لمشاهدة ملفات الفيديو
https://www.youtube.com/watch?v=DkGpVeBchIs&index=7&list=PL0CTRdzzWSMuvJ9nKHzyxGAYCapJMQ8_Y
للمتابعة في جروب المذاكرة
https://www.facebook.com/groups/PMP.SG
لمشاهدة ملفات الفيديو
https://www.youtube.com/watch?v=DkGpVeBchIs&index=7&list=PL0CTRdzzWSMuvJ9nKHzyxGAYCapJMQ8_Y
للمتابعة في جروب المذاكرة
https://www.facebook.com/groups/PMP.SG
In this business analysis training, you will learn Gap Analysis. Topics covered in this session are:
• GAP Analysis
• Basic Process
• Stages
• Feasibility Study
• What is Feasibility Study?
• Why?
• Types
• ROI
• Feasibility Matrix
• Example
For more information, visit this link: https://www.mindsmapped.com/courses/business-analysis/business-analyst-training-for-beginners/
In this Business Analysis Training session, you will learn Business Analysis Question and Answers. Topics covered in this session are:
Business Analysis Question and Answers
To learn more about this course, visit this link: https://www.mindsmapped.com/courses/business-analysis/business-analysis-fundamentals-with-hands-on-training/
Innovative Project Management Practices,Project Management,Cut Time and Cost Overruns,Power Sector,Theory plus Practice,Learning by Doing,Enhance your decision making, Annual Losses in India due to delays cost Rs 125000 crores or USD 25 billion,PERT/CPM.
In this business analysis training session, you will learn about Enterprise Analysis. Topics covered in this course are:
• Enterprise Analysis
• What is Enterprise Analysis
• Why Enterprise Analysis
• Different Architectures
• Enterprise Analysis Activities
• Techniques Used to Define a Business Need
• Techniques Used to assess Capability Gaps
• Techniques Used to Determine Solution Approach
• Techniques Used to Define Solution Scope
• Techniques Used to Define a Business Case
• SWOT Analysis
• GAP Analysis
• Feasibility Study
• Root Cause Analysis
To know more, visit this link: https://www.mindsmapped.com/courses/business-analysis/become-a-business-analyst-hands-on-practice-with-real-life-templates/
In this business analysis training session, you will learn Enterprise Analysis. Topics covered in this course are:
• Enterprise Analysis
• What is Enterprise Analysis
• Why Enterprise Analysis
• Different Architectures
• Enterprise Analysis Activities
• Techniques Used to Define a Business Need
• Techniques Used to assess Capability Gaps
• Techniques Used to Determine Solution Approach
• Techniques Used to Define Solution Scope
• Techniques Used to Define a Business Case
• SWOT Analysis
• GAP Analysis
• Feasibility Study
• Root Cause Analysis
To know more, visit this link: https://www.mindsmapped.com/courses/business-analysis/become-a-business-analyst-hands-on-practice-with-real-life-templates/
Certified in Risk and Information Systems Control™ (CRISC™) is the most current and rigorous assessment which is presently available to evaluate the risk management proficiency of IT professionals and other employees within an enterprise or financial institute.
CRISC help enterprises to understand business risk, and have the technical knowledge to implement appropriate IS controls.
This CRISC Certification training course accredited by ISACA is ideal for IT professionals, risk professionals, control professionals, business analysts, project managers, compliance, professionals and more.
To know more about CRISC Certification training worldwide,
please contact us at -
Email: support@invensislearning.com
Phone - US +1-910-726-3695,
Website: https://www.invensislearning.com
In this business analysis training, you will learn Gap Analysis. Topics covered in this session are:
• GAP Analysis
• Basic Process
• Stages
• Feasibility Study
• What is Feasibility Study?
• Why?
• Types
• ROI
• Feasibility Matrix
• Example
For more information, visit this link: https://www.mindsmapped.com/courses/business-analysis/business-analyst-training-for-beginners/
In this Business Analysis Training session, you will learn Business Analysis Question and Answers. Topics covered in this session are:
Business Analysis Question and Answers
To learn more about this course, visit this link: https://www.mindsmapped.com/courses/business-analysis/business-analysis-fundamentals-with-hands-on-training/
Innovative Project Management Practices,Project Management,Cut Time and Cost Overruns,Power Sector,Theory plus Practice,Learning by Doing,Enhance your decision making, Annual Losses in India due to delays cost Rs 125000 crores or USD 25 billion,PERT/CPM.
