Moustafaev Project Scope Management

A Practical Guide to Requirements for Engineering, Product, Construction, IT and Enterprise Projects
Erscheinungsjahr 2014
ISBN: 978-1-4822-5949-0
Verlag: Taylor & Francis
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 366 Seiten

Reihe: Best Practices and Advances in Program Management Series

Incomplete or missed requirements, omissions, ambiguous product features, lack of user involvement, unrealistic customer expectations, and the proverbial scope creep can result in cost overruns, missed deadlines, poor product quality, and can very well ruin a project. Project Scope Management: A Practical Guide to Requirements for Engineering, Product, Construction, IT and Enterprise Projects describes how to elicit, document, and manage requirements to control project scope creep. It also explains how to manage project stakeholders to minimize the risk of an ever-growing list of user requirements.

The book begins by discussing how to collect project requirements and define the project scope. Next, it considers the creation of work breakdown structures and examines the verification and control of the scope. Most of the book is dedicated to explaining how to collect requirements and how to define product and project scope inasmuch as they represent the bulk of the project scope management work undertaken on any project regardless of the industry or the nature of the work involved.

The book maintains a focus on practical and sensible tools and techniques rather than academic theories. It examines five different projects and traces their development from a project scope management perspective—from project initiation to the end of the execution and control phases. The types of projects considered include CRM system implementation, mobile number portability, port upgrade, energy-efficient house design, and airport check-in kiosk software.

After reading this book, you will learn how to create project charters, high-level scope, detailed requirements specifications, requirements management plans, traceability matrices, and a work breakdown structure for the projects covered.

Zielgruppe

Project managers, IT managers, and Software development managers

Autoren/Hrsg.

Moustafaev, Jamal

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Management Projektmanagement

Inhaltsverzeichnis

Introduction to Scope Management: Who? What? Why?
Historical Perspective: The Rusted Staple Story
Why Write a Book about Project Scope Management?
Current State of Project Scope Management
Key Problems with Scope
Port Upgrade: Container Terminal Construction Project
Wireless Company: Mobile Number Portability Project
Does This Sound Like Your Life?
Why Bother with Requirements?
Developing a Shared Platform
Glossary
Chapter Summary

History of Scope Management
Introduction
Brief History of Project Scope Management
Twenty-Seventh Century BC: Sneferu’s Expensive Prototyping
First Century AD: Building the Colosseum
Fifth Century: Composite Bow Design
Tenth Century: Story of a Viking Longship
Twelfth Century: First "Do-It-Yourself" Book
Fifteenth Century: Leonardo da Vinci
Eighteenth Century: Industrial Revolution
Twentieth Century: Software Engineering
Twenty-First Century: Project Management Institute and the PMBOK® Guide
Chapter Summary

Writing Project Charters
Historical Perspective: The Sheep and the Oil
Dual Role of the Project Charter
What Is a Project Charter?
Portfolio Management Perspective
Project Management Perspective
What Is Included in the Project Charters?
Problem and Opportunity Statements
Mobile Number Portability—Problem Opportunity Statement
Goals and Objectives
ABC Software Systems Goals and Objectives
Rough Order of Magnitude Budget and Schedule
Stakeholder Register
Project Feasibility/Justification
Risk Management
Constraints
Risks
Assumptions
Chapter Summary

Requirements, Customers, Users
Historical Perspective: "New Account Opening" Project
Requirements
Taxonomy
Types of Requirements
Hierarchical Approach
Engineering Approach
Conscious, Unconscious, and Undreamed-of Requirements Approach
Departments Involved or Domains Approach
Systems Approach
Target Audiences Approach
Information Technology or Software Development Approach
What Is the Requirements Engineering Process?
Who Is a Requirements Analyst?
What Does the Analyst Do?
What Skills Would You Need?
Requirements Owners: Customers, Users, and Stakeholders
Introducing the Requirements Owner
Who Should We Talk To?
Why Do We Neglect the Customer?
How Do We Find the Requirements Owners?
Customers versus Users Discussion
Partnership Agreement
Chapter Summary

