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Delivering less but more often, whether you are doing it to reduce time-to-market and get fast feedback in a startup, or to contain risk and manage change in an enterprise, forces you to reconsider how you develop software.
[This Article Provided Courtesy of PMI]
The usage of Requirements Traceability concepts is based on the completeness of the "evolution" that every project "workstation" has to incorporate in the path to a final acceptable product. The foundation for this control method is a complete collection of customer requirements, mutually agreed between the customer and the supplier who is conducting the project.
Within a sprint, if you don't get the user stories right, it affects development, testing and the outcome of the sprint, and it takes a lot of effort to fix this later.
When companies move to an agile Software Development Lifecycle (SDLC), they often remove the processes and analysis of their waterfall SDLC because, as the Agile Manifesto puts it, “They value individual and interactions over processes and tools.” Some of the rigor should be removed – waterfall processes can get bogged down with gates and sign-offs. However, caution must be exercised to not go too far against processes and analysis and rely just upon backlogs and user stories. Requirements and the analysis that leads to those requirements are just as essential in an agile project as they are in a waterfall project. The difference lies in how much requirements analysis is completed and the timing of it.
PMI’s Pulse of the Profession® In-Depth Report: Requirements Management as a Core Competency for Project and Program Success is based on a comprehensive survey of more than 2,000 practitioners. This report provides a timely and unprecedented look into the current practice of requirements management and its impact on projects and programs, including exclusive data, analyses and related insights on key issues and questions.
[This Article Provided Courtesy of PMI]
If what you produced is not what the customer required, most likely you spent a lot of time and energy on something destined to go down the drain.
In project management, resource leveling is defined by A Guide to the Project Management Body of Knowledge (PMBOK Guide) as "A technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing demand for resources with the available supply."(1)
The Resource-Critical Path is a technique to find why the end date of a resource-constrained, workload-leveled project is what it is. The technique differs from the Critical Path technique because the Resource-Critical Path incorporates not only the logical dependencies but also resource dependencies. A resource dependency is when an activity (B) o...
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