In this business analysis training session, you will learn about Enterprise Analysis. Topics covered in this course are:
• Enterprise Analysis
• What is Enterprise Analysis
• Why Enterprise Analysis
• Different Architectures
• Enterprise Analysis Activities
• Techniques Used to Define a Business Need
• Techniques Used to assess Capability Gaps
• Techniques Used to Determine Solution Approach
• Techniques Used to Define Solution Scope
• Techniques Used to Define a Business Case
• SWOT Analysis
• GAP Analysis
• Feasibility Study
• Root Cause Analysis
To know more, visit this link: https://www.mindsmapped.com/courses/business-analysis/become-a-business-analyst-hands-on-practice-with-real-life-templates/
In this business analysis training session, you will learn Enterprise Analysis. Topics covered in this course are:
• Enterprise Analysis
• What is Enterprise Analysis
• Why Enterprise Analysis
• Different Architectures
• Enterprise Analysis Activities
• Techniques Used to Define a Business Need
• Techniques Used to assess Capability Gaps
• Techniques Used to Determine Solution Approach
• Techniques Used to Define Solution Scope
• Techniques Used to Define a Business Case
• SWOT Analysis
• GAP Analysis
• Feasibility Study
• Root Cause Analysis
To know more, visit this link: https://www.mindsmapped.com/courses/business-analysis/become-a-business-analyst-hands-on-practice-with-real-life-templates/
Certified in Risk and Information Systems Control™ (CRISC™) is the most current and rigorous assessment which is presently available to evaluate the risk management proficiency of IT professionals and other employees within an enterprise or financial institute.
CRISC help enterprises to understand business risk, and have the technical knowledge to implement appropriate IS controls.
This CRISC Certification training course accredited by ISACA is ideal for IT professionals, risk professionals, control professionals, business analysts, project managers, compliance, professionals and more.
To know more about CRISC Certification training worldwide,
please contact us at -
Email: support@invensislearning.com
Phone - US +1-910-726-3695,
Website: https://www.invensislearning.com
In this Business Analysis Training session you will learn, Enterprise Analysis. Topics covered in this session are:
• Enterprise Analysis
• What is Enterprise Analysis
• Why Enterprise Analysis
• Different Architectures
• Enterprise Analysis Activities
• Techniques Used to Define a Business Need
• Techniques Used to assess Capability Gaps
• Techniques Used to Determine Solution Approach
• Techniques Used to Define Solution Scope
• Techniques Used to Define a Business Case
• SWOT Analysis
• GAP Analysis
• Feasibility Study
• Root Cause Analysis
To learn more about this course, visit this link: https://www.mindsmapped.com/courses/business-analysis/foundation-level-business-analyst-training/
Projects are expected to address a business need and help an organization attain its goals. Business Analysts are expected to ensure that a project fits into the business context.
Business Analysts must know how to carry out Enterprise Analysis including:
- Conduct root cause analysis to determine business needs.
- Identify goals and define objectives.
-Identify capability gaps using Business Architectures.
- Justify projects through feasibility analysis.
- Establish the business case for a project.
In this Business Analysis training session, you will learn about Enterprise Analysis. Topics covered in this session are:
• Enterprise Analysis
• What is Enterprise Analysis
• Why Enterprise Analysis
• Different Architectures
• Enterprise Analysis Activities
• Techniques Used to Define a Business Need
• Techniques Used to assess Capability Gaps
• Techniques Used to Determine Solution Approach
• Techniques Used to Define Solution Scope
• Techniques Used to Define a Business Case
• SWOT Analysis
• GAP Analysis
• Feasibility Study
• Root Cause Analysis
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/become-a-business-analyst-with-hands-on-practice/
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
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➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
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➢ Super Show 9 in HCM with Super Junior
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➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
5. The requirements problem
•The goal of project development is to develop quality products —on time and on budget—that meets customers real needs.
•Project success depends on good requirements management.
•Requirements errors are the most common type of systems development error and the most costly to fix.
•A few key skills can significantly reduce requirements errors and thus improve quality.
6. What is requirement?
•A requirement is a capability that the system must deliver.
–A capability needed by the user to solve a problem to achieve an objective
–A capability that must be met or possessed by a system or system component to satisfy a contract, standard, specification, or other formally imposed documentation
–A documented representation of a condition or capability as in (1) or (2).
7. What is requirements management?
•Requirements management is a process of systematically eliciting, organizing, and documenting requirements for a complex system.
