Timothy Hutson

2001598464 Even Numbers

GSLC 1
1. Describe the relationship among scope, schedule and budget.
Budget and schedule support scope in order to keep the project balanced to achieve the
MOV.
2. Briefly describe the six scope management processes.

3. Briefly describe the collect requirement process

Collect requirement focuses on engaging customers or users in order to define their needs.
4. Briefly describe the purpose of a work breakdown structure (WBS)
WBS provides an outline for all of the work the project team will perform.
5. Briefly describe the control scope process.
Control scope is concerned with managing actual changes to the project’s scope as and
when they occur to ensure that any changes to the project’s scope will be beneficial.
6. What is scope boundary? What purpose does it serve?
Scope boundary is the first step to establishing what is, and what is not, part of the project
work to be completed by the project team. Scope boundary designed to keep certain things
in and other things out.
7. How does a project’s scope support the MOV concept?
Its role is to ensure that the project processes are being completed so that the project’s
product achieves the project’s MOV and objectives.
8. What is scope statement? What purpose does it serve?
One way to define the scope boundary is to create a more detailed scope statement that
documents the project sponsor’s needs and expectations. This can be based on the
preliminary scope statement developed in the project charter.
9. What is deliverable strucutre chart (DSC)? What is its purpose?
The purpose of the DDT is to define all of the project-oriented deliverables to be provided
by the project team. Each deliverable should have a clear purpose.In addition, it is important
to define the structure of the deliverable. This sets the expectation of what will be delivered by
the project team. Moreover, the standards provide a means to verify whether the deliverable
was produced correctly. It is important that the responsibility for approving a deliverable be
clearly defined as well.
10. What is the purpose of validating and verifying a project’s scope?
Once the project’s scope has been defined, it must be verified and formally accepted by the
project sponsor and other appropriate stakeholders. Project scope verification is the scope
management process that provides a mechanism for ensuring that the project deliverables are
completed according to the standards described in the DDT.
11. Briefly describe scope grope.
Scope grope is a metaphor that describes a project team’s inability to define the project’s scope
12. Briefly describe scope leap
If some creep is caused by increasing featurism, scope leap suggests a fundamental and
significant change in the project scope.
13. Briefly describe what should be included on a scope change request form.
It should contain some basic information. First, the description of the change request should
be clearly defined so that the project manager and governance committee understand fully the
nature and reason the “must have”. Second, the scope change should be justified ti seperate the
“would likes” from resources and cost.
14. Discuss why a project’s scope must be tied to WBS.
Because WBS is a useful tool for developing the project plan and links the project’s scope to
the schedule and budget.
15. What is the difference between a deliverable and a milestone? Give an example of each
Deliverables can include such things as presentation or reports, plans, prototypes, and the final
application system.
Example: prototype of the user interface
Milestone must focus on an achievement.
Example: stakeholder’s formal acceptance of the user interface.
16. What are some advantages of including milestone in the WBS?
 Milestone can keep the project team focused.
 Reduce risk associated with a project
  Reduce risk by acting as cruxes
 Can provide a mechanism for quality control
17. What is the proper level of detail for a WBS?
The level of detail in the WBS is driven by considerations of the project size, complexity
and level of control required by the project manager. The questions suggested by the WBS
Practice Standard all point to the need for a level of detail that will support clear
communication about project work and clear assignment of responsibility for the work
deliverables.
18. Explain why people who do the work on a project should be involved in developing the
project plan.
To define who will be on the project team and how much of a time commitment each
person is expected to make. In developing this plan, the project manager negotiates with
team members and their supervisors on how much time each team member can devote to
the project. If staff is needed to consult on the project but are is part of the project team,
that also is documented in the staffing plan. Appropriate supervisors are consulted.
19. What is guesstimating? Why should a project manager not rely on this technique for
estimating a project?
Estimation by guessing or just picking numbers out of the air is not the best way toderive
a project’s schedule and budget.
The problem is that guessing at the estimates is based on feelings rather than on hard evid
ence. People are often overly optimistic and, therefore, their guesstimates are overly opti
mistic. Underestimating can result in long hours, reduced quality, and unmet client expect
ations.
20. What is Delphi technique? When would it be an appropriate estimating technique for a
project?
The Delphi technique involves multiple experts who arrive at a consensus on a particular
subject or issue. It can be a useful tool for estimating when time and money warrant the e
xtra effort. It can be very effective and provide reasonable assurance when the stakes
are high and the margin for error is low.
21. Describe top-down estimating. What are some advantages and disadvantages of top-down
estimating?
Top-down estimating is a technique used by upper level management to estimate the total
cost of a project by using information from a previous, similar project. In other words,
she will estimate the cost of the current project based on the last time they introduced a
new boat model. Top-down estimates may also be based on the experiences of those
involved in developing the cost estimate and expert judgement.
 Advantages:

 User and business awareness of the product. Benefits are realized in the early phases.
 You can replace many manual processes with early automation.
 You can implement password management for a large number of users.
 You do not have to develop custom adapters in the early phases.
 Your organization broadens identity management skills and understanding during the first
phase.
 Tivoli Identity Manager is introduced to your business with less intrusion to your
operations.

Disadvantages:

 The organizational structure you establish might have to be changed in a later roll-out
phase.
 Because of the immediate changes to repository owners and the user population, the roll-
out will have a higher impact earlier and require greater cooperation.
 This strategy is driven by the existing infrastructure instead of the business processes.

22. Describe poker planning. What are some advantages of poker planning.

Planning poker, also called Scrum poker, is a consensus-based, gamified technique for
estimating, mostly used to estimate effort or relative size of development
goals in software development. In planning poker, members of the group make estimates
by playing numbered cards face-down to the table, instead of speaking them aloud. The
cards are revealed, and the estimates are then discussed. By hiding the figures in this way,
the group can avoid the cognitive bias of anchoring, where the first number spoken aloud
sets a precedent for subsequent estimates.
Advantages:
Expert Opinion: In an Expert Opinion based Estimation approach, an expert is asked
how long something will take or how big it will be. The expert provides an estimate
relying on his or her experience or intuition or gut feel.
Analogy: Analogy Estimation uses comparison of User Stories. The User Story under
Estimation is compared with similar User Stories implemented earlier. This results in
accurate results as the estimation is based on proven data.
Disaggregation: Disaggregation Estimation is done by splitting a User Story into
smaller, easier-to-estimate User Stories. The user stories to be included in a Sprint are
normally in the range of two to five days to develop. Hence, the User Stories that
possibly take longer duration need to be split into smaller Use Cases. This approach also
ensures that there would be many stories that are comparable.