Needs, Requirements, Scope, Oh My! - Project...

Preview:

Citation preview

Scope Management

Needs, Requirements, Scope, Oh My!

Initiate Project Intelligence®

®

Janelle Abaoag

Project Insight

Marketing, Public Relations

Janelle.Abaoag@projectinsight.com

www.projectinsight.net

@projectinsight

Moderator

®

®

®

®

Things to know…

All participants will be on mute

Questions are welcome

� Please use the questions box to ask

questions

� The moderator will select questions

� All questions will be answered today or

� by email at info@projectinsight.net

Webinar recording available in the PI Community

Diane C. Altwies, MBA, PMP®

CEO, Core Performance Concepts Inc.

Training in project management,

PMP® certification, leadership,

business analysis, agile and six sigma

daltwies@cpconcepts.net

www.coreperformanceconcepts.net

Presenter

®

®

Janice Y. Preston, MBA, CPA, PMP®

COO, Core Performance Concepts Inc.

Training in project management,

PMP® certification, leadership,

business analysis, agile and six sigma

jypreston@cpconcepts.net

www.coreperformanceconcepts.net

Presenter

®

®

®

®

Who is on the call?

Are you:

� A Project Manager without your PMP certification?

� A PMP in the role of a Project Manager?

� A program manager?

� Just looking for ways to use Project Insight more

effectively?

®

®

Goals of the Fundamentals Series

Deepen your understanding of fundamental project

management concepts

Identify tools and techniques that can be implemented

to manage projects more effectively

Discover practical applications for your existing projects

Use project management software more effectively

®

®

Objectives of this Webinar

Identify techniques to develop requirements

Define the role of the business analyst on a project

Describe the use of a traceability matrix

Define best practices to implement within Project Insight

®

®

Needs, Requirements, Scope

You start with a business need…

Output: project charter

Which you use to define project requirements…

Output: requirements documentation

Then you define scope…

Output: scope statement

Which leads you to detailed scope requirements…

Output: working drawings, detailed plans

®

®

Business Needs

Change is inevitable

Organizations MUST:

� Meet customer needs

� Answer competitive challenges

� Improve efficiency

� Increase revenue

� Control costs

� Achieve their Mission

Project managers must:

� Separate wants (related to a solution) from

� Needs (related to the problem)

®

®

Busy Foods, Inc. – Case Study

Customer Needs

Organizational Needs

Project Charter

®

®

Link to Project Insight

Use project description from project charter as

Description of Project in Project Insight

Store project charter within Project Documents Folder

®

®

Link to Project Insight

®

®

Link to Project Insight

®

®

Busy Foods, Inc. – Business Needs

BUSY FOODS services over 200 clients world-wide. In

recent years, long-term clients have started to leave for a

competitor who promises overnight delivery of restaurant

equipment without a minimum order.

Most of BUSY FOODS’ clients are large restaurant venues

who can serve thousands in a single day.

BUSY FOODS would like to improve their distribution

process to match the competition

®

®

Question for You

What are some project

requirements that you might

identify for Busy Foods?

®

®

Quote

Without [gathering requirements], you will spend the rest of

the project swallowing heartburn medicine and worrying

about whether you are building the right thing.

Cyndi Snyder, Frank Parth

®

®

Project & Product Requirements

Define project deliverables

Linked to project success criteria

Necessary to develop project scope

Managing customer expectations is essential

Project requirements

Business, project management, delivery

Product requirements

Technical, performance, non-functional

®

®

Understanding Requirements

®

®

Gathering Project Requirements

Start with identified business needs

Understand the problem

Understand the expected outcome

Techniques:

� Interviewing

� Facilitated group sessions

� Observation

� Prototypes

� Business process analysis

®

®

Gathering Project Requirements

Key organizational skill

Technique to define and analyze

business and system processes

� Review existing and/or future business

process

� Determine value to the overall

organization

� Consider multiple alternatives

� Recommend solutions

®

®

The Role of the Business Analyst

Key resource for any project

� Wears many hats

� Knows what the business knows

� Knows how a solution can be delivered

Skills required:

� Excellent interviewing skills

� Persistence

� Ability to see the big picture

� Analytical mind

®

®

Question for You

Do you use business

analysts on your projects?

If so, what are their

responsibilities?

®

®

Scope

The first thing we do

instinctively is search for scope.

®

®

Influences on Scope

Project Charter Detailed Requirements

Project Objectives

®

®

Defining Scope

Detailed description of:

� Product

� Project

Expansion of major

deliverables identified during

project initiation

®

®

Scope Definitions

Product scope. The features and

functions that characterize a product,

service, or result.

Project scope. The work that must be

performed to deliver a product, service,

or result with the specified features and

functions.

PMBOK® Guide

®

®

SMART Scope Objectives

� Specific

� Measurable

� Agreed to

� Realistic

� Time-bound

®

®

Busy Food Inc. – Project Scope

Improve the time from order into to shipping restaurant equipment from an average of

24 hours (24 business hours) to 8 hours within 6 months of project implementation. Full

adoption means that a minimum of 10% of restaurant equipment shipments are shipped

within the same day.

Develop and launch a marketing campaign to existing clients and past clients to educate

them on the new restaurant equipment shipping program one month prior to

implementing the new process.

