requirements = scope, ba world bengaluru 2011
Post on 18-Oct-2014
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DESCRIPTION
In May 2011 I presented this discussion of why project scope is driven by requirements, how requirements change is inevitable, and how that makes good project estimates very difficult. I then present one useful technique for managing this challenge.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)
Req
uir
emen
ts
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
Sco
pe
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
STORY
Deadlocked!
REQUIREMENTS AND SCOPE
CHANGE
Incomplete
Inconsistent
Poor Quality
Changing
poor estimating ability
GAME
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
-
20
40
60
80
100
120
140
160
180
200
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Work done Work remaining
2% per month
200
250
300
350
400
450
500
Jan Feb Mar Apr May Jun JulAug
SepOct
NovDec
249 308
380
466
2% 4% 6% 8%
200
200
250
300
350
400
450
500
Jan Feb Mar Apr May Jun JulAug
SepOct
NovDec
249 308
380
466
2% 4% 6% 8%
200
25% 54% 90% 133%
-
20
40
60
80
100
120
140
160
180
200
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Work done Work remaining
8%
6%
4%
2%
0
500
1000
1500
2000
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
0
500
1000
1500
2000
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
0
500
1000
1500
2000
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
0
500
1000
1500
2000
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
0
500
1000
1500
2000
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
0
500
1000
1500
2000
Requirements Growth v Delivery
-
50
100
150
200
250
Work to do Work done Work remaining
-
50
100
150
200
250
Work to do Work done Work remaining
0
500
1000
1500
2000
Work to do Work remaining Work done
~ 250 Stories
~ 2000 Story Points
May June July….
Number of requirements
Number Completed this month
Number remaining
Requirements by size
Small
Medium
Large
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
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!
May June July….
Number of requirements
Number Completed this month
Number remaining
Requirements by size
Small
Medium
Large
Picture Credits
Pic CC @ http://www.flickr.com/photos/subspace-eddy/2038095329/sizes/l/in/photostream/
Pic CC @ http://www.flickr.com/photos/23065375@N05/2235525962/sizes/z/in/photostream/