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Project Management 
Scope management Requirements management 
P. Fitsilis (fitsilis@teilar.gr)
Definition 
•Scope is the sum of the 
–Products 
–Services and 
–Results 
•to be provided as a project
2.requirements management
Requirements management
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.
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).
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.
Why we need to manage requirements? 
•How many requirements has a small product?
Why we need to manage requirements?
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?
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
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
The logical gap 
customer 
End user 
contactor
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/
Requirements processes
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 
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
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
2.requirements management
05 
20 
CONCEPTION 
FEASIBILITY 
IMPLEMENTATION 
OPERATION 
TERMINATION 
Define the Project 
Design the Project Process 
Deliver the Project
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
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
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.
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 
Feasibility Analysis 
Options can be evaluated and scored by using STEEP factors. 
S = 
T = 
E = 
E = 
P = 
Social 
Technological 
Ecological 
Economic 
Political
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 
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 
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 
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 
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 
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 
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
2.requirements management
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.
Requirements Gathering
Requirements Analysis and Documentation 
•Analyze functional requirements 
•Analyze non functional requirements 
•Process/flow models 
–Workflow models 
–Flow charts 
•Usage models 
–Storyboards, 
–Use cases 
•Requirements attributes 
•Requirements traceability
Requirements quality
2.requirements management
•Lightweight 
•Availability <99% 
•High quality 
•Success ration 0.98 
•Range >500 mL 
•100 reliable 
Which of the following are valid requirements ?
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
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.
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
Level of detail 
Α.Cockburn, Writing Effective Use Cases 
43
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
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
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.
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
Roles in review
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
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
A small Example
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.
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
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
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
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
CHANGE IN LEGISLATION 
Green ACT 
All Clowns must have GREEN Noses
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
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
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.
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
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
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
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
2.requirements management
66 
Requirements Prioritization
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
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 
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 
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 
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 =
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
73 
Or You Could Use …
Change management
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
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
•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
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
Project charter
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.
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
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.
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
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
Summary – Project Charter
Work break down structure
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 
Where the WBS Fits 
Initiate 
Plan 
Execute 
Control 
Close 
Strategic 
Tactical 
Physical
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
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
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 
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
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
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
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
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
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
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
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 
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?
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
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
Example
Annotated example
WBS representation
An exercise 
•Create a WBS for creating “brownies”
Brownies WBS
Example WBS/phase
DETAILED WBS EXAMPLECUSTOM SYSTEM DEVELOPMENTDevelop4.0OnlineProcesses4.1IntegrationTesting4.5SystemInterfaces4.3User & TechDocumentation4.6ScreenDevelopment4.1.1ProgramDevelopment4.1.2BatchProcesses4.2ConversionPrograms4.44.1.1.1. Develop & TestScreen A4.1.1.2. Develop & TestScreen B4.1.1.3. Develop & TestScreen C4.1.2.1. Develop & TestProgram A4.1.2.2. Develop & TestProgram B4.1.2.3. Develop & TestProgram C4.1.2.4. Develop & TestProgram D4.1.1.4. Develop & TestScreen D4.3.1. Develop & TestInterface Pgm A4.3.2Develop & TestInterface Pgm B4.3.3Develop & TestInterface Pgm C4.3.4Develop & TestInterface Pgm D4.4.1. DevelopConversion Plan4.4.2. Develop & TestXYZ ConversionPrograms4.5.1. Plan Test4.5.2. Establish TestEvironment4.5.3. Implement TestTools4.6.1. Develop UserManual4.6.2. DevelopProductionDocumentation4.6.3. Develop DisasterRecoveryDocumentation4.5.3. Develop TestReports4.5.3. Execute Test
Other tools 
•Scope Matrix – Requirements inventory 
•Deliverable Tracking Matrix
2.requirements management

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2.requirements management

  • 1. Project Management Scope management Requirements management P. Fitsilis (fitsilis@teilar.gr)
  • 2. Definition •Scope is the sum of the –Products –Services and –Results •to be provided as a project
  • 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?
  • 9. Why we need to manage requirements?
  • 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
  • 13. The logical gap customer End user contactor
  • 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
  • 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
  • 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.
  • 36. Requirements Analysis and Documentation •Analyze functional requirements •Analyze non functional requirements •Process/flow models –Workflow models –Flow charts •Usage models –Storyboards, –Use cases •Requirements attributes •Requirements traceability
  • 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
  • 43. Level of detail Α.Cockburn, Writing Effective Use Cases 43
  • 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
  • 57. CHANGE IN LEGISLATION Green ACT All Clowns must have GREEN Noses
  • 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
  • 73. 73 Or You Could Use …
  • 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
  • 86. Work break down structure
  • 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
  • 106. An exercise •Create a WBS for creating “brownies”
  • 109. DETAILED WBS EXAMPLECUSTOM SYSTEM DEVELOPMENTDevelop4.0OnlineProcesses4.1IntegrationTesting4.5SystemInterfaces4.3User & TechDocumentation4.6ScreenDevelopment4.1.1ProgramDevelopment4.1.2BatchProcesses4.2ConversionPrograms4.44.1.1.1. Develop & TestScreen A4.1.1.2. Develop & TestScreen B4.1.1.3. Develop & TestScreen C4.1.2.1. Develop & TestProgram A4.1.2.2. Develop & TestProgram B4.1.2.3. Develop & TestProgram C4.1.2.4. Develop & TestProgram D4.1.1.4. Develop & TestScreen D4.3.1. Develop & TestInterface Pgm A4.3.2Develop & TestInterface Pgm B4.3.3Develop & TestInterface Pgm C4.3.4Develop & TestInterface Pgm D4.4.1. DevelopConversion Plan4.4.2. Develop & TestXYZ ConversionPrograms4.5.1. Plan Test4.5.2. Establish TestEvironment4.5.3. Implement TestTools4.6.1. Develop UserManual4.6.2. DevelopProductionDocumentation4.6.3. Develop DisasterRecoveryDocumentation4.5.3. Develop TestReports4.5.3. Execute Test
  • 110. Other tools •Scope Matrix – Requirements inventory •Deliverable Tracking Matrix