Enterprise environmental factors otherwise known as eefs these are conditions that can be internal or external which fall under the condition that they're not under the control of the project team these are things that influence constrain or direct the project at organizational portfolio program or project levels some examples of things that affect the team that the team has no control over that are external would be weather market conditions or laws from the government some internal conditions that affect the team that the team has no control over could be something like culture if you're managing a team with a specific culture this is something that the team can't change or at least can't change right away it would take a long time to change company culture so these are Enterprise environmental factors organizational process assets otherwise known as opas these are internal plans processes policies procedures and knowledge bases such as databases specific to and used by the Performing organization these assets influence the manage of the project and by the way can be changed because the organization owns them these are not external tools or documents or forms these are internal so we can change them if needed as needed document analysis a technique used to gain project requirements from current documentation evaluations so basically this is a way of gathering requirements by looking at documents let's say you're installing a car stereo and you look in there and it says that you need an amplifier another in order to run the back speakers because you reviewed this document you were able to identify that requirement that's document analysis focus groups this is an elicitation technique so in other words we're bringing out ideas or opinions so an elicitation technique that brings together pre-qualified stakeholders along with subject matter experts to learn about their expectations attitudes about a proposed product service or result so think of a focus group as important people these are important people on your project often this oftentimes decision makers that are brought together for a meeting so we can focus on a topic don't get this confused with facilitation facilitation doesn't require the same type of important people or focus on a topic facilitation is where we just bring in cross-functional people from all around the organization to provide ideas focus groups are for focused decisions facilitation are people from across the board to generate ideas questionnaires and surveys written format of questions designed to quickly capture information from many respondents it's what you think it is it's questionnaires and surveys no further definition required benchmarking the comparison of actual or planned products processes and practices to those of comparable organizations to identify the best practices generate ideas for improvement and provide a basis for measuring performance benchmarking is where you look across the way and you see something and say I want to make my item at least as good as that other item that's benchmarking interviews a formal or informal approach to elicit information from stakeholders by talking with them directly interviewing is simply two people talking to one another with the idea that one person is trying to get some sort of information out of the other observations a technique used to gain knowledge of a specific job role task or function in order to understand the determined project requirements basically I can collect requirements by watching you do your job and identifying shortcomings along the way for example if my son is raking the leaves in the backyard and he's doing a really poor job and I'm watching him I could observe that the rake is broken and as a result create the requirement to purchase a new rake facilitated workshops organized working sessions led by qualified facilitators to determine project requirements and to get all stakeholders together to agree on a project outcomes please remember that facilitator Workshop are cross-functional team members that can come from anywhere in the organization focus groups as I mentioned before is where we have decision makers or very important people focus on a decision or some sort of outcome so facilitator Workshop is just working together to facilitate a discussion to keep the conversation going forward context diagrams visual depiction depiction of product scope showing a business system such as Process Equipment computer system Etc and other people in other systems will interact with it think of it as an Owner's Manual of how to connect a car stereo that is a context diagram it shows where the battery is it connects to the radio and the radio has speaker wires going to the front left front right speakers and maybe an amplifier and then from the amplifier back to the back speakers that's a context diagram showing where all the connections are this storyboarding a prototyping method used for visual or images to illustrate a process or represent a project outcome when you hear prototype think about a model think about that it's not in production if this storyboarding is used to just describe in visual aids how the process is going to be done from A to Z without actually building the process prototyping this assists in the process of obtaining early feedback on requirements by providing a working model of the expected product before building so a prototype is something that you could touch you could feel you could smell but it's not in mass production yet it's just basically honing in the requirement decisions on something before we start investing a lot of money in manufacturing something that may or may not meet our requirements requirements management plan this is a component of the project or program management plan that describes how requirements will be analyzed documented and managed it's not the actual requirements but rather a description of how we're going to manage requirements how are we going to collect them how are we going to make sure we don't bring in new requirements without approvals who's going to collect them from the stakeholders who's going to tell the stakeholders they're not getting that requirement that is part of the requirements management plan requirements traceability Matrix this document links product requirements from their origin to the deliverables to satisfy them so it's a document that has a list of requirements in it and then it's also used as a checklist to ensure that this that the item that you're delivering to the stakeholder has those requirements in it requirements traceability Matrix project scope statement the description of the project scope major deliverables assumptions and constraints basically it's a detailed description of what you're getting so the project scope statement States and words what you're getting so if you're getting a pool a swimming pool the scope statement would say that you are getting let's say an in-ground 18 by 36 inch six foot deep pool uh in saltwater pool with the pumps and the plumbing and all Associated Hardware with it that's a project scope statement it's just a detailed description of what you're getting product analysis a tool used to define scope by asking questions about the product and forming answers to describe the use characteristics and other relevant aspects of that product basically you're just analyzing what the end item needs to look like and you're analyzing to make sure that you didn't miss any steps that's really what it is work breakdown structure oh here we go very complicated definition to a very simple thing a hierarchical decomposition of the Project's total scope of work to accomplish the project objectives to create the required deliverables what you know when you buy a car there's a window sticker on the car and it says everything that's in the car that's a work breakdown structure in other words if it's not on that sticker you ain't getting it but if it is on the sticker you better get it code of accounts this is a numbering system that uniquely identifies each component of the work breakdown structure oh my gosh what is that basically it's a it's an accounting term for where you're going to charge hours to along the way of your project we'll explain this on more in depth in class but suffice it to say that along the work breakdown structure which is that window sticker there's a number that goes with it like for example 1.1 might be engine well somewhere along the manufacturing process somebody charged funds to 1.1 engine when they were developing the engine or installing the engine but that's one of those hidden accounting things that is on that could be on the exam that you have to know the definition to work breakdown structured dictionary this provides a detailed deliverable activity and scheduling information about each component in the work breakdown structure think of it this way if you're installing a fence post and that's in your work breakdown structure so you're getting you're getting fence posts installed the work breakdown structure dictionary would explain what it means such as okay when you install the post the post is a four inch by four inch by eight foot tall pressure treated pine it must be Plum and level the hole must be 12 inches around by 32 inches all that description of installed posts is inside the work breakdown structure dictionary control account a management control point where scope budget actual cost and schedule are integrated and compared to earned value for performance measurement this is one of those PMI definition words that you need to know because they're going to throw it into a word but you need to know that it's used to track scheduled cost and budget all in one item because you could track those things independently but a control account is where you put them all together very small little PMI Nuance but highly likely on the exam