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8/2/2019 06.4 Manage the Scope of the System_v1.0 RG Sv
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Managethe
Managethe
Scopeof
the
Scopeof
the
System
System
Level:Intermediate
Level:Intermediate
06
8/2/2019 06.4 Manage the Scope of the System_v1.0 RG Sv
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2
Copyright2004,C
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About
theAuthor
CreatedBy:
NilanjanaPal
Id:105583
Credential
Information:
SeniorExecutive-Academy
Versionand
Date:
Version:1.0
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Questions
AwelcomeBrea
k
CodingStandard
s
Demo
Keycontacts
Reference
Testyourunders
tanding
Handsonexercise
Iconsused
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4
Introduction
Thisgivesano
verviewon:
Definingthesy
stemscopeandestab
lishingtherequirementsbaseline
Keywords
RequirementsBaseline,SystemSco
pe,Attributes,PrioritizeUse
case,Negotiationskills,ManageSco
pe,ProductChampio
n
Learning
Objectives
Aftercompletin
gthismodule,youwillbeableto,
Identify
theActivitiesandArtifactsintheManaging
Scope
workflow
DefinetheSystemScope
Establis
htheRequirementsB
aseline
Listthe
usesforRequirement
Attributes
PrioritizeUsecases
Justifyn
eedforProcesstomanageScope.
Identify
waystomanageexpe
ctation
Identify
waystoimproveNegotiationskills
Explain
theroleoftheProduc
tChampion
Prerequisites
IntrotoRequirementsManagement
Copyright2004,C
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ChapterInformation
Identifywaysscopecom
monlyisdefined
Relatescopetocustome
rrequirementsa
nduse
cases
Criticallyevaluateconve
ntionalwisdomabout
whysco
pecreeps
Describerequirementsm
anagementofscope
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Scenario
InanI.T.projec
t,whichisoutsourced
orbuiltin-house,the
project
teamworkswiththeclienttogathertherequirements.This
requirementdefinitionanalysisphase
involvesmeetings,in
terviews,
andquestionnaireswiththeclientaboutthecurrentsystem
andtheir
futureneeds.Usuallythefollowingissuesarise:
-Theclientsareunabletospec
ifyexactlywhattheyw
antinthe
beginnin
guntiltheyseethepr
oduct.
-Itisalso
oftendifficultforbusinessuserstovisualizehowthe
newsystemwillbeuntiltheys
eeit.
Whentheusers
doseethenewsyste
mforthefirsttime,changes
maybeneeded
becauseanynewapplicationswillbeinitially
unfamiliartousers.
Theideathebu
sinessusershaveinmindisthat,"Wearespending
somuchtimeandmoneyanyway,so
letusaddthisduring
the
testingphase".
Thisexpandsth
escopewaybeyond
whatyoucanaccomp
lishor
reallyneed.Howdowehandlethisproblem?
Anyis
sues?
Anyis
sues?
Anyis
sues?
Anyis
sues?
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ActivitiesandArtifacts
Thepurpose
ofManagingSys
temScopeworkflowisto:
Defineinputtotheselection
ofrequirementstha
taretobeincluded
inthe
currentiteration.
Defineth
esetoffeaturesan
dusecasesthatre
presentsomesignificant
centralfu
nctionality.
Definewhichattributesandtraceabilitytomaintain.
Artifacts:
Software
ArchitectureDocum
ents
RevisedVisiondocument
RefinedR
equirementsAttrib
utes
Anyi
ssues?
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System
Scope
ScopeMan
agement
Ismainta
iningahealthyten
sionbetweenwhatthecustomerwants
(maximumfeatures)andwhatthedevelopment
teambelievesitca
ndeliverin
afixedtim
eframe.
SystemScope
TheScop
eofaprojectisdefinedbythesetofrequirementsallocatedtoit.
Managingtheprojectscope
tofittheavailableresources(time,peo
ple,and
money)iskeytomanagings
uccessfulprojects.