•Our problem is to understand users‘ problems in their culture and their language and to build products that meet their needs.
8. Why we need to manage requirements?
•How many requirements has a small product?
10. Common questions
•Boeing 777 has to satisfy 300,000 requirements
•The questions are:
–Which project team members are responsible for the wind speed requirement (#278), and which ones are allowed to modify it or delete it?
–If requirement #278 is modified, what other requirements will be affected?
–How can we be sure that someone has written the code in a software system to fulfill requirement #278, and which test cases in the overall test suite are intended to verify that the requirements have indeed been fulfilled?
11. The Life of a Requirement
Concept Phase Business Requirements Need, Problem or Opportunity Justification Project Charter Funding: Business Requirements
Solution Requirements Describes the characteristics that meet the business and stakeholder requirements: - Functional - Non-Functional - Implementation
Stakeholder Requirements: Needs of a stakeholder and their interaction with the system
How
WHAT
WHY
Requirements Phase
12. Problems of requirements management
12
•Stakeholders don’t know what they really want
•Stakeholders express requirements in their own terms
•Different stakeholders may have conflicting requirements
•Organizational and political factors may influence the system requirements
•The requirements change during the analysis process. New stakeholders may emerge and the business environment change
14. Requirements processes
•Enterprise Analysis
•Requirements Planning and Management
•Requirements Elicitation
•Requirements Analysis and Documentation
•Requirements Communication
•Solution Assessment and Validation
Guide to IIB Body of Knowledge, International Institute of Business Analysis http://www.theiiba.org/
16. Enterprise Analysis
•Creating and maintaining the business architecture
•Conducting feasibility studies
•Identifying new business opportunities
•Scoping and defining new business opportunities
•Preparing the business case for new business opportunities
•Conducting the initial risk assessment for new business opportunities.
17. 17
Enterprise analysis Project authorisation
•Projects are typically authorized as a result of one or more of the following:
–A market demand
–A business need
–A customer request
–A technological advance
–A legal requirement
–A social need
18. A market demand (e.g., a car company authorizes a project to build more fuel efficient cars in response to gasoline shortages).
A business need (e.g., a training company authorizes a project to create a new course to increase its revenues).
A customer request (e.g., an electric utility authorizes a project to build a new substation to serve a new industrial park).
A technological advance (e.g., an electronics firm authorizes a new project to develop a video game player after advances in computer memory).
A legal requirement (e.g., a paint manufacturer authorizes a project to establish guidelines for the handling of toxic materials).
A social need (e.g., a nongovernmental organization in a developing country authorizes a project to provide potable water systems, latrines, and sanitation education to low-income communities suffering from high rates of cholera).
18
Project authorisation examples
19.
20. 05
20
CONCEPTION
FEASIBILITY
IMPLEMENTATION
OPERATION
TERMINATION
Define the Project
Design the Project Process
Deliver the Project
21. 05 21
Evaluation of
the Brief
Development
of a range of
options
Definition of
the product or
service
Broad brush
analysis filters
numbers of
options
Project Teams Actions
Simplistic Feasibility studies to
determine range of possibilities
Organisations
mission
Organisations
strategy
Organisations
goals &
objectives
Organisations
need to grow
or survive
Concept of a
new product
or service
Product or
new service
brief
Organisations Actions
Revision
22. 05 22
Evaluation of
the Brief
Development
of a range of
options
Definition of
the product or
service
Broad brush
analysis filters
numbers of
options
Project Teams Actions
Simplistic Feasibility studies
to determine range of
possibilities
Organisations
mission
Organisations
strategy
Organisations
goals &
objectives
Organisations
need to grow
or survive
Concept of a
new product
or service
Product or
new service
brief
Organisations Actions
Revision
Project Authorisation
gateway
23. 05
23
Reminder
•The PM role is to convert or break down the sponsors project brief into a form that everyone understands. OR - From concept into realism.
•Then to allocate resources (teams) to determine if it is possible produce what is needed, if it is feasible and if reality can be achieved within the projects budget costs at the desired level of quality.
24. Generating Scenarios for Feasibility Evaluation
24
A project scenario is a brief description of a proposal, process or a set of procedures that should meet the identified objectives shown in the brief.
For every objective there are a number of possible strategies: e.g. the objective of eating can be met by the preparation of food, BUT, there are a number ways to do this, each is an option.
Developing scenarios can be a brainstorming activity, then each idea generated undergoes critical examination & modification. Then, selected or reject.
