Introduction to Project Management (PM101) Course 6 Scope and Requirements

Transcription

1 Introduction to Project Management (PM101) Course 6 Scope and Requirements

2 Slide 1

3 Slide 2 The Importance of Scope & Requirements Definition Approximately 56% of software defects can be traced to scope / requirements related issues. Approximately 82% of the effort required to fix bugs can be traced to scope / requirements related issues. Development, LLC. 2

4 Slide 3 The PMI Scope Management Framework Enterprise / Organization 4.1 Develop Project Charter 4.2 Develop Project Mgmt. Plan Enterprise environmental factors Organizational process assets Project charter Project Management Plan Project Scope Management 5.1 Plan Scope Management Requirements Management Plan Scope Management Plan 5.2 Collect Requirements 5.3 Define Scope PMBOK Guide 2012 ed. p Create WBS Development, LLC. 3

5 Slide 4 The Product vs. Project Scope: 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 characterize a product service or result. Product Scope represents the REQUIREMENTS. Development, LLC. 4

6 Slide 5 What is a Requirement? Requirements are rules or characteristics the finished system must follow or express. They are Verifiable: Does the system do it? Validated in the testing process: Does it work? Often synonymous with CAPABILITY Development, LLC. 5

7 Slide 6 Types of Requirements Business Requirements (Business processes, maximized automation, fast). Technical Requirements (System interfaces, RAM, HD). Non-Functional Requirements (policies, regulations, laws) Development, LLC. 6

8 Slide 7 Getting Quality Requirements Process Diagramming Displayed Thinking The Work Breakdown Structure Use Cases User Stories Development, LLC. 7

9 Slide 8 The Work Breakdown Structure (WBS) is a hierarchical structure designed to logically sub-divide all the work of the project into a graphical representation. These elements are thought of as deliverables and are referred to as Work Packages. Development, LLC. 8

10 Slide 9 What the WBS Is WBS components are typically defined using nouns. Typical WBS items are physical, tangible deliverables. WBS items can be evaluated with a binary criteria. Development, LLC. 9

11 Slide 10 What a WBS is NOT: The WBS is not an organization chart The WBS is not a list of project tasks The WBS very rarely uses verbs Development, LLC. 10

12 Slide 11 Components of the WBS The WBS Structure resembles an organization chart or decision tree. The WBS Dictionary A brief synopsis of the project and each major component or work package. The Code of Accounts The numbering system used to reference and roll-up the WBS. The highest level is the project name. The next level is Project Name.x. The next level is Project Name.x.x and so on. Development, LLC. 11

13 Slide 12 Basement Finish Project BFP.1 Design & Inspections BFP.2 HVAC BFP.3 Plumbing BFP.4 Electrical BFP.5 Framing BFP.6 Drywall & Finish BFP.1.1 BFP.1.2 Design Inspections BFP BFP Rough Rough Design Electrical BFP BFP Final Design Rough HVAC BFP Rough Frame BFP Final BFP.2.1 Trunk Line BFP.2.2 Branch Lines BFP.4.1 Rough Electrical BFP.4.2 Outlets BFP.4.3 Fixtures BFP.4.4 Box Connections Code of Accounts WBS Dictionary BFP 4.2 Outlets Development, LLC. BFP.6.1 Drywall Outlets must be placed at least once every 12 feet BFP.6.2 with one within 6 feet of Mud every & Tape doorway. Each outlet must be 9 off the ground and BFP.6.3 white. They must be of 120 Texture volt type with two outlets per box and must be grounded. BFP.6.4 Paint BFP.6.5 Carpet 12

