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Project Requirements:SCOPE CREEP IS MANAGEABLE
Presented by: Jonathan Gilbert, Senior Instructor | ESI International
© 2015 - All information in this document is copyright protected and the property of ESI International, Inc.© 2014 - All information in this document is copyright protected and the property of ESI International, Inc.
PRESENTERJonathan GilbertSenior Instructor
ESI International Arlington, VA USA
CO-PRESENTERMatthew FergusonVice President, Client Services and Delivery
ESI International Arlington, VA USA
Project Requirements: SCOPE CREEP IS MANAGEABLE
PRESENTATION CODE: 00001
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Introduction Jonathan B. Gilbert has been leading and managing projects and programs for over thirty five years. Graduating with a Bachelor of Science in Civil Engineering, he began his career in project management designing and building large infrastructure projects.
Through blunt force, many of the projects were successful, but a failed project led to reflection and a career change, shifting to graduate school and a career in management consulting. Many more projects followed until another failed project caused further reflection, more education, and another career change, settling into organization behavior and leadership development. While project failures have been minimal, constant learning and reflection have led to a stable practice of executive coaching and facilitation.
When not on the road practicing his craft, Jonathan spends time with his wife and four children in Raleigh, North Carolina, training for an eventual tennis championship, finishing a book on ternary metaphysics at the intersection of faith and the workplace, and building a food truck.
Jonathan B. Gilbert
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PROJECT REQUIREMENTS
In this workshop, you will learn how to identify causes and symptoms of requirements management problems and the impact of inadequate requirement definitions on project success.
CLEAR REQUIREMENTSClearly articulated requirements allow the predictable and complete realization of the project scope; a challenging task especially for large projects.
UNCLEAR REQUIREMENTSPoorly defined or inadequate up-front requirements can lead to costly rework down the road.
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Objectives BY THE END OF THIS SEMINAR, YOU SHOULD HAVE A BETTER UNDERSTANDING OF:
Symptoms and causes of requirements problems
The impact of ineffective requirements on project success
The strategies and processes to prevent and correct requirements problems
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What Are Requirements?
Requirements describe what the outcome of the project must be, what it must do, or the qualities it must have.
An outcome can be a product, service, or a process improvement
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Why Do We Need Requirements?
Requirements are essential to determining the
PROJECT SCOPE!
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Common Requirements Definitions
Domain: The set on which a function is defined.
Baseline: A line serving as a basis, especially one of known measure or position used to calculate something.
Benchmark: Point of reference from which measurements may be made; a standardized problem or test that serves as a basis for evaluation or comparison.
Milestones: A significant point in development.
Needs: A customer’s lack of something requisite, desirable, or useful.
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Why Is Requirements Management Important?
Environment has changed Projects and project requirements
are more visible Projects are larger and more
complex, time consuming, and expensive
Consequences of project failure are higher and more threatening to personnel and companies
Cost of not performing requirements management is expensive, as flawed projects need rework
50% TO 60%
PROJECT PROBLEMS
ARE A RESULT FROM REQUIREMENTS
PROBLEMS!
