PREDICTIVE

APPROACH
 49 LOGICAL PROCESS

Develop Identify Develop Plan Scope Collect Define Create WBS Plan Define Sequence Estimate Develop
Project Stakeholders Project Managemen Requirement Scope Schedule Activities Activities Activity Schedule
Charter Managemen t s Managemen Durations
t Plan t

Plan Cost Estimate Determine Plan Quality Plan Estimate Plan Plan Risk Identify Risks Perform Perform Plan Risk
Managemen Costs Budget Managemen Resource Activity Communicat Managemen Qualitative Quantitative Responses
t t Managemen Resources ions t Risk Analysis Risk Analysis
t Managemen
t

Plan Plan Direct and Manage Manage Acquire Develop Manage Manage Implement Conduct Manage
Procurment Stakeholder Manage Project Quality Resources Team Team Communicat Risk Procurement Stakeholder
Managemen Engagement Project Work Knowledge ions Responses s Engagement
t

Monitor and Perform Validate Control Control Control Control Control Monitor Monitor Control Monitor
Control Integrated Scope Scope Schedule Costs Quality Resources Communicat Risks Procurement Stakeholder
Project Work Change ions s Engagement
Control

Close
Project or
Phase
F U N DA M E N TA L
ELEMENTS

Requirements
Activities
Resources
Information Needs
Risk
Integration Properties
Plans
REQUIREMENTS
• Requirements are the quantified and documented needs
and expectations of the sponsor, customer, and other
stakeholders
• A requirements is a conditions or capabilities that are
required to be met in a product, service, or result to satisfy
the stakeholders in the form of an agreement,
specification, standard, or other formally imposed
documents
• Requirements Elicitation. To elicit means to draw out, bring
forth, or evoke
• This involves interviewing, conducting focus groups,
analyzing data, observing processes, reviewing defect
logs, or other methods. Part of eliciting requirements is
documenting them and gaining stakeholder agreement.
 EVOLVING & DISCOVERING REQUIREMENTS

Prototyping Storyboarding Product analysis Includes Examples of product

is a method of obtaining is a prototyping asking questions about a analysis techniques
early feedback on technique showing product or service and include:
requirements by sequence or navigation forming answers to
providing a model of the through a series of describe the use,
expected product before images or illustrations. characteristics, and other
actually building it. Storyboards are used on relevant aspects of what is
Examples of prototypes a variety of projects in a going to be delivered.
are small-scale products, variety of industries, such Product requirements are Product breakdown,
computer generated 2D as film, advertising, captured at a high level Requirements analysis,
and 3D models, mock- instructional design etc. and decomposed to the Systems analysis,
ups, or simulations. level of detail needed to
Systems engineering,
design the final product.
Value analysis, and
Value engineering.
 TYPES OF REQUIREMENTS
• Business Requirements: High-level needs that justify the
project, such as business goals or objectives.
• Stakeholder Requirements: Needs or expectations of
stakeholders or specific groups.
• Solution Requirements:
• Functional Requirements: Capabilities the project’s
deliverables should have to function correctly.
• Non-functional Requirements: Characteristics that
qualify the project, such as performance, reliability,
security, and usability.
• Transition and Readiness Requirements: Requirements to
transfer the deliverables to the user, like training or
deployment specifications.
• Project Requirements: Conditions necessary for the project
to progress, such as deadlines, budgets, and resources.
• Quality Requirements: Standards and criteria that define
the quality of the project deliverables.
SCOPE PROCESSES
-SCOPING
Collect Requirements: This process of determining,
documenting, and managing stakeholder needs and
requirements to meet project objectives.

Scope: After collecting requirements, the next step is to

develop a detailed project scope statement that outlines the
project's deliverables. This ensures all stakeholders have a
clear understanding of the project's boundaries.

Create Work Breakdown Structure (WBS): The WBS is a

hierarchical decomposition of the total scope of work to
accomplish the project objectives and create the deliverables.
It organizes and defines the total scope of the project.

Validate Scope: This process involves formalizing acceptance

of the completed project deliverables. It ensures that the
deliverables meet the requirements and are accepted by the
stakeholders.

Control Scope: Ongoing monitoring and controlling of the

project scope are essential to manage changes and ensure the
project stays on track.
Determining, documenting, and managing stakeholder needs and
requirements
COLLECT
to meet objectives REQUIREMENTS

Requirements gathering is part of the Collect Requirements process. What does this feed into
This process involves engaging with stakeholders to identify and analyze
needs, expectations, and project constraints

Product scope and Project scope.

The key benefit of this process It provides the basis for defining the
product scope and project scope.

Active stakeholder involvement in the discovery and decomposition of

needs into project and product requirements
Project’s success is directly influenced by this and by the care taken in
determining, documenting, and managing the requirements of
stakeholders in the product, service, or result.

These requirements need to be elicited, analyzed, evolved, discovered

and recorded in enough detail to be transformed into the scope baseline
and be measured once project execution begins.
COLLECT REQUIREMENTS
 TOOLS AND TECHNIQUES
Interviews: Discussing needs directly with stakeholders.

Focus Groups: Facilitating group discussions to capture collective expectations.

Surveys/Questionnaires: Gathering insights from large groups of stakeholders.

Workshops: Collaborating in a structured format to develop requirements.

Observation and Job Shadowing: Observing stakeholder workflows to uncover unspoken

needs.

Prototypes: Building early versions of deliverables to validate requirements.

Document Analysis: Reviewing existing documents to identify requirements.

Mind Mapping: Visually organizing requirements to understand relationships.

