Course 1860 Module 5 Project Requirements PDF

Course 1860 – Foundations of Project Management Module 5: Project Requirements 1  Course Plan Module Titles Module 1 – Project Management Overview Module 2 – Project Initiation Module 3 – Project Management Approaches Module...

Course 1860 – Foundations of Project Management Module 5: Project Requirements 1  Course Plan Module Titles Module 1 – Project Management Overview Module 2 – Project Initiation Module 3 – Project Management Approaches Module 4 – Tailoring Projects Current Focus: Module 5 – Project Requirements Module 6 – Create the Project Schedule Module 7 – Project Cost and Resources Module 8 – Communication and Stakeholders Module 9 – Risk and Procurement Module 10 – Reporting and Metrics Module 11 – Quality and Closing Module 12 – Project Management Trends 2  Learning Outcomes for this Module By the end of this module, you will: – Understand the various methods for collecting requirements – Construct a Work Breakdown Structure – Construct a Product Backlog – Prepare User Stories 3  Topics for this Module 5.1 Project Requirements 5.2 Work Breakdown Structure 5.3 Product Backlog 5.4 User Stories 5.5 Review and Next Module 4 Module 4 – Review 4.1 The Tailoring Process 4.2 Tailor for the Organization 4.3 Tailor for the Project 4.4 Continuous Improvement 5  Readings An Introduction to Project Management, 7th Edition, by Kathy Schwalbe – Chapter 4: Planning Projects: Part One, Pages 130-157 6  “All things are created twice; first mentally then physically. The key to creativity is to begin with the end in mind, with a vision and a blueprint of the desired result.” -- Stephen Covey Source: https://toggl.com/blog/50-project-management-quotes  Module 5 - Section 1 Project Requirements 8  Scope Process IC-1.2 Scope Work Collect Scope manage- breakdown requirements statement ment plan structure 9 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 Scope 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 involved in creating these products What does 10 AI suggest? Financial stakeholders should sign off on this  Product versus Project Scope IC-2.1 Remember Module 2 Product scope – The features and functions that Project Title Virtual Conference Date: May 15 Version: 2.1 characterize a product, service, or Project Manager Scope Description Janet Symthe, [email protected] The Virtual Conference project will set up live streaming on the PMExpo sessions that can be viewed by members or paid attendees from the website or app. result Business Need Streaming the PMExpo will allow members and others interested in attending to view the conference without traveling. The streaming of the conference will allow PDA-PM to reach more people and create interest in projects. – Project Start: June 1 Software: $20,000 The product life cycle extends past the Milestones Technology selected: July Demo completed: September PMExpo Stream: October Budget Labour: $170,000 Equipment: $10,000 Total: $200,000 Project Success Criteria The project must be completed on time, within budget and high quality life of the project Approval requirements Development Approach The project is signed off by the Program Manager of PMExpo Will use a critical path method The project will issue Assumptions: Constraints Risks Project scope status reports every Speakers will The streaming can There is not Management Approach second week and hold accept streaming not interfere with enough bandwidth monthly steering Contractors are the attendees' Attendees will not committee meetings available experiences object PMExpo Program Manager Venue staff Membership Manager Stakeholders Marketing Manager IT Manager Event Manager – The work that needs to be performed to Approval PMExpo Program Manager Date 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. 11 Product Scope vs Project Scope  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 13 Everything you need to deliver  Tools for Collecting Requirements (1) What does Brainstorming AI suggest? – Generating and collecting multiple ideas Interviews – 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 14 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 15 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 agreements, 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 16 establishing criteria, evaluation and ranking  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 17 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 18  Requirements 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 What does AI suggest? 