This article describes the requirements management process in a project of realizing a new apartment complex for visually impaired (including blind) people. The author demonstrates how complete and accurate requirements capture, using effective channels of communication, enables the creation of accurate task and project estimations leading to higher levels of user satisfaction.
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In a customer-service provider relationship, there is a great deal that the service provider can do to make the relationship productive and vibrant from a project management perspective. Dedication to understanding the customer is key. This means understanding not only the customer's needs, but also the customer himself or herself. Understanding the customer requires thinking about what a requirement means to the customer. And requirements might not mean the same thing to the customer as it does to the project manager.
Project managers, sponsors, and engineers are spending more time on requirements gathering, analysis and agreement than they have in the past. These stakeholders have come to realize that clearly defining and agreeing upon the requirements or specifications of the product is vital for project success and product acceptance.
Being a sponsor is a role, not a position--and with the role comes responsibility. How do you ensure optimal success for the project? How do you go from being a good sponsor to a great sponsor?
The process of refining requirements to the point that they are ready to be worked upon is known as ‘backlog grooming.’ But this task accomplishes more than clarifying requirements; it informs stakeholders, contributes to the project plan, and reinforces Agile principles in general. Here’s guidance on how and when it should be done.
In a follow-up to an article on backlog grooming, we answer reader questions about how the process differs from requirements documentation; how prioritization works without a complete picture; how a backlog differs from a work breakdown structure; and how to achieve an “all-in” view of product features when the backlog is a work in progress.
A project begins with untested assumptions, competing options, diverging opinions about product scope and so on. Creating visual models that show the “why, who, how and what” of the problem being addresses can facilitate the process of getting to better solutions faster — even without sufficient knowledge to get them right the first time around.
When Project Management Hits Home: Using PM Principles to Help Build Homes For the Visually Impairedby
Engaging the right stakeholders at the right time during requirements gathering is the best way to ensure all perspectives are considered and the best solution is built. This article features a project professional discussing how project management principles were used to help build an apartment complex for the visually impaired. It details the full collaboration between the end users and other stakeholders. It then overviews how user needs were prioritized starting with addressing a basic set of requirements. The article also explores the challenges presented when the residents required the same features they were accustomed to and how these challenges were resolved.
Should an agile team begin with requirements documented as use cases or user stories? Proponents from both sides of the debate make good arguments, leading to confusion for many who are just getting started with agile practices.
The most basic form of requirement in an Agile project is the User Story. It describes an actor, what the actor is trying to do, and the actor’s goals. Each story is unique, but they all should have the same components and adhere to the same guidelines. To make this happen, consider the acronym INVEST.