25. 25
Feasibility Analysis
Options can be evaluated and scored by using STEEP factors.
S =
T =
E =
E =
P =
Social
Technological
Ecological
Economic
Political
26. 26
Feasibility Analysis
1.Technical Feasibility;
2.Financial Feasibility;
3.Risk & Uncertainty Feasibility.
4.Environmental feasibility
The most frequently used evaluates these three key areas, BUT others might well be used!
27. 27
Process
Project Brief
Generate Scenarios
Undertake Feasibility Studies for Each Scenario
Technical Feasibility Study
Financial Feasibility Study
Risk & Uncertainty Feasibility Study
Collate Results and Select Best Scenario by Weighted Analysis
Comprising of:
28. 28
Project Brief
Generate Scenarios
Feasibility Study
Technical Feasibility
Financial Feasibility
Risk & Uncertainty Feasibility
Feasibility Study
Feasibility Study
Technical Feasibility
Technical Feasibility
Financial Feasibility
Financial Feasibility
Risk & Uncertainty Feasibility
Risk & Uncertainty Feasibility
Select Best Option by Weighted Analysis
29. 29
Technical Feasibility
•A Technical feasibility study can only be based upon current information concerning the product, material, or services life. Information availability stages are:
–Fully mature – considerable data is available for evaluation of new proposal.
–Semi-mature – limited data available to be used in feasibility study.
–New Technology – at prototype stage, limited information available.
30. 30
2. Financial Feasibility
•Questions asked:
–Will the investment of resources in a particular project be worthwhile, then:
–How worth-while?
•Where there is a range of several alternative opportunities for investing resources:
– which one gives the best rewards?
31. 31
Two Sets Finance!
•PM team have to consider:
•Development - The cost of the project to produce the product, some options will consume more resources than others, this reflects onto recovery time and product cost.
•Production -The cost to produce the project after hand-over to the sponsor (post-project).
32. 32
3. Risk & Uncertainty Feasibility.
Risk is an inherent and characteristic of all projects, some even claim that Project Management is really Risk Management.
Essentially there are two aspects of project risk control:
Risk
Risk Management
Risk Identification & Analysis
33.
34. Requirements Planning and Management
•This is necessary to ensure:
–the set of requirements activities undertaken are the most appropriate, given the unique circumstances of the project,
–the requirements work effort is coordinated with the other work being done for the project,
–the whole requirements team on a project has a common understanding of what activities they are undertaking,
–business analysts are able to monitor and react to requirements challenges and slippage,
–the tools, resources and requirements contributors are available as needed for the requirements activities,
–and, changes are captured correctly and consistently.
39. •Lightweight
•Availability <99%
•High quality
•Success ration 0.98
•Range >500 mL
•100 reliable
Which of the following are valid requirements ?
40. Enduring and volatile requirements
40
•Enduring requirements. Stable requirements derived from the core activity of the customer organization. E.g. a hospital will always have doctors, nurses, etc.
•Volatile requirements. Requirements which change during project or when the product is in use. In a hospital, requirements derived from health-care policy
41. Classification of Volatile requirements
•Mutable requirements, requirements that change due to the changing of system’s environment
•Emergent requirements, requirements that emerge as understanding of the system develops during the system development.
42. Statement of Needs
Functional Requirements and Statement of Services
Detailed requirements for the system’s functionality and constraints as required as a basis for individual component development/acquisition
Requirements Explosion
Declaration of required miracle
Operational View formulation
Detailed requirements
10 Requirements
100 Requirements
1000 Requirements
44. Requirements Communication
•Determine the appropriate requirements format
•Create a requirements package
•Conduct requirements presentation
•Conduct a formal requirements review
•Obtain consensus and signoff on the requirements
45. Requirements validation
45
•Concerned with demonstrating that the requirements define the system that the customer really wants
•Requirements error costs are high so validation is very important
–Fixing a requirements error after delivery may cost up to 100 times the cost of fixing an implementation error
–Change requirement error means change system design and implementation
46. Requirements checking (types of checks should be carried out on requirements)
46
•Validity. Does the system provide the functions which best support the customer’s needs?
•Consistency. Are there any requirements conflicts?
•Completeness. Are all functions required by the customer included?
•Realism. Can the requirements be implemented given available budget and technology
•Verifiability. Can the requirements be checked? In order to reduce potential dispute نزاع between customers.
