Which document contains the information that describes how the formal verification and acceptance of the project deliverables will be obtained?
|
For the PMP Certification Exam, you should know that Validate Scope means that you’re receiving formal acceptance of project deliverables. To accept the deliverables, the customer should look at the scope baseline and the requirements. These documents contain all the detailed information about each deliverable. As a
refresher, you would have the following information: Scope management plan: Contains information on how you will validate each deliverable Scope statement: Describes product deliverables and their acceptance criteria Work breakdown structure (WBS): Identifies all the deliverables WBS dictionary: Provides a detailed technical description of each deliverable in the WBS Requirements
documentation: Lists all the technical requirements, product requirements, business requirements, and so forth Requirements traceability matrix: Links requirements to their origin and may have information on how the requirement will be verified The project manager (or the delegated representative) should inspect the verified deliverables and/or the work performance data and compare them with the information in the documents listed in the preceding
list. The only technique used for validating scope is inspection. Inspection entails reviewing the deliverables to make sure they meet the stakeholder needs. There are many ways to do this: Test. For quantifiable requirements, you can measure. This is good for size, weight, and speed. Examine. For those requirements you can validate by a visual inspection, you can examine the deliverable. Analysis. This method is used if you can’t see
what is happening, but you can infer from the result that things work correctly. Demonstration. For deliverables that need to perform one or more steps, you can demonstrate the steps. Take a look at how you could use each of these methods with a childcare center example: You can test how the security system works by making sure the cameras cover the area you need and that the alarm company is notified when the perimeter is breached. You can examine the furniture and equipment to make sure that it’s child-size and safe. You can analyze the enrollment software to see that it performs as promised. You can demonstrate that the security system cameras and motion detectors show up in the correct locations on the computer screens and that they correctly represent the physical layout of the childcare center. You should conduct validation throughout the project. You can do it as
deliverables are completed, at phase gates, or at milestones. For the childcare center, you could perform validation at the following points: Meet with the parents to gather requirements. After the blueprints are complete, show the parents how the blueprints meet the requirements. Do a walk-through when the rough construction work is done to validate that construction is consistent with the blueprints. Do a final walk-through to gain
final acceptance that the final build-out is acceptable. At each inspection, you would receive sign-off from a parent representative, the project team member in charge of engineering and construction, and the project manager. One tool that can help you is a Product Acceptance form, which can track verification information, such as Requirement Verification method Acceptance criteria Status Signature When all the deliverables are signed off, you can move to the Close Project or Phase process. Those deliverables that meet the acceptance criteria are formally signed off by the customer. Those that don’t will require a change request for defect repair. You should note why the deliverables were not accepted as well as the subsequent follow-up actions. A defect repair is a type of change request. A defect repair is “A formally documented identification of a defect in a project component with a recommendation to either repair the defect or completely replace the component.” About This ArticleThis article can be found in the category:
Project Scope Management refers to the set of processes that ensure a project’s scope is accurately defined and mapped. Scope Management techniques enable project managers and supervisors to allocate the right amount of work necessary to successfully complete a
project—concerned primarily with controlling what is and what is not part of the project’s scope. For a project manager, scope knowledge area is critical, and the Project Management Institute (PMI)® emphasizes this. Scope refers to the detailed set of deliverables or features of a project. These deliverables are derived from a project’s requirements.
PMBOK® defines Project Scope as the “The work that needs to be accomplished to deliver a product, service, or result with the specified features and functions.” Following are the three processes of Project Scope Management: If you are managing a project, keeping an eye on the expectations of
stakeholders and clients can be one of the most challenging tasks. But with a clear scope and set timeline, a project manager can more easily ensure that deadlines are met and time is efficiently used throughout the life cycle of the project. Project scope management helps avoid a number of common problems such as: Scope management is a necessity for long-term project management. It allows an estimation of how much time, labor, and money will be necessary for accomplishing the
project. Scope is a critical component of project management; it sets parameters for the changing aspects of the project life cycle. The scope of a project is the clear identification of the work that is required to complete or deliver a project successfully. One
of the project manager’s responsibilities is to ensure that only the needed work (the scope) will be performed and that each of the deliverables can be completed in the allotted time and within budget. The documentation of the scope of the
project will explain the boundaries of the project, establish the responsibilities of each member of the team, and set up procedures for how a work that is completed will be verified and approved. This documentation may be referred to as the scope statement, the statement of work, or the terms of reference. As a
project manager, you’ll need to define project scope no matter what methodology you choose. Here’s one example of a systematic process to capture, define, and monitor scope.
