The document outlines the project life cycle and work efforts for requirements analysis where documentation is already available. It involves analysis of existing documents by an analysis team along with business stakeholders and PMO. Key deliverables include a requirements management plan, functional requirements document, use case documents, and data and non-functional requirements documents. Metrics are used to track scope, progress, issues and risks. Stakeholder reviews are conducted and feedback is logged.
Accelerating SharePoint Value with Work ManagementEPM Live
The key to creating value from managing work in your organization is to further leverage SharePoint to plan and track all types of work. As your core enterprise content management system, SharePoint is the central portal for all enterprise work and collaboration for all internal and external users. In this webinar, we will demonstrate how you can generate significant value from the use of the WorkEngine for SharePoint platform. With very little additional investment in your existing SharePoint infrastructure you can benefit from integrated work planning and tracking, detailed budget and cost management, resource capacity management and overall work management reporting and dashboards.
Please join EPM Live to learn how to create value in your organization by using the WorkEngine solution together with your existing SharePoint infrastructure.
Accelerating SharePoint Value with Work ManagementEPM Live
The key to creating value from managing work in your organization is to further leverage SharePoint to plan and track all types of work. As your core enterprise content management system, SharePoint is the central portal for all enterprise work and collaboration for all internal and external users. In this webinar, we will demonstrate how you can generate significant value from the use of the WorkEngine for SharePoint platform. With very little additional investment in your existing SharePoint infrastructure you can benefit from integrated work planning and tracking, detailed budget and cost management, resource capacity management and overall work management reporting and dashboards.
Please join EPM Live to learn how to create value in your organization by using the WorkEngine solution together with your existing SharePoint infrastructure.
Realizing the Business Value of PPM - What to Expect When Implementing PPMEPM Live
Organizations who strive to improve their Project Portfolio Management (PPM) processes by leveraging a PPM tool are given a strategic advantage in today’s market.
Project Portfolio Management (PPM) is a set of business practices that bring projects together into tight integration with other business operations synchronizing strategies, resources and executive oversight. PPM provides the structure and processes for project portfolio governance.
Benefits of a PPM tool provide the organization a centralized location for stakeholders, PMs and project team members to easily view project portfolio items, resource demands, tasks, and project costs. It provides structure and standardization for project selection and execution and should be flexible to let users work the way that is most comfortable to them, improving user adoption and productivity. PPM solutions streamline collaboration between all invested personnel by providing easily accessible dashboards and reports and enabling more accurate and timely decision-making. Overall a good PPM solution provides the organization the toolset for selecting the right projects, improving ROI and creating a leading business edge.
Trishul is an India-based, premium provider of Design Support Services to Engineering Consultancies, Architectural firms, OEMs and EPC contracts in the Architectural, Civil / Structural and Mechanical Engineering domains.
Trishul can reduce your Design, Production & Detailing costs by more than 50%, minimize your risk associated with staffing, and improve your operational efficiency.
Lean Six Sigma Green Belt Services Certification BrochurePartner
Lean Six Sigma Green Belt Training and Certification Program Brochure by eXample Consulting Group (SMS "leansigma" to 56070 for program schedules or visit http://www.examplecg.com (or) E-mail to sixsigma at examplecg.com)
Realizing the Business Value of PPM - What to Expect When Implementing PPMEPM Live
Organizations who strive to improve their Project Portfolio Management (PPM) processes by leveraging a PPM tool are given a strategic advantage in today’s market.
Project Portfolio Management (PPM) is a set of business practices that bring projects together into tight integration with other business operations synchronizing strategies, resources and executive oversight. PPM provides the structure and processes for project portfolio governance.
Benefits of a PPM tool provide the organization a centralized location for stakeholders, PMs and project team members to easily view project portfolio items, resource demands, tasks, and project costs. It provides structure and standardization for project selection and execution and should be flexible to let users work the way that is most comfortable to them, improving user adoption and productivity. PPM solutions streamline collaboration between all invested personnel by providing easily accessible dashboards and reports and enabling more accurate and timely decision-making. Overall a good PPM solution provides the organization the toolset for selecting the right projects, improving ROI and creating a leading business edge.
Trishul is an India-based, premium provider of Design Support Services to Engineering Consultancies, Architectural firms, OEMs and EPC contracts in the Architectural, Civil / Structural and Mechanical Engineering domains.
Trishul can reduce your Design, Production & Detailing costs by more than 50%, minimize your risk associated with staffing, and improve your operational efficiency.
