Pmbok Book Chapter 5

Front 1

Define: Chart of Accounts

Back 1

The financial numbering system used to monitor project costs by category. It is usually related to an organization's general ledger.

Front 2

Define: Code of Accounts

Back 2

The numbering system for providing unique identifiers for all items in the WBS.

It is hierarchical and can go to multiple levels, each lower level containing a more detailed description of a project deliverable.

The WBS contains clusters of elements that are child items related to a single parent element; for example, parent item 1.1 contains child items 1.1.1, 1.1.2 and 1.1.3.

Front 3

Define: Control Account Plan (CAP) and 3 things it integrates.

Back 3

The point at which integration of scope, budget and schedule takes place and at which performance is measured.

Front 4

Define: Decomposition

Back 4

The process of breaking down a project deliverable into smaller, more manageable components. In the "Create WBS" process, the results of decomposition are deliverables, whereas in the activity definition process (PMBOK Guide, Time Management Section 6.1) project deliverables are further broken down into schedule activities.

Front 5

Define: 3 things the Scope Baseline will include.

Back 5

The approved detailed project scope statement along with the WBS and WBS dictionary.

Front 6

Define: Work Breakdown Structure (WBS)

Back 6

A framework for defining project work into smaller, more manageable pieces, it defines the total scope of the project using descending levels of detail.

Front 7

Define: WBS Dictionary (2 things it contains)

Back 7

Houses the details associated with the work packages and control accounts. The level of detail needed will be defined by the project team.

Front 8

Define: Work Package (name 2 facts)

Back 8

The lowest level of a WBS; cost estimates are made at this level.

Front 9

Describe Scope Planning in the Scope Management k.a. What 3 things does it use as input?

Back 9

This process defines the activities needed to determine and manage the project scope.

It uses the project charter, the preliminary project scope statement and the project management plan to develop the scope management plan.

Front 10

Describe Scope Definition in the Scope Management k.a.

Back 10

Although a preliminary scope statement was prepared in the develop project charter process, it is refined here with additional information about the project.

Front 11

Describe Create WBS in the Scope Management k.a.

Back 11

In order to understand further and define the work of the project, it must be broken down into smaller, more manageable components.

The resulting deliverable-oriented hierarchical structure in known as the Work Breakdown Structure (WBS).

The lowest levels of the WBS are the planned units of work the project team must execute in order to achieve the project objectives and results.

Front 12

Describe Scope Verification in the Scope Management k.a.

Back 12

The process of getting formal acceptance of the project scope from stakeholders who may be the project sponsor, clients or customers.

Front 13

Describe Scope Control in the Scope Management k.a. (outputs? what 4 things need to adjust if scope changes?)

Back 13

Requested scope changes and recommended corrective actions are the primary outputs of scope control.

Frequently, a scope change also requires adjustments to project objectives, cost, time and quality.

Therefore, a scope change usually means changes to the characteristics of an item or system where replanning would be necessary.

Front 14

What is the purpose of the Scope Management Plan and what 4 things does it help to avoid?

Back 14

The scope management plan is an important document that assists the project manager in communication, thereby lessening possible future issues of scope creep, project changes, conflict issues and project risks.

Front 15

What are 4 things about the purpose and contents of the Scope Statement?

Back 15

It provides the basis for agreement on project scope between the project team and the customer.
A detailed project scope statement:
1. Provides documentation for future project decisions
2. Can have multiple levels as project work goes through decomposition
3. Is refined or revised to reflect approved changes to the scope of the project
4. Is referred to in some organizations as the scope of work or statement of work (SOW)

Front 16

What is the difference between a Change Ctrl System and a Cfg Mgmt System?

Back 16

The Change Control System defines the procedures by which project scope may be changed.

It differs from a Configuration Management (CM) System which provides the procedures for the identification, documentation and verification of the integrity of project work products.

Front 17

Describe the Influence Curve

Back 17

It demonstrates that the ability of a stakeholder to influence a scope change is high at the beginning of a project and decreases as the project progresses.

Conversely, the impact or cost of a scope change is low at the beginning of a project and increases as the project progresses

Front 18

In the project context, the term "scope" may refer to what 2 things? What are results measured against for each?