Train all internal staff affected by the new business process to ensure full adoption within

2 months of project implementation. Full adoption means that all relevant staff have been

trained.

®

®

Collect Detailed Requirements

Interview

Brainstorm

Conduct surveys

Evaluate documentation

Develop prototypes

Conduct JAD sessions

Use an agile process

Create use case scenarios

®

®

Quote

Requirements errors account for 70% to 85%

of software project rework costs.

Dean Leffingwell

VP of Rational Software

®

®

Question for You

What challenges have you

faced in gathering

requirements?

®

®

Facilitating Requirements Gathering

Focus on meeting scope, project requirements, and business

needs

Map detailed requirements to scope and project requirements

Identify to what extent a requirement contributes to meeting

scope and project requirements

Eliminate requirements that do not relate to a particular project

requirement

Chip away at requirements in an iterative process

� May require multiple interviews

� Goal is to bring clarity

®

®

Challenges in Facilitating

Dealing with preconceived notions about the source of the

problem or how to solve it

Stating how to solve the problem before the problem is

clearly understood

Describing specific operations rather than what the system

or process should provide

Poorly written descriptions

Making assumptions about what people mean or

understand

®

®

Traceability Matrix

Documents how detailed requirements map to

scope to project requirements to business need

May include:

� High level WBS deliverables

� Product design

� Product development

� Product functions or sub functions

� Testing techniques and strategies

®

®

Traceability Matrix

Project Requirements: Busy Foods would like to improve their distribution process to match the competition.

Project Scope: Train all internal staff affected by the new business process to ensure full adoption within 2 months of project implementation. Full adoption means that all relevant staff have been trained.

®

®

Sample Traceability Matrix

Detailed Requirement Owner Current Status

Business process map Diane Planning

Training design Janice Planning

Training development Janice Planning

Train the trainer Janice Initiating

Identifying relevant staff Diane Initiating

Communication to staff Janelle Initiating

Scheduling training Janelle Initiating

Delivery of training Wes Initiating

Ongoing process Wes Initiating

®

®

Traceability Matrix

A. Tell Jackie “no,” this is not part of our

project scope

B. Add the request as a risk to delivering

the project on time

C. Have Jackie submit a change request

to the change control board

D. Let Jackie add the prospect list since it

only increases the distribution by 50

Question Answers

You are the manager of the Distribution

Improvement Project and the Sales

Manager, Jackie, has asked to include a

prospect list to the distribution of the

new marketing campaign. Your

response should be…

®

®

Traceability Matrix

A. Update the Project Charter assumptions

and move forward

B. Tell Training to find an alternative solution

since the expense of online training is not

budgeted

C. Ask Training to purchase the tools within

their operational budget

D. Let Training move forward with their plan

and communicate the change on the weekly

status report

Question Answers

The Training Department is working on

the training plan for the Distribution

Improvement Project. They’ve identified

that face-to-face training is not feasible

due to the locations of all the

individuals. They feel an online training

session would be better but the

organization does not have such tools

available. As the project manager, you

should…

®

®

Review

Identify techniques to develop requirements

Define the role of the business analyst on a project

Describe the use of a traceability matrix

Define best practices to implement within Project

Insight

Questions & Answers ???

®

®

Goals of the Fundamentals Series

Deepen your understanding of fundamental project

management concepts

Identify tools and techniques that can be implemented

to manage projects more effectively

Discover practical applications for your existing projects

Use project management software more effectively

®

®

Books for Credentials

� Achieve PMP® Exam Success

� Achieve CAPM® Success

� Program Management Professional (PgMP ®) Study

Guide

To order: www.jrosspub.com

®

®

Online Courses for PDUs

Effective Project Management

is now available online!

You are invited to learn and earn 24 PDUs with 8

online sessions at your own schedule and pace.

� Brush up on your knowledge of the fundamentals

� Find tips and techniques to help you gain control of

projects

� Learn about more complex topics in project

management

� Discover concepts, tools and ways to better

manage projects

®

®

2012 Fundamentals Webinar Series

The 2nd Wednesday of Every Month - 8:00am PT

Topics

� Jan – Scope: Needs, Requirements, Scope, Oh My! (NEW in this series)

� Feb – Time: Estimating Time (NEW!)

� Mar – Cost: Estimating Cost (NEW)

� April – HR: Managing Project Conflict (NEW)

� May – Quality: Delivering Quality in Projects

� June – Communication: Avoiding Communication Pitfalls

� July – Communications: Difficult Conversations

� Aug – Risk: Identifying and Assessing Project Risk

� Sept – Stakeholder Management: A New Focus on Stakeholders (NEW!)

� Oct – Procurement: It’s Not Just for the Purchasing Department

� Nov – Integration: Working the Project Flow

� Dec – Integration: Managing the Human Interface

®

®

Register Ahead of Time

Go to www.projectinsight.net

2 ways to register:

Free Project Management Training

Training & Webinar Calendar

®

®

Earn PDUs

You will automatically receive your PDUs via email after the webinar

For further questions: Janelle.Abaoag@projectinsight.com

Earn 1 PDU for each webinar session attended

To register your PDUs go to www.pmi.org

Login as a member of PMI

Select Category B – Continuing Education

Knowledge Areas: Integration, Scope, Human Resources, Communications

Process Groups: Initiating, Planning, Executing

Enter the information provided on your proof of attendance

Click continue

Recommended