Steps for Defining the Scope of a Project
To define the scope of the project, identify the above parameters. Once these parameters are established, the limitations of the project need to be clarified, and the aspects that are not to be included in the project identified. By doing this, the project scope will make clear to stakeholders, senior management, and team members what will and will not be included in the final product or service. Additionally, the scope of the project should have a tangible objective for the organization that is undertaking the project. This is integral for the scope of the project since it will play a vital role in how project methodologies are applied to complete it. Project Scope Management ProcessesEnroll for the PMP certification and advance your career by learning the top skills demanded in the industry. 1. Plan Scope ManagementIt is the first process in the Project Scope Management process. The PMBOK® Guide, Fifth Edition, added several processes to separate the initial planning activities from other activities. This process creates the Scope Management plan. The Scope Management plan describes the project scope and documents how it will be further defined, validated, and controlled. The table below shows the Inputs, Tools and Techniques, and Outputs of the Plan Scope Management Process. The Project Scope Management plan covers how the scope will be defined, validated, and controlled. It also includes information on preventing or dealing with scope creep, handling change requests, the escalation path for any disagreement on the scope elements between stakeholders, the process for the creation of the scope statement, WBS, and how the deliverables will be accepted. 2. Collect RequirementsThis process involves documenting stakeholders’ needs with the stated intent of meeting the project’s objectives. In this process, managers use several techniques and tools for collecting project requirements from stakeholders. The process attempts to leave no stone unturned, resulting in an in-depth list of project requirements. If this process is performed thoroughly and correctly, it can significantly reduce the possibility of unpleasant surprises as the project moves toward completion. The table below shows the Inputs, Tools and Techniques, and Outputs of the Collect Requirements process. 3. Define ScopeThis process involves the preparation of a detailed description of the project and its major deliverables. The scope clearly states what the project is supposed to achieve and what it cannot accomplish. The supporting documents are reviewed to ensure that the project will deliver work in line with the stated goals. The scope that results states the stakeholders’ needs and communicates expectations for project performance. The table below shows the Inputs, Tools and Techniques, and Outputs of the Define Scope Process. 4. Create a Work Breakdown Structure (WBS)The Work Breakdown Structure (WBS) is an important element of the Scope Management process, and the PMI® places great emphasis on this aspect—many project managers often skip this step, which leads to inaccurate planning. The WBS provides the project manager and the team with the opportunity to break down a high-level scope statement into smaller, manageable units of work, called work packages. The resulting WBS should provide a complete list of all work packages required to complete the project The table below shows the Inputs, Tools and Techniques, and Outputs of the Create Work Breakdown Structure process. 5. Validate ScopeThe Validate Scope process focuses mainly on customer acceptance. It is when the project customer formally accepts all the project deliverables. This process occurs at the end of each phase. During the process, the customer gives feedback on the work that was performed. The table below shows the Inputs, Tools and Techniques, and Outputs of the Validate Scope process. 6. Control ScopeControl Scope is the last process group of project Scope Management. The Control Scope process involves monitoring the status of the project and managing changes to the scope. The table below shows the Inputs, Tools and Techniques, and Outputs of the Scope Control process. This process involves assessing additional requirements from the customer or proactively overlooking the project scope. Managers measure the work product against the scope baseline to ensure that the project stays on track, and all requested changes & recommended corrective or preventive actions are processed through the integrated change control process. Project Scope Management TipsSome common issues with performing Project Scope Management can lead to problems once the project has begun. We recommend reviewing all Scope Management documentation with an eye toward:
The first thing about scope management isn't the scope itself. There are five planning steps to scope management. To even get started on your project, it's best to have a good idea of what it will be. Your customer will want to know what processes you will use and how you will execute your project. There's a difference between that and your project plan. If you're not too sure about the five Project Scope Management Steps, make a note about them now.
