- Cost estimates and time estimates are derived from the WBS in the Scope Definition process, not from the scope statement. It won't neccessarily be difficult to derive the cost and time estimates though they may be incorrect.
- Although changes may be initiated verbally, they should be recorded in written form and entered into the change management and/or configuration management system.
- Every documented change request needs to be either approved or rejected by a responsible individual, usually the project sponsor or project manager.
- Some of the configuration management activities included in the Perform Integrated Change Control process are as follows:
1. Configuration identification
2. Configuration status accounting
3. Configuration verification and audit
- A project manager is in the final closure phase of the project. At first, he should measure project scope against project management plan .
- The code of accounts is the unique numbering system for each element in the WBS. The WBS is finalized by assigning each work package to a control account and establishing a unique identifier for that work package from a code of accounts.
- Configuration management is a procedure to identify and document the functional and physical characteristics of an item or system and ensure the deliverable reflects all implemented changes.
- The change log is used to log all change requests - approved and rejected changes.Along with the changes their impact to cost , time and risk details are also documented.
- Go through PMI PMP Exam Outline
- Phase-end lessons learned sessions provide a good team building exercise for project staff members.
- Customer or sponsor approval may be required for certain change requests after CCB approval, unless they are part of the CCB.
- Change control board is: Group of stakeholders, team leads, executives who decide on which changes to accept/reject
- Project selection tool - 1) Net Present Value 2) Payback period 3) Scoring Model
- Cost benefit Analysis - Tools used in Plan Quality process.
- Facilitation Techniques - Tools for integrating knowledge area - Develop project charter; Develop project management plan
- Facilitated Workshop - Tools for Scope Knowledge area - Collect requirements; Define scope
- Quality Function Deployment (QFD) is an example of "Facilitated workshop"
- Document Analysis is TT of Collect Requirements
Scope validation: formalizing acceptance of the completed project deliverables
Scope control: monitoring the status of the project & product scope, and making sure the changes to the scope baseline are done through the formal change control process
- The focus of validating scope is accepting the deliverables; controlling quality is concerned with the correctness of the deliverables (i.e., meeting the quality requirements for the deliverables).
# Similarities between Control Quality and Validate Scope
Both processes belong to the monitor and control process group.
Both processes involve inspection and review of deliverables.
# Differences between Control Quality and Validate Scope
Control quality is performed internally by the project manager with the quality management team, while validate scope is performed by the client with the project manager.
Control quality checks whether the product is produced in the right way, and validate scope is concerned with producing the right product.
The control quality process is performed to ensure that product is ready to be delivered while validate scope process gets the formal acceptance from the client after delivering the product.
Control quality is usually performed during the project execution, and validate scope is performed at the end of the phase or project.
The objective of the control quality process is to make sure the product is defect free, and fulfills all its requirements. On the other hand, the purpose of the validate scope process is to get formal acceptance of the product from the client.
# Since there are limited resources such as human, time, money, etc., we cannot work on infinite number of projects at the same time.
Opportunity cost is a concept to help you judge which project(s) to take and which project(s) NOT to take based on the relative potential returns of the project(s).
For example:
Project A has a potential return of $25,000
Project B has a potential return of $20,000
Project C has a potential return of $10,000
The opportunity cost for selecting Project A for completion over Project B and C will be $20,000 (the “potential loss” of not completing the second best project).
- Phase exits, Phase gates, Decision gates, Stage gates, and Kill points are one and the same. It is the point in time during the execution phase of the project where the stakeholders or the sponsor review the progress and decide on whether to continue or kill the project.
Project Selection (NPV, CBR) etc.:
https://edward-designer.com/web/pmp-benefit-analysis-concepts/
https://edward-designer.com/web/pmp-benefit-analysis-concepts-2/
- Administrative closure is done only once per phase or once for the project - while Procurement closure can be done as many times as needed depending on the number of contracts
- Failure Mode and Effect Analysis (FMEA)
FMEA is a very simple qualitative technique which involves brainstorming with experts and listing their comments in a table format.
It is similar to the process of creating a probability and impact matrix.
In this technique, experts identify possible causes for product failure, the chances of these failures happening, the impact of these failures, how easy it is to detect failure, etc.
FMEA is a proactive technique which helps you identify potential defects and failures before they occur. This is a fantastic qualitative technique, and if used correctly and consistently can bring many benefits to your organization.
Value Analysis - Cost reduction tool that considers whether function is really necessary and whether it can be provided at a lower cost without degrading performance or quality. Finding the least expensive way to do the scope of work.