14 Slide 13 Basement Finish Project BFP.1 Design & Inspections BFP.2 HVAC BFP.3 Plumbing BFP.4 Electrical BFP.5 Framing BFP.6 Drywall & Finish BFP.1.1 Design BFP.1.2 Inspections BFP.2.1 Trunk Line BFP.3.1 Drains BFP.4.1 Rough Electrical BFP.6.1 Drywall BFP Rough Design BFP Rough Electrical BFP.2.2 Branch Lines BFP.3.2 Water Supply BFP4.2 Outlets BFP.6.2 Mud & Tape BFP Final Design BFP Rough HVAC BFP.4.3 Fixtures BFP.6.3 Texture BFP Rough Frame BFP.4.4 Box Connections BFP.6.4 Paint BFP Final BFP.6.5 Carpet Managing Change v Copyright and all rights reserved Looking Glass Development, LLC. 13

15 Slide 14 Software Project XXX Project Managemen t Analysis & Design Code Test Deploy Communicati ons Plan Change Managemen t Plan Risk Managemen t Plan Business Process Flow Primary Needs Assessment High Level Design Primary Architecture Security Model Component 1 Unit Testing Integration Testing Primary Systems Location 1 Location 2 Project Schedule Detailed Design Component 2 Documentat ion What s wrong with this WBS? Training Development, LLC. 14

16 Slide 15 Answer Four Key Questions: Can you accurately estimate the resources needed to produce the Work Packages? Can you estimate how long the Work Packages will take to produce? If you had to assign the Work Packages to someone else, would they understand exactly what to do? Development, LLC. 15

17 Slide 16 The Fourth Question If we do these items, and only these items, do we complete the project? Development, LLC. 16

18 Slide 17 Why use a WBS? It provides a core visualization of the product or service of the project. It is key to managing change. It helps discover missed items quickly. It helps ensure commitment of the team. Development, LLC. 17

19 Slide 18 Introduction to Displayed Thinking Brainstorming & organization technique. Assures all stakeholders have input to requirements. Works well in War Room environment. Provides for easy changes and documentation. Provides for the rapid development of the WBS. It is fast. Development, LLC. 18

20 Slide 19 In Scope Out Of Scope Development, LLC. 19

21 Slide 20 In Scope WBS Out Of Scope Development, LLC. 20

22 Slide 21 The Diagram The Write Up Development, LLC. 21

23 Slide 22 Detailed Use Cases Move from business information to technical information Development, LLC. 22

24

25 Review Questions: 1. Elements of a Work Breakdown Structure are referred to as what? A. Work Packages B. Effort C. Jobs D. Tasks 2. Which of the following best describes a Work Breakdown Structure? A. A hierarchical structure designed to logically sub-divide all the work of the project into a graphical representation B. A hierarchical structure based on the actual product being delivered; it is the most common and easiest C. A hierarchical structure based on the service being produced; logically related work areas D. A hierarchical structure based on processes or conclusions, such as the completion of agreed upon steps 3. Within a WBS, one special type of element that is part of more than one deliverable such as testing or design is called what? A. Cross cutting element B. Product-based deliverable C. Service-based deliverable D. Project Management element 4. A special type of element contained in the WBS where a communication plan, change management plan, schedule or similar artifact might be found is called what? A. A project management element B. A planning element C. A cross cutting element D. A multi-phased element 5. Each of the following represents something a WBS is NOT except: A. The WBS is not a list of deliverables B. The WBS is not an organization chart for the project team C. The WBS is not a list of project tasks D. The WBS very rarely uses verbs to describe deliverables

26 6. Each of the following is a key question for successfully building a WBS except: A. If the project sponsor is shown the WBS, do they know what it means? B. Can you accurately estimate how long the Work Package will take to produce? C. Can you accurately estimate the resources you will need to produce the Work Package? D. If you had to assign the Work Package to someone else, are you confident they would understand exactly what to do? 7. Which of the following is the most important question for successfully building a WBS? A. If we do these items, and only these items, do we complete the project? B. If you had to assign the Work Package to someone else, are you confident they would understand exactly what to do? C. Can you accurately estimate how long the Work Package will take to produce? D. Can you accurately estimate the resources you will need to produce the Work Package? 8. Which of the following is a reason for using a WBS? A. It provides a core visualization of the product or service of the project B. It is key to managing change C. It helps discover missed items quickly D. All of the above 9. Which of the following is NOT a reason for using a WBS? A. It is key to managing change B. It makes reporting easier C. It helps ensure commitment of the team D. It helps discover missed items quickly 10. What is a WBS Dictionary? A. An organization chart or decision tree B. The numbering system used to reference and roll-up the WBS C. A brief synopsis of the project and each major component or work package D. All of the above

