Comptia Project+ Pk0-003 (3/10)

Front 1

Exam Essential

Describe the purpose of a Scope Statement

Back 1

A scope management plan:
1. Documents the procedures for preparing the project scope statement and WBS
2. Defines how the deliverables will be verified
3. Describes the process for controlling scope change requests.

Front 2

Exam Essential

Understand the purpose of the Scope Statement

Back 2

1. The scope statement is the basis of the agreement
2. between the project and the customer
3. concerning what comprises the work of the project.

1. It defines the deliverables and success criteria
2. that will meet those objectives.

Front 3

Exam Essential

Be able to list the components of a Scope Statement

Back 3

The scope statement includes:
• Product description
• Key deliverables
• Success and acceptance criteria
• Key performance indicators
• Exclusions
• Assumptions
• constraints

Front 4

Key Terms

Deliverables

Back 4

Deliverables are:
• Measureable outcomes,
• Measureable results, or
• Specific items.
That must be produced to consider the project complete.

Front 5

Exam Essential

Know how to define and create a work breakdown structure.

Back 5

The WBS is a deliverable-oriented hierarchy that describes the work required to complete the project.
• The WBS is a multilevel tree diagram that
• starts with the project,
• includes the major deliverable
• and decomposes the major deliverables into smaller units of work
• to the point where time and cost estimates can be provided and resource assigned.

Front 6

Exam Essential

Understand the levels in a WBS

Back 6

1. The highest level of the WBS is the Project Name.

2. The major deliverables, project phases or sub-projects make up the next level.

3. The number of levels in the WBS will vary by project.

4. The lowest level of the WBS is a work package.

Front 7

Exam Essential

Describe a WBS dictionary

Back 7

The WBS Dictionary describes each of the deliverables and their components and includes:
• Code of accounts identifier
• Description of the work of the component
• Organization responsible for completing the component
• Cost estimates
• Resources
• Criteria for acceptance
• Any other information that helps clarify the deliverables.

Front 8

Key Terms

Acceptance Criteria

Back 8

Requirements and conditions that must be met before the project deliverables are formally accepted.

Also known as Success Criteria
 

Front 9

Key Terms

Code of Accounts

Back 9

Collectively, the unique numeric identifiers assigned to each component of the WBS, which is used by the char of accounts to track costs by category.

Front 10

Key Terms

Critical Success Factors

Back 10

Elements that must be completed accurately and on schedule in order for the project to be considered complete.

Critical success factors that are not satisfactory can lead to project failure.

Front 11

Key Terms

Decomposition

Back 11

Breaking the project deliverables into smaller, more manageable components, so work packages can be planned and estimated.

Front 12

Key Terms

Order of Magnitude
 

Back 12

Completed during the initiating phase, it is a high-level estimate that assigns a cost estimate range to the project based on a completed similar project.

This estimate typically falls between -25% and +75% of the actual budget.

Front 13

Key Terms

Product Description

Back 13

An explanation of the major characteristics of the product including an explanation of why the product meets the business needs.

Also known as high-level requirements.

Front 14

Key Terms

Project Scope Statement

Back 14

The planning process to develop the scope statement and determine the work of the project.

It documents the project objectives, the deliverable and the work required to produce the deliverables.

It tells everyone concerned with the project exactly what they’re going to get when the work is finished.
 

Front 15

Key Terms

Scope

Back 15

The description of the work involved to complete the project.
Includes identifying:
• the problem the project addresses
o including the goals and objectives,
• measures of success and risks,
• obstacles and assumptions that may affect the project outcome.
It defines what is included in the project and what is not.

Front 16

Key Terms

Scope Creep

Back 16

• Minor changes or small additions to the project
• Made outside of the formal scope change process
• Causing the project scope to grow and change

Front 17

Key Terms

Scope Management Plan
 

Back 17

Defines the process for preparing the scope statement and the WBS.

Also documents the process that manages project scope and changes to project scope.
 

Front 18

Key Terms

Scope Planning

Back 18

The planning process to develop the scope statement and determine the work of the project.

It includes defining:
1. Scope management plan
2. The scope statement
3. Work Breakdown structure (WBS)
4. WBS dictionary
 

Front 19

Key Terms

Work Package Level
 

Back 19

The lowest level of the WBS. Includes activities required to fulfill a project deliverable or other project work.
 

Front 20

Key Terms

Work Breakdown Structure (WBS)

Back 20

A deliverable-oriented hierarchy that defines the total work of the project.

Each level has more detailed information than the previous.

Front 21

What are the three components of scope planning?
 

Back 21

• Scope Management Plan
• Scope Statement
• Work Breakdown Structure
 

Front 22

After the project charter is approved what is a project managers next step?

Back 22

Hold a project kick-off meeting.

Front 23

Who should be invited to the kick-off meeting?
 

Back 23

• Project sponsor
• Key Project team members
• Key stakeholders

Front 24

What elements should the scope management plan contain?