47. Purpose of review
•The purpose of the review should be clearly stated and may encompass any of the following:
–completeness of requirements (all requirements have been captured)
–removal of superfluous requirements
–clarity of requirements (removal of ambiguity)
–correctness of requirements (the requirement reflects the business need or business rule)
–scope (the requirement fits within the stated scope of the project)
–conformance to project/organisational quality standards
–feasibility of requirements
–prioritization of requirements
49. Requirements Implementation
•Develop alternate solutions
•Evaluate technology options
•Facilitate the selection of a solution
•Ensure the usability of the solution
•Support the Quality Assurance process
•Support the implementation of the solution
•Communicate the solution impacts
50. Effective requirements practice
•A clear understanding of the needs of users, customers and stakeholders
•A collaborative relationship between the users, customers and stakeholders and the technical team
•A strong commitment of the requirements development team members to project objectives
•Use of a repeatable requirements process that is continuously improved
•A system architecture that supports the users, customers and stakeholders current and planned needs
•The ability to accommodate changes in requirements as they are progressively elaborated
•System development cost savings, accurate schedules, customer satisfaction
52. The Project Brief
•Your only child is turning three on Saturday and is having a big party.
•Caters are arranged but we need a clown to entertain the guests.
•It has been suggested you have contacts in this area.
•Arrange a clown.
53. A clown must wear a bright red and white checked costume with big yellow buttons, a pointed hat with a rainbow coloured pompom. His shoes must be large with curly green ends and he needs a red nose, big red glasses and brown belt with a large gold buckle and if he can talk he must tell jokes otherwise he must be able to juggle balls or hoops.
The Clown Requirement
54. A clown must wear a bright red and white checked costume with big yellow buttons, a pointed hat with a rainbow coloured pompom. His shoes must be large with curly green ends and he needs a red nose, big red TRICKY glasses and brown belt with a large gold buckle and if he can talk he must tell jokes otherwise he must be able to juggle balls or hoops.
The Clown Requirement Verification
55. A clown must wear a bright red and white checked costume with big yellow buttons, a pointed hat with a rainbow colored pompom. His shoes must be large with curly green ends and he needs a red nose, big red OPTICAL glasses and brown belt with a large gold buckle and if he can talk he must tell jokes otherwise he must be able to juggle balls or hoops.
Pants and Jacket
Noses
Belts
Shoes
Hats
Bookings
Transport
Training
Business Rules
pompom
REQUIREMENT DOWNSTREAM DELIVERABLES
56. A clown must wear a bright red and white checked costume with big yellow buttons, a pointed hat with a rainbow colored pompom. His shoes must be large with curly green ends and he needs a red nose, big red TRICKY glasses and brown belt with a large gold buckle and if he can talk he must tell jokes otherwise he must be able to juggle balls or hoops.
Pants and Jacket
Noses
Belts
Shoes
Hats
Bookings
Transport
Training
Business Rules
pompom
TRACEABILITY
58. A clown must wear a bright red and white checked costume with big yellow buttons, a pointed hat with a rainbow colored pompom. His shoes must be large with curly green ends and he needs a GREEN nose, big red TRICKY glasses and brown belt with a large gold buckle and if he can talk he must tell jokes otherwise he must be able to juggle balls or hoops.
Pants and Jacket
Noses
Belts
Shoes
Hats
Bookings
Transport
Training
Business Rules
pompom
TRACEABILITY
59. A clown must wear a bright red and white checked costume with big yellow buttons, a pointed hat with a rainbow colored pompom. His shoes must be large with curly green ends and he needs a GREEN nose, big red TRICKY glasses and brown belt with a large gold buckle and if he can talk he must tell jokes otherwise he must be able to juggle balls or hoops.
Pants and Jacket
Noses
Belts
Shoes
Hats
Bookings
Transport
Training
Business Rules
pompom
TRACEABILITY
60. A Clown A clown must: Wear a bright red and white checked costume: The clown costume must have big yellow buttons. The clown must wear a hat: The clowns hat must be pointy; The end of the clowns hat must have a rainbow colored pompom. The clowns must have shoes: The clowns shoes must be large; The end of the clowns shoes must be green; The end of the clowns shoes must be curly. The clown must have a red nose. The clown must have big red TRICKY glasses. The clown must have a brown belt: The clowns belt must have a large gold buckle. If a clown can talk the clown must tell jokes. If a clown cannot talk the clown must be able to juggle balls or hoops.