19  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 Requirement Requirements Category Source Status WBS ID Number Name An identifier A short Requirement Origin of Open, in Reference for easy description of gathering requirement process, to WBS for future the method (people or closed traceability reference requirement document) Adapted from An Introduction to Project Management, Seventh Edition, Schwalbe. Page 133 19  Requirements Traceability Matrix – Virtual Conference Req. Requirements Name Category Source Status WBS ID Number 01 Provide live streaming of the Survey Steering Open PMExpo speaker sessions Committee for members 02 Support recordings of Online Program Open PMExpo speaker sessions Questionnaire Team for members Adapted from An Introduction to Project Management, Seventh Edition, Schwalbe. Page 133 21  Scope 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 helpful, but are not limited to include: − Projectmanagement life cycle description What does Quality AI suggest? − planDevelopment approach 22  Project 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 Adapted from An Introduction to Project Management, Seventh Edition, Schwalbe. Page 135 22 Created before the WBS, after the Project Charter  Project 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  Module 5 - Section 2 Work Breakdown Structure 24  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 26 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 27 WBS Formats Graphical View Tabular View Project 1. 3. 2. Design 4. Testing Requirements Construction 1.1 Activity A 2.1 Activity A 3.1 Activity A 4.1 Activity A 1.2 Activity B 2.2 Activity B 3.2 Activity B 4.2 Activity B 1.3 Activity C 2.3 Activity C 3.3 Activity C 4.3 Activity C 28  WBS Formats 0 Project 1 1.0 Phase 2.0 Phase 3.0 Phase One Two Three 2 2.1 2.2 Deliverable Deliverable B A 3 2.1.1 Sub- 2.1.2 Sub- 2.2.1 Work deliverable deliverable package 4 2.1.1.1 Work 2.1.2.1 Work 2.2.2 Work package package package 2.1.1.2 Work 2.1.2.2 Work WBS Levels package package 29 Notice the numbering system Go in chronological order when possible  Techniques for WBS Development What does AI 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. 30 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 31 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 32 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. 33  WBS: Organizational Approach Office Building 1.0 Site 2.0 Building 3.0 Mechanical 4.0 Electrical 5.0 Data 6.0 Project Development Systems Systems Systems Communications Management 1.1 Fencing 1.2 Site preparation 1.3 Landscaping 2.1 Foundations 3.1 Elevators 4.1 Fire alarms 4.2 Lighting 5.1 Telephone and 6.1 Client PA communications 1.3.1 Site 2.2 Stairs/ 3.2 HVAC 4.2.1 Interior 4.2.2 Exterior 4.2.3 Garage 5.2 Data networks 6.2 Reporting/ structures lighting lighting lighting documentation 1.3.2 Shrubs 2.3 Roofing 3.3 Plumbing 1. Hallway 5.3 Security 6.3 Procurement systems lighting systems 2. Lobby lighting * Zoom in to enhance readability 34  WBS: Functional Approach Home Renovation 2.0 Electrical & 1.0 Roof 3.0 Interior 4.0 Exterior Mechanical Reconstruction Upgrading Upgrading Systems 1.1 Old roof 1.2 New roof 1.3 New Roof 2.1 Electrical 2.2 Plumbing 2.3 HVAC 3.1 Doors & 3.2 Walls & 4.1 Swimming 4.2 Patios & design Construction Windows Ceiling Pool Pathways 1.3.1 NTC 1 2.3.1 Heating 3.1.1 Doors 3.2.1 Walls 4.1.1 Pool 4.2.1 Patio 2.3.2 Air 1.3.2 NRC II 3.1.2 Windows 3.2.2 Ceilings 4.1.2 Deck 4.2.2 Pathways conditioning * Zoom in to enhance readability 35 WBS: Phase-Based Approach Software Upgrade 3.0 Phase 4.0 Phase 1.0 Phase 2.0 Phase 5.0 Phase One Plan Two Pilot Three Alpha Four Beta Five Upgrade Group Group 1.1 Audit 2.1 Software 3.1 Alpha 3.2 Alpha 4.1 Beta 4.2 Beta existing demo 5.1 Test 5.2 Code testing group testing testing Group testing software environment 1.3 Audit 3.1.1 Test 3.2.1 Test 4.2.1 Test 5.2.1 Final 2.2 Test 1 4.1.1 Test existing alpha 1 alpha 2 beta 2 updates beta I hardware 1.3 Impact 2.3 Staging 3.1.2 Code 3.2.2 Code 4.1.2 Code 4.2.2 Code 5.2.2 Upgrade analysis environment 2.4 Test 2 * Zoom in to enhance readability 36  WBS – Virtual Conference IC-2.3 Virtual Conference 1.0 Feasibility 2.0 Design 3.0 Build 4.0 Test 5.0 Deploy 6.0 Close 7.0 Project Management 2.1 Look and 2.2 4.1 5.1 Live 6.1 Recording 6.2 Feedback 1.1 Survey 3.1 Landing 7.1 Team feel Wireframes Registration sessions links Survey 1.2 2.2.1 3.2 5.2 Customer 6.2.1 7.2 Project 4.2 Payment Technology Registration Registration service Questions meetings 2.2.2 Payment 3.3 Payment 4.3 Recording 5.3 Video 6.2.2 Survey 7.3 Reports 5.4 Recording 5.2.3 Results * Zoom in to enhance readability 37  WBS – Virtual Conference – AI (1) The PMExpo team asked Tom’s Planner: For the Virtual Conference project, create a project to gather requirements, build and set up registration and provide an online event for virtual attendees. Note: The WBS is only partially shown due to space 38  WBS – Virtual Conference – AI (1) The PMExpo team asked ChatGPT: For the Virtual conference project, please create a WBS with 3 levels. 