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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.

I then present one useful technique for managing this challenge.

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Requirements = Scope, BA World Bengaluru 2011

  1. 1. Requirements = Project Scope Managing Requirements to Achieve Project Success Craig BrownBusiness Analyst World Conference www.BetterProjects.netBangaloreMay 26 2010 www.BusAnalysts.com.au
  2. 2. 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
  3. 3. Consulting | Training | Staffingwww.BusAnalysts.com.au www.BetterProjects.net
  4. 4. Consulting | Training | Staffingwww.BusAnalysts.com.au www.BetterProjects.net
  5. 5. Consulting | Training | Staffingwww.BusAnalysts.com.au www.BetterProjects.net
  6. 6. www.BusAnalysts.com.au www.BetterProjects.net
  7. 7. www.BusAnalysts.com.au www.BetterProjects.net
  8. 8. REQUIREMENTS = SCOPE
  9. 9. 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)
  10. 10. 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
  11. 11. Requirements = ScopeProduct Scope Drives Project ScopeProduct/Service Work to be Done Capabilities Requirements Budget and Schedule
  12. 12. IncompleteInconsistentPoor qualityChanging needsREQUIREMENTS AND SCOPECHANGE Don’t forget poor estimating ability
  13. 13. Deadlocked!STORY
  14. 14. poor estimating abilityIncompleteInconsistentPoor QualityChangingREQUIREMENTS AND SCOPECHANGE
  15. 15. Estimate this!GAME
  16. 16. How did you go?
  17. 17. Budget compliance Simply Scope getting it compliance finished People Schedulelearning from compliance the process Value Quality generated compliance
  18. 18. Perceived Experience Success = ExpectationEXPECTATION MANAGEMENT
  19. 19. • Image: trusted advisor
  20. 20. • Image: con man
  21. 21. A description of a methodIn a contextWith some caveatsHOW TO MANAGE PROJECT SCOPE
  22. 22. 200180160140120100 80 60 40 20 - Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Work done Work remaining
  23. 23. 2% per month
  24. 24. 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%
  25. 25. 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%
  26. 26. 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
  27. 27. 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
  28. 28. 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
  29. 29. 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
  30. 30. 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
  31. 31. 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
  32. 32. We got >>> 2% per month After measuring, monitoring and proactively managing the stakeholders and requirements
  33. 33. RequirementsGrowth v Delivery 2000 1500 1000 500 0
  34. 34. 250200150100 50 - Work to do Work done Work remaining
  35. 35. 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
  36. 36. May June July….Number of requirementsNumber Completed thismonthNumber remainingRequirements by sizeSmallMediumLarge
  37. 37. Concluding Requirements = Scope You drive ScopeYou need to manage expectations You need information Here is a simple technique
  38. 38. 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
  39. 39. 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
  40. 40. May June July….Number of requirementsNumber Completed thismonthNumber remainingRequirements by sizeSmallMediumLarge
  41. 41. Discussion Craig Brownwww.BusAnalysts.com.au www.BetterProjects.net
  • MohamedAbdelaalAhmed

    Jan. 15, 2019
  • kimberlyochal

    Mar. 27, 2016
  • hellotherejo

    Feb. 5, 2013
  • arun_k

    Apr. 23, 2012
  • gr8realtor

    Nov. 8, 2011
  • lak1

    Oct. 19, 2011
  • sasit

    Jun. 11, 2011
  • leithal_is

    Jun. 1, 2011
  • zhoujg

    May. 30, 2011

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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