Managingscopeisacontinu
ousactivitythatrequiresiterativeorincremental
developm
ent,whichbreakstheprojectscopein
tosmaller,moremanageable
pieces.
Anyi
ssues?
Anyi
ssues?
Anyi
ssues?
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ProjectManagersTriang
le
TripleConstraints
2011
2011
2011
2011GGGGOOOOPPPP
RORORORO
MMMMANAGEMENT,
ANAGEMENT,
ANAGEMENT,
ANAGEMENT,INC
INC
INC
INC....
Product/Scope(
Functionality
andQuality)
Cost
(Resources)
Time
(Sched
ule)
Appropriate,
necessaryworkmus
tbeaccomplished
adequatelywithinavailabletimeandbudget
Product/Scope
,cost,sched
ule:picktw
o
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DefiningScopeSoItDoe
sntCreep
:
Diffe
rentApproaches
2011
2011
2011
2011GGGGOOOOPPPP
RORORORO
MMMMANAGEMENT,
ANAGEMENT,
ANAGEMENT,
ANAGEMENT,INC
INC
INC
INC....
Narrative
descriptiono
fpurposesa
ndo
bjectives
(typ
icalmanagement
dictateappro
ac
h)
Listo
fta
sksw
hichwi
llbeperforme
d,
howtheyl
lbe
performe
d,
an
dtheir
de
livera
bles(typ
ica
lprovider
approac
h)
Pro
ducts
/systems
/sof
tware
(Pro
ble
mPyram
id
box
6
hows
)to
becreate
d(typ
ica
ldevelo
pmentv
iew)
High
-lev
elitem
ize
dbus
iness
de
live
rablewhats
(Pro
blem
Pyram
id
box
5,
notso
typ
ica
l,butm
ost
effective
customerap
proac
htored
ucecreep
)
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System
Scope(C
ont.)
ListoftipsforavoidingScope
creepbutatthes
ametimeallowing
change:
Realrequirements:Identifywhatisreallyneede
dforbusinessobjective-
prototypinganditerativedev
elopment.
Minimum
requirements:Practiceofaminimumrequirementsstrate
gy;no
goldplat
ing,noincludingwhatmightbeneede
d.
Allrequirementsshouldberecordedandidentifiedbyasource.
Realizea
llrequirementshav
eacostandsched
uleimpact.
Allrequirementscomethrou
ghawell-identified
channelnotfromvarious
randoms
ources.
Expectationmanagementan
dcommunicationw
iththecustomeraboutwhat
willbein
eachiteration.
Muchofs
copecreepresultsfromproductsnotsatis
fying
REALbus
iness/customer/stakeholder
/userrequirem
ents,
mainlybecausetheyhavenotbeende
finedadequat
ely
Reqs
Mgmt
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Requirements
Negotiatio
n
2012
2012
2012
2012GGGGOOOOPPPP
RORORORO
MMMMANAGEMENT,
ANAGEMENT,
ANAGEMENT,
ANAGEMENT,INC
INC
INC
INC....
InitialHigh-Level
Conceptual
Design
InitialTop-Level
Business
Requirements
(Inclusive
,resources
dontcha
ngebusiness
requirements)
Deta
iledBus
.
Requirements
Pro
duct
Sys
.
Requ
irements
Specs Us
eCases
Rev
iewan
d
Ref
ine
Tim
e,
Cost
Estimates
R
isks
Requireme
ntsScope:Pr
oblemPyramid
ScopeTop-Level
Bus.
Requiremen
ts
(Negotiated
Exclusions)
Fea
sibility
Ana
lys
is
Imp
lementation
Prio
ritizationan
d
Tra
deo
ff(Phases
)
NegotiatedHigh-
LevelConceptua
l
Design
Implemen
tationProjectScope
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EstablishtheReq
uirements
Baseline
RequirementsBaseline
Thisisth
esetoffeaturesthatconstitutestheag
reeduponbasisfor
developm
ent.