27 11. Which of the following is NOT true about the WBS? A. WBS components are typically defined using nouns B. Typical WBS items are physical, tangible deliverables C. The WBS is a list of project tasks D. WBS items can be evaluated with a binary criteria 12. Displayed Thinking is a method used in which to create which of the following vital project elements? A. The WBS B. The Use Case C. The project requirements D. The change management plan 13. What percentage of software defects can be directly traced to poorly defined project requirements? A. 71% B. 56% C. 82% D. 45% 14. What percentage of the cost to repair software defects can be directly traced to poorly defined project requirements? A. 71% B. 56% C. 82% D. 45% 15. Which of the following is the best definition of scope management? A. Scope management includes all the work required, and only the work required, to complete the project successfully B. Scope management includes all the processes necessary to ensure the project has all the information necessary for success C. Scope management includes all the steps necessary to ensure the project can succeed D. Scope management includes all the work required, and only the defined work, to complete the project successfully

28 16. Which of the following is a primary output of scope definition? A. The work breakdown structure B. Documented project assumptions C. Documented project constraints D. The scope statement 17. are rules or characteristics that the finished system must follow or express. A. Requirements B. Use Cases C. Work Breakdown Structures D. User Stories 18. Major types of requirements include all the following except: A. Non-functional requirements B. Functional requirements C. Technical requirements D. Business requirements 19. Which of the following represent the two (2) major components of a Use Case? A. Requirements and Scope B. Actors and Systems C. Business and Technical D. None of the above 20. Which of the following is not a key characteristic of requirements? A. They are verifiable B. They are validated in the testing process C. They are quantifiable 21. All of the following represent tools that may be used in requirements development except: A. Use Cases B. Process Diagramming C. Displayed Thinking D. All of these may be used in requirements development

29 Answer Key: 1. A Elements are thought of as deliverables and are referred to as Work Packages. 2. A The Work Breakdown Structure (WBS) is a hierarchical structure designed to logically sub-divide all the work of the project into a graphical representation. 3. A A cross cutting element is one special type of element that is part of more than one deliverable, such as testing or design. 4. A A special type of element contained in the WBS where a communication plan, change management plan, schedule or similar artifact might be found is called a project management element. 5. A The WBS is not an organization chart for the project team, a list of project tasks, and very rarely uses verbs to describe deliverables. 6. A The project sponsor knowing what the WBS means is not a key question for successfully building a WBS. 7. A Of the four key questions for successfully building a WBS, the MOST IMPORTANT regards completing the project by doing only "these" items. 8. D All of the above are reasons for using a WBS. 9. B Making reporting easier is not a reason for using a WBS. 10. C The WBS Dictionary is a brief synopsis of the project and each major component or work package.

30 11. C The WBS is not a list of project tasks. 12. A Displayed Thinking provides for the rapid development of the WBS. 13. B Approximately 56% of software defects can be traced to scope/requirements related issues. 14. C Approximately 82% of the effort required to fix bugs can be traced to scope/requirements related issues. 15. A Scope management includes all the work required, and only the work required, to complete the project successfully. 16. A The work breakdown structure is a primary output of scope definition. 17. A Requirements are rules or characteristics that the finished system must follow or express. 18. B All of the choices are types of requirements except Functional requirements. 19. B Actors and Systems represent the two major components of a Use Case. 20. C Requirements are verifiable, validated in the testing process, and often synonymous with capability. 21. D Process Diagramming, Displayed Thinking, the WBS, Use Cases, and User Stories are all tools that may be used in requirements development.