61. A Clown A clown must: Wear a bright red and white checked costume. The clown costume must have big yellow buttons. The clown must wear a hat: The clowns hat must be pointy. The end of the clowns hat must have a rainbow colored pompom. The clowns must have shoes: The clowns shoes must be large; The end of the clowns shoes must be green; The end of the clowns shoes must be curly. The clown must have a red nose. The clown must have big red TRICKY glasses. The clown must have a brown belt; The clowns belt must have a large gold buckle. If a clown can talk the clown must tell jokes If a clown cannot talk the clown must be able o juggle balls or hoops
Pants and Jacket
Noses
Belts
Shoes
Hats
Bookings
Transport
Training
Business Rules
pompom
TRACEABILITY
62. A Clown A clown must: Wear a bright red and white checked costume. The clown costume must have big yellow buttons. The clown must wear a hat: The clowns hat must be pointy. The end of the clowns hat must have a rainbow colored pompom. The clowns must have shoes: The clowns shoes must be large; The end of the clowns shoes must be green; The end of the clowns shoes must be curly. The clown must have a GREEN nose. The clown must have big red TRICKY glasses. The clown must have a brown belt; The clowns belt must have a large gold buckle. If a clown can talk the clown must tell jokes If a clown cannot talk the clown must be able o juggle balls or hoops
Pants and Jacket
Noses
Belts
Shoes
Hats
Bookings
Transport
Training
Business Rules
pompom
TRACEABILITY
63. A clown must wear a bright red and white checked costume with big yellow buttons, a pointed hat with a rainbow colored pompom. His shoes must be large with curly green ends and he needs a red nose, big red TRICKY glasses and brown belt with a large gold buckle and if he can talk he must tell jokes otherwise he must be able to juggle balls or hoops.
Pants and Jacket
Noses
Belts
Shoes
Hats
Bookings
Transport
Training
Business Rules
pompom
ORPHAN REQUIREMENT
64. A Clown A clown must: Wear a bright red and white checked costume. The clown costume must have big yellow buttons. The clown must wear a hat: The clowns hat must be pointy. The end of the clowns hat must have a rainbow colored pompom. The clowns must have shoes: The clowns shoes must be large; The end of the clowns shoes must be green; The end of the clowns shoes must be curly. The clown must have a GREEN nose. The clown must have big red TRICKY glasses. The clown must have a brown belt; The clowns belt must have a large gold buckle. If a clown can talk the clown must tell jokes If a clown cannot talk the clown must be able o juggle balls or hoops
Pants and Jacket
Noses
Belts
Shoes
Hats
Bookings
Transport
Training
Business Rules
pompom
TRACEABILITY
Automatic Traceability in DOORS
67. The need
•When having tens, hundreds or even thousands of requirements alternatives, decision-making becomes much more difficult
•One of the keys to making the right decision is to prioritize between different alternatives. It is often not obvious which choice is better, because several aspects must be taken into consideration
68. Requirements Prioritization
•Ensures the functionality with the most value is implemented when timelines become short
•Helps to manage competing demands
•Helps PM to manage time, cost and resources and move lower-priority requirements to later phases, releases
TIP: “Avoid ‘decibel prioritization’, in which the loudest voice heard get top priority, and ‘threat prioritization’, in which stakeholders holding the most political power always get what they demand.”
69. 69
Approaches to Prioritization
•Ask questions:
–Is there some other way to satisfy the need that this requirement addresses?
–What would happen if this requirement isn’t implemented right away?
–How would the deferral of the requirement affect the user community?
•Use Priority Scales
–High – Must be in the first release
–Medium – The business needs the functionality however can wait if necessary – can be implemented in the next release
–Low – The user can live without the functionality and it can be implemented in later releases
70. 70
Prioritization – Value, Cost, Risk
You can use a prioritization matrix.
Relative Weights:
1
1
1
1
Feature or Function (don't mix them use either feature or function or use case)
Relative Benefit
Relative Penalty
Total Value
Value %
Relative Cost
Cost %
Relative Risk
Risk %
Priority
<List each feature, requirement, or use case to be prioritized
1
2
3
15.8
50
37.0
1
14.3
0.308
in these cells, one item per cell. Copy and insert additional
3
1
4
21.1
22
16.3
3
42.9
0.356
rows as needed; the formulas will adjust automatically.>
4
1
5
26.3
7
5.2
2
28.6
0.780
6
1
7
36.8
56
41.5
1
14.3
0.661
Totals
14
5
19
100.0
135
100.0
7
100.0
2.104
Source: http://www.processimpact.com/goodies.shtml
71. 71
Prioritization on Basis of Value
•Have the business estimate the benefits that each requirement provides them (e.g. rate 1-9)
•Working with the business and I.T. estimate the penalty if the requirement isn’t included. Assess based on quality issues, legal, compliance, function loss that would affect productivity, harder to add capability later, other issues such as marketing, corporate communications
•Ask the business/I.T. to weight the requirements
•Ask, is the cost a factor?
