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each project comes with its ( unique inherent Risks ) ... from my POV.. effective projects requirements management ( including efficient Requirements identification ) can protect the project from its
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each project comes with its ( unique inherent Risks ) ... from my POV.. effective projects requirements management ( including efficient Requirements identification ) can protect the project from itself ! do you agree ? if yes or no why ?
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I fully agree. Incomplete requirements definition is one of the major reasons projects fail to meet customer expectations, or fail to produce a useful product.
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Rand -

I'd echo Eric's comments that improving requirements management can reduce one source of negative risks, but this isn't a silver bullet as other common sources are:

- constraints (schedule/cost/quality)
- communication challenges
- stakeholder engagement
- resource availability

Kiron
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Agree with Kiron that risks can have multiple root causes, not only insufficient requirements management. For each possible risk area you need to think about mitigation possibilities and re-assess throughout the project.
I can speak for ERP implementation projects: Related to requirements management it is often very difficult for the relevant process owners to define everything upfront and to consider all possible variants and needed features. Early visualization of the possible result with prototyping and working in incremental sprints helps to reduce the risk, like "When I see it, I know my requirement (better)".
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many thanks to all of you
But isn't too risky to execute what you think you know .. but actually you don't ?
...
1 reply by Eric Simms
Sep 23, 2017 5:55 AM
Eric Simms
...
Executing a project without thoroughly identifying all its requirements is extremely risky. Projects don't for unknown reasons, as some people seem to believe. Project failure can often be traced back to the realization of new requirements after the project has begun. A single new requirement can increase a project's cost, required resources and/or completion time, so the more requirements identified after the project has begun, the greater the chances that the project will be impacted to the point of failure.
I liken this to preparing a chicken dinner for 100 guests, then finding out halfway through your preparations that some guests are vegan, 20 additional guests need to attend, so the dinner hall you rented isn’t large enough to hold everyone, some of your guests can’t attend the dinner on the date you planned, and so forth. Had you known all the requirements before you began preparing dinner you could have easily accommodated them, but discovering them afterward pretty much guarantees the dinner will be a disaster.
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Sep 22, 2017 7:15 PM
Replying to Rand Mesmar
...
many thanks to all of you
But isn't too risky to execute what you think you know .. but actually you don't ?
Executing a project without thoroughly identifying all its requirements is extremely risky. Projects don't for unknown reasons, as some people seem to believe. Project failure can often be traced back to the realization of new requirements after the project has begun. A single new requirement can increase a project's cost, required resources and/or completion time, so the more requirements identified after the project has begun, the greater the chances that the project will be impacted to the point of failure.
I liken this to preparing a chicken dinner for 100 guests, then finding out halfway through your preparations that some guests are vegan, 20 additional guests need to attend, so the dinner hall you rented isn’t large enough to hold everyone, some of your guests can’t attend the dinner on the date you planned, and so forth. Had you known all the requirements before you began preparing dinner you could have easily accommodated them, but discovering them afterward pretty much guarantees the dinner will be a disaster.
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Why a project is started? To create something because the organization needs to take an opportunity. Is the organization sure the opportunity will be taken? Not at all. That means risk. It is impossible to think that a project will not start with associated risks. Is project risk management a practice that will assure to achieve project objectives? Yes, as any other practice related to a project. If you follow the PMI way to perform project management the PMBOK GUide is clear about that when define the propose of the guide at the beginning of the document. That is because it is critical to apply systemic thinking to understand the environment and to decide what things you will use. For example, if you talk with a "risk seeking" person (usually people who are promoter, businessman, businesswoman,etc) and she/he see your focus are risks then you could be in trouble.
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Thanks Mr. Sergio for your contribution
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actually what i'm doing now ... i'm taking each knowledge area related to Project management and evaluating its Impact and influence in accordance to risk
I'm using your great contributions to enhance my knowledge before i take PMI-RMP which will be very soon .
thanks again for all your great contribution dear experts

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