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 4. Develop Project Plan Boundaries 5. Select Technology Solutions 6. Create Content Strategy 3. Identify Primary 7. Design Website Stakeholders 8. Plan Marketing Campaign 4. Engage Stakeholders for 9. Set Up Registration System Requirements 10. Prepare Technical Infrastructure 11. Plan Event Logistics 5. Draft Project Charter 12. Define Post-Event Evaluation Process 6. Obtain Charter Approval 13. Prepare Closure Checklist 39  WBS – Virtual Conference – AI (2) The PMExpo team asked Goblin.tools 40  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 develop the WBS? a. Analogous b. Top-down c. Bottom-up d. Mind-mapping Answers available via Interactive Content on Quercus 40 Module 5 - Section 3 Product Backlog (Agile/Scrum) 41  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 43 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 High list of requirements Priority – Contains new features or changes that the team User stories gathers to achieve a specific outcome Bugs – The single authoritative Re- source for things that a factoring Knowledge team works on Acquisition The presence of product backlog items does not guarantee that the items Low Priority will be delivered 44 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  Product Backlog – Website Feature The team has decided Create user id Provide venue information to use an agile 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 Sent emails to registrants 45 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 46  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 47 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.) Source: Agile Estimating & Planning, 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 Source: Agile Estimating & Planning, Mike Cohn, Prentice Hall, 2005 49  Stack Ranking – Website Feature Rank With this technique, each Create user id 3 backlog item is placed Provide venue information 7 in order of priority pages Allow users to provide There can only be one 8 feedback number one, two, three, Registration payment process 4 etc. and continue to n Allow users to tag speakers 9 – This will avoid the team and events considering everything as a Allow SMEs to post messages 10 priority Load speaker bios into events 2 Delete users 12 It is often more accurate Post promotion material 6 and less confusing Create home page 1 – Prioritize the items in Registrant agenda 5 comparison with all other items on the product backlog Sent emails to registrants 11 50 Give each item a number and that’s their priority rank #1 is most important, lowest number is least important - each item has a number  MoSCoW Model – Website Feature MSCW MoSCoW is a prioritization Create user id M technique used to manage Provide venue information S backlog item priorities: pages – Must have this requirement Allow users to provide to meet the business needs, feedback S or; Registration payment process M – Should have, if possible, but it is not mandatory for project Allow users to tag speakers and events C success; – Could have if it doesn’t affect Allow SMEs to post messages C Must or Should items, or; Load speaker bios into events M – Would like to have, but not Delete users C this time Post promotion material S The must requirements are Create home page M non-negotiable Registrant agenda S Failure to deliver them will Sent emails to registrants C likely mean the sprint will fail 51 For the ‘w’s, keep on product backlog but at the bottom  Product Backlog – Website – AI (1) The PMExpo team asked ChatGPT: For the website project, create a product backlog with 10 items. Please prioritize the items in the backlog using the MoSCoW approach.* *The restrictions on the length are for the purpose of showing the results. 