Is it a waste of time when the project team leaves its core tasks to engage in the editing, developing and updating of artifacts? Isn't it preferable to minimize artifacts as much as possible so that the team can exert more effort "in the field"?
When project teams are buried in the details of their work, it’s easy for them to forget that they are producing solutions for real people. PMs need to help them remember.
We're often given an end date and have to work backward to derive when an initiative should start (or should have started). But what about when a project manager is able to provide a start date? That's where the work-forward timebox model can help!
Community Champion
10
Votes: 3
3
Akin FadareAkin Fadare replied May 14, 2025
9
Votes: 2
2
Aaron PorterAaron Porter replied May 8, 2025
12
Votes: 0
0
Verónica Elizabeth Pozo RuizVerónica Elizabeth Pozo Ruiz replied May 7, 2025
8
Votes: 0
0
Verónica Elizabeth Pozo RuizVerónica Elizabeth Pozo Ruiz replied Apr 24, 2025
Community Champion
5
Votes: 0
0
Luis BrancoLuis Branco replied Apr 8, 2025
Community Champion
7
Votes: 2
2
Luis BrancoLuis Branco replied Apr 7, 2025
17
Votes: 1
1
Eduard HernandezEduard Hernandez replied Apr 1, 2025
4
Votes: 0
0
Aaron PorterAaron Porter replied Mar 14, 2025
2
Votes: 0
0
Pavan MaddiPavan Maddi replied Feb 28, 2025
Community Champion
7
Votes: 4
4
Francisco Matheus ChagasFrancisco Matheus Chagas replied Feb 3, 2025
Community Champion
See all Requirements Management Influencers
Join us for PMI Business Analysis Virtual Conference 2019! This virtual event will explore the latest trends in business analysis and provide you with the insights, resources, and tools to advance your career and enhance project success.
Over the years business analysis has continued to grow at a rapid rate and is often seen as a critical leadership competency for Projects, Programs, and Portfolios. Business Analysis provides important value by reducing project costs and increasing the potential return, or benefits. This PMI virtual event will provide insights on just how critical of a role business analysis plays in the overall success of project while giving you the BA insights, resources, and tools you need for total project and career success.
If you perform business analysis, your work is vital to project and program success. To most effectively support your organization and advance in your career, you need to know how to apply BA to any situation and delivery method. The new PMI Guide to Business Analysis will help you achieve this! Get an exclusive preview, with in-depth insights, at the PMI Business Analysis Virtual Conference 2017.
In this three-part podcast, Laura Paton, MBA, PMI-PBA, PMP, CBAP, CSM, the lead author of PMI’s Business Analysis for Practitioners: A Practice Guide, discusses elicitation and analysis techniques for business analysts, as well as the new practice guide and who will benefit from it.
In this three-part podcast, Laura Paton, MBA, PMI-PBA, PMP, CBAP, CSM, the lead author of PMI’s Business Analysis for Practitioners: A Practice Guide, discusses elicitation and analysis techniques for business analysts, as well as the new practice guide and who will benefit from it.
In this three-part podcast, Laura Paton, MBA, PMI-PBA, PMP, CBAP, CSM, the lead author of PMI’s Business Analysis for Practitioners: A Practice Guide, discusses elicitation and analysis techniques for business analysts, as well as the new practice guide and who will benefit from it.
Elicitation of knowledge is a human interaction. In order to be effective, a project professional must understand the view of the knowledge worker on approaching the session(s). We will discuss human relationship components and how they dictate the environment. We will look at the elicitation cycle and how the project professional needs to use empathy to optimize this cycle. Finally, we discuss the culture intelligence environment and how it impacts the use of empathy to help the knowledge worker feel safe in the discussions.
This webinar will discuss the requirements that companies will need to develop an effective modularization business case that will complement the overall project business case.
A new collaborative blog featuring the contributions from the core team members of PMI's Foundational Standard in Business Analysis. This blog will provide the community with insight into PMI's development of the standard to generate professional discussions about the content in advance of the scheduled reviews.
Effective requirements collection, management and traceability plus smart PM practices equals project success.
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.
This deliverable aligns with the concepts expressed in the article Strategic Requirements Management. This template should be used in conjunction with a more traditional requirements document to assist in the prioritizing of features and the finalizing of scope elements. It can also support discussions around changes in scope during the project. The cells below provide a basic summary of each column.
The Requirements Management Plan is primarily used for communications, giving all stakeholders a view on how this process is managed for your project. It completely answers the very common question, "How are you identifying and managing your project requirements?"
Even a small change can have a huge effect on a project. This impact analysis study will help you measure the effect of a potential change on your project's scope.
This planning guide will help you with the review and selection of project requirements to be included in the current scope. All requirements candidates are captured here, along with some basic information about them. Each candidate is then scored based on a number of different factors. The completed template provides a validation that the requirements ultimately approved are the ones that are the most appropriate for inclusion.
The primary purpose of this document is to track the status of change requests that have been created on the project. For smaller projects or projects where the scope is well defined, the log may not be useful. For larger, more complex projects, or for those projects where there is a lot of change, a change request log can be very useful.
The project scope statement details your project's deliverables and describes the major objectives, which includes measurable criteria for success. Use this template to document the six essential elements.
When is an agile team ready to being work on a project? It’s not about eliminating uncertainty or understanding every nuance. The best teams define what “ready” means to them, and then work together to get requirements and stories where they need for work to commence.
Test-driven development is an important part of ensuring that software can be effectively evaluated before it is deployed to embedded systems. Program managers must be prepared to accommodate additional test time—and champion the creation and maintenance of custom test platforms and tools.
Having something that enables a project manager to rough-cut an initiative using some standards can be helpful in providing a lens on whether a date is even remotely achievable. This is where the work-back timebox model comes in.
A sprint review is an essential part of the agile process, where the team can demo new features and functionality. But the demo is only half the story. The sprint review is also an opportunity for productive conversation and feedback between the team and stakeholder, which will lead to a better product.
Backlog refinement sessions offer many benefits, but there are also well-intentioned activities—or antipatterns— that can be detrimental to the team. Here are five backlog refinement antipatterns to avoid, from focusing on estimates to removing requirements too quickly.
Project leaders must cope with many uncertainties, from requirements to schedules. These uncertainties can’t be removed but they can me managed and often mitigated. Here are some strategies and actions to address risks, reduce ambiguities and retire unknowns.
Many project practitioners focus on execution and think their responsibilities start with the kickoff meeting. But before then, a good intake process can ensure a project is truly ready to begin. And, yes, it should involve not just portfolio or program leaders, but also project managers and teams.
We can’t schedule innovation, but we can schedule and fund discovery—an essential part of building products that matter. How do we make the case for discovery as the true path to innovation? Make it tangible and frame it in non-specialist language.
In agile product development, we try to work on fewer things and stick with them until we finish. Rapid priority shifts are expensive and demoralizing. But that’s not always clear on the go-to-market side, so we need stories like the Hungry Man Parable to build better understanding.
Scope creep can plague projects where timelines are established at the start, or budgets and resources are fixed. However, it should not be a problem for projects operating with agile principles. Rather than resisting change, an agile team welcomes it, and figures out how to adapt to it. Here's how.
|
"I never forget a face, but in your case I'll make an exception." - Groucho Marx |