Thiscan
onlybechangedth
roughaformalproc
edure.
Moreeffe
ctivewhenRE
AL
business
/customerreq
uirements
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TheUsesforReq
uirementA
ttributes
Requiremen
tAttributesprovid
ealinkbetweenr
equirementsandother
projectelem
ents.
Forexam
ple,statusprovidesthecurrentstatu
sofeachrequirementand
effortestimatestheworkin
volvedtomeeteac
hrequirement.
UsesforRequirementattributesare:
Managingprojectscope
Assigningresources
Scheduling
Assessin
gstatus
Calculatingsoftwarem
etrics
Managingprojectrisk
Estimatingcosts
Ass
uringusersafety
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PrioritizeUseCases
TheArchitectpointofviewto
PrioritizeUsecases:
Considerusecaseslinkedtofeaturesinthebaseline
scope.
Selectthe
scenariosforarchitec
turaliterationsbased
ontheflowsthat:
Representsignificant,centralfunctionality
Haveasubstantialarchitecturalcoverage
Stress
aspecific,delicatepoint
ofthearchitecture
Havebeenidentifiedashighris
k
Asprojectm
ovesfromphase
tophase,thecrite
riaforprioritizing
use
caseschang
es.
Duringela
boration,weselectus
ecasesorscenarios
tomitigatethetechnicalas
quicklyas
possible.
Duringconstruction,weselectu
secasesorscenariostodeliveressential
functionalitybeforenon-essentialfunctionality.(80-20
rule)
Duringthe
testing/transitionph
aseagainthefocusc
hanges
Anyi
ssues?
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PrioritizeUseCases
TheSystem
analystpointo
fviewtoPrioritizeUsecases:
Consider
thepriorityofstake
holderrequestsan
dfeaturesintheba
seline
scope.
Selectthescenariosfortheiterationbasedontheflowsthat:
Trace
tohigh-prioritystakeholderrequests
Repre
sentthemainuseofthesystem(80:20rule)
Arere
latedtofeaturesthat
oncedelivered,allow
ustoreceiveanincre
mental
payment.
Provideanykeydifferentiat
ortomajorcompetitors.
Architect/analystdis
tinctionquest
ionableatbes
t.
Doe
sAgileandits
productback
logaffectit?
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PrioritizeUseCases
PrioritizethefollowingUsecasesb
asedontheirRequireme
ntAttributesasperthe:
-Architectpoint-of-view
-SystemAnalystpoint-of-view
Anyis
sues?
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IssuesPrioritiz
ingUseC
ases1of2
2011
2011
2011
2011GGGGOOOOPPPP
RORORORO
MMMMANAGEMENT,
ANAGEMENT,
ANAGEMENT,
ANAGEMENT,INC
INC
INC
INC....
Ju
dgmenttoo
,notpure
lymec
hanica
l
High
-me
dium-l
ow
,ma
ndatory-d
esira
ble
-idea
l
distinctio
nso
ftenare
Hardertoma
kethanrea
lize
d
Unre
liable
Mean
ing
lessw
hen
everyth
ingisman
datory/h
igh
Unsta
ble
usecasess
igna
lina
dequ
ate
ly-d
efined
REAL
bus
iness
(customer)requ
irements
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IssuesPrioritiz
ingUseC
ases2of2
2011
2011
2011
2011GGGGOOOOPPPP
RORORORO
MMMMANAGEMENT,
ANAGEMENT,
ANAGEMENT,
ANAGEMENT,INC
INC
INC
INC....
Customerpriorityove
rwhe
lming
lycontro
ls
Requ
irementsris
ko
fnotmeeting
bus
iness
nee
d
Impacttimes
likeli
hoo
do
fpro
blem
Testing
he
lpsm
itig
ate
Deve
lop
mentcons
ide
rationscano
verr
ide
Need
edtoena
ble
other,morev
isible
,useca
ses
Difficu
ltan
dris
kyd
eve
lopmentgenera
llybetter
addre
sse
dearl
ier
Proje
ctmanageme
ntris
ksre
late
dtoresources
,
time,
metho
ds
,an
dtoo
ls
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NeedforProcess
toManage
Scope
KeyfactorinManagingSco
peisaneffectiv
eChangeManagement
Process.