52  Product Backlog – Website – AI (2) User Registration System (M): Implement a user registration and login system to enable attendees to create accounts and access event content. Event Program Page (M): Create a dedicated event program page that provides detailed information about sessions, speakers, and schedules. Responsive Design (M): Ensure the website is fully responsive to provide a seamless experience on various devices and screen sizes. Secure Payment Processing (M): Set up a secure payment gateway to handle registration fees and payments from attendees and exhibitors. Homepage (M): Design an engaging and informative homepage that highlights key event details and encourages registration. Venue Information and Maps (S): Include venue details, maps, and directions to help attendees navigate the physical location of the event. FAQ Section (S): Create a Frequently Asked Questions (FAQ) section to address common queries from attendees and exhibitors. Social Media Integration (C): Add social media integration to allow attendees to share event updates and connect with peers. Promotion and Announcement Section (C): Include a section for event announcements, news, and promotions to keep attendees informed and engaged. Virtual Reality Integration (W): Explore the possibility of integrating virtual reality features for a more immersive experience. (This is considered lower priority and won't be pursued in the current phase). 53  Kano Model Customer satisfaction depends on the level of functionality provided Attractiv Kano proposes two dimensions to e represent how customers feel: Performance Satisfaction (delight, excitement) Investment Investment (sophistication) Indifferent Absent Necessity Features can be classified into four Must-be categories: 1. Performance 2. Must be 3. Attractive 4. Indifferent Source: https://www.career.pm/briefings/kano-model 54 The product team will review the features on the product backlog and then map them to this grid 1. Performance: the more functionality we provide, the more satisfied our customers become 2. Must be: product features that are simply expected by our customers. If the product doesn't have them, it would be considered incomplete or just plain bad 3. Attractive: these are unexpected features which, one presented, cause a positive reaction. They are exciters or delighters 4. Indifferent: these are features, whether present or absent don't make a real difference in our reaction towards the product  Kano Model – Website Allow users to provide feedback Allow users to tag speakers and events Attractive Allow SMEs to post Performance messages Investment Indifferent Absent Necessity Must-be Delete users Create Home page Post promotion Registration Create user id payment process material Source: https://www.career.pm/briefings/kano-model/ 54 Cost of Delay The Cost of Delay helps teams understand and quantify the impact of time It calculates how long it takes to develop a new feature, including any time spent waiting in a backlog, which will end up costing your business It considers both value and urgency For example, in Toronto, a 15-minute delay getting out of the house could result in a 30-minute commute becoming 60 minutes Source: www.leadingagile.com 56  Cost of Delay – Website By delaying promotion Number of and registration on the attendees Cost of Delay website by one quarter, there will be a cost impact Number of attendees due to fewer members Number of attendees Value or Benefit who will know about the event and register How we prioritize the work could have consequences Promotion Promotion starts starts Delay Q1 Q2 Q3 Q4 Time 57  Prioritization Outcomes High Feature Priority Minimum Viable Product (MVP) to start an iteration and the work required to deliver the features Each new feature is prioritized and added to the stack Features may be reprioritized at any point in time in discussions with the team Features may be removed at any time Low Priority Product Backlog 58  Backlog Prioritization – Website IC-2.4 Feature Priority Create home page 1 Load speakers’ bios into events 2 Create user id 3 Registration payment process 4 Registrant agenda 5 Post promotion material and ads 6 Provide venue information pages 7 Users can provide feedback 8 Allow users to tag speakers and events 9 Allow SMEs post messages 10 Send emails to registrants 11 Delete users 12 59  Product Backlog – Questions IC-3.5 IC-3.6 1. The main factor considered for prioritization of the product backlog is: a. Customer satisfaction b. Customer value c. Business need d. Business satisfaction 2. What is the outcome of product backlog prioritization? b. Each feature belongs to an iteration that was defined c. Each iteration implements the lowest priority features d. Each feature can be deleted or added to the stack e. Each new feature is prioritized and added to the stack Answers available via Interactive Content on Quercus 59 Module 5 - Section 4 User Stories 60  Feature Decomposition IC-1.6 Features Epics User Tasks stories 62 Another scrum approach and came from ‘extreme programming’ 1. A set of related requirements or functionalities that provide value 2. Large, related body of work