Lean Six Sigma Green Belt Services Certification BrochurePartner
Lean Six Sigma Green Belt Training and Certification Program Brochure by eXample Consulting Group (SMS "leansigma" to 56070 for program schedules or visit http://www.examplecg.com (or) E-mail to sixsigma at examplecg.com)
Cost Reduction Potential in Indirect AreasSchwarzfischer
Access savings potentials in the indirect areas in a sustainable manner
To reduce the costs in the indirect areas and maintain the competitiveness of the internal structures, Nolte Möbel [Nolte Furniture] together with Staufen AG implemented a large-scale lean administration project. The result: efficiency increased by up to 50 %, processing times decreased by up to 70 % and quality increased by up to 65 %.
When Dr. Stefan Schwarzfischer became Managing Director for Technology and Administration at Nolte Möbel GmbH & Co. KG in 2007, he faced a difficult profit situation. Shortly thereafter, the Global Financial Crisis became imminent. In consequence, the decision was made to cut costs across the entire business. During this process, the focus was to be on sustainability. "We didn't have the objective to cut costs by a certain percentage as classic management theories stipulate", Mr Schwarzfischer explains. "Primarily this was about generating long-term effects through process and structure optimizations." In a first step, Nolte Möbel initiated targeted lean production measures in manufacturing. The second lever the company wanted to use was the overhead costs, comprising all indirect areas including the indirect components of manufacturing and assembly, maintenance and internal logistics, which are also categorised as overheads at Nolte Möbel. "This was where Staufen AG entered the playing field. Together with them, we developed a comprehensive lean administration project".
As in manufacturing, lean administration is based on the idea of focusing on creating value and avoiding waste. Waste is defined as anything not directly or indirectly serving the customer. During the process, internal areas are also considered "clients" if they depend on the work results of upstream processes to carry out their own work. Staufen AG's fundamental lean administration approach was also used in the Nolte Möbel project: analyze, differentiate, optimize.
Analyzing and differentiating
For two months, Staufen consultants rigorously analyzed Nolte Möbel's overheads. "In agreement with the shop council, we initially analyzed the cost structures", explains Andreas Mohren, Senior Manager and Partner at Staufen AG and manager for the project "Nolte Möbel". "Based on these findings, we analyzed each workplace, functional areas and process in great detail where appropriate". In consequence, for the first time it was possible to define who in the company spends how much time on what. The analytical tools used ranged from job analyses of individual workplaces to function and value stream assessments to interviews with executives. The consultants presented their findings in a comprehensive final report. While differentiating between processes that create value (indirectly) and waste, they also came up with measures to improve the analyzed processes in close collaboration with managers and employees. Furthermore, they highlighted savings potentials and developed schedules for the implementation. "In some departments, we had potentials of up to 50 %", Mr Mohren says. However, due to capacity and budget constraints, not all suggested measures and approaches could immediately be implemented. During a workshop with senior management and Staufen consultants in late 2009, all measures were checked and ranked according to their potential as well the required investments, capacities and time: All items falling below a certain threshold were postponed. Moreover, the workshop team linked the measure to the context of projects already underway in other areas at Nolte Möbel - the "Power" program came to life.
Implementation and internal resistance
In early 2010, the Power program and the lean administration measures were supposed to commence. However, the program only ran sluggishly to begin with. "Everything we had considered a great kick-off with senior management seemed to have been almost forgotten over the Christmas time", Mr Schwarzfischer surmises. "
Want More Out of your SharePoint Environment? Extend your SharePoint Environm...EPM Live
SharePoint is the most common collaboration tool on the market today. It was common in the early adoption years to see SharePoint implementations that were intended for content management purposes only. Now, IT organizations are thinking outside of the box. If you must do more with less, what better way to protect your current investment and minimize costs then to leverage the same platform to bring Project Management, Product Development and Service Management to your IT organization?
Join us in a one hour webinar to learn how you can extend an underutilized SharePoint deployment into a full Enterprise project, product and service management solution. Topics includes:
- Common Uses of SharePoint
- SharePoint Deployment Best Practices
- SharePoint Recommendations
- Benefits of Centralization
- SharePoint for IT Planning and Control – Projects, Products and Services
Earlier this year, Sensis launched its Business Search API, which allows publishers to develop local search propositions powered by the two million business listings contained in the Australian Yellow Pages® and White Pages® directories.
