Chapter 4: Developing the Project Scope

1. A, B, D. Option C describes the project scope statement.

2. B, C, E. Options A and D may have been considered when developing
the project documents so far, but they are not reasons to hold a kickoff
meeting.
3. B, E. The scope management plan describes how project scope will be
defined and validated, how the scope statement will be developed, how
the WBS will be created and defined, and how project scope will be
managed and controlled. Project scope is measured against the project
management plan, whereas product scope is measured against the
product requirements. It is based on the approved project scope. The
project scope management plan defines, maintains, and manages the
scope of the project.
4. A, D. These four decision-making techniques belong to the Collect
Requirements process and are part of the decision-making tool and
technique in this process. They help stakeholders make decisions and
come to agreement on the requirements of the project.
5. B, C, E. The project scope statement further elaborates the project
deliverables and documents the product scope description, acceptance
criteria, and project exclusions. It serves as a basis for future project
decisions. It is an agreement between the project team and the
customer on the precise work of the project. This question describes a
hybrid approach so you could use either a project scope statement or a
product backlog to compile user stories, which are the deliverables and
requirements for the project. Options A and D describe the scope
management plan.
6. D. The requirements traceability matrix links requirements to their
origin and traces them throughout the project. Option A describes the
requirements management plan, not the requirements document.
Option B is partially true, with the exception of the first statement.
Requirements documents do not have to be formal or complex. Option
C refers to the project scope statement, not the requirements.
 7. F. The scope baseline consists of the approved project scope statement,
the WBS, and the WBS dictionary.
8. A, B. Brainstorming and lateral thinking are not decision-making
techniques. They are used to help generate free form ideas and create
information that can later be decided on.
9. A. You could use each product as a level one entry on the WBS, so
option A is correct, but you may choose to construct the WBS
differently. Option C is not correct because rolling wave planning is
the process of fully elaborating near-term WBS work packages and
elaborating others, like the third product in this question, at a later time
when all information is known.
10. C. Poor scope definition might lead to cost increases, rework, schedule
delays, and poor morale. Option C describes the project scope
management plan.
11. D. Each element in the WBS is assigned a unique identifier called a
code of accounts identifier. Typically, these codes are associated with a
corporate chart of accounts and are used to track the costs of the
individual work elements in the WBS.
12. B, C, D. The work package level is the lowest level in the WBS and
facilitates resource assignment and cost and time estimates. The work
package level on an agile project is the user story. In this question, the
work package level contains four subprojects, so it would not be used
to create the activity list. The activity list will be created from the work
package level for each WBS created for each subproject.
13. C. The primary constraint is time. Since the trade show demos depend
on project completion and the trade show is in late September, the date
cannot be moved. The budget is the secondary constraint in this
example.
14. E. Decomposition subdivides the major deliverables into smaller
components. It is a tool and technique of the Create WBS process and
is used to create a WBS. In an agile methodology, user stories are the
work package level of the WBS and are documented in the product
backlog. They are pulled from there into the spring backlog at the
beginning of the iteration and further decomposed into tasks.
15. C, D. Acceptance criteria are documented in the project scope
statement in a predictive methodology and in the user stories for an
adaptive methodology.
16. D. The primary constraint is quality. If you made the assumption as
stated in options A, B, and C, you assumed incorrectly. Clarify these
assumptions with your stakeholders and project sponsors.
17. C. This is an example of an assumption. You've used this vendor
before and haven't had any problems. You're assuming there will be no
problems with this delivery based on your past experience.
18. B, C. This describes a regulatory standard and/or compliance issue,
which are part of the organization's EEFs. Constraints restrict the
actions of the project team.
19. A. The project came about because of a business need. The phones
have to be answered because that's the core business. Upgrading the
system to handle more volume is a business need. An assumption has
been made regarding vendor availability. Always validate your
assumptions.
20. B. The steps of decomposition include identify major deliverables,
organize and determine the structure, identify lower-level components,
assign identification codes, and verify correctness of decomposition.