Validate Scope and Control Scope processes in PMBOK6. Enjoy this video of my free online PMP Exam Preparation training course and prepare to sit and pass the PMP certification exam from PMI. This PMP training video is based on PMBOK6 (PMBOK Guide) and covers the process of validating and controlling the project scope, which is under Scope Management knowledge area.
Hello and welcome back to my PMP exam prep series in this video we will cover validate scope and control scope and that should complete the scope management knowledge area validate scope and control scope are pretty easy you just need to remember a few keywords that may show up on the exam invalidate scope we’re trying to formalize the acceptance of all work that has been completed this is to ensure that the stakeholder is getting the end result is happy and satisfied with the final outcome that it means their expectations typically us the project team we’re going to do a quick quality check versus the requirements to make sure that what we’re handing over is acceptable and then the client or the stakeholder who’s receiving this from their side they would also validate so you’re going to see in the inputs here you’re going to see a verified deliverables the verified deliverables these are the ones that we verify internally the team that worked on the product so if we were the one for example building the wall we would test we would check with the own engineering team that we are fine with the outcome first before we go to the client or the buyer or the receiver of the product and have them sign off when we go to them they will do their own inspection here they will send their own engineer to verify it before they sign off and if they have any disagreements they might go into decision making we will expand on these in a little bit as a final outcome the one thing to remember is accepted deliverables so if they are happy when they do the inspection then they would sign off and then we would have accepted deliverables let’s expand a little bit on the tools and techniques the two techniques that we’re talking about here are inspection and decision-making inspection is simply a review examination a check a walkthrough that the client will do before they sign off and decisionmaking air would happen if they have disagreement so if they saw a product that they’re not happy with the end result they may dispute that and then we may come back to them and discuss challenges that we faced and internally they may have to call a little meeting to agree within themselves to sign off on that end result now sometimes we are the buyers and the contractors own the work so when they come to us we will inspect and if we don’t agree with the final outcome we would have to do an internal decision making on whether this final work is acceptable or not if we do accept then we sign up so as a final outcome here you will see accepted deliverables this is what you can expect at this point is that we sign off for the contractor or if you are the contractor yourself then you again to sign up from your buyer right other than that if this is just a check on an interim or let’s say it’s an interim check on something that is ongoing then you’re going to have work performance information that is updated there are times when we check the final outcome and even though it match the requirements it isn’t exactly what we were hoping for and therefore you would see at that point that we might have changed requests and this change could come from the buyer who is not happy with the outcome not because the work wasn’t done right it isn’t what they thought it would be in in times when the work that was done isn’t matching the requirements the supplier may have to repeat the work at their own cost all right so that’s it for validate scope now we go to control scope in control scope it’s a matter of validating against the original set of requirements in scope to make sure that we don’t go outside of that so it’s the process of monitoring the status of the project and managing changes to the baseline so that we don’t go beyond out what you don’t want is an uncontrolled expansion of work so that you know it gets to a point where you’re using too much time or cost or resources and it becomes very risky and sometimes almost impossible to complete the project key things you want to notice here is the key things to take away or remember is the technique variance analysis trend analysis and as far as outwards there isn’t anything unique as far as an input there isn’t anything unique basically what you’re going to be doing is comparing and trying to see if there’s any variance so that’s the technique there variance analysis is there any variance between what we expected and what was on the requirements document versus what we’re seeing now you could also do a trend analysis where you look at the performance let’s say you’re consistently spending more and more than what you have expected if that trend just continues to be upwards then there’s a chance that something has been done wrong or the team is working incorrectly or maybe doing unnecessary scope so in that case you’d have to go and analyze what it is that’s costing you more on the project if it is taking longer then you have to look at what what the team is doing and what scope of work they are covering because there’s a chance they’re doing work that they shouldn’t really be doing so those are the key things you really want to remember in control scope and as outputs there isn’t anything major but definitely you can expect that change request could be required if the performance is not acceptable then you know if see if the if the work that is done does not match requirements the buyer may not have any losses or accept time obviously but this supplier or the seller may have to make some changes which could be costly to correct what they’ve been doing so these change requests that PMI puts here can be sometimes vague as to who’s really making the change but it all depends on what was agreed to and if this is what we agreed and I want to change it as the buyer then I have to pay for it but if you don’t deliver agreed to then you may have to make the changes internally to fix this you have to understand the side of the equation that you’re on and typically on the PMP exam they tell you you are the contractor or you are the buyer of a service they they actually tell you who you are you’re the PM you’re this you’re the sponsor they explain who you are in general because we’re validating the work we’re always going to have updated work performance information stating what has been completed and what hasn’t this brings us to the end of this video we covered validate and control scope hope you liked this video and if you haven’t subscribed yet please subscribe so you can be notified and you know that’s the notification button so that you’ll be notified when the next video is out on the next video we will be doing project schedule management and that one should be quite interesting there’s a lot of techniques and keywords and terminologies that you will need to learn so look forward to that one and I hope to see you on the next video bye bye
