Project Scope and Schedule Management in Projects

how scope and schedule can be managed in Project Management

1. PM5114 Project Scope and Schedule Management Lecture- 3 (Collect requirements) Facilitator: Bilal Ahmad Program: Masters of Project Management

2. INPUTS Stakeholder engagement plan

3. INPUTS Stakeholder Register. I dentify stakeholders who can provide information on the requirements. C aptures requirements and expectations that stakeholders have.

4. INPUTS BUSINESS DOCUMENTS B usiness case, which can describe required, desired, and optional criteria for meeting the business needs . AGREEMENTS Agreements can contain project and product requirements .

5. Tools and Techniques DATA GATHERING Brainstorming Interviews Focus groups Questionnaires and Surveys Benchmarking

6. Tools and Techniques Brainstorming. T o generate and collect multiple ideas related to project and product requirements. D oes not include voting or prioritization, it is often used with other group creativity techniques that do. Reverse Brainstorming W orks by  identifying ways you could cause or worsen a problem .

7. Tools and Techniques Focus Groups Brings together prequalified stakeholders and subject matter experts to learn about their expectations and attitudes about a proposed product, service, or result. A trained moderator : guides the group through an interactive discussion, designed to be more conversational than a one-on-one interview.

8. Tools and Techniques Benchmarking C omparing actual or planned practices Provides a basis for measuring performance B enchmarking can be internal or external

9. Document Analysis-Examples Examples of documents that may be analyzed include, but are not limited to: B usiness plans, M arketing literature, A greements, R equests for proposal, C urrent process flows, Logical data models, B usiness rules repositories

10. Document Analysis-Examples Application software documentation Business process or interface documentation Use cases Other requirements documentation Problem/issue logs Policies Procedures Regulatory documentation such as laws , codes, or ordinances , etc

11. Group Decision-Making Techniques Unanimity. Majority Plurality Dictatorship

12. DATA REPRESENTATION C an be used for this process include but are not limited to : Affinity diagrams . Allow large numbers of ideas to be classified into groups for review and analysis.

13. Example: Affinity Diagram

14. DATA REPRESENTATION Mind mapping . C onsolidates ideas created through individual brainstorming sessions I nto a single map to reflect commonality and differences in understanding T o generate new ideas.

15. Tools and Techniques INTERPERSONAL AND TEAM SKILLS

16. Tools and Techniques Observations Observations provide a direct way of viewing individuals in their environment How they perform their jobs or tasks and carry out processes.

17. Nominal group technique. Ranking of most workable ideas (brainstorming) by voting. Facilitation F ocused sessions that bring key stakeholders T ogether to define product requirements. To define cross-functional requirements and reconcile stakeholder differences. Group Creativity Techniques

18. Facilitated Workshops example Joint application design/development (JAD ) JAD sessions are used in the software development industry. Quality function deployment (QFD ). M anufacturing industry, QFD is another facilitation technique that helps determine critical characteristics for new product development. QFD starts by collecting customer needs , also known as voice of the customer (VOC).

19. Facilitated Workshops User stories : which are short, textual descriptions of required functionality, are often developed during a requirements workshop. User stories describe the stakeholder who benefits from the feature (role) what the stakeholder needs to accomplish (goal) the benefit to the stakeholder (motivation) User stories are widely used with agile methods

20. Tools and Techniques Context Diagrams The context diagram is an example of a scope model. Context diagrams visually depict the product scope by showing a business system (process, equipment, computer system, etc.), and how people and other systems (actors) interact with it Context diagrams show inputs to the business system, the actor(s) providing the input, the outputs from the business system, and the actor(s) receiving the output.

21. Contextual Diagram

22. Tools and Techniques Prototypes B y providing a working model of the expected product before actually building it A prototype can be tangible It allows stakeholders to experiment with a model of the final product rather than being limited to discussing abstract representations of their requirements

23. Collect Requirements: Outputs Requirements Documentation Business requirements. H igher-level needs of the organization as a whole. Stakeholder requirements. These describe needs of a stakeholder or stakeholder group . Solution requirements. F eatures , functions, and characteristics of the product, service, or result.

24. Outputs Requirements Documentation Transition and readiness requirements. T emporary capabilities, such as data conversion and training requirements, needed to transition from the current as-is state to the desired future state. Project requirements. A ctions , processes, or other conditions the project needs to meet. Examples include milestone dates, contractual obligations, constraints, etc . Quality requirements. A ny condition or criteria needed to validate the successful completion of a project deliverable. Examples include tests, certifications , validations , etc.

25. Collect Requirements: Outputs Requirements Traceability Matrix A grid that links product requirements from their origin to the deliverables that satisfy them Helps to ensure that each requirement adds business value by linking it to the business and project objectives.

26. Thank You for your time and attention