Project Management: Scope Management for Project Managers
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Project scope management means that the project manager works with the project team, customers, and other stakeholders to plan, define, control the project. This course, worth two Professional Development Units (PDUs) covers everything that you must know about project scope management. In this course you will learn how to:
This course follows the terminology of the Project Management Institute (and career-standard) book A Guide to the Project Management Body of Knowledge (PMBOK Guide), fifth edition. If you have a copy of this book you may use it as reference throughout the course.
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|Section 1: Project Scope Management|
The project scope describes the goals of the project. It's what the project will create, and won't create, to satisfy the project objectives. Project scope management is all about defining, controlling, and protecting the scope from changes. This lecture is a brief overview of the entire course.
One of the first things you’ll have to achieve in your role as the project manager of a new project is to define the project’s scope management plan. Now, your organization may rely on organizational process assets in the form of a template for all projects, but it’s possible that you’ll be creating this scope management plan from scratch. In this section, you’ll learn both approaches that you can apply to your projects and your PMI exam. This lecture includes:
The second plan that comes out of this process is the requirements management plan. While similar in nature, this plan explains how the project will collect, analyze, record, and manage the requirements throughout the project. Like the scope management plan, this plan doesn’t list the actual requirements, but sets the rules for how the project manager, team, and stakeholders will interact with the project’s requirements. This plan is also a subsidiary plan for the overall project management plan. The project requirements are defined through many tools and techniques to help document the requirements and to create a requirements traceability matrix. This lecture details:
The project scope statement is one of the most important documents in the project. This lecture covers:
A key concept for your projects, is the Work Breakdown Structure (WBS). The WBS is all about the project deliverables. It’s a breakdown of the project scope into hierarchical deliverables. The WBS takes the project scope and breaks it down into smaller, manageable chunks of deliverables. Each layer of the WBS breaks down the layer above it into smaller deliverables, until it arrives at the smallest item in the WBS, the work package. This lecture details:
Scope validation is the process of the project customer accepting the project deliverables. It happens either at the end of each project phase or as major deliverables are created. Scope validation ensures that the deliverables the project creates are in alignment with the project scope. It is concerned with the acceptance of the work. A related activity, quality control (QC), is concerned with the correctness of the work. Scope validation and QC can happen in tandem because the quality of the work contributes to scope validation. Poor quality will typically result in scope validation failure. How do you know your scope and deliverables are valid? This lecture will help you to understand:
Scope control is about protecting the project scope from change and, when change does happen, managing those changes. Ideally, all requested changes follow the scope change control system, which means that change requests must be documented. Those changes that sneak into the project scope are lumped into that project poison category of scope creep. Scope creep is, of course, bad, bad news. You must protect the project scope from changes and this lecture will help. You'll learn:
|Lecture 8||16 pages|
This practice exam will test your comprehension of the topics covered in the module. If you've questions about the practice exam add them to the discussion and I'll help.
About Joseph Phillips
Motivated, personable business professional with more than 15 years’ experience as a project management consultant, educator, technology consultant, business owner, and technical writer. Extensive experience as a project manager, management consultant, organizational change management consultant, organizational process analyst, and technical implementations. Well-versed in project management methodologies, process engineering, organizational change management, risk management, project planning, team building, communication, and technical implementations of organizational change, software projects, network operating systems, and web development projects.
Project management certifications include the Project Management Professional (PMP), PMI-Agile Certified Practioner, and the Project+ Professional designation.
2000 to Present
Written, co-authored, or served as technical editor to more than 35 books on technology, careers, project management, and goal setting for MacMillan, McGraw-Hill, Pearson Education, and AMA Press.
Recent publications include:
PMP Project Management Professional Study Guide
McGraw-Hill; ISBN: 0071626735 CAPM/PMP All-in-One Exam Guide
McGraw-Hill; ISBN: 0071632999 PMP Project Management Lab Book
McGraw-Hill; ISBN: 0071744266 The Certified Technical Trainer All-in-One Exam Guide
McGraw-Hill; ISBN: 978-0071771160 IT Project Management: On Track from Start to Finish
McGraw-Hill; ISBN: 0071700439 Project Management for Small Business American Management Association Press;ISBN: 978-0814417676 The Lifelong Project
Amazon CreateSpace Publishers;
ISBN: 0615337546 Software Project Management for DummiesFor Dummies, PublisherISBN: 978-0471749349 Vampire Management: Why Your Job Sucks
Amazon CreateSpace Publishers;
Education and certifications
Columbia College Chicago, 1995
Project Management Professional (PMP)
Comptia Project+ Professional
Comptia A+ Professional
Comptia Network+ Professional
Comptia Certified Technical Trainer+ Professional
Microsoft Certified Systems Engineer
Microsoft Certified Trainer