Time
5 hours 14 minutes
Difficulty
Intermediate
CEU/CPE
10

Video Description

This lesson focuses on collecting requirements when managing a project. This process creates the project requirements by focusing on project stakeholders needs. A project manager can use interviews, focus groups, observations, prototypes, benchmarking, document analysis, facilitated workshops, group creativity techniques, group decision-making techniques as well as questions and surveys to develop the requirements documentation. [toggle_content title="Transcript"] The next area under scope management is collect requirements. Collect requirements creates the project requirements by focusing on the project stakeholder needs. This process creates the requirements documentation and the requirements traceability matrix also known as the RTM. The key inputs for this plans is, the scope management plan, the requirement management plan, the project charter, and the stakeholder register. A project manager can use a whole bunch of different tools to get this process done. Interviews, focus groups, observations, prototypes, benchmarking. Document analysis, facilitated workshops, Group creativity techniques, group decision making techniques, questions and surveys or context diagrams. That helps to develop the requirements documentation, and the RTM. Let's go over these tools first. Interviews. If you think about an interview, it's usually one on one. It's very detailed oriented. I am talking to a specific person, I can ask whatever questions I want to that person but the problem is I'm focused on one person not giving a whole group. So it establishes stakeholder needs from one and one questions. It also develops accurate requirements but it's very time consuming. Think about that. Facilitated workshops. This is like a joint application development, quality function deployment or QFD or a voice of the customer. Examples of facilitated workshops. Usually used in development. Example of facilitated workshop is you have a group of people. You have one person at the back who's facilitating the meeting and you just have questions going back and forth. You're recording what the questions and answers are. It's basically streaming a whole bunch of information being recorded. You have focus groups. Focus groups are subject matter experts and specific stakeholders. They meet, you have a focus group and you're trying to get information from that group. Basically subject matter experts and specific stakeholders meet to determine the expectations and attitudes about the project, product, service or results. Under group creativity techniques you have brainstorming, nominal group techniques, ideal mind mapping, affinity diagrams and multi criteria decision analysis. Another tool is the group decision making technique. Under this technique, you want to go in knowing how the decision is going to be made. You don't want to be making this decision after it's been started. There's four decisions here: Unanimity, majority, polarity or dictatorship. Under unanimity you have to have 100% agreement before making the final decision. Under majority, you have to have over 50% in order to agree. Under polarity, you have to have the largest group. So if you have three groups the largest of those three groups for decision is how you're going to move forward. Under dictatorship, you have one boss. His is getting inputs from everybody else, and he's the one that's going to make that decision. At the set of questions and surveys you can send out to a large group of people. You can get a quick result back from that but you're limited. For this you can accumulate information from a lot of resources quickly because you're sending out surveys. You're limited on questions or statistical analysis because you can only write so much and you can probably would have an ABCD answer or limited response. Another tool is observations. This is also known as job shadowing. You're watching a person do their job. This can be done in many different ways. You can watch someone perform a process or you can go and absolutely observe like, "I notice that this person is doing this." This would help them do that process better. Also there is prototypes. This is basically creating a working model of the expected product but it's not 100% complete. This usually gives somebody something they'll play with. Where they can kind of figure out how they wanted to move forward by having something in their hands where they can work with. Another tool is benchmarking. You're comparing actual plan practices to comparable organizations to identify best practices. Another tool is context diagram. This basically depicts the products scope by showing a business system and how people in other systems interact with it. You also have document analysis which is using existing documentation and analyzing it to identify information relevant to the requirement. Basically you could be looking at the statement of work or you're basically trying to take information out of a document to create requirements. Requirements documentation. This is what your output is from all those tools. This is the basis of describing how requirements meet the business need of the project. Also the requirements need to be measureable, testable, and traceable, complete, consistent, and acceptable. There is nothing worse than trying to figure out what to do on a project when you don't have a good solid requirement. The requirement traceability matrix. It's basically a matrix which aligns requirement to the source, business need and projects objectives. It also aligns requirements to the project scope, WBS deliverables, project design and development, entity strategy and scenarios. It's basically covering your requirements in a table. Which I'll show shortly. The matrix may also wind high level requirements to detailed requirements. This is what a requirements traceability matrix could look like. It's basically a table and you're trying to show how things relate. It could be a WBS item, a requirements description, so for this one it could be doing a project in the backyard. Your requirements could be, cut the grass, fertilize the lawn and Inside the house, install crown molding. You're basically trying to trace where this requirement came from. Did it come from a document, did it come from a person. In this came it came from the wife, so, who is the owner? The owner is the person who is responsible for that requirement. In this case it's the husband. How are going to accept that requirement? What has to be done in order to meet it? These are instructions to make sure that they're done, then it's a living document. As the projects is in motion, you're going to be tracing where this status is for each one of this. For this one cutting the grass is complete, Fertilizing the lawn is in progress, and installing crown molding is not started. In summing up this process, your inputs are the scope management plan, which is the beginning of this knowledge area. This is what's setting up, how you are going to collect the requirements. You have the requirements management plan which came out of the first stage of it. You have stakeholder management plan, which comes out of human resources. Actually it comes out of stakeholder, different knowledge area: The stakeholder management plan as you're developing these requirements, you're going to know what the needs are for each one of the stakeholders and that's why that's there. Stakeholder register which is also under the stakeholder management area. This document is going to let you know who the contact. It's going to have contact information there, who they are, what their role is. To start off the project you have to have the project charter which is going to list your high level requirements. The tools we've gone over and the output of this whole process is the requirements documentation and the requirements traceability matrix. [/toggle_content]

