Requirements = Scope, BA World Bengaluru 2011
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Requirements = Scope, BA World Bengaluru 2011

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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. ...

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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    Requirements = Scope, BA World Bengaluru 2011 Requirements = Scope, BA World Bengaluru 2011 Presentation Transcript

    • Requirements = Project Scope Managing Requirements to Achieve Project Success Craig BrownBusiness Analyst World Conference www.BetterProjects.netBangaloreMay 26 2010 www.BusAnalysts.com.au
    • 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
    • Consulting | Training | Staffingwww.BusAnalysts.com.au www.BetterProjects.net
    • Consulting | Training | Staffingwww.BusAnalysts.com.au www.BetterProjects.net
    • Consulting | Training | Staffingwww.BusAnalysts.com.au www.BetterProjects.net
    • www.BusAnalysts.com.au www.BetterProjects.net
    • www.BusAnalysts.com.au www.BetterProjects.net
    • REQUIREMENTS = SCOPE
    • IIBA/BABOK • When reading the BABOK Guide it is vital that ‘requirements’ be understood in the broadestRequirements 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)
    • 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
    • Requirements = ScopeProduct Scope Drives Project ScopeProduct/Service Work to be Done Capabilities Requirements Budget and Schedule
    • IncompleteInconsistentPoor qualityChanging needsREQUIREMENTS AND SCOPECHANGE Don’t forget poor estimating ability
    • Deadlocked!STORY
    • poor estimating abilityIncompleteInconsistentPoor QualityChangingREQUIREMENTS AND SCOPECHANGE
    • Estimate this!GAME
    • How did you go?
    • Budget compliance Simply Scope getting it compliance finished People Schedulelearning from compliance the process Value Quality generated compliance
    • Perceived Experience Success = ExpectationEXPECTATION MANAGEMENT
    • • Image: trusted advisor
    • • Image: con man
    • A description of a methodIn a contextWith some caveatsHOW TO MANAGE PROJECT SCOPE
    • 200180160140120100 80 60 40 20 - Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Work done Work remaining
    • 2% per month
    • 500 450 466 400 350 380 300 250 308200 200 Jan Feb Mar 249 Apr May Jun Jul Aug Sep Oct Nov Dec 2% 4% 6% 8%
    • 500 450 466 400 350 380 300 250 308200 200 Jan Feb Mar Apr 249 May Jun Jul Aug Sep Oct Nov Dec 2% 4% 6% 8% 25% 54% 90% 133%
    • 8% 6% 4%200 2%180160140120100 80 60 40 20 - Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Work done Work remaining
    • 200015001000 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
    • 200015001000 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
    • 200015001000 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
    • 200015001000 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
    • 200015001000 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
    • We got >>> 2% per month After measuring, monitoring and 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 250 200 ~ 250 150 Stories 100 50 - Work to do Work done Work remaining
    • May June July….Number of requirementsNumber Completed thismonthNumber remainingRequirements by sizeSmallMediumLarge
    • Concluding Requirements = Scope You drive ScopeYou need to manage expectations You need information Here is a simple technique
    • 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
    • 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
    • May June July….Number of requirementsNumber Completed thismonthNumber remainingRequirements by sizeSmallMediumLarge
    • Discussion Craig Brownwww.BusAnalysts.com.au www.BetterProjects.net