Back 24

• How you’ll prepare the project scope statement
• How you’ll create the work breakdown structure
• How deliverables will be verified for accuracy
o And the process used for accepting deliverables
• The the process for controlling scope change requests
o including the procedure for requesting changes and how to obtain a change request form.

Front 25

What is the key to managing scope creep?
 

Back 25

Describing how you’ll handle it within the scope management plan.
 

Front 26

What are the key items to consider when developing a scope management plan?
 

Back 26

1. Stability of the scope
Do stakeholders agree? Are there any major gaps in the product description?
2. Impact of scope change
Do you have a dictated finish date? Is your budget flexible?
3. Scope change process
Do you have a change request form? Do team members know not to make changes without the form?

Front 27

What are the minimum requirements of a scope change process?
 

Back 27

• A change request form
• An analysis of the impact of the request on the scope, budget, schedule and quality of the project
• An approval process to accept or reject requests
• A communication plan
• A method to incorporate approved changes into the project plan

Front 28

What is the biggest benefit of good scope planning?

Back 28

Helps ensure that all the work required to complete the project is agreed on and clearly documented.
 

Front 29

Any major deliverable, feature, or function that is not documented in the scope statement is…

Back 29

Not part of the project.
 

Front 30

Key Terms

Objectives

Back 30

Objectives describe the overall goal the project hopes to achieve. Objectives, like deliverables, should also be measureable and verifiable. Objectives are often time-bound.

Front 31

Key Terms

Final acceptance criteria

Back 31

The criteria that describes how you’ll determine whether the entire project is complete and meets expectations.
 

Front 32

Key Terms

Key Performance Indicator

Back 32

Help you determine whether the project is on track and progressing as planned.

KPIs can be monitored incrementally to determine performance and alert you that you must take action to get the project back on track.

Front 33

Key Terms

Exclusions From Scope

Why is it important to document exclusions from scope?
 

Back 33

Anything that isn’t included as a deliverable or work of the project.

So there are no misunderstanding about features or deliverables once the product/service is complete.

Front 34

Key Terms

Assumptions

What is the problem with assumptions in project management?

Back 34

An assumption is an action, condition or event that is believed to be true.

You may not have a common understanding of them among all project team members or stakeholders.
 

Front 35

Key Terms

Constraints

Back 35

Anything that restricts or dictates the actions of the project team.

Examples:
• Budget
• Time
• Cost

Front 36

Why is it important to hold a project team meeting before obtaining approval on the scope statement?
 

Back 36

To make sure that everyone is in agreement and there are no unresolved issues or missing information.

This will also ensure everyone is on the same page and prevent later misunderstandings of the project scope.
 

Front 37

When submitting the scope statement to stakeholders, including the sponsor, what should be attached to the back of it?

Back 37

A sign-off and approval sheet.
 

Front 38

If any changes are made to the scope statement during the review with the stakeholders, what should the project manager do?

Back 38

Call a follow-up meeting with the project team members to cover the changes and discuss the impact on the project.

Front 39

How does the work breakdown structure (WBS) help establish time estimates, resource alignments and cost estimates?

Back 39

It is easier to assign estimates to the smaller work package items of the WBS.
 

Front 40

How is the WBS typically displayed?

Back 40

As a graphical depiction.

Tree design or an outline form

Front 41

How is the WBS different than the scope statement?
 

Back 41

It contains more details than the project scope statement and helps further clarify the magnitude of the project deliverables.
 

Front 42

Who should a project manager involve in decomposing the major project deliverables?

Back 42

Some of the more experienced team members

Front 43

What is the lowest level of the WBS called?

Back 43

The work package level.

Front 44

What is the topmost level of the WBS usually consist of?
 

Back 44

The project name

Front 45

After the project name, what does the second level of the WBS usually consist of?
 

Back 45

• Major deliverables;
• Project Phases; or
• Sub-projects
 

Front 46

What should be assigned to each level and component of the WBS?
 

Back 46

A unique identifier, usually a number.

Front 47

Why is having unique identifiers important when creating the WBS levels?
 

Back 47

These levels are usually associated with the chart of accounts

Front 48

What are the 6 guidelines for creating a WBS?
 

Back 48

1. Recruit knowledgeable resources to participate
2. Work through all level 2 items before starting the next level
3. Each item in a lower level is a component of the level above
4. Define the work package level
5. Do not create a to-do list (assign work packages)
6. Use the appropriate number of levels

Front 49

What is the primary goal of creating the WBS?
 

Back 49

To define the work package level, which is used to estimate time, resources required and budget.
 

Front 50

What are the benefits of a WBS?

Back 50

1. An input to numerous project management processes
2. Tool for team building and team communication
3. Teams can see the big picture and understand their part
4. Helps clarify the impact of individual team members
5. Help bring new team members up to speed
6. Prevent critical work from being overlooked
7. Help control change; teams are less likely to stray from scope
8. Useful to discuss staffing requirements and budgets
9. Communicating with customers and stakeholders
10. Convey the need for communicating at all levels of the project

Front 51

What is the purpose of the WBS dictionary?

Back 51

It serves as a reference point for all team members regarding the WBS