intended to hierarchically organize a set of requirements and deliver specific business outcomes 3. A brief description of an outcome for a specific user 4. A small amount of work that has been decomposed to allow assignment and tracking  Decomposition Like a WBS, agile decomposes, breaks down elements May be referred to as a Value Breakdown Structure (VBS) At the top level, are themes; groups of features listed within your product roadmap At the next level are features: – The requirements that your end users want – Written from the perspective of end users Features are further decomposed into epics – Are a series of actions related to the feature Epics are further decomposed into user stories And finally, are tasks; the detailed work the team does to make the required feature What does 63 AI suggest? Breaks down the priorities into manageable tasks for the sprints  Personas Creating personas is a technique used to understand the perspective of potential end users A persona represents a groups of users who will be using the product They are fictitious characters who have similar needs to your end users Detailed descriptions may include age, experience level, location These provide valuable insight and behavioral information about how the end user might interact with your product or service 64 Make up fake people, created in a way as if they are a real client/customer  Personas – Website Persona The Newbie Persona The Job Hunter Age 25-30 Age 45-50 Fictional Name Lee Fictional Name Andre Job Title Project Coordinator Past Job Title Senior Project Manager Membership Profile New member Membership Profile Long term member, has attended live Work experience Newly graduated PMExpos in the past New to the workforce Work experience Recently laid off due to a company Life Stage Single merger Goals Be promoted, or move to a more Experienced project manager senior role within 24 months Managed large programs for Motivation Get more experience to enhance multinational firms her career Life Stage Married, with live-at-home children Grow her professional network Goals To find a new job Learn from mentors Motivation Connect with senior members Earn PDUs Time Commitment 10-15 hours a month Acquire more knowledge on agile Location Los Angeles Learn about working in virtual environments Social Media Use Facebook, Instagram, WhatsApp, part Time Commitment 20-25 hours a month of daily life Technologically Extremely comfortable with smart Location Paris Savvy phone use, new apps Social Media Use Uses WhatsApp. May use social media for job hunting Technologically Experienced with web technology, not Savvy familiar with social media sites 65 very detailed, as if they are a real person  Epics – Website Epics break down work into smaller components while keeping daily work connected to the larger theme Epics are more specific than themes Epics are large user stories Examples: As Lee, I want to register for PMExpo so that I can plan my trip – As Andre, I want to utilize my PMA membership to attend the PMExpo so that I can expand my knowledge and network Source: Agile Project Management: Creating Innovative Products. Second Edition, Jim Highsmith, Pearson Education, 2009 66  User Stories Features are further defined by developing user stories A single user story is a subset of a feature Are short and simple descriptions of what a user wants from a product or solution Written in informal terms, as functional requirements and focus on the products (solution or service) behaviour Often follow the same format: “As a < persona>, I want < some goal > so that < some benefit >” User stories, like agile development, evolve over time They don’t represent a set of ‘fixed’ requirements What does Are continuously refined through reviews and AI suggest? retrospectives Source: Agile Project Management: Creating Innovative Products. Second Edition, Jim Highsmith, Pearson Education, 2009 67  User Story – Website Persona Goal or Description As Lee, I need to enter my discount code so that I will get a reduced cost. Motivation or Benefit 68  User Story – Website IC-2.5 Persona Goal or Description As Andre, I need so that. Motivation or Benefit Persona Goal or Description As Lee, I need so that. Motivation or Benefit 69  Story Cards Document key requirements within the user story Details on front of card include value statement and requirements Details on the back of the card include acceptance criteria and high- level estimate Are formatted like an index card, listing: – Title – Value statement – Basic requirements – Size or estimate – Acceptance criteria When writing, team members should follow the INVEST rule – Independent – Negotiable – Valuable – Estimable – Small – Testable 70 1. Independent: can be completed on its own 2. Negotiable: one or two sentences long. details can be worked out through discussion 3. Valuable: provide value to the customer 4. Estimatable: a good approximation 5. Small: can be completed within one iteration 6. Testible: know when it's complete  Story Cards – Website Front of Card User Story Card Back of Card User Story Card Title Registration process Acceptance ∙ Logged onto website with Value ∙ As a PMA member accessing membership ID and password Criteria: statement: the PMExpo website, I want ∙ Membership profile retrieved to be able to register and pay from database for the conference online and ∙ Directed through to registration receive an email confirmation page Requirements: ∙ Login with membership ∙ Appropriate membership information PMExpo conference discount ∙ Provide registration page, fee presented with data fields for first, last ∙ Validated and paid for name, email address, mailing conference with credit card address, first time or ∙ Received email confirmation, returning attendee with conference registration ∙ Present fees for PMExpo in number US funds ∙ Membership profile details ∙ Offer various credit card updated, noting attendance options ∙ Confirm banking security protocols ∙ Send email confirmation Estimate: Medium 71  User Story – Website - AI For the Website project, create a user story for the User Registration system feature from the product backlog. Story: – As a potential attendee of PMExpo, I want to register for the event, so I can access conference materials and participate in the virtual conference. Acceptance Criteria: 1. The registration page should be accessible from the website's main menu. 2. Users should be able to fill in their personal information, including name, email, job title, and company. 3. Users should be able to select their preferred payment method (e.g., credit card, PayPal). 4. Upon successful registration and payment, users should receive a confirmation email with event details and login instructions. 5. Users should have the option to create a password-protected account for future access to event materials and updates. 6. The system should validate user inputs and provide clear error messages for any issues during registration. 7. User data should be securely stored and compliant with data protection regulations. 72  Story Map – Website Customer’s Level Simple Example Objectives Objective Use the PMExpo website Themes to register and obtain information about the conference Feature Feature Feature Registration payment process Epic Epic Epic Epic As Lee, I want to register for PMExpo so that I can plan my trip Story As Lee, I need to enter my User Story User User User User discount code so that I will User Story User Story Story Story get a reduced cost Story Story Task Task Task Task Apply discount to invoice Task Task Task Task Task Task Source: Gen P New Generation of Product Owners Who Care About Customers, P Monkhouse, J Tivig, 2019, Ch. 5 72 Very similar to the WBS but different names/labelling system  User Stories – Questions IC-3.7 IC-3.8 1. You are a new project manager, and you are organizing an event to create a story map for your project. What should be at the top of the story map? a. User Story b. Feature c. Customer’s objective d. Features and epics 2. Decomposing work on agile projects involves. a. Gathering requirements through interviews b. Defining tasks and assigning them to features c. Teams breaking user stories down into epics d. Using story cards to facilitate planning Answers available via Interactive Content on Quercus 73  Module 5 - Section 5 Review and Next Module 74  Module 5 – Learning Outcomes In this module you learned how to: – Understand the various methods for collecting requirements – Construct a Work Breakdown Structure – Construct a Product Backlog – Prepare User Stories 76 Module 5 – Review 5.1 Project Requirements 5.2 Work Breakdown Structure 5.3 Product Backlog 5.4 User Stories 77  Next Module Module 6: Create Project Schedule – Plan Project Schedule – Gantt Chart – Sprint Planning – Release Planning Read – Chapter 5: Planning Projects Part 2, pages 162-186, 195-196 78  Assessments Group Assignment 2 due this Module Individual Exercise 3 due next Module Confidence Quiz 2 due this Module – Covers Modules 4 and 5 79 Any questions? 79 Thank You Thank you for choosing the University of Toronto School of Continuing Studies 80  Follow us on Social Join the conversation with us online: facebook.com/uoftscs @uoftscs linkedin.com/company/university-of-toronto-school-of-continuing-studie s @uoftscs 81