A lot can happen during planning and requirements. The business may be discovering what it wants for the first time, or stakeholders may see what the solution demands. Those are just a few of the creatures lurking in the dark...
A successful requirements definition phase takes a lot more than a good BA and enough time. There are time bombs hidden out there, but you can find them if you listen for the ticking. Here are three problems that can blast the success of your requirements gathering, how to spot them and how to react constructively.
How are you with uncertainty? Do you revel in the possibilities or crave closure? Agile methods have a very different approach to requirements management that some people find empowering...and others find infuriating.
Incorporating robust requirements traceability guidelines into a project keeps a strong check-and-balance approach in place by making sure that each business need is truly identified as a genuine requirement, and that those requirements are then directly connected to deliverables.
Given the serious challenges that projects face with requirements, requirements management is no laughing matter. Yet to become successful at it, you might want to consider starting the discussion with a funny remark…
Requirements cannot stand alone. So why do we so often fail to acknowledge that connection to other project elements...and what is the consequence of that failure?
Have you realized that your organization is not putting enough attention on requirements? Wondering what types of tools are out there and how much they cost? Do you even need a tool? And if so, what kind?
Project teams usually wait for requirements to be ripe before attempting to collect them. But would it be helpful if they collaborated with business teams to identify, prioritize and prototype the requirements? The answer is a resounding yes.
Gathering thorough and appropriate requirements is a critical piece of a successful project. Very often, even a well-scoped project can get derailed by poorly gathered or managed requirements. This article will outline four practices to help you breathe L.I.F.E. into your requirements.
A successful collaboration between project teams and stakeholders on requirements management will help prevent the projects from becoming another failure statistic.
If traditional data-gathering techniques aren't providing the information necessary to create solid requirements, consider another option not often used by project teams.
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Every project has stakeholders. Your job is to get to know the ones who will be crucial to your project. This analysis worksheet will help you get a feel for what to expect from various key parties who have an interest in your project.
Start your requirements gathering with this all-inclusive document outlining the entire process from start to finish.
The System Requirements Specification (SRS) document describes all data, functional and behavioral requirements of the software under production or development.
Are you making the same mistakes over and over again? Managing the requirements well is critical for project success. Do this, and you will succeed. Fail to do this, and you'll suffer the consequences.
Given the grim statistics for big data projects, it's clear that something must change in the way we manage requirements. But before we can fix it, we need to understand why it's happening.
Organizations are becoming increasingly strategic in the way that projects are reviewed and approved. The decisions that we make around requirements are some of the most fundamental on a project, but do we consider the right factors when making those decisions?
Managing requirements becomes much easier when they are well defined from the beginning so that you avoid confusion and rework. Here are some key concepts to help you get it right the first time.
The end user and the customer are not the same thing, and typically we think of requirements as being a customer deliverable. Is that really how it should be?
The road to successful requirements management begins with a quality requirements discovery process. Learn why this process can help you avoid costly mistakes, scope creep and even project failure.
Managing requirements successfully does not happen by accident. The project manager in charge should have a solid plan for making sure the requirements provide a solid basis for the rest of the project.
Done well, contract-based project management can deliver the kind of results that simply wouldn’t be possible using only employee resources; done poorly, it can be a disaster.
Is "consultant" a dirty word? Many consultants get a bad name from the fact that they become indistinguishable from the organizational employees that they work alongside. How do you know that hiring a consultant is a good idea?
Some studies have indicated that the real benefits of offshore outsourcing can be diminished by issues in communication, skill sets and accountability. But if managed properly, offshore IT projects can reap substantial rewards.
A few articles ago you committed to getting in PMP shape. Every muscle from head (Integrating) to foot (Closing) has been used. It’s time now to start working very specific areas. Up first: Project Scope Management.
As we continue our PMP workout, we look at the Project Time Management knowledge area--which involves six processes that interact with each other and are described as discrete and sequential, but in reality may overlap.