High-Level Scope Elicitation
Historical Perspective: University in the Desert
Sources for Requirements
Requirements Elicitation Is Not Easy
How to Elicit Requirements
Elicitation Methodologies
Interviews
Documentation
Requirements Specs
Problem Reports/Enhancement Requests
Marketing Surveys/Focus Groups
Market Trends
Observing Users
Scenario Analysis
Events and Responses
Psychology
Brainstorming
Competitive Products Benchmarked
Reverse Engineering
Cool Hunting
Crowd Sourcing
Targeting
Unearthing High-Level Requirements
Importance of Questions
Structure for Defining Preliminary Scope
Types of Questions to Ask
Critical Thinking
Some Cautions about Elicitation
"Losing" the Stakeholders
Listening to Only a Few Representatives
Requirements versus Design
Scenario 1
Scenario 2
"Don’t Ask Too Many Questions" Advice
Chapter Summary

Detailed Requirements Elicitation
Historical Perspective: Burj Al Arab
Detailed Requirements Elicitation Methodologies
Wallpapers
Wikis
Brainstorming Revisited
Flowchart Diagrams
5 Whys Method
User Scenario Method
JAD
Best Trawling Techniques
Running Efficient Meetings
Importance of Communications
How Formal Should One Get?
Importance of Meeting Minutes
What Are the Benefits of Meeting Minutes?
How to Make Your Meetings Work
Top Five Signs That You Are Done Collecting and Reviewing the Requirements
Prioritizing Requirements
Games Your Stakeholders Can Play
Ways to Prioritize Requirements
Must Have, Should Have, and Nice to Have
Urgent/Not Urgent versus Important/Not Important
Market-Qualifying Criteria
Order-Losing Criteria
Order-Winning Criteria
Expected versus Unexpected Features
Utilizing the Project Portfolio Management Technique
Documenting Requirements
Criteria for Good Requirements
Introducing the Concept of Measurability
Chapter Summary

Documenting Requirements: Information Technology and Software Development
Projects
Historical Perspective: The Story of A2LL
Requirements Specifications Template
Functional Requirements
What Are the Requirements Writing Guidelines?
Words to Avoid
Requirements versus Design Discussion Revisited
Parking Lots
Nonfunctional Requirements
A Look at Nonfunctional Requirements
Documenting IT and Software Development Requirements
Introduction
Document Purpose
Intended Audience
Project Scope
References Section
Product Description
Product Features
User Classes
Operating Environment
System Features
System Feature—Traveler Identification—Passport
External Interface Requirements
User Interfaces
Hardware Interfaces
Software Interfaces
Communications Interfaces
Nonfunctional Requirements
Performance Requirements
Security Requirements
Other Software Quality Attributes
Appendix Section

Documenting Requirements: Engineering and Product Development Projects
Historical Perspective: Viking Longships
Requirements Specifications Template
What Are the Requirements Writing Guidelines?
Documenting the Multidisciplinary Requirements
Introduction
Document Purpose
Intended Audience
Project Scope
References Section
Product Description
Product Features
User Classes and Characteristics
Product Environment
Product Features and Requirements
Appendix Section

Documenting Requirements: Multidisciplinary Projects
Historical Perspective: The Palm Jumeirah Project
Requirements Specifications Template
What Are the Requirements Writing Guidelines?
Documenting Multidisciplinary Requirements
Introduction
Document Purpose
Intended Audience
Project Scope
References Section
Product Description
Product Features
User Classes and Characteristics
Product Environment
Product Features and Requirements
F 1.0—Call Center Module
Appendix Section

