and so on. Measurement criteria for project requirements are agreed upon by the stakeholders and project manager. Additionally, requirements should be tracked in a traceability matrix that documents where they originated, the results of the tests, the priority of the requirement, and more. The project scope statement is produced during the Define Scope process. It describes the project deliverables. The scope statement, along with the WBS and WBS dictionary, forms the scope baseline that youll use to weigh future project decisions, most particularly change requests. The scope statement contains a list of project deliverables that will be used in future Planning processes. The project scope statement contains many elements, including product scope description, product acceptance criteria, deliverables, exclusions from scope, constraints, and assumptions. Constraints restrict or dictate the actions of the project team. Constraints usually involve time, cost, and scope but can also include schedules, technology, quality, resources, risk, and more. Assumptions are things believed to be true. Youll want to document project assumptions and validate them as the project progresses. A WBS is a deliverable-oriented hierarchy of project essentials. The highest levels of the WBS are described using nouns, and the lowest levels are described with verbs. Each element in the WBS has its own set of objectives and deliverables that must be met in order to fulfill the deliverables of the next highest level and ultimately the project itself. In this way, the WBS validates the completeness of the work. The lowest level of the WBS is known as the work package level. This breakdown allows the project manager to determine cost estimates, time estimates, resource assignments, and quality controls. Exam Essentials Be able to state the purpose of the Develop Project Management Plan process. It defines, coordinates, and integrates all subsidiary project plans. Understand the purpose of the project scope statement. The scope statement serves as a common understanding of project scope among the stakeholders. The project objectives and deliverables and their quantifiable criteria are documented in the scope statement and are used by the project manager and the stakeholders to determine whether the project was completed successfully. It also serves as a basis for future project decisions. Be able to define project constraints and assumptions. Project constraints limit the options of the project team and restrict their actions. Sometimes constraints dictate actions. Time, budget, and scope are the most common constraints. Assumptions are conditions that are presumed to be true or real. Be able to describe the purpose of the scope management plan. The scope management plan has a direct influence on the projects success and describes the process for determining project scope, facilitates creating the WBS, describes how the product or service of the project is verified and accepted, and documents how changes to scope will be handled. The scope management plan is a subsidiary plan of the project management plan. Be able to define a WBS and its components. The WBS is a deliverable-oriented hierarchy. It uses the deliverables from the project scope statement or similar documents and decomposes them into logical, manageable units of work. The first level of decomposition is the major deliverable level or subproject level, the second level of decomposition is a further elaboration of the deliverables, and so on. The lowest level of any WBS is called a work package. Key Terms Planning, planning, planning . . . I cant stress enough how important the planning processes are to a successful project. In this chapter, you learned about the processes involved in developing your project scope statement. Understand these processes well, and know them by the names used in the PMBOK Guide: Develop Project Management Plan Plan Scope Management Collect Requirements Define Scope

Create WBS Before you take the exam, also be certain you are familiar with the following terms: acceptance criteria project management information system (PMIS) alternatives generation project management plan approval requirements project scope statement assumptions requirements code of accounts requirements management plan constraints rolling wave planning critical success factors scope decomposition scope baseline deliverables scope management plan objectives WBS dictionary product analysis work breakdown structure (WBS) product scope description work packages project exclusions