Managing Requirements for Project Success
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In May 2011 I presented this discussion of why project scope is driven by requirements, how requirements change is inevitable, and how that makes good project estimates very difficult. I then present one useful technique for managing this challenge.
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Managing Requirements for Project Success
- 1. Requirements = Project Scope Managing Requirements to Achieve Project Success Craig Brown Business Analyst World Conference www.BetterProjects.net Bangalore May 26 2010 www.BusAnalysts.com.au
- 2. 1. Lean how requirements drive project scope 2. And how project requirements change can be anticipated 3. So that project budgets and schedules can properly managed! LEARNING GOALS
- 6. IIBA/BABOK • When reading the BABOK Guide it is vital that ‘requirements’ be understood in the broadest Requirements possible sense. • Requirements include but are not limited to past, present and future conditions or capabilities in an enterprise and descriptions of organisational structures, roles, processes, policies, rules and information systems. IEEE • A condition or capability needed by a user to solve a problem or achieve an objective • A condition or capability that must be met or possessed by a system or system component to satisfy a contract, standard, specification, or other formally imposed document • A documented representation of a condition or capability as in (1) or (2)
- 7. Scope: The sum of the products, services, an results to be provided as a project. Scope Project scope: The work that must be performed to deliver a product, service or result with the specified features and functions Product scope: The features and functions that characterise the product, service or result. Scope creep: Adding features and functionality (project scope) without addressing the effects of time, costs and resources, or without customer approval
- 8. Requirements = Scope Product Scope Drives Project Scope Product/Service Work to be Done Capabilities Requirements Budget and Schedule
- 9. Incomplete Inconsistent Poor quality Changing needs REQUIREMENTS AND SCOPE CHANGE Don’t forget poor estimating ability
- 11. poor estimating ability Incomplete Inconsistent Poor Quality Changing REQUIREMENTS AND SCOPE CHANGE
- 17. How did you go?
- 18. Budget compliance Simply Scope getting it compliance finished People Schedule learning from compliance the process Value Quality generated compliance
- 19. Perceived Experience Success = Expectation EXPECTATION MANAGEMENT
- 20. • Image: trusted advisor
- 21. • Image: con man
- 22. A description of a method In a context With some caveats HOW TO MANAGE PROJECT SCOPE
- 24. 200 180 160 140 120 100 80 60 40 20 - Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Work done Work remaining
- 26. 2% per month
- 27. 500 450 466 400 350 380 300 250 308 200 200 Jan Feb Mar 249 Apr May Jun Jul Aug Sep Oct Nov Dec 2% 4% 6% 8%
- 28. 500 450 466 400 350 380 300 250 308 200 200 Jan Feb Mar Apr 249 May Jun Jul Aug Sep Oct Nov Dec 2% 4% 6% 8% 25% 54% 90% 133%
- 29. 8% 6% 4% 200 2% 180 160 140 120 100 80 60 40 20 - Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Work done Work remaining
- 31. 2000 1500 1000 500 0 16-Jan 16-Feb16-Mar 16-Apr 16-May 16-Jun 16-Jul 16-Aug 16-Sep 16-Oct 16-Nov 16-Dec 16-Jan 16-Feb 16-Mar 16-Apr 16-May 16-Jun Work to do Work remaining Work done
- 32. 2000 1500 1000 500 0 16-Jan 16-Feb16-Mar 16-Apr 16-May 16-Jun 16-Jul 16-Aug 16-Sep 16-Oct 16-Nov 16-Dec 16-Jan 16-Feb 16-Mar 16-Apr 16-May 16-Jun Work to do Work remaining Work done
- 33. 2000 1500 1000 500 0 16-Jan 16-Feb16-Mar 16-Apr 16-May 16-Jun 16-Jul 16-Aug 16-Sep 16-Oct 16-Nov 16-Dec 16-Jan 16-Feb 16-Mar 16-Apr 16-May 16-Jun Work to do Work remaining Work done
- 34. 2000 1500 1000 500 0 16-Jan 16-Feb16-Mar 16-Apr 16-May 16-Jun 16-Jul 16-Aug 16-Sep 16-Oct 16-Nov 16-Dec 16-Jan 16-Feb 16-Mar 16-Apr 16-May 16-Jun Work to do Work remaining Work done
- 35. 2000 1500 1000 500 0 16-Jan 16-Feb16-Mar 16-Apr 16-May 16-Jun 16-Jul 16-Aug 16-Sep 16-Oct 16-Nov 16-Dec 16-Jan 16-Feb 16-Mar 16-Apr 16-May 16-Jun Work to do Work remaining Work done
- 36. We got >>> 2% per month After measuring, monitoring and proactively managing the stakeholders and requirements
- 37. Requirements Growth v Delivery 2000 1500 1000 500 0
- 38. 250 200 150 100 50 - Work to do Work done Work remaining
- 39. 2000 1500 ~ 2000 1000 Story Points 500 0 Work to do Work remaining Work done 250 200 ~ 250 150 Stories 100 50 - Work to do Work done Work remaining
- 40. May June July…. Number of requirements Number Completed this month Number remaining Requirements by size Small Medium Large
- 42. Concluding Requirements = Scope You drive Scope You need to manage expectations You need information Here is a simple technique
- 43. Go collect your data and report back to me Better Projects Blog www.betterprojects.net /Measuring Requirements/ http://www.betterprojects.net/p/measuring- requirements.html
- 44. 1. Lean how requirements drive project scope 2. And how project requirements change can be anticipated 3. So that project budgets and schedules can properly managed! LEARNING GOALS
- 45. May June July…. Number of requirements Number Completed this month Number remaining Requirements by size Small Medium Large
- 46. Picture Credits Pic CC @ http://www.flickr.com/photos/subspace- eddy/2038095329/sizes/l/in/photostream/ Pic CC @ http://www.flickr.com/photos/23065375@N05 /2235525962/sizes/z/in/photostream/