The Path to the PMP (Part 5)

Following 20 years at a large Canadian telecommunications firm, Bruce established the project management consulting firm Solutions Management Inc (SMI). Since 1999, he has provided contract project/program management services, been a source for project management support personnel and created/delivered courses to over 7,000 participants in Canada, the United States and England.

  Career Development   Requirements Management   Scope Management   Using PMI Standards   Work Breakdown Structures (WBS)  

Have the muscles stopped aching from the fitness efforts? A few articles ago you committed to getting in PMP shape. The warmup was some easy lifting like reading the introduction section and the glossary (you did warm up, right?), but that first full session (Integration Management) was rough. It’s like every muscle from head (Integrating) to foot (Closing) was used. It’s time now to start working very specific areas. Our next eight workouts are going to look at individual processes.

Project Scope Management
As the name implies, Scope Management is not just about getting the work done. Scope Management stretches from collecting requirements to ensuring the work has been completed. In the traditional PMI approach, there are very specific processes that are required to get from the beginning to the end--so we’ll look at each one of them

In the last article, I spoke of the need to take time at every process to read the PMBOK definition that introduces each process. This continues to apply in the first Scope Management process: Collect Requirements. It’s here (page 105) that PMI explains the goal of defining and documenting stakeholders’ needs. There are only two inputs, and it’s logical (sometimes it doesn’t feel that way) that the stakeholder register is one of them. The register is our best reference to find out who needs …

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