Scope Management Flashcards
7 cards from real PMP practice questions. Tap to flip, then mark Knew It or Still Learning — missed cards come back until you master them.
Read the first 7 Scope Management flashcards as text
A project manager is developing the WBS and realizes some work elements are difficult to define at this stage. What is the BEST approach?
Answer: Use rolling wave planning to plan near-term work in detail and future work at a higher level
Rolling wave planning allows detailed planning for near-term deliverables while leaving future work at a summary level until more information is available.
The 100% rule of WBS construction states that:
Answer: The WBS must capture 100% of the work defined in the project scope
The 100% rule means the WBS captures all work—and only the work—required to complete project objectives, including all deliverables.
Which technique involves having each requirement traced back to a business need to ensure alignment?
Answer: Requirements traceability matrix
A requirements traceability matrix links requirements to their origin and traces them throughout the project lifecycle to ensure all are addressed.
A project sponsor asks the project manager to add a significant new feature that benefits the business. The project manager SHOULD:
Answer: Perform impact analysis and submit a formal change request for approval
Even sponsor requests must go through formal change control to assess impact on scope, schedule, cost, and risk before approval.
What is the PRIMARY difference between product scope and project scope?
Answer: Product scope describes features of the deliverable; project scope describes the work to create it
Product scope refers to the features and functions of the deliverable, while project scope refers to the work required to deliver it.
During which process is the scope baseline created?
Answer: Create WBS
The scope baseline—consisting of the approved scope statement, WBS, and WBS dictionary—is created as an output of the Create WBS process.
A project manager notices that the project's actual work is consistently greater than planned. This is MOST likely caused by:
Answer: Scope creep that was not captured through change control
When actual work consistently exceeds planned work, undocumented scope additions (scope creep) are the most common cause.