•Calculate using spreadsheet
Value% (cost% * cost weight) + (risk % * risk weight)
Priority =
72. Or other techniques
•Group voting
•100 dollar method
–What you can buy with 100 dollar
–One should only perform the prioritization once on the same set of requirements, since the stakeholders might bias their evaluation the second time around if they do not get one of their favorite requirements as a top priority
•Top-Ten Requirements
–In this approach, the stakeholders pick their top-ten requirements (from a larger set) without assigning an internal order between the requirements
75. Change management
•Any stakeholder of <project> can submit the following types of issues to the change control system:
–requests for requirements changes (additions, deletions, modifications, deferrals) in software currently under development
–reports of problems in current production
–requests for enhancements in current production systems
–requests for new development projects
76. Change
management
process
Submitted
Evaluated Rejected
Approved
Change Made
Verified
Closed
Verifier has
confirmed the
change
Modifier has
installed modified
work products
verification
failed
Modifier has made
the change and
requested verification
no verification
required; Modifier
has installed
modified work
products
CCB decided to
make the change
CCB decided
not to make
the change
Evaluator performed
impact analysis
Originator submitted
an issue
Canceled
change was canceled;
back out of modifications
change was canceled;
back out of modifications
change was canceled;
back out of modifications
77. •The CCB decided to implement the request and allocated it to a specific future product release. The CCB Chair assigns Modifier.
Approved
•The Originator or someone else decided to cancel an approved change.
Canceled
•The Modifier has completed implementing the requested change.
Change Made
•The change made has been verified (if required), the modified work products have been installed, and the request is now completed.
Closed
•The Evaluator has performed an impact analysis of the request.
Evaluated
•The CCB decided not to implement the requested change.
Rejected
•The Originator has submitted a new issue to the change control system.
Submitted
•The Verifier has confirmed that the modifications in affected work products were made correctly.
Verified
78. Change status severities
•Minor
–Cosmetic problem, usability improvement, customer can live with the problem (default)
•Major
–Problem adversely affects product functioning, but a workaround is available; customer will be annoyed; serious usability impairment;
•Critical
–Product does not function at all; the wrong results are generated;
•Emergency
–Anything that requires a change to be made immediately, bypassing the change control process temporarily
80. Project Charter
•Agreement between the organization providing the product or service, and the customer organization requesting and receiving the project deliverable.
•Tool to obtain commitment from all affected groups and individuals within a specific project.
•Does not change throughout the project life cycle.
81. Project Charter Structure
•The project typically consists of four primary sections:
–Project identification and scope
–Authority and resource need definition
–Project roles and responsibilities
–Project structure and schedule
82. Project Charter - Example
PROJECT SCOPE
•Project name/title: Membership Recruitment Task Force
•Background/Introduction/Purpose:
In the past two years, membership has decreased 5%. This team is being called together to develop a strategy to increase member retention and to add 100 new members in the next two years.
•Scope Statement (Expected results/desired outcomes):
The membership committee will develop a strategy and action plan to increase member retention and add at least 100 new members by June 2005.
83. Project Charter – Example Contd.
AUTHORITY AND RESOURCES
•Who has the authority to make decisions and allocate funds?
The committee has the authority to spend up to $5,000 for this project. The committee is empowered to do what it takes to get the task done.
•What personnel resources are needed?
A consultant who is a specialist on membership retention and recruitment
One pro-active member from each of the regional chapters (8 people)
A marketing specialist from our membership (1 person)
Team leader (1 person)
•What is the budget?
Consultant ($2500), Marketing materials ($1500), Meetings ($1000)
•What is the time needed?
Six months
84. Project Charter – Example Contd.
ROLES AND RESPONSIBILITIES
•Research and select a consultant to work with committee (Tom, Mary and Bill—by Jan 1st)
•Develop membership calling campaign in each region (8 regional committee persons responsible) Membership phone campaign in June
•Develop marketing material (Tom—by April 1st)
•Mail out marketing materials to all present and past members in May
PROJECT SCHEDULE
•January 15th – Consultant retained
•February 10th Survey completed for approval
•March 1st – Survey mailed out
•April 1st – Marketing material completed
•May 1st – Mail out marketing materials
•June – Conduct phone campaign
87. 87
WBS Definition
•A deliverable-oriented grouping of project elements that organizes and defines the total scope of the project work.
