Requirements = Scope, BA World Bengaluru 2011

transcript

Requirements = Project Scope Managing Requirements to Achieve Project Success

Craig Brown www.BetterProjects.net

www.BusAnalysts.com.au

Business Analyst World Conference Bangalore May 26 2010

LEARNING GOALS

1. Lean how requirements drive project scope

2. And how project requirements change can be anticipated

3. So that project budgets and schedules can properly managed!

REQUIREMENTS = SCOPE

IIBA/BABOK • When reading the BABOK Guide it is vital that

‘requirements’ be understood in the broadest possible sense.

• Requirements include but are not limited to past, present and future conditions or capabilities in an enterprise and descriptions of organisational structures, roles, processes, policies, rules and information systems.

IEEE • A condition or capability needed by a user to

solve a problem or achieve an objective • A condition or capability that must be met or

possessed by a system or system component to satisfy a contract, standard, specification, or other formally imposed document

• A documented representation of a condition or capability as in (1) or (2)

Scope: The sum of the products, services, an results to be provided as a project.

Project scope: The work that must be performed to deliver a product, service or result with the specified features and functions Product scope: The features and functions that characterise the product, service or result. Scope creep: Adding features and functionality (project scope) without addressing the effects of time, costs and resources, or without customer approval

Requirements = Scope

Project Scope

Work to be Done

Product Scope

Product/Service Capabilities

Requirements Budget and Schedule

Drives

REQUIREMENTS AND SCOPE

CHANGE

Incomplete

Inconsistent

Poor quality

Changing needs

Don’t forget poor estimating ability

Deadlocked!

REQUIREMENTS AND SCOPE

CHANGE

Incomplete

Inconsistent

Poor Quality

Changing

poor estimating ability

Estimate this!

How did you go?

Budget compliance

Scope compliance

Schedule compliance

Quality compliance

Value generated

People learning from the process

Simply getting it finished

EXPECTATION MANAGEMENT

Success =

Expectation

Perceived Experience

• Image: trusted advisor

• Image: con man

HOW TO MANAGE PROJECT SCOPE

A description of a method

In a context

With some caveats

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Work done Work remaining

2% per month

Jan Feb Mar Apr May Jun JulAug

SepOct

NovDec

249 308

2% 4% 6% 8%

Jan Feb Mar Apr May Jun JulAug

SepOct

NovDec

249 308

2% 4% 6% 8%

25% 54% 90% 133%

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Work done Work remaining

16-Jan 16-Feb16-Mar 16-Apr 16-May 16-Jun 16-Jul 16-Aug 16-Sep 16-Oct 16-Nov 16-Dec 16-Jan 16-Feb 16-Mar 16-Apr 16-May 16-Jun

Work to do Work remaining Work done

2% per month We got >>>

After measuring, monitoring and proactively managing the stakeholders and requirements

Requirements Growth v Delivery

Work to do Work done Work remaining

~ 250 Stories

~ 2000 Story Points

May June July….

Number of requirements

Number Completed this month

Number remaining

Requirements by size

Medium

Concluding

Requirements = Scope

You drive Scope

You need to manage expectations

You need information

Here is a simple technique

Go collect your data and report back to me

Better Projects Blog

www.betterprojects.net

/Measuring Requirements/

http://www.betterprojects.net/p/measuring-

requirements.html