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Project Scope, Requirements & Estimates
Orlando A. Moreno, PMP
[email protected] 408.656.2498
“Project Management for IT Professionals, By IT Professionals”
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Agenda
What Are The Facts Project Scope Requirements & Tools Estimates
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What Are The Facts In 1994 only 16% of
software projects were deemed successful
In 2002 28% of software projects were deemed successful
2% of IT professionals have their PMP
34% have “no need” for the PMP
16% of IT projects finish on time & budget.
94% of IT project have at least one restart.
The average IT budget ends up being 188% of plan.
The average IT delivery time is 222% of original forecast.
Only 61% of IT projects maintain their original scope.
30% of all projects are cancelled.
70% of all projects fail to deliver expected features
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What Are The Facts
PMI® estimates the size of the PM profession globally at 16 million.
4.5 million people involved in PM within the U.S. Nearly 25% of the world’s GDP is spent on projects. $10 trillion spent worldwide on projects annually. The average U.S. project management initiative costs
approximately $570,000 43.3% of all statistics are meaningless
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What Are The Facts
Based on your personal experiences and readings of projects, what makes a project a success or failure?
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What Are The Facts
Why Are Good Requirements And Scope Definition So Important?
• Approximately 56%of software defects can be traced to scope/requirements-related issues. • Approximately82%of the effort required to fix bugs can be traced to scope/requirements-related issues.
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Scope
Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully.
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Scope Keys To Quality Scope Definition What are you trying to do & why? Is this a business problem or just a cool
technical solution? Is the objective realistic? What are the constraints & assumptions? Does your team believe in it? Do you have clear executive support? What does your communication look like?
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Requirements
Requirements specify exactly what the product or service of the project will do, how it will do it, and any assumptions or constraints with which it must work.
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Requirements Common Excuses
We must start producing today Developing a product or service without clear requirements guarantees
rework. Too much specificity stifles creativity. You want creativity in achieving objectives not defining them. Your project entails R & D, and you can’t tell today what needs to be
accomplished. In these projects it is even more important that you clearly define what
you want to achieve. What if interests or needs change? Objectives are targets based on what you know today. If things change
revisit your objectives.
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Requirements
Getting Quality Requirements Process Diagramming Displayed Thinking The Work Breakdown Structure Avoid the MS Project “Task” Disaster. Answer the question, “how will I know when this
need is met?” Which model are you using????
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Requirements Tips
Check for hidden inferences. Use words that clearly describe intended activities. For
example “implementation” or “deployment” are words often used that are not clear.
Confirm your understanding with the key stakeholders. Make your objectives controllable. If you can’t influence
whether you achieve them you shouldn’t use them. Identify all your objectives, and only work to achieve
defined objectives. Be sure your sponsor and stakeholders agree with your
objectives.
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Estimates
How do you get your estimates? A) I use a crystal ball. B) My team comes up with them. C) I ask subject matter experts. D) They are given to me by the project sponsor. E) I use numbers from previous projects.
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Estimates
How often do your estimates reflect reality? A) Always B) Often C) Sometimes D) Occasionally E) Never
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Estimates
Getting Quality Estimates Ask subject matter experts for most likely WORK. Change your software to calculate DURATION. Confirm this duration with your expert as a
reasonable most-likely estimate. Collect a worst & best case estimate & use PERT. Continually compare estimates to actual results. Maintain historical data.
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Estimates
Program Evaluation & Review Technique (PERT)
PERT
Weighted
Average
PERT
Standard
Deviation
= Optimistic + 4X Most Likely + Pessimistic6
= Pessimistic - Optimistic6
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Projects Are Like Golf
Golf & Projects are like raising children –You keep thinking you will do better next time…
Orlando A. Moreno, PMP [email protected] 408.656.2498
Project Management Training & Consulting