•Work not in the WBS is not in scope of the project.
•Each descending level represents an increasingly detailed description of the project elements.
•Often used to develop or confirm a common understanding of project scope.
88. 88
Where the WBS Fits
Initiate
Plan
Execute
Control
Close
Strategic
Tactical
Physical
89. Approaches to Developing WBSs
89
•Using guidelines: some organizations, like the DOD, provide guidelines for preparing WBSs
•The analogy approach: review WBSs of similar projects and tailor to your project
•The top-down approach: start with the largest items of the project and break them down
•The bottom-up approach: start with the specific tasks and roll them up
•Mind-mapping approach: mind mapping is a technique that uses branches radiating out from a core idea to structure thoughts and ideas
90. How I should break down the project?
•Geographically separated areas for product or activities
•Major chronological time periods
•By structural, process, system, or device components
•By “intermediate” deliverables required in the production of the “end” deliverables
•By separate areas of responsibility, departments, or functional areas
91. Benefits of the WBS
91
WBS
Estimates
Schedule
Project Plan
Risk and Contingency Plans
Progress Reports
Activity List
Risk Control
Project Control
Change Control
Communication Control
92. 92
Common Approaches
Brainstorming all work to be done and then grouping into a hierarchy.
Bottom Up
Using a general-to- specific structure to progressively detail the work.
Top Down
93. Bottom up WBS Development
NO
Yes
1. Create the “to-do” list of work.
2. Organize the “to-dos”.
3. Review and Adjust with group.
4. Correct and Complete?
WBS Complete
16
94. Top Down WBS Development
1. Choose your model.
2. Verify highest level Deliverables/Phases.
4. Review, Verify and
or modify the
next subsequent level.
3. Can adequate ests. be made at this level?
WBS Complete
Yes
No
5. Confirm lowest level.
25
95. Top Down
1. Choose your model
• Review various:
life cycle models,
similar project’s WBS, or
life cycle templates.
• Choose a model closest to your specific project.
26
96. 2. Verify highest level phases/deliverables
Top Down
Start at the top of a model - Deliverables
•Verify deliverables represent the major phases of your project,
•Verify purpose/need of each major deliverable or phase,
•Determine if a previous project completed a major deliverable, e.g. Feasibility.
•Choose to: eliminate or modify deliverable after review of previous completed work
28
97. Note* This step’s question means - different levels of decomposition are appropriate for each of the major deliverables/phases.
• Can it be completed within a 2 – 3 week period?
• Adequate may change over the course of the project.
• Estimating a major work package that will be produced 6 – 12 months out may not be possible.
Top Down
“Yes” Decisions Guidelines
3. Can adequate estimates be made at this level?
29
98. Top Down
4. Review, verify and or modify the next subsequent level.
• Verify, from the model, the next subsequent level’s, more specific work detail.
• Choose the appropriate work elements.
elements should be described in tangible, verifiable results in order to facilitate the project progress.
• Repeat step 3 for each work element that you have chosen necessary for the project.
30
99. 5. Confirm lowest level
Can the item be scheduled? Budgeted? Assigned to a specific organizational unit (e.g., department, team, or person)?
If no, combine items, add to, delete, redefine.
If no, revise or expand the descriptions
If no, the item must be modified,split, redefined.
Top Down
Are the lower-level items both necessary and sufficient?
Does the work item description provide a scope?
31
100. 100
Top Down
•Requires more up front discussion.
•Terminology & structure can get in the way.
• Decreases participation.
• Slower to start.
Lesson Learned
Bottom Up
• Easy to start.
• No terminology issues.
• Higher participation.
• What do we do with this?
101. What’s Next?
101
–Briefly describe each item
–Reference by number
–List associated activities
–List milestones
–List other information needed to facilitate work
Further decomposition into a WBS Dictionary
102. WBS Summary
•Defines the hierarchy of deliverables
•Supports the definition of all work required to implement deliverables
•Graphical representation of project scope
•Framework for all deliverables
•Framework for schedule and cost calculations
•Facilitates assignment of resources
•Facilitates reporting
•Provides a framework for project evaluation