Video Transcription

00:04
the next area under skull management is collect requirements.
00:08
Collect requirements. Creates the project requirements by focusing on the project stakeholder needs.
00:13
This process creates the requirements, documentation
00:16
and the requirements Traceability Matrix, also known as the RTM.
00:21
The key inputs for this process is the Scull Mansion plan,
00:26
the Requirements Management plan, the Project Charter and the Stakeholder Register.
00:32
A project manager can use a whole bunch of different tools to get this process done.
00:37
Interviews,
00:39
focus groups, observations, prototypes,
00:42
benchmarking,
00:44
document analysis, the shoulds aided workshops,
00:47
group creativity, techniques,
00:49
group decision making techniques,
00:52
questions in surveys or context diagrams.
00:55
And that helps to develop the requirements, documentation and the R T m.
01:03
So let's go over these tools first
01:06
interviews. Uh,
01:07
if you think about an interview, it's usually one on one. It's
01:11
very detailed oriented. I am talking to a specific person. I can ask whatever questions I want to that person.
01:19
But the problem is,
01:21
I'm focused on one person not getting a whole group
01:23
so
01:25
and establish the stakeholder needs from one
01:29
on one questions.
01:30
It also develops accurate requirements, but it's very time consuming. Think about that
01:37
Facilitated workshops.
01:38
Um,
01:41
this is like a joint application development,
01:44
quality function, deployment or Q F D
01:47
or a voice of the customer. Examples of facilitated workshops
01:52
usually is in development.
01:55
Um, example of
01:57
dissociated work. Shot is you have a group of people.
02:00
You have one person that back who's facilitating the meeting
02:04
and you just have questions going back and forth and you're recording what the questions and answers are.
02:09
So it's
02:10
basically streaming. Ah, whole bunch information being recorded.
02:15
You have focus groups, so focus groups are subject matter experts
02:20
on specific stakeholders they meet. So you have a focus group and you're trying to get information from that group.
02:28
Um
02:29
so basically subject matter experts and specific stakeholders
02:31
me to determine their expectations and attitudes about the projects,
02:36
product service or results
02:39
under group creativity techniques, you have brainstorming, nominal group technique idea, mind mapping,
02:46
affinity diagrams and multi *** area decision analysis.
02:52
Another tool is the group decision making technique.
02:54
Under this. Until this technique,
02:57
you want to go in knowing how the decision is going to be made. You don't want to be making this decision after it's been started.
03:04
So there's four
03:06
this four decisions he had
03:08
you in a minute me
03:09
majority
03:10
plurality or dictatorship.
03:15
So under get into me,
03:16
you have to have 100% agreement before making the final decision.
03:23
Under majority, you have tohave
03:27
over 50%.
03:28
In order to
03:30
agree
03:31
under plurality,
03:34
you have to have the largest group. So if you had three groups, the largest of those three groups
03:40
for a decision is how you're gonna move forward
03:44
under dictatorship.
03:46
You have one boss. He's just getting inputs from everybody else.
03:49
And he's the one that's gonna make that decision.
03:54
Um, opposite of questions and surveys you can send out to a large group of people.
04:01
Um,
04:02
you can get a quick result back from that, but you're limited.
04:06
And, uh so for this, you can accumulate information from a lot of resource is quickly because they're sending out surveys.
04:13
And
04:14
you're limited on questions or statistical analysis because
04:17
you could only write so much and you probably would have an A B c D answer
04:23
or a limited response.
04:26
Um, another tools, observations. So this is also known this job shadowing.
04:30
You're watching a person do their job, so this could be done in many different ways. But
04:36
you could watch someone perform a process or you can go on absolutely observed. Like I noticed that this person is doing this.
04:45
This would help them do that process better.
04:48
