Requirements & scope
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Requirements & scope

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I gave this talk at PMOZ last week.

I gave this talk at PMOZ last week.

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  • Great presentation, useful to realise default scope change rates number exist. Charting them is something I'll be paying more attention to...
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    Requirements & scope Requirements & scope Presentation Transcript

    • Can’t read the font? Get it here: AlphaMack AOERequirements and ScopeProject Performance information Better and Faster with Requirements Traceability. Craig Brown - PMOZ 2011
    • Better project controls!Your business analysts should already be tracking this data
    • 1. What’s requirements traceability?2. Controlling scope3. See an Example and think about how I can use thisLEARNING GOALS
    • As a project manager I want to find better ways to control project scope,and thus avoid schedule and budgetproblems.
    • I know there are many aspects to project success…•Budget compliance•Scope compliance•Schedule compliance•Quality compliance•Value generated•People learning from the process•Simply getting it finished
    • And I know expectationManagement is a key to #winning Perceived Experience Success = Expectation
    • You don’t need to convince me. I know scope issues are at the heart of managing my projects
    • You said that RequirementsTraceability can provide a way toimprove project performance. T ell me more.
    • Disclaimer
    • Lets run throughRequirements Traceability 101
    • What is…Short answer: the relationshipsbetween requirements and betweena requirement and the project thatis addressing them.
    • Vertical tracingHorizontal tracing
    • Horizontal traceability Component Sub feature Component Sub component Feature Rule Component Sub component Sub feature Rule Component Rule Helps ensure completeness and identify dependencies.
    • Mission Strategy Strategy Strategy Programme Programme Project Goals Goals Goals Project Goals Project Goals Project Goals Business Business Project Goals Requirements Requirements Features FeaturesYou can, and should, use More NFRstraceability to ensure Features NFRs Process changesalignment to the big picture Process changes
    • Vertical traceability Defined Designed Built IntegratedHelps spot where requirements are Acceptedbounced, de-scoped or otherwise Deployedmangled.Used by analysts and testers.
    • Defined Design Built SIT UAT Deployed R1 SD2.1 T C102 UT C12 R1.1 SD2.2 T C102 R2 De-scoped R3 SD2.4 T C103-108 UT C15 R3.1 SD2.4.1 T C103, 109 UT C15, 16 R3.2 SD2.4.2 T C 110-112 UT C 17
    • T hat’s traceability
    • Now tell me how I canuse this beyond test plans and coverage checks?
    • Tracks several useful attributes, such as; Requirement description, Owner, Value/motivation, Priority, Tracks Tracks relationships between a Requirement, Solution Component (i.e. requirements WBS element), T est casethrough project End to end through stage gates lifecycle and/or development stages Binary state at each stage; Done/Not done Requirements Traceability
    • Not DoneDone
    • 80% 80%80% 80% 80% 80%
    • RequirementsIIBA/BABOK IEEE1. When reading the BABOK Guide it is 1. A condition or capability needed by a vital that ‘requirements’ be user to solve a problem or achieve an understood in the broadest possible objective sense. 2. A condition or capability that must2. Requirements include but are not be met or possessed by a system or limited to past, present and future system component to satisfy a conditions or capabilities in an contract, standard, specification, enterprise and descriptions of or other formally imposed document organisational structures, roles, 3. A documented representation of a processes, policies, rules and condition or capability as in (1) or information systems. (2)
    • Scope: T he sum of the products, services, an results to be provided as a project.Scope Project scope: T he work that must be performed to deliver a product, service or result with the specified features and functions Product scope: T he 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 PMI definitions
    • Requirements = Scope Product Scope Drives Project ScopeProduct/Service Work to be Done Capabilities Requirements Budget and Schedule
    • Of course, you need to run work through your lifecycle in small batches to get best results.
    • You could get this nice visual of what’s done and what’s yet to be completed.200180160140120100 80 6040 20 - Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Work done Work remaining
    • Of course it won’t be a flat progression.200180160140120100 80 6040 20 - Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Work done Work remaining
    • You could also break your report down into various states Defined Designed Defined Defined Designed Built Defined Defined Designed Built T ested Designed Built T ested Deployed Designed Built T ested Deployed Watch the ‘cumulative flow’
    • T here is something else as well.
    • 2%
    • It doesn’t really matterwhy requirements change.We just know they do.
    • 500 450 466 400 350 380 300 250 308200 200 Jan 249 Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2% 4% 6% 8%
    • 500 450 466 400 350 380 300 250 308200 200 Jan 249 Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2% 4% 6% 8% 25% 54% 90% 133%
    • 8% 6% 4%200 2%180160140120100 80 6040 20 - Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Work done Work remaining
    • 25%20% Scope changes over time15% 10% 5% 0% -5%-10%-15% What’s your monthly scope change rate? Is it under control?-20% Do you know your company’s baseline?-25% Do you know your industry average?
    • We can use control charts to manage ourscope variations to limits… and in planning
    • 250 200 150 100 50 - Work to do Work done Work remainingHow Traceability can help you track project progressRequirements Defined > Work Done > Work RemainingRelease scheduling based on actual progress.
    • 200015001000500 0 16-Jan 16-Feb 16-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
    • 200015001000500 0 16-Jan 16-Feb 16-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
    • 200015001000500 0 16-Jan 16-Feb 16-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
    • 200015001000500 0 16-Jan 16-Feb 16-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
    • 200015001000500 0 16-Jan 16-Feb 16-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
    • We got >>> 2% permonitoring and After measuring, month proactively managing the stakeholders and requirements
    • RequirementsGrowth v Delivery 2000 1500 1000 500 0
    • 250200150100 50 - Work to do Work done Work remaining
    • 2000 1500 ~ 2000 1000Story Points 500 0 Work to do Work remaining Work done See the 250 pattern? 200 ~ 250 150 Stories 100 50 - Work to do Work done Work remaining
    • May June July….Number of requirementsNumber Completed this monthNumber remainingRequirements by sizeSmallMediumLarge
    • Go collect your data and share with me Better Projects Blog www.betterprojects.net /Measuring Requirements/ http://www.betterprojects.net/p/measuring-requirements.html
    • 1. Lean how requirements drive project scope2. And how project requirements change can be anticipated3. So that project budgets and schedules can properly managed!LEARNING GOALS
    • Included as a standard Requirements activity in the BABOK, Is derived from Systems Traceability is Engineering, a standard BA activity Is used for ISO90001: 2000 Is part of the compliance Requirements Management area (REQM) in CMMIRequirements Traceability is a standard project activityDespite industry standards, Requirements Traceability is not always done, or donewell. It’s performance should be encouraged.
    • @brown_noteBetterProjects.netCraig.Brown@BetterProjects.netau.linkedin.com/in/craigwbrown