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Causes Of Requirements Problems
Lack of user input and involvement
Lack of clarity in communication
Incomplete requirements
Changing requirements
Unknown/misinterpreted requirements
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Symptoms Of Requirements Problems
Lack of user input and involvement
Lack of clarity in communication
Incomplete requirements
Changing requirements
Unknown/misinterpreted requirements
CAUSES OF REQUIREMENTS PROBLEMS
Disagreements about estimates
based on requirements
Misunder-standings between
customer and project team
Requirements not reflecting
customer's real needs
Too expensive to make
requirements changes
Too expensive to satisfy
requirements
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Requirements Management ProcessBENEFITS
Training costs for staff are reduced
Customer needs can be communicated more effectively
Project integration costs less and is more effective
Best practices and processes can be implemented across the organization
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ESI’s Requirements Management Model
Manage Requirements
Changes
Identify and Involve Stakeholders
Requirements Identification and
Analysis
Test Project Deliverables
Close Out Requirements
Process
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Identify And Involve Stakeholders
It is critical that all requirement stakeholders be identified and involved in the process
Stakeholders may include: Vendors Sponsor End User Project Team Competition Corporate Organization Stockholders
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Requirements Identification and Analysis
Source Documents
Identify Functional, Non-functional, and
Global Requirements
Derive Functional, Non-functional, and
Global Requirements
Analyze
Review
Approve
Requirements Baseline
Document
Requirements ID#
Begin Traceability
Continue Traceability
Update Traceability
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Techniques And Tools For Generating Ideas
TOOLAdvantages
Disadvantages
Is not a substitute for project manager decision making
Can be used for many different specific applications
Labor and time intensive Gets access to knowledge project
manager does not have
Expert Interview
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Techniques And Tools For Generating Ideas
TOOLAdvantages
Disadvantages
Strong moderator required to prevent evaluation before end of idea generation
Outspoken individuals can dominate the process
Potential for "group think" Time intensive
Interactive nature encourages group synergy
Brainstorming
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Techniques And Tools For Generating Ideas
TOOLAdvantages
Disadvantages
Is not a substitute for project manager decision making
Permits anonymity of respondents Avoids tendency to focus on single train of
thought Allows "unbiased" expert judgment
Delphi Technique
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Techniques And Tools For Generating Ideas
TOOLAdvantages
Disadvantages
Lack of multi-person synergies
Avoids inhibition problems associated with interactive methods
Avoids tendency to start evaluation too early
Avoids tendency to focus on single train of thoughtNominal
Group Technique
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Techniques And Tools For Generating Ideas
TOOLAdvantages
Disadvantages
Same as nominal group Moderator must integrate large volume of
data
Same as nominal group Most efficient method in terms of number
of ideas per work week Complete paper trail of process
Crawford Slip
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Techniques And Tools For Generating Ideas
TOOLAdvantages
Disadvantages
Can be time intensive Relevant data may be difficult to obtain Data may not be accurate for new
applications
Essential to learn from past mistakes Prevents "reinventing the wheel" If lessons-learned summaries exist, it can
be easy to get data Can be used effectively in conjunction with
interviewing techniquesAnalogy Techniques
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Techniques And Tools For Generating Ideas
TOOLAdvantages
Disadvantages
No personal interaction No synergy
Expedites information sorting Eliminates dominant personalities from
directing group decision making
Affinity Diagram
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Manage Requirements Change
Proposed Requirements
Change
Requirements Change
Control Board
Archived Change
Requests
Updated Requirements
Baseline
No or Deferred Yes!
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Test Project Deliverables
Test CasesUpdated
Requirements Baseline
Test Environment
Sponsors(Stakeholders)
Verify Fulfillment of
RequestsEnd Users
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Close Out Requirements Process
System
Test Results and Issues
Satisfied Sponsors
(Stakeholders)
Satisfied End Users
Negotiated Issues
Verified Fulfillment of Requests
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Advantages of a Requirements Management Process
Improves customer satisfaction Minimizes legal/contractual risks of component products and services Improves quality of outcomes/deliverables Improves estimates for project planning Improves customer needs analysis and concept development for all
products and services
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Key Messages
A solid requirements management process establishes the foundation necessary for project success.
Focus on underlying causes rather than confusing symptoms. A major cause of project problems is a poor or inconsistent
requirements management process. Useful tools for identifying requirements include nominal group
technique (NGT), affinity diagramming, and Delphi technique. Requirements management covers all aspects of requirements
throughout the project life cycle. Requirements management process improves the probability of
project success. Requirements management process closeout is a critical part of
overall project closeout.
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About ESI, International
For over three decades, ESI has been a global leader in project-focused education and helps client organizations to further guarantee project success, improve efficiencies, and improve their bottom line. We accomplish this through an extensive offering of assessments, 200+ courses of foundational through advanced training, customizable curriculum, and a wide array of delivery modalities to ensure relevance and adoption for your teams.
FOR MORE INFORMATION ABOUT OUR COURSES, VISIT:
www.esi-intl.comOR CALL +1 (703) 558-3000
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Important RemindersAutomation & Power World 2015
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QuestionsJonathan GilbertSenior InstructorESI International703.588.3000 etx. [email protected]
Please visit www.esi-intl.com for additional information