NewFea
ture
Reqt
Design
Code
Test
Maint
New
Requirement
Bug
Change
Request
(CR)
SingleChann
el
forApproval
Approved
Decision
Process(CCB
)
Customerand
UserInputs
Marketing
CodersInputs
TestersInputs
HelpDesk
UserInputs
ChangeCo
ntrolBoard
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WaystoManage
Expectatio
n
Understandthecustomere
xpectations
Limittheexpectationsasappropriate
Includethe
sourceofthelimitation
Under-prom
iseandover-de
liver
Commu
nicationisvery
important;avoid
surprises.
Toooften
manageexpectationsiseq
uatedtosayin
gNO
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NegotiationSkills
Negotiationskillsarekeytoanysuccessful,m
ulti-partyprogram.
Tipstoimp
roveNegotiationskills:
StartNeg
otiationswithhighdemands,butdont
beunreasonable
Separate
peoplefromtheproblem
Focuson
interestsnotpositions
Understa
ndyourBestAltern
ativeToaNegotiatedArrangement(BATNA)
Inventop
tionsformutualgain
Usediplo
macy
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ProductChampio
n
Thisisnotajobtitlebutarole
playedbyakey
individual.
Theroleisto
:
Helpman
agetheprojectsco
pe
Ownthe
productvision
Defenda
gainstfeaturecreep
Negotiate
withmanagement,usersanddevelop
ers
Maintain
abalancebetween
customerneedsan
dwhatcanbedeliveredon
time
TheProductC
hampionrepres
entstheofficial
channelbetweenthe
Customerand
thedevelopmentteam.
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Summ
ary
TheScope
ofaprojectisdefinedbythesetofrequirements
allocatedtoit.
Managingtheprojectscopetofittheavaila
bleresources(time,
people,andmoney)iskeytomanagingsuc
cessfulprojects
.
RequirementsBaselineisthesetoffeature
sthatconstitute
sthe
agreedupo
nbasisfordeve
lopmentandtha
tcanonlybech
anged
throughaf
ormalprocedure
.
Astheprojectmovesfrom
phasetophase,
thecriteriafor
prioritizing
usecaseschan
ges.
Negotiation
skillsarekeytoanysuccessful,multi-partypro
gram.
TheProductChampionrep
resentstheoffic
ialchannelbetw
eenthe
Customerandthedevelopm
entteam.
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LearningReinforc
ements
DefineScopeManagement.
Whatareth
erolesoftheArchitectandtheAnalystinmanaging
Scope?
Howdothe
SystemAnalyst'sviewonpriorityofusecases
differ
withtheArchitect'sviewon
thesame..?
ListtheusesforRequirementAttributes.
Whatisthe
roleoftheProd
uctChampion?
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ForRe
ference
Thefollowingitemswillprovidemoreinformationonthesubjectsco
veredin
thiscourse:
Resource
Type
Description
ReferenceTopicor
Modu
le
Book
W
ritingEffectiveUse
case(byAlistair
C
ockburn)
Book
M
anagingSoftware
Requirements2
nd
E
dition(byDeanLe
ffingwellDonWid
rig)
T
raceabilityStrategiesforManaging
R
equirementswithUseCases.PDF
ManagingChanging
Requirements
URL
R
ationalRUPProcesshttp://www-
03.ibm.com/certify/
certs/rlrcrmc3.shtml
White
Paper
\\ctsintcocfab\shares\library\UML\
h
ttp://elibrary\
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AssessmentQuiz
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Congratulations!
Congratulations!
Y
ouhavesuccessfully
Y
ouhavesuccessfully
complete
d
completed
Manage
the
Managethe
Scopeof
the
Scopeof
the
System
System