Lean Management Excellence Training and Certification Program Brochure by eXample Consulting Group (SMS "leansigma" to 56070 for program schedules or visit http://www.examplecg.com (or) E-mail to sixsigma at examplecg.com)
1. Project Life Work Effort Tools
Cycle
• Project Charter Analysis Team
Project Initiation • Integrated Plan • Functional Requirement
• Draft Requirements Management Plan Documents
• Review Log
• Business Problem Identification • Use Cases
• Integrated Plan • Activity Diagrams/ Process
Requirements • Requirements Management Plan Maps
Analysis • Traceability metrics • Change management log
• Stakeholder Analysis Design Team/ Development Team
Analysis Team
• Data Dictionary
• Design Review log
Design • Tech Design Specs • Non Functional Requirements
• User Interface Mock ups metrics
• Technical design Specification
Development • Development Plan Documents
• Integrated service requirements Testing Team
• Test Cases
• Unit Testing Plan • Defect Log
Testing • Integration Testing Plan
• User Acceptance testing Plan
• Create Repeatable & reusable Capability model of business functional areas
• Create project artifacts that are reusable across the project life cycle
Objectives
• Requirements analysis that is technology agnostic
• Manage Scope of deliverables against a documented benchmark
• Efficient Use of people time and Resources
• Track Scope Changes
• Track Rework and overall effort
2. Approach for Requirements Analysis Where Documentation Is Available
Analysis Team
Team
Analysis Team+ Analysis Team +Business
+Business Stakeholders
PMO Stakeholders
+PMO
Stage Pre Work Playback and Review Signoff
• Identification of List of Validate with Business users • Approval of Business
stakeholders • Capabilities requirements by Business
• List of • Functionalities SME and stakeholders
• Capabilities • Detailed process maps •
Analysis of Existing Documents
List of Out of scope Item if
• Functionalities • Use cases any
Work Effort
Rework based on review
• High level process maps • Requirements Transition • Closure of any Parking lot
• Use cases by Analysis team to issues
• High level Business Design team • Requirements Transition by
Requirements • Update traceability Analysis team to Design
• Steps to use cases based on Metric team
analysis of existing • Create a parking lot for
documentation any unresolved issues
• Draft traceibility Metrics
Draft Documents of Interim Documents for Signoff by Business SME
• Requirements Management • Functional Requirement • Functional Requirement
Plan Documents Documents
Deliverables
• Functional Requirement • Use case Documents Signoff By Client Architect &
Documents • Data Dictionary Design team
• Use case Documents • Non Functional • Use case Documents
• Data Dictionary Requirement Documents • Data Dictionary
• Non Functional Requirement • Non Functional Requirement
Documents Documents
The Requirements Management Plan is updated across the duration of Requirements & Analysis Phase
3. Document Coverage Objective
List of ,Capabilities Functionality and Use • Track Scope
cases with Milestones to complete tasks • Track progress
Requirements
and deliverables during the requirements • Stakeholder
Management
analysis phase including detailed list of
Plan
business SME’s that will be engaged with
visibility into time needed
Functional Decomposition of high level business • Signoff tool for the business to validate coverage
Requirements requirements detailing a business view of of business goals
Document the problem statement • Track any changes in the functional scope
Steps to Business transactions • Artifact providing design, development and testing
teams the details need for downstream activities
Use case • Operational overview and inputs for any
Document organizational change management
Data objects, Entities , Attributes, • Artifact needed by the design team to create
Data Enumerators and Enumerator Values appropriate User Interface mock ups and
Dictionary • Input document for creating data marts for any
data analysis initiatives
Non Functional SLA’s and system related behavior • Identify and track system technical requirements
Requirements expected , should cover aspects of
Document performance, SLA’s
4. Metrics Coverage Objective
Parking Lot Any unresolved issues during • Prevent long requirement sessions on topics that
Requirements Sessions to be documented can be resolved offline
with item owner and a target resolution • Track turn around time for outstanding discussion
date, also stating priority of items that points
would impact the momentum of the
requirements analysis phase
Issues Log Known Issues that need Project sponsor • Track decisions that need Project sponsor inputs
validation • Turn around time needed to resolve open items
Risk Log List of risks due to project or outside • Identify and manage know project and external
factors risks
• Track ageing of the risks
Review Log Feedback on published documents from • Identify feedback from stakeholders
review teams • Use the data to analyze the efficiency of the
analysis process
• Identify areas where business point of view is
fluid and needs to executive leadership to make
decisions