 COLLECT REQUIREMENTS

1. Requirements Documentation 2. Requirements Traceability Matrix

• Requirements needs to be documented in • RTM helps to track each requirement’s

a clear, unambiguous (measurable and status throughout the project, Ensure
testable), traceable, complete, consistent, alignment with project objectives and
and acceptable to key stakeholders deliverables, Link requirements back to
• The format of a requirements document their sources (stakeholders, business
may range from a simple document listing objectives, etc.).
all requirements categorized by • The requirements traceability links product
stakeholder and priority, to more elaborate requirements from their origin to the
forms of executive summary, detailed deliverables that satisfy them.
descriptions, attachments • It helps to ensure that each requirement
adds business value by linking it to the
business and project objectives.
• It provides a means to track requirements
throughout the project life cycle

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 During project planning, the project scope is defined
and described with greater specificity as more

4 DEFINE SCOPE information about the project is known. Existing risks,

assumptions, and constraints are analyzed for
completeness and added or updated as necessary

Developing a It describes the Since all of the Selection of the final It then develops a Built from the High- Iterative Life Cycle
detailed description product, service, or requirements project and product detailed description Level project Projects,
of the project and result and project in identified in Collect requirements of the project and This results into a A high-level vision
product. details indicating Requirements may The Define Scope product, service, or detailed project will be developed for
project boundaries not be included in process results in the result. scope statement that the overall project,
and acceptance the project, selection of the final is built from the high- but the detailed
criteria. project and product level project scope is determined
requirements from description that is one iteration at a
the requirements documented during time, and the
documentation project initiation detailed planning for
developed during the next iteration is
the Collect carried out as work
Requirements progresses on the
process. current project
scope and
deliverables.
DEFINE SCOPE
PROJECT – PRODUCT
REQUIREMENTS
 The detailed project scope statement includes the following:

Product scope Acceptance Deliverables: Project Constraints: Assumptions:

description: criteria: exclusions:
Any unique and Generally identifies A limiting factor that
verifiable product, what is excluded affects the execution
result, or capability from the project. of a project or
to perform a service Explicitly stating what process
that is required to be is out of scope for
produced to the project helps to
complete a process, manage
phase, or project. stakeholders’
expectations
Dividing Project Deliverables
C R E AT E W B S
subdividing project deliverables and project work into smaller, more manageable components.

It provides a framework of what has to be delivered.

It is a hierarchical decomposition of the total scope of work to be carried out by the project team into
smaller more manageable components to accomplish the project objectives.

WBS organizes and defines the total scope of the project

It represents the work specified in the current approved project scope statement

The planned work is contained at the lowest level of the WBS components, called work packages.

Work Package
represents a group of activities that enables work to be scheduled, estimated, monitored, and
controlled
In the context of the WBS, work refers to work products or deliverables

WBS Structure
The WBS may be structured as an outline, organizational chart, or other method that identifies a
hierarchical breakdown
C R E AT E W B S
The process of formalizing acceptance of the
completed project deliverables.
VALIDAT E
Brings objectivity to the acceptance process
SCOPE
This process brings objectivity to the acceptance process and increases the likelihood
of final product, service, or result acceptance by validating each deliverable.

Control Quality vs Validate Scope

The verified deliverables obtained from the Control Quality process are reviewed with
the customer or sponsor to ensure they are completed satisfactorily and have received
formal acceptance of the deliverables by the customer or sponsor

the outputs obtained as a result of the Planning processes for scope, such as the
requirements documentation or the scope baseline, as well as the work performance
data obtained from the Executing processes, are the basis for performing the validation
and for final acceptance

Acceptance & Correctness of Deliverables - The Validate Scope process is primarily

concerned with acceptance of the deliverables while the Control Quality process is
primarily concerned with correctness of the deliverables and meeting the quality
requirements specified for the deliverables. Control Quality is generally performed
before Validate Scope, although the two processes may be performed in parallel
VALIDATE SCOPE
 Validate Scope: Tools & Techniques

Inspection Decision-Making Techniques

Inspection includes activities such as An example of decision making that may
measuring, examining, and validating to be used in this process includes but is not
determine whether work and deliverables limited to voting. Voting is used to reach a
meet requirements and product conclusion when the validation is
acceptance criteria. performed by the project team and other
Inspections are sometimes called reviews, stakeholders.
product reviews, and walkthroughs. In
some application areas, these different
terms have unique and specific meanings.

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 Validate Scope: Outputs

Work Project
Accepted Change
Performance Documents
deliverables Request
Information: Updates

Work performance information

-The completed deliverables
includes information about
-Deliverables that meet the that have not been formally
project progress, such as which
acceptance criteria are formally accepted are documented,
deliverables have been
signed off and approved by along with the reasons for non
accepted and which have not
the customer or sponsor. acceptance of those
been accepted and the
deliverable
reasons why

-This Formal acceptance

documentation received from
the customer or sponsor is
forwarded to the Close Project
or Phase process

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Monitoring the Status of Project & Project Scope and
Managing Changes to It. CONTROL
This is the process of monitoring the status of the
project and product scope and managing changes to
the scope baseline.
SCOPE
Maintaining the Scope Baseline
This process ensures that the scope baseline is
maintained throughout the project

Controlling the project scope ensures all requested

changes and recommended corrective or preventive
actions are processed through the Perform Integrated
Change Control process

Scope Creep.
The uncontrolled expansion to product or project scope
without adjustments to time, cost, and resources is
referred to as scope creep
CONTROL SCOPE
 CONTROL SCOPE: TOOLS
AND TECHNIQUES

Variance analysis.
Variance analysis is used to compare the baseline to the
actual results and determine if the variance is within the
Data threshold amount or if corrective or preventive action is
Analysis appropriate.
Techniques Trend analysis.
Trend analysis examines project performance over time
to determine if performance is improving or
deteriorating.

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END