Also, there's prototypes, so this is basically creating a working model of the expected product. But it's not 100% complete this easily. Give somebody,
04:59
ah, something play with
05:00
where they can kind of figure out
05:03
how they want to move forward by having something in their hands where they could work with.
05:10
Um,
05:11
Miller. Tool is benchmarking, so you're comparing actual or planned practices to a compatible organization to identify best practices.
05:19
Another tool is context diagram. So this physically depicts the product scope by showing a business system and how people in other systems interact with it.
05:30
You also have document analysis, which is using a six existing documentation and analyzing it. Thio identify
05:39
information relevant to the requirements. So basically you could be looking at the
05:43
ah statement of work, but you're basically trying Thio
05:47
take information out of a document,
05:49
create requirements,
05:53
requirements, documentation.
05:56
So this is what your output is from all those tools.
06:00
So this is the basis of describing how requirements meet the business need
06:03
of the project.
06:04
Also, the requirements need to be measurable, testable, traceable, complete, consistent and acceptable. There's nothing worse than trying to figure out
06:15
what to do on a project where you don't have a good solid requirement.
06:19
Their requirements taste traceability matrix.
06:21
It's basically a matrix, which aligns requirements to the source,
06:26
business need and project objectives.
06:29
It also lines requirements to the project scope, W. B s deliver balls, project design
06:34
in development
06:35
and a test strategy and scenarios. So it's basically covering the your requirements and a table, which all show shortly.
06:44
Um,
06:45
the Matrix may also lined high level requirements to detailed requirements.
06:50
This is what a requirements traceability matrix could look like. It's basically a table, and you're trying to show
06:57
how things relate.
06:59
So
07:00
it could be a W. B s item,
07:02
um, requirements, description. So this one, it could be,
07:09
um, doing a project in the backyard
07:12
so your requirements could be
07:15
cut the grass fertilized with one,
07:17
and inside the house, install crown molding.
07:23
You're basically trying to trace where this requirement came from. Didn't come from a documented to come from a person. So in this case, it came from the wife.
07:31
Well, who is the owner? The owner is the person who's responsible for that requirement.
07:35
So in this case, it's the husband.
07:38
And
07:40
how are you going to accept that requirement? What has to be done in order to meet it? So these are inspections to make sure that they're done.
07:46
And then
07:48
it's a living documents as the projects in motion.
07:51
You're gonna be tracing where this
07:54
status is for each one of these. So for this one, cutting the grass is complete.
08:00
Fertilizing the lawn is in process progress.
08:03
And Stalin, the com molding is not started.
08:11
And something up this process, your inputs are the scope management plan,
08:16
which is the beginning of this knowledge area. This is what setting up how you're gonna collect it. Requirements?
08:22
Yeah, the requirements management plan.
08:26
What's came out of the
08:28
first stage of it?
08:31
You have a stakeholder management plan,
08:33
Um, which comes out of human resource is
08:37
Actually it comes out of stakeholders, different knowledge area. So
08:43
the stakeholder management plan, as you're developing these
08:46
requirements,
08:48
you're going to know what the needs are for each one of the stakeholders. And that's why that's there.
08:56
Stakeholder register which
08:58
is also under ah stakeholder management area.
09:01
This document is gonna let you know who to contact. It's gonna have contact information on their who they are, what their role is
09:11
and to start off the project. Yet that of the project China, which is gonna list your high level requirements,
09:16
the tools we have gone over
09:18
and the output of
09:20
this whole process is the requirements, documentation
09:24
and the requirements traceability matrix.

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