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.
PRESENTER
Jonathan Gilbert
Senior Instructor
ESI International
Arlington, VA USA
CO-PRESENTER
Matthew Ferguson
Vice 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 REQUIREMENTS
Clearly articulated requirements
allow the predictable and
complete realization of the project
scope; a challenging task
especially for large projects.
UNCLEAR REQUIREMENTS
Poorly 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
%
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 Process
BENEFITS
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
TOOL
Advantages
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

TOOL
Advantages
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

TOOL
Advantages
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

TOOL
Advantages
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
thought
Nominal
Group
Technique

TOOL
Advantages
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

TOOL
Advantages
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 techniques
Analogy
Techniques

TOOL
Advantages
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 Cases
Updated
Requirements
Baseline
Test
Environment
Sponsors
(Stakeholders)
Verify
Fulfillment of
Requests
End 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.com
OR CALL +1 (703) 558-3000

Important Reminders
Automation & Power World 2015
 Badges are automatically scanned as you enter each classroom
 Please complete a workshop evaluation
– The workshop evaluation forms can be completed online via the
downloadable event application on your smart device or PC.
– ABB will donate $1 USD for each completed session survey to this year’s
charity. Each completed session survey will also be entered into a drawing
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 Professional Development Hours and Continuing Education Credits
(CEUs)
You may obtain and print a transcript for all workshops attended
during the event by logging in to the Automation & Power World
portal. You must attend a workshop in its entirety in order to obtain
PDH and CEU credentials.

Questions
Jonathan Gilbert
Senior Instructor
ESI International
703.588.3000 etx. xxxx
jgilbert@esi-intl.com
Please visit www.esi-intl.com for additional information

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