Creating the Requirements Management Plan and Requirements Traceability Matrix
Introduction
When Does One Write the RMP and the RTM?
RMP Benefits
What Is Traceability?
What Are the RTM Benefits?
RMP and RTM Analysis
Introduction
Purpose
Scope
Definitions, Acronyms, and Abbreviations
References Section
Overview
Requirements
Requirements Planning
Requirements Tracking
Requirements Reporting
Configuration Management
Change Initiation
Change Impact Analysis
Change Tracing, Tracking, and Reporting
Change Authorization Levels
Requirements Prioritization Process
Requirements Traceability Matrix

Final Product Design
Historical Perspective: The Katana Sword
Design Process
Design Process Challenges
How Complicated Can the Design Process Get?
Design Process Detailed
Clarifying Client’s Objectives
Formal Methods of Design Process
Morphological Charts
Objectives Tree Method
Pairwise Comparisons
Three-Point Voting
Design Presentation
Prototypes, Models, and Proofs of Concept
Chapter Summary

Creating Work Breakdown Structures and WBS Dictionaries
Historical Perspective: The Great Pyramid
What Is a Work Breakdown Structure?
WBS Components
Rules of WBS Creation
A WBS Sample
Generic WBS: Project Management Tasks
Generic WBS: Starting Phases
WBS Dictionary
Estimation Using WBS
Introduction: How to Improve Your Estimates
Improving Your Estimate Accuracy with Wide-Band
Delphi and PERT
Wide-Band Delphi
Wide-Band Delphi "Light"
Program Evaluation and Review Technique (PERT)
Common Estimation Oversights
Chapter Summary

Troubleshooting Scope Problems
Historical Perspective: General Hadik’s Crucial Mistake
Introduction
Scope Elicitation Issues
Lack of Communication between Project Team and Customers
Lack of Access to Higher Authority
Inability to See the Entire Project
Absence of Requirements Prioritization
What Can Be Done?
Lack of Skills Issues
Poorly Trained Requirements Professionals
Technical Experts and Requirements Experts
Lack of Stakeholder Education
What Can Be Done?
Project Management Issues
Teams under Pressure
Excess of Scope
Quick De-Scoping at the End of the Project
What Can Be Done?
Documentation Issues
Undocumented Requirements
Vague Scope and Lack of Measurability
What Can Be Done?
Scope Management Issues
Customers Have Direct Access to the Technical People
Frequent Scope Creep
What Can Be Done?
Chapter Summary

Scope Verification
Historical Perspective: The Admiral’s Mistake
Value of Scope Verification
Customer Walk-Throughs, Technical Inspections, and Peer Reviews
Review Process
Preparing and Running the Reviews
Customer Walk-Throughs
Technical Inspections
Peer Reviews
Documents That Need Reviewing
Questions and Checklists
Chapter Summary

Controlling Project Scope
Historical Perspective: The Story of the Magenta
Expectations Management
About Stakeholder Expectations Management
About Scope Changes
Impact of the Changes
Good versus Bad Changes
Controlling and Managing Project Scope
What Is the Best Practices Approach?
Utilizing Change Requests
Assessing the Impacts of the Requested Change
Updates to the Documentation
Chapter Summary

References and Additional Reading

Index

Über Autor(innen)

Jamal Moustafaev, MBA, PMP, president and founder of Thinktank Consulting, is an internationally acclaimed expert in the areas of project/portfolio management, project scoping, process improvement, and corporate training. He has completed projects for private sector companies and government organizations in the United States, Canada, Europe, Asia, and the Middle East, including the US Department of Defense (USA), Siemens (Germany), Petronas Oil (Malaysia), and TeliaSonera (Sweden), to name a few.

Moustafaev is a certified Project Management Professional (PMPR). He holds an MBA in Finance and a BBA (Finance and Management Science) from Simon Fraser University. In addition to teaching a highly acclaimed Project Management Essentials course at the British Columbia Institute of Technology (Vancouver, Canada), Moustafaev also offers several project and portfolio management corporate seminars through his company:

- Practical Portfolio Management—Selecting and Managing the Right Projects

- Successful Hands-On Management of IT and Software Projects

- Successful Hands-On Management of Modern-Day Projects

- Project Scope Management