University of Toronto Course 1860 Module 5 Project Requirements PDF

~ UNIVERSITY OF TORONTO ~ SC HOOL OF CON TI NU ING STUD IE! Course 1860 - Foundations of Project Management Module 5: Project Requirements ~ UNIVERSITY OF TORONTO ~ SC HOOL OF CON TI NU...

~ UNIVERSITY OF TORONTO ~ SC HOOL OF CON TI NU ING STUD IE! Course 1860 - Foundations of Project Management Module 5: Project Requirements ~ UNIVERSITY OF TORONTO ~ SC HOOL OF CON TI NU ING STUD IE! Module 5 - Section 1 Project Requirements  Scope Process IC-1.2 Scope Work Collect Scope manage- breakdown requirements statement ment plan structure 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 1. The component of the project management plan that describes how scope will be defined, developed, monitored, controlled, and validated 2. Building upon the major deliverables, assumptions, and constraints mentioned in the project charter. process to obtain conditions or capabilities that are necessary to be present in the product, service, OR result to satisfy a business and project need 3. Updated as more information becomes available. must include a minimum a project scope description, product user acceptance criteria, and detailed information on all project deliverables 4. A deliverable oriented grouping of the work that defines the total scope of the project. the WBS breaks all the work required for the project and into deliverables, and groups them into a logical hierarchy  @) Plan ScoE;1e Management Project scope management includes the processes involved in defining and controlling what is or is not included in the project The customer, project team and all relevant stakeholders must have the same understanding of: - What are the project's product(s); and - What processes will be used in producing them Scope refers to all work involv creating these products 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ Financial stakeholders should sign off on this ~ Product versus Project Sco~e IC-2.1 Remember Module 2 Product scope - The features and functions that characterize a product, service, or result The product life cycle extends past the life of the project - - 0-,. ____...,... __..._,....._.,,..,.__,_.., _ _..._..,..,,.... Project scope - - ~~ I =-~ 11~ 11;:=::: : ~"'::;..._ 1: ;r,--.,.= 1: r-....;- - The work that needs to be performed to deliver a product, service, or result with the specified features and functions Product requirements: Project requirements: Includes information on product Includes information on technical requirements, business requirements, project security requirements, management requirements, performance requirements, etc. delivery requirements, etc. 9 UN I VERS IT Y OF TO RONTO ~ SCHOOL 0 1 CONT INUING STUOIE~  Product Scope vs Proiect Scope PRODUCTS PROJECTS Most reasonably priced Develop new code option Fastest and easiest to use Hiring Contractors Developing the Uses cutting edge technology Project Team Has the best security Preparing a Status Report features Under warranty for 5 years Testing Deliverables 9 UN IVERSIT 1 ~ SCHOO L 0 1 COi'  What are Requirements? In the planning stage, the scope of the project and the product, are defined in more details than those included within the Project Charter Collecting requirements builds upon the major deliverables, assumptions, and constraints that were documented during project initiation These requirements are crucial to the project's success because with them, they help improve the accuracy of time, cost and resource estimates 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ Everything you need to deliver @ Tools for Collecting Reguirements (1) ____..r What does Brainstorming l Al suggest? -. Generating and collecting multiple ideas Interv1ews - Talking directly to the stakeholders; one-on-one - Interviewing experienced project participants and subject matter experts (SMEs) Focus groups - Using a trained moderator to guide a group of pre-qualified stakeholders and subject matter experts Questionnaires and surveys - Utilizing written sets of questions designed to quickly accumulate information from a large number of respondents Benchmarking - Finding comparable projects from relevant organizations - Identifying best practices, measurements 9 UN I VERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~  Tools for Collecting Requirements (2) Affinity diagrams - Large numbers of ideas classified into groups for review and analysis Mind mapping - Ideas created through brainstorming sessions into a single map; reflecting commonality and differences Context diagram - Visual depiction of the product scope by showing a business system (i.e. , process, equipment, computer system) Prototypes - Smaller scale products, 2D and 3D models, mock-ups, or simulations - Storyboarding a sequence or navigation through a series of images 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ Tools for Collecting Requirements (3) Observation/conversation - Viewing individuals in their environment, job shadowing Facilitation - Holding workshops - Helps in defining cross-functional requirements Alternative Data analysis - Alternative analysis ; reviewing relevant documentation (including ag reements , business plans , user cases) Decision making - Voting Unanimity: everyone agrees on single course of action Majority: more than 50% Plurality: largest block of group decides Autocratic: one individual makes the decision Multi-criteria decision analysis - Utilizing a matrix to provide a symmetric and analytical approach for ~ establishing criteria , evaluation and ranking ~ ~~~6~!, ~6iT~~1~g~~~o~g 5 O 1 ~ i ~ Requirements Tools - Virtual Conference IC-2.2 Requirements Activity Requirements Tool Meet with the event team, sponsorship team and Interviews marketing team Conduct a virtual meeting with an advisory group Focus group of global members Brainstorm on potential requirements with the Brainstorming virtual conference team Send out an online survey with questions about Questionnaires attending a virtual session to all membership Research and review information on processes Benchmarking and standards for virtual conferences 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 11  Requirement Categories Business requirements - Higher-level needs of the organization, business issues or opportunities and why a project should be undertaken Stakeholder requirements - Their needs and rationale Quality requirements - Condition/criteria to validate successful completion (i.e., tests) Solution requirements - Functional: actions, processes, data or interaction - Non-functional: conditions to be effective; reliability, service Transition and readiness requirements - Temporary capabilities; transition from current to future state 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 12 @ Reguirements Management Plan Describes how requirements will be analyzed, documented and managed through the project Includes: - How requirements will be gathered, tracked and reported - The prioritization process for the requirement - Metrics that will be used and the rationale for using them - A traceability structure that reflects requirement attributes captured on a requirements traceability matrix - Configuration management procedures; indicating how project artifacts will be monitored, controlled and changed ---- Al suggest? 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 13  Requirement Traceability Matrix IC-1.3 A matrix or a grid that links product requirements to the project deliverables that satisfy them Helps ensure that each of the requirement adds value to the business or project objectives Provides a means to track requirements throughout the project life cycle Provides a structure for managing change An identifier for easy future reference Requirements Name A short description of the requirement -- - Requirement gathering method Origin of requirement (people or document) Status Open , in process , closed Reference to WBS for traceability 9 UN IVERS IT Y OF TORONTO ~ SCHOOL 0 1 CONT INUING ST UOI E~ Adapted from An Introduction to Project Management, Seventh Edition, Schwalbe. Page 133 19  Requirements Traceability Matrix - Virtual Conference - 01 02. Requirements Name Provide live streaming of the PMExpo speaker sessions for members Support recordings of Category Survey Online --- Steering Committee Program Open Open PMExpo speaker sessions Questionnaire Team for members ~ ~ ~~~6~!,5~6iT~~ ~g~~~ ~g Adapted from An Introduction to Project Management, Seventh Edition, Schwalbe. Page 133 1 0 15 @ Scolil!e Management Plan Includes the process to prepare a detailed scope statement Enables the creation of the WBS Identifies how the scope baseline will be approved and maintained Documents the process for obtaining formal acceptance of completed deliverables Project plan components that can be limited to include: What does = Pr~1I~ ~§~,iwtion Al suggest? planDevelopment approach 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 16  Proiect Scope Statement Describes in detail, the project's deliverables and work required to create those deliverables Scope Statement, Version 1.0 Date: _ _ Project Title: Product characteristics and requirements: Elaborate on the characteristics of the project or service as described in the Project Charter User acceptance criteria: Defines the process and criteria for accepting the completed product or services Project exclusions: Details what is in or out of scope Deliverables: Product deliverables Project deliverables 9 UN IVERS IT Y OF TORONTO · ~ SCHOOL 0 1 CONT INUING STUOI E~ Adapted from An Introduction to Pro1ect Management, Seventh Edition, Schwalbe. Page 135 22 Created before the WBS, after the Project Charter Q Proiect Requirements - Questions IC-3.1 IC-3.2 1. Juan is having trouble collecting the requirements from the user for a new application. The user cannot describe the requirements in a