Back 18

1. Product scope, which consists of the features and functions of a product or service, with results measured against the product requirements
2. Project scope, which describes the work that must be done to deliver a product, with completion being measured against the project management plan

Front 19

Name 6 things about the Scope Mgmt Plan.

Back 19

1. Describes how project scope will be managed
2. Describes how scope changes will be identified and classified
3. Describes how scope changes will be integrated
4. Could be formal or informal
5. Can be very detailed, if necessary
6. Is a subsidiary component of the project management plan

Front 20

What are 5 pieces of information that the scope stmt contains for the customer to document agreement?

Back 20

The scope statement contains enough information to allow stakeholders to document their agreement on the:
1. Project's justification
2. Project's product
3. Project's deliverables
4. Project's objectives
5. Project acceptance criteria

Front 21

PMI advocates project objectives that follow what guidelines?

Back 21

PMI advocates project objectives that follow the SMART guideline. That is, objectives must be:
Specific — clear with no ambiguity
Measurable — with quantifiable indicators of success
Assignable — with responsibility resting on an individual or organization
Realistic — achievable within the constraints
Timely — with specific duration and due dates

Front 22

What are the 3 primary outputs of the Create WBS process in the Scope Mgmt k.a.?

Back 22

1. The WBS
2. WBS dictionary
3. The scope baseline

Front 23

Name 4 things a WBS provides/defines

Back 23

1. Breaks the project into smaller pieces, those at the lowest level being known as work packages
2. Defines the total scope of the project using descending levels of detail
3. Is deliverable oriented
4. Contains items that are assigned unique identifiers (i.e., Code of Accounts)

Front 24

Name 11 benefits of using a WBS.

Back 24

1. Facilitates communication and a common understanding of project scope
2. Provides a framework for project identification
3. Brings focus to project objectives
4. Forces a breakdown of project work into smaller work packages that are more easily assigned and tracked
5. Creates work packages that are small enough for more accurate estimates
6. Identifies holes or weak areas of project scope requirements
7. Facilitates performance measurement
8. Clearly defines responsibilities
9. Facilitates progress status reporting, problem analysis and the tracking of time, cost and performance
10. Allows for improved handling of change control requests
11. Is available for reuse with appropriate modifications for similar projects

Front 25

What are are 4 guidelines for developing a WBS?

Back 25

1. Utilize the project team for help
2. Identify higher levels before breaking down into more detailed levels
3. Know that some components will break down into more detailed levels than others
4. Work down toward tangible deliverables (work packages), keeping in mind that:
- The effort to produce the deliverable can be confidently estimated
- The types of skills required for the deliverable can be evaluated
- Required resources can be determined
- Costs can be determined and confidently estimated
- The deliverable can be easily tracked

Front 26

What are 5 examples of names of WBS levels?

Back 26

1. Program
2. Project
3. Work Package is the lowest-level item of the WBS. Cost estimates are made at this level; it is sometimes stipulated that a work package is not more that 80 hours of effort. Work packages assist risk identification and may be broken down further during the activity definition process into schedule activities and even smaller tasks.
4. Schedule Activity is a further subdivision of the work package
5. Task is work not necessarily listed in the WBS and is the lowest level of effort on the project

Front 27

What are 5 planning processes to which WBS provides input?

Back 27

1. Scope control
2. Activity definition
3. Cost estimating
4. Cost budgeting
5. Plan purchases and acquisitions.

Front 28

What are 3 facts about a Control Account Plan?

Back 28

1. All earned value performance measurement in a project should take place at the Control Account Plan level.
2. It is the building block of performance measurement.
3. The sum of the Control Account Plans will add up to the total project value.

Front 29

What are 8 facts about Scope Verification?

Back 29

1. It includes the review of work results by conducting audits, reviews and inspections
2. Similar to the perform quality control process as both involve checking work products
3. Different from the perform quality control process because it focuses on the acceptance criteria of the deliverables (i.e., the scope of work) instead of the correctness of the deliverables
4. Often performed in parallel with the perform quality control process
5. A determination of whether work results conform to requirements
6. The documentation of the completion of deliverables
7. Getting formal signoff
8. Repeated at the end of each project phase