project requirements presentation

© 2015 - All information in this document is copyright protected and the property of ESI International, Inc.

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

© 2015 - All information in this document is copyright protected and the property of ESI International, Inc.3

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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


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.


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


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


Why Do We Need Requirements?

Requirements are essential to determining the

PROJECT SCOPE!


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.


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!


Causes Of Requirements Problems

Lack of user input and involvement

Lack of clarity in communication

Incomplete requirements

Changing requirements

Unknown/misinterpreted requirements


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


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


ESI’s Requirements Management Model

Manage Requirements

Changes

Identify and Involve Stakeholders

Requirements Identification and

Analysis

Test Project Deliverables

Close Out Requirements

Process


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


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


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



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



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



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



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



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



TOOLAdvantages

Disadvantages

No personal interaction No synergy

Expedites information sorting Eliminates dominant personalities from

directing group decision making

Affinity Diagram


Manage Requirements Change

Proposed Requirements

Change

Requirements Change

Control Board

Archived Change

Requests

Updated Requirements

Baseline

No or Deferred Yes!


Test Project Deliverables

Test CasesUpdated

Requirements Baseline

Test Environment

Sponsors(Stakeholders)

Verify Fulfillment of

RequestsEnd Users


Close Out Requirements Process

System

Test Results and Issues

Satisfied Sponsors

(Stakeholders)

Satisfied End Users

Negotiated Issues

Verified Fulfillment of Requests


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


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.


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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QuestionsJonathan GilbertSenior InstructorESI International703.588.3000 etx. [email protected]

Please visit www.esi-intl.com for additional information