language the project team understands. What technique should Juan try to use? a. Decomposition b. Alternative analysis c. Prototyping d. Facilitation 2. A requirements__is a table that lists requirements, various attributes of each requirement, and the status of the requirements to ensure that all of them are addressed. a. traceability matrix b. management plan c. management matrix d. tracking pool Answers available via Interactive Content on Quercus 23 ~ UNIVERSITY OF TORONTO ~ SC HOOL OF CON TI NU ING STUD IE! Module 5 - Section 2 Work Breakdown Structure  Work Breakdown Structure (WBS) The Work Breakdown Structure (WBS) is deliverable- oriented decomposition of the scope of the project and the work to be performed to achieve the project's stated objectives It is a foundation document providing the basis for planning and managing project schedules, costs, and changes Decomposing major project deliverables into smaller, more manageable components results in: - Improving the accuracy of cost, time and resource estimates - Defining a baseline for performance measurement and control - Facilitates clear responsibility of assignments 9UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 20 Nouns not verbs - paint the room > room painted Work packages start with verbs - they are actual tasks  Creating a WBS The WBS is used for: - Providing a comprehensive view of all the work to be executed to complete the project - Developing network diagrams and schedules - Identifying resources - Preparing activity-responsibility matrices - Formulating costs and budgets - Identifying and aiding in risk analysis - Coordination of objectives - Measuring work performance and control measures The WBS can be displayed graphically or in a tabular view 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 21 WBS Formats Graphical View Tabular View F!Hiii 1. Requirements 1.1 Activity A - I 1.2 Activity B I I I I - ,~-;+; El&ii+- 2. 1.3 Activity C Design 2.1 Activity A 2.2 Activity B -!IIHIH ~t♦fHIH -!Hi!H ~ffiHIH 3. 2.3 Activity C Construction 3.1 Activity A ifiiii Hiiii -!Hilt ttiiii 3.2 Activity B 3.3 Activity C 4. Testing 4.1 Activity A -IEHii ~ffHIE -EHii ~ffHIH 4.2 Activity B 4.3 Activity C 9 UN IVERS IT Y OF TO RONTO ~ SCHOOL 01 CONT INUING STUOIE~ 22  WBS Formats.... II 2.1.1Sub- deliverable 2.1.2Sub- deliverable package llil iI package WBSLevels 11,1 , 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 23 Notice the numbering system Go in chronological order when possible  @) Technigues for WBS Develo~ment What does Al suggest? 1. Analogous a. - Based on best practices and repurposed from other similar projects. 2. Top-down a. Starts with the key subprojects and decomposes work down to the lower levels. 3. Bottom-up a. Starts with many detailed tasks, then rolled up into groups to form the activities and sub-projects. 4. Mind Mapping a. Creative method. Starts with a core idea, then branches out from b. this core idea with thoughts and ideas. 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 24 1. based on previously done work 2. managers, usually not involved, develop 3. the team develops together WBS Guidelines Must reflect the nature of work to be performed - Organized by what work needs to be done, not how it is done - The team is involved in identifying, estimating time and resources - Suppliers and subcontractors can provide a WBS for their own area or sub-project Ensure there is a work package for every required deliverable - Each WBS item must be documented to ensure an accurate understanding of the scope of work included and not included - The work content within a WBS item is the sum of the WBS items below it - Work packages in a completed WBS can be rearranged and still be valid - Must be flexible to accommodate inevitable changes in the project 9 UN I VERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 25 WBS Dictionary Includes a description of the WBS deliverables in more detail Uses the numbers included within the WBS for easy reference Includes any attribute, characteristic or quality that defines the deliverable May also include who owns the work package, and information about estimated costs and scheduling 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 26 WBS Development - Level 1 Organizationally Oriented - Some organizations and industries provide guidelines for preparing WBSs. Phase-based - Based on project phases such as feasibility, development, implementation, testing , etc. Useful in IT projects. Functionally Oriented - Organized by existing and relevant line functions needed to complete the work. Geographically Oriented - Work organized by the location the work will be performed in. 