You don't want "box-checking".
You want people to focus their energies
and successfully complete the project.
Strong beginnings & solid foundations ensure that success.
This class meets two consecutive days.
Poor requirements management is a major cause of project failure, second only to changing organization priorities.
PMI’s Pulse of the Profession® research published in 2014 discovered that of the organizations surveyed:
- Only 49% have the resources in place to do requirements management properly
- Only one-third say that their leadership values requirements management as a critical competency for projects and strategic initiatives
- 53% fail to use a formal process to validate requirements in an unbiased way
 Source: PMI 2014 Pulse of the Profession® study
Managing scope on a project is one of the most difficult and demanding jobs of a project manager. Pinning down the project scope starts with a clear understanding of the needs and expectations of the key stakeholders. It involves more than just knowing what needs done. It also requires knowing what not to do and how to manage the changes that inevitably come up during a project.
- Understand the importance of scope management for project success
- Learn techniques to elicit requirements
- Learn to identify critical project stakeholders
- Recognize the variety of resource constraints that can affect a project
- Gain the knowledge pillars of defining and organizing project goals and objectives
Quick review of the basics
- The competing demands of a project
- Defining success
- Project charter
Clarifying needs and expectations
- Stakeholder analysis
- Collecting requirements
- Constraints and assumptions
- Tools for success
Creating a scope baseline
- What’s in and what’s out
- WBS – breaking it down
- WBS dictionary
- Influence of the competing demands
- Plan for elicitation
- Prepare for elicitation
- Conduct elicitation
- Document outputs from elicitation activities
- Selecting and practicing elicitation techniques
Managing scope & requirements
- Validating and accepting deliverables
- Managing changes – preventing scope creep
- Evaluating the impact of scope and requirements changes
“Christina was amazing. She answered all of my questions and was very patient. Very friendly and approachable. For me the “ah-ha” moment was during a conversation with others, someone mentioned that they worked in a specialized field and were afraid that project management wouldn’t make sense in their industry. Christina put their fears–and my own as well–to rest, explaining that the ideas are what is important and transcend fields. It was also good to hear that you use only the tools that make sense for your project. You don’t have to use all tools/techniques for all projects.”
Taylor Moore, Instructional Designer WSU-Instructional Design & Access, Wichita, Kansas
“Subject material and instructor were a great fit! Excellent presentation with timely, real world situations to apply concepts to. Engaging, knowledgeable, and passionate about the subject material. I regularly write project requirements for my customers. Christina’s presentation and approach to solving potential problems added new insight to my approach. Her suggestions on how to question for best results was refreshing and quite useful. Recommended class! Quality, evolving subject material that is directly relatable to real world situations. This is a consistent trait of the CMD. Each class has a high return on investment. An added benefit is the diverse cross section of business colleagues in attendance. This creates a collaborative synergy between students and presenter. Most valuable!”
Greg Gann, IT Project Manager, Sedgwick County DIO, Wichita, Kansas
“I can confidently say that this program is recommended for anyone who is currently a project manager, or seeking to become one. The professors provide valuable hands on examples to guide students through the many facets of project management and prepares them if they wish to sit for the PMP exam. Christina is well versed in project management and provides wonderful examples of real world application and experience. Her hands on approach is very helpful when learning the subject matter. She listens to questions and answers them promptly and is very helpful and eager to see her students understand and succeed.”
Angela Clark, Director of Product, AG Astra, Pratt, Kansas
This class will be beneficial for project team members, project team leaders, and the supervisor or manager that directs the activities of project team members, and project team leaders.
Anyone in management positions that have responsibilities for project teams, and their results, can gain expertise in coaching the project teams.
- PMP/PgMP: 9 Technical 2 Leadership 1 Strategic
- CAPM: 9 Technical 2 Leadership 1 Strategic
- PMI-ACP: 1 Technical 2 Leadership 1 Strategic
- PMI-SP: 0 Technical 2 Leadership 1 Strategic
- PMI-RMP: 0 Technical 2 Leadership 1 Strategic
- PfMP: 0 Technical 2 Leadership 1 Strategic
- PMI-PBA: 9 Technical 2 Leadership 1 Strategic
Materials in this class are based on the A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017.
The PMI Registered Education Provider logo is a registered mark of the Project Management Institute, Inc.
The PMI TALENT TRIANGLE and the PMI Talent Triangle logo are marks of Project Management Institute, Inc.