Main processes Planning scope management: determining how the project’s scope and requirements will be managed Collecting requirements: defining and documenting the features and functions of the products produced during the project as well as the processes used for creating them Defining scope: reviewing the project charter, requirements documents, and organizational process assets to create a scope statement Creating the WBS: subdividing the major project deliverables into smaller, more manageable components Validating scope: formalizing acceptance of the project deliverables Controlling scope: controlling changes to project scope throughout the life of the project
Scope management plan contents Prepare a detailed project scope statement Create a WBS Maintain and approve the WBS Obtain formal acceptance of the completed project deliverables Control requests for changes to the project scope
Work Breakdown Structure (WBS) is a deliverable-oriented grouping of the work involved in a project that defines the total scope of the project Foundation document that provides the basis for planning and managing project schedules, costs, resources, and changes
Project time management processes Planning schedule management Defining activities Sequencing activities Estimating activity resources Estimating activity durations Developing the schedule Controlling the schedule
Elements of a schedule management plan Project schedule model development Scheduling methodology Level of accuracy and units of measure Control thresholds Rules of performance measurement Reporting formats Process descriptions
Important tools and techniques Gantt charts Critical path analysis Critical chain scheduling PERT analysis
Main techniques for shortening schedules Shortening durations of critical activities/tasks by adding more resources or changing their scope Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost Fast tracking activities by doing them in parallel or overlapping them
It is important to update the schedule with actual data Note actual activity durations as they are completed Revise estimates for activities in progress Monitor changes to make informed decisions
Other knowledge points are reviewed in the calculation question record
Project cost management includes the processes required to ensure that the project is completed within an approved budget Planning cost management: determining the policies, procedures, and documentation that will be used for planning, executing, and controlling project cost Estimating costs: developing an approximation or estimate of the costs of the resources needed to complete a project Determining the budget: allocating the overall cost estimate to individual work items to establish a baseline for measuring performance Controlling costs: controlling changes to the project budget
Project cost management is a traditionally weak area of IT projects Project managers must understand several basic principles of cost management to be effective in managing project costs
Main processes
Plan cost management Estimate costs Determine the budget Control costs
Several software products can assist with project cost management
Other knowledge points are reviewed in the calculation question record
Project quality management ensures the project will satisfy the needs for which it was undertaken
Project quality management processes Planning quality management: identifying which quality standards are relevant to the project and how to satisfy them; a metric is a standard of measurement Managing quality: translating the quality management plan into executable quality activities Controlling quality: monitoring specific project results to ensure they comply with the relevant quality standards
Basic tools of quality that help in performing quality control Cause-and-effect diagrams Control chart Checksheet Scatter diagram Histogram Pareto chart Flowcharts/run charts
Many IT professionals think of testing as a stage that comes near the end of IT product development Testing needs to be done during almost every phase of the systems development life cycle, not just before the organization ships or hands over a product to the customer