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 27 WBS: Organizational Approach - - - - --· · ·· - ·· '. '. -··t·t··- t·t· 1.J.1 sne - -.2.11nter1or4.2.2Exlerior4.2.JGarage lighting ltghling lif;Jhli ng -. - ,, ·"·' , - 1l>Shrub, _ _ _ - - * Zoom in to enhance readability 9 UN IVERS IT Y OF TO RONTO ~ SCHOOL 01 CONT INU ING STUOIE~ 28 WBS: Functional Approach £)4 "'"nhw - - - - -----u.,,_ 2.3.2Air 4.2.2P.1thw.1ys conditioning * Zoom in to enhance readability 9 UN IVERSITY OF TORONTO ~ SCHOOL 01 CONT INU ING STUOIE~ 29 WBS: Phase-Based Approach Ml l·YM Nil II· 111·1 11,.-.I - II Fiiiii 1 3.1.1 Test alpha 1 3.1.2 Code R - ' MIi FIIEE 4.2.1 Test beta 2 4.2.2 Code 9 '"' ' * Zoom in to enhance readabi lity UN IVERS IT Y OF TO RONTO ~ SCHOOL 01 CONT INUING STUOIE~ 30 ~i ~ WBS - Virtual Conference IC-2.3 li\ilfl friiiii IHI+& E+eii EHii -+HE l;mrl - t1++ - - 2.2.1 Registration 2.2.2 Payment iiiii+H Bil& 6.2.1 Questions 6.2.2 Suwey Ffifl::5 IHri)I IfHM 5.2.3 Results * Zoom in to enhan ce readability 9UN IVERS IT Y OF TO RONTO ~ SCHOOL 01 CONT INUING STUOIE~ 31 ~I ~ WBS - Virtual Conference -Al (1) Activity Resource Status El 1 Requirement Gathering ,. 1.1 Identify Stakeholders The PMExpo team 1. 2 1.3 Conduct StaKeholder Meetings Define Project Scope asked Tom's Planner: 1.4 1.5 Document Functional Requirements Document Non-functional Require. - 1.6 Va lida te Requirements with Stakeh... For the Virtual Conference 1.7 Finalize Requirement Document 1.8 Obtain Stakeholder Approval project, create a project to 2 Project Plarv,fng... gather requirements , build 2.1 Define Project Objectives and set up regi stration and 22 Identify Project Tasks provide an onl ine event for 2.3 Estimate Time for Each Task 24 Develop Project schedule virtual attendees. 2.5 Plan Resource Allocatk>n 2.6 Identify Potential Risks 2.7 Develop Risk Mitigation Plan Note: The WBS is only partially 2.8 Finalize Project Plan shown due to space 3 Registration Development.., 3.1 Define Registration Features 3.2 Design Reg istration Inter face 3.3 Develop Regist ration Backend 3-4 Integrate Payment Systems 3.5 Test Registration Functionar,ty 3.6 Gather User Feedback 3.7 Refine Registration System 3.8 Finalize Registration Development 4 Registration lmpl ment.atfon -. ?! WBS - Virtual Conference - Al (1) The PMExpo team asked ChatGPT: ® I For the Virtual conference project, please create a WBS with 3 levels. I Note: The WBS is only partially shown due to space Level 1: Project Phases Level 2: Sub-Phases and Deliverables Level 3: Detailed Tasks and 1. Project Initiation 1. Define Project Scope Activities 2. Planning 2. Identify Key Stakeholders 1. Document Project 3. Execution 3. Develop Project Charter Objectives 4. Monitoring and Control 2. Define Project Scope 5.Closure 1. Develop Project Plan Boundaries 2. Select Technology Solutions 3. Create Content Strategy 1. Identify Primary 4. Design Website Stakeholders 5. Plan Marketing Campaign 2. Engage Stakeholders for 6. Set Up Registration System Requirements 7. Prepare Technical Infrastructure 8. Plan Event Logistics 1. Draft Project Charter 9. Define Post-Event Evaluation Process 2. Obtain Charter Approval 10. Prepare Closure Checklist 9 UN I VERSIT Y OF TO RONTO ~ SCH OOL 0 1 CONT INUING STUOIE~ 33 ~i ~ WBS - Virtual Conference - Al (2) The PMExpo team asked Goblin.tools :! 0 For the Virtual Conference project, create a project to gather requirements, build and set up registration and provide an online event for virtual attendees. El H O Define the purpose and scope of the Virtual Conference project El !! 0 Identify the purpose of the Virtual Conference project 0B !! 0 Define the scope of the Virtual Conference project 0B !! 0 Consider the requirements gathering for the project 0B !! 0 Establish the registration process for the virtual attendees 0B !! 0 Set up the online event for the virtual conference 0B ii O Gather the requirements for the project 0B !! 0 Create a project plan 0B !: 0 Set up registration process for attendees 0B !! 0 Build an online event platform for virtual attendees 0B !! 0 Provide necessary support and guidance for virtual attendees during the event 0B 9 UN I VERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 34 Q WBS - Questions IC-3.3 IC-3.4 1. The project document that provides detailed information about each WBS item is called? a. Work package b. WBS details c. Supplementary information d. WBS dictionary 2. Sandra is working with the project team to create the WBS for her project. The team is very experienced, but this is a balanced matrix organization. Which technique is best to use to nevelop the WBS? a. Analogous b. Top-down c. Bottom-up d. Mind-mapping Answers available via Interactive Content on Quercus 40 ~ UNIVERSITY OF TORONTO ~ SC HOOL OF CON TI NU ING STUD IE! Module 5 - Section 3 Product Backlog {Agile/Scrum)  ~ Product Analysis IC-1.4 May be used for either predictive or adaptive approaches Used to further define the product or service Includes asking questions on the use and characteristics of what is to be delivered Requirements are captured at a high level and then decomposed into deliverables May include: a. Product breakdown structure b. Requirements analysis c. Systems