New research reveals practical strategies to help business analysts match requirements documentation to the project at hand. The goal: Docs that are lean and “just enough.”
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Need help with project recovery? A whole new skill set and strategy is needed to recover an IT project from free fall. Here we provide practical recovery pointers on four project areas for failing IT projects, with a focus on software development for business applications.
PM principles state that there should be absolute clarity in obtaining the requirements. If the fog of ambiguity clouds this phase, the delivered project will never be accepted by the stakeholders. Here we examine some of the glaring issues in the requirements management process.
It is not in the best interest of an organization for either project managers or business analysts involved in defining business needs. They need to be focused on delivery of the solution and ensuring that it meets the business need. And they do that best when they are neutral facilitators, now owners of the project.
What are the characteristics of a good requirement? What differentiates it from a bad one? Generally, in order for a requirement to be good, it must meet four basic criteria. Do you have what it takes?
Especially in agile programs, the program architect and the program manager work together to provide business value to the organization. It’s difficult, intense and fun...and full of some myths that need clearing up.
Every project runs the risk of scope creep, but not all scope creep should be prevented if it leads to enhancements that the customer needs. The key is how you document and manage it. Here are some suggestions for keeping your project on track, and adapting to stakeholder needs.
Agile projects benefit from the rapid pace of feedback achieved through frequent releases, but what happens when you’re working on a complex project with a long timeline and resistance to releasing early? As a compensating strategy, story maps based on project goals can leverage some benefits of a release even if you aren’t “going live” any time soon.
Having an integrated understanding of customer and business needs, a command of technical components, a keen eye for upcoming technology trends, strong communication abilities and a tight grip on the ramifications of change are critical. Here are some steps you can take to help.
In his latest course, an experienced project management trainer makes the case for a durable but resilient schedule model that accounts for requirements, dependencies and uncertainties as fully as possible.