Requirements Management Project Management Success

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Requirements ManagementProject
ManagementSuccess
Tony Rice, Application Engineer
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Agenda

• Project Management
• Scope
• CMM
• Key process areas
• RM Goals
• Standish Group Chaos Report
• PMBOK Results - 9 Knowledge Areas
• What is requirements Management?
• Where it fits in PM?

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Project Management

• The following quote from the Project Management
  Institutes Guide to the Project Management Body
  of Knowledge (PMBOK) really hits home when it
  comes to Requirements Management
• Project Scope The work that must be done to
  deliver a product with the specified features and
  functions
• Product Scope The features and Functions that
  characterize the product or service.
• For a project to be completed successfully,
  integration must also occur in a number of areas
  as well. For Example (pg 41)
• The work of the project must be integrated with
  ongoing operations of the performing organization
• Product scope and project scope must be
  integrated.

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Project Scope Management

• Includes the processes required to ensure that
  the project includes all work required, and only
  the work required, to complete the project
  successfully.
• Scope Definition
• WBS Template re-use
• Decomposition
• Major deliverables (phases)
• Adequate cost and duration estimates
• Components of deliverables
• Verify correctness of the decomposition
  (Traceability)

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Capability Maturity Model
Key Process Area
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Capability Maturity Model Integration

• There are six capability levels, designated by
  the numbers 0 through 5 FM103.HDA101.HDB102.T10
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• 0 Incomplete
• 1 Performed
• 2 Managed
• 3 Defined
• 4 Quantitatively Managed
• 5 Optimizing

FM103.HDA103.T104
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CMMI

• The requirements and objectives for the process
  are established. The status of the work products
  and delivery of the services are visible to
  management at defined points (e.g., at major
  milestones and completion of major tasks). The
  work products and services satisfy their
  specified requirements. CL103.N105
• A managed process is institutionalized by doing
  the following CL103.N106
• Adhering to organizational policies
• Following established plans and process
  descriptions
• Providing adequate resources (including funding,
  people, and tools)
• Assigning responsibility and authority for
  performing the process
• Training the people performing and supporting the
  process
• Placing designated work products under
  appropriate levels of configuration management
• Identifying and involving relevant stakeholders
• Monitoring and controlling the performance of the
  process against the plans for performing the
  process and taking corrective actions
• Objectively evaluating the process, its work
  products, and its services for adherence to the
  process descriptions, standards, and procedures,
  and addressing noncompliance
• Reviewing the activities, status, and results of
  the process with higher level management, and
  taking corrective action

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CMMI

• Requirements for the process's specified work
  products and for performing the work may be
  derived from other requirements. In the case of a
  projects processes, they may come from that
  projects requirements management process in the
  case of an organizations process, they may come
  from organizational sources. GP104.N101

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Traceability view
User Reqts
Technical Reqts
Design
Test Cases
End-to-end visual validation in a single view
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Process Traceability
Strategic
Project Requirement
Business

• End to end Process documentation

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WBS
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RM Goal 1
Qian WangDepartment of Computer
ScienceUniversity of Calgary

• System requirements allocated to software are
  controlled to establish a baseline for software
  engineering and management use.
• written organizational policy for managing the
  system requirements allocated to software.
• The allocated requirements will be documented.
  They will be reviewed by the software managers
  and other affected groups.
• System requirements allocated to software are
  controlled to establish a baseline for software
  engineering and management use.
• If requirements are not controlled, a clear
  picture of what the requirements are can not be
  obtained. If we don't have a clear picture of
  what the requirements are, we will not have a
  picture what the final product will be like. The
  final product is based on the requirements.

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RM Goal 2
Qian WangDepartment of Computer
ScienceUniversity of Calgary

• Software plans, products and activities are kept
  consistent with the system requirements allocated
  to software.
• states that system requirements will be
  controlled to the point that any changes to those
  requirements will be reflected in the produced
  software. In this case, a development team know
  their requirements because the requirement change
  process are under control. With this goal, the
  team are making sure that those changes in
  requirements are they put in their product.

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Questions
Qian WangDepartment of Computer
ScienceUniversity of Calgary

• 1. What is the status of each of the
  requirements?
• If we do not know the status of every requirement
  we have, we can not determine the progress of our
  work. We can not determine our resources.
• 2. What is the rate of change for the allocated
  requirements?
• We have to know the rate of change, because it
  affects our plan and resources. We have to
  analyze Why? and How? by How much? In doing that
  we can allocate our resource, we can understand
  the causes for the changes.

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Successful Projects requires control of

• Why?
• What?
• How?
• When?
• Who?

Project Mgt
Requirements Mgt
integration
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Reasons Projects Succeed

• Why?
• What?
• How?
• When?
• Who?

Source Chaos Chronicles, III, 2003.
www.standishgroup.com
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Standish Group's Chaos Report

• 31 of software projects are canceled before
  completion.
• Requirements errors are the largest class of
  errors
• Finding and fixing requirements errors consumes
  70-85 of total project rework costs.
• (Statistics from the Standish Group's Chaos
  Report.)

Opinions about why projects are impaired and
ultimately canceled ranked incomplete
requirements and lack of user involvement at
the top of the list.
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PMBOK Knowledge Areas
9 knowledge areas of Project Management
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What is Requirements Management?

• Requirements management, in system/software
  engineering, is the process of controlling the
  identification, allocation, and flowdown of
  requirements from the system level to the module
  or part level, including interfaces,
  verification, modifications, and status
  monitoring. IEEE BP07738
• Requirements management is the set of activities
  that concentrate on assuring the specifications,
  i.e., requirements, are met to the customers
  satisfaction.
• It is a process that begins at project inception
  and continues until the resulting product(s) is
  no longer needed.
• Requirements management includes the major
  requirements management phases, such as
  organizing, implementing and sustaining and the
  key requirements management activities, such as
  gathering, documenting, verifying and managing
  changes.

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RM Phases
Source Ludwig Consulting Services, LLC
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Requirements Management

• The desired end results of requirements
  management are
• Delivery of a product that meets the stated needs
  and expectations, is manageable, and requires
  minimal changes or rework.
• Implementation of the expected product with no or
  very few customer complaints.
• Basis for controlling the budget, schedule,
  resources, and quality practices.
• Development of an agreement between customers,
  managers, and practitioners on the project and
  the technical basis for acceptance of the
  software.

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Gartner Group

• The Gartner Group in an April 15, 1997, article
  entitled Requirements Management Taming Scope
  Scourge prophetically states that
• Through 2000, more than 50 percent of large
  applications development projects that lack
  project managers trained in--and authorized
  for--scope management will either be canceled or
  consume at least twice their initial budgeted
  resources (0.8 probability). GARTNER
• From industry reports, this appears to be true.
  The paradigm needs to change. It begins with
  implementing and improving requirements
  management.

Ludwig Consulting Services, LLC
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PMBOK Knowledge Areas
Requirements must be managed and as such should
have a knowledge area dedicated to it within
the Project Management Discipline.
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Summary

• Requirements must be managed
• Improving your RM process will yield better
  project success
• If you use tools to aid you in this effort the
  key is integration
• Connectivity and interoperability of information
  is the key to a more informed decision process
• RM meets PM integrated they spell success.