analysis d. Systems engineering e. Value analysis ~ f. Value engineering ~ ~~~6~!, ~6iT~~1~g~~~o~g 5 37 Try to be as ‘lean’ or efficient as possible, and bring as much value as possible A. A hierarchical structure reflecting the products elements and deliverables B. Define, analyze, and validate stakeholder needs and requirements to minimize conflict and eliminate ambiguities or conflicting requirements C. Studying a procedure or business. looking at the big picture. to identify goals and then create systems and processes to achieve them D. An interdisciplinary field that focuses on designing, integrating, and managing complex systems over their life cycles E. Earned value analysis, using a set of measures for scope, schedule, and cost to determine the performance on the project F. A multidisciplinary approach done with cross-functional teams to identify and reduce costs while maintaining product quality  Product Backlog Product Backlog Items A product backlog is: Item Value An ordered user-centric list of requirements High - Priority Contains new features or changes that the team -User stories gathers to achieve a specific outcome - Bugs The single authoritative -Re- factoring source for things that a -Knowledge team works on Acquisition The presence of product backlog items does not guarantee that the items Low will be delivered Priority - 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 38 All work to be delivered is on product backlog - but not all on log may be delivered in time The user/buyer/client determines priority ~i ~ Product Backlog - Website Feature The team has decided Create user id to use an agile Provide venue information pages approach for the Allow users to provide development of the feedback PMExpo website Registration payment process The project team talked Allow users to tag speakers and events to stakeholders and Allow SMEs to post messages have developed the Load speaker bios into events following list of features Delete users Post promotion material Create home page Registrant agenda 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ Sent emails to registrants 39  Benefits of Product Backlogs Provide a placeholder for future discussions on options to deliver a desired outcome Manage team's learning about the desired outcome and the potential ways to deliver it The backlog does not have to be complete when the team starts working; items can be added as product teams learn more about the product An item can be removed or replaced easily, based on the value added to the product Items are prioritized based on the value they add to the product 9 UN I VERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 40  Backlog Prioritization This helps product owners determine what backlog items the team should work on next It allows the product team to select the items with the most value to deliver to customers Provides communication between the product owner and the team to define the items with more value and complexity and/or less effort Different techniques are used that can be adjusted depending on the sprint duration 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 41 Scrum master and product owner discuss priority  Factors in Prioritization The following main factors to be considered during prioritization: - Customer value associated to the outcome for the features being delivered - Necessity (need) of feature for the customer using it Other factors to be considered include: - The amount of Knowledge Transfer created by building the feature with the product team - The amount of Risk being removed by building the feature (operational, security, regulatory, functional, etc.) 9 UN IVERS IT Y OF TO RONTO ~ SCHOOL 0 1 CONT INUING STUOIE~ Source: Agile Estimating & Plannmg, Mike Cohn, Prentice Hall, 2005 47 Techniques for Prioritization Some teams prefer the bucket technique, putting all features in a large backlog bucket and then simply prioritizing Other teams start prioritizing by utilizing several prioritization techniques Four major techniques for backlog prioritization are: - Stack Ranking - MoSCoW Method - Kano Model - Cost of Delay 9 UN IVERS IT Y OF TO RONTO Source: Agile Estimating & Planning, Mike Cohn, Prentice Hall, 2005 ~ SCHOOL 0 1 CONT INUING STUOIE~ 43  El! Stack Ranking - Website With this technique, each backlog placed in order item is of Feature Create user id Provide venue information pages - 3 7 priority Allow users to provide 8 feedback There can only be one Registration payment process 4 number one, two, three, Allow users to tag speakers 9 etc. and continue to n and events - This will avoid the team Allow SMEs to post messages 10 considering everything as a Load speaker bias into events 2 priority Delete users 12 It is often more accurate Post promotion material 6 and less confusing Create home page - Prioritize the items in Registrant agenda 5 ~ comparison with all other Sent emails to registrants 11 ~ :'c~~~~~s~1til'ffi