Regression Analysis - Statistical technique graphically represented on scatter diagram
- Although changes may be initiated verbally, they should be recorded in written form and entered into the change management and/or configuration management system.
- Every documented change request needs to be either approved or rejected by a responsible individual, usually the project sponsor or project manager.
- Some of the configuration management activities included in the Perform Integrated Change Control process are as follows:
1. Configuration identification
2. Configuration status accounting
3. Configuration verification and audit
- A project manager is in the final closure phase of the project. At first, he should measure project scope against project management plan .
- The code of accounts is the unique numbering system for each element in the WBS. The WBS is finalized by assigning each work package to a control account and establishing a unique identifier for that work package from a code of accounts.
- Configuration management is a procedure to identify and document the functional and physical characteristics of an item or system and ensure the deliverable reflects all implemented changes.
- The change log is used to log all change requests - approved and rejected changes.Along with the changes their impact to cost , time and risk details are also documented.
- Go through PMI PMP Exam Outline
- Phase-end lessons learned sessions provide a good team building exercise for project staff members.
- Customer or sponsor approval may be required for certain change requests after CCB approval, unless they are part of the CCB.
- Change control board is: Group of stakeholders, team leads, executives who decide on which changes to accept/reject
- Project selection tool - 1) Net Present Value 2) Payback period 3) Scoring Model
- Cost benefit Analysis - Tools used in Plan Quality process.
- Facilitation Techniques - Tools for integrating knowledge area - Develop project charter; Develop project management plan
- Facilitated Workshop - Tools for Scope Knowledge area - Collect requirements; Define scope
- Quality Function Deployment (QFD) is an example of "Facilitated workshop"
- Document Analysis is TT of Collect Requirements
Scope validation: formalizing acceptance of the completed project deliverables
Scope control: monitoring the status of the project & product scope, and making sure the changes to the scope baseline are done through the formal change control process
- The focus of validating scope is accepting the deliverables; controlling quality is concerned with the correctness of the deliverables (i.e., meeting the quality requirements for the deliverables).
# Similarities between Control Quality and Validate Scope
Both processes belong to the monitor and control process group.
Both processes involve inspection and review of deliverables.
# Differences between Control Quality and Validate Scope
Control quality is performed internally by the project manager with the quality management team, while validate scope is performed by the client with the project manager.
Control quality checks whether the product is produced in the right way, and validate scope is concerned with producing the right product.
The control quality process is performed to ensure that product is ready to be delivered while validate scope process gets the formal acceptance from the client after delivering the product.
Control quality is usually performed during the project execution, and validate scope is performed at the end of the phase or project.
The objective of the control quality process is to make sure the product is defect free, and fulfills all its requirements. On the other hand, the purpose of the validate scope process is to get formal acceptance of the product from the client.
# Since there are limited resources such as human, time, money, etc., we cannot work on infinite number of projects at the same time.
Opportunity cost is a concept to help you judge which project(s) to take and which project(s) NOT to take based on the relative potential returns of the project(s).
For example:
Project A has a potential return of $25,000
Project B has a potential return of $20,000
Project C has a potential return of $10,000
The opportunity cost for selecting Project A for completion over Project B and C will be $20,000 (the “potential loss” of not completing the second best project).
- Phase exits, Phase gates, Decision gates, Stage gates, and Kill points are one and the same. It is the point in time during the execution phase of the project where the stakeholders or the sponsor review the progress and decide on whether to continue or kill the project.
Project Selection (NPV, CBR) etc.:
https://edward-designer.com/web/pmp-benefit-analysis-concepts/
https://edward-designer.com/web/pmp-benefit-analysis-concepts-2/
- Administrative closure is done only once per phase or once for the project - while Procurement closure can be done as many times as needed depending on the number of contracts
- Failure Mode and Effect Analysis (FMEA)
FMEA is a very simple qualitative technique which involves brainstorming with experts and listing their comments in a table format.
It is similar to the process of creating a probability and impact matrix.
In this technique, experts identify possible causes for product failure, the chances of these failures happening, the impact of these failures, how easy it is to detect failure, etc.
FMEA is a proactive technique which helps you identify potential defects and failures before they occur. This is a fantastic qualitative technique, and if used correctly and consistently can bring many benefits to your organization.
Value Analysis - Cost reduction tool that considers whether function is really necessary and whether it can be provided at a lower cost without degrading performance or quality. Finding the least expensive way to do the scope of work.
Regression Analysis - Statistical technique graphically represented on scatter diagram
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