Having a good understanding of and paying attention to these steps when managing scope is essential to getting the project completed effectively.
So now that you know the steps, let's start with the basics. Clearly, this is an important idea and should not be ignored. To start a project you must understand the requirements. Knowledge of project requirements is the key to delivering successful projects. And no one can deliver successful projects without it. On the other hand, though, collecting project requirements can be a challenging task. After working as a project manager for so long, I'm sure you already know this. Inquire as to exactly what they desire. Probe those burning questions that you have, and take ample notes. However, do not get disheartened if your first client meeting does not provide you with all the information you need to go ahead with the project, because it is unlikely that it will.
If you start off your project with a vague idea of what you're going to do, you'll be less likely to make any concrete decisions, so take some time to plan out what you want to do before you say anything to your client. When you're back at the office, take time to document what you know about the project. Once you're done, share your thoughts with your co-workers and get feedback on your expectations and goals for the project. To create your final project proposal, draft a rough sketch and make a list of your expectations. Understandably, this is a lot of work so delegate as much as possible to your team and set them tasks so they can research different tasks for you and share the answers with you.
A good first step for most any project is to include stakeholders from the start, even before you finalize the project scope.. The project scope sets the ground work for your proposal and outlines the expected output of your project.
As soon as you feel confident in the specific needs of your project, the next step is to outline its scope. This is the section where you should detail what your project will deliver. It should also outline what will not be delivered, as well as the budget and schedule.
When you are finished developing the project scope, present it to your client. Utilize this chance to discuss your project's expected results and benchmarks. Share the expected budget and project timeline. Why Project Managers Need Scope Management?Effective Project Scope Management requires clear communication, to ensure that stakeholders and team members alike understand the scope of the project while agreeing on how the project goals will be met. Scope Management helps avoid the challenges that a project might face with bloating scope and an unruly requirements list. Project scope clearly sets out what is or is not included in the project, and controls what gets added or removed as the project is executed. Scope Management establishes control mechanisms to address factors that may result in changes during the project lifecycle. Without defining the project scope, the cost and time that the project will take cannot be estimated. At times, due to a lack of communication, the scope may need to change. It directly affects the cost and disturbs the schedule of the project, causing losses. ConclusionProject Scope Management is not difficult to implement; however, it does require effort, time, and patience. It’s worth the investment because proper Scope Management will help you specify a clear scope and deliver the project with minimal overruns. If you’re studying for your PMP exam, consider online PMP Certification training from Simplilearn. We offer a wide variety of project management courses like the Post Graduate Program in Project Management taught by certified faculty with at least 10 years of industry experience. Are you looking forward to making a mark in the Project Management field? If yes, enroll in the Project Management Fundamental Program now and get a step closer to your career goal! How do you get formal acceptance of the completed project deliverables?Validate Scope is the process of formalizing acceptance of the completed project deliverables. A process that shows the stakeholders have received what was agreed upon and formalizes their approval. It is primarily concerned with the recognition of the product by validating each deliverable.
Which documentation describes how individual requirements meet the business need for the project?Requirements documentation describes how individual requirements meet the business need for the project. Requirements may start out at a high level and become progressively more detailed as more information about the requirements is known.
Which project management process is used to define and document the high level requirements and description of the project?Project Charter
The project charter is a document that provides the high-level project description and product characteristics. It also enlists all the project approval requirements.
Which process documents how the project and product scope will be defined validated and controlled?The Scope Management plan describes the project scope and documents how it will be further defined, validated, and controlled.
|
