Session 3 Flashcards
SOW
Statement of Work
Project Vision Statement
• A clear vision of the desired objectives and alignment with the organizations strategic goals
• refer to it throughout the project to maintain alignment
Guidelines of Building a Shared Understanding
• Share
~project agreements e.g. vision statement, project charter
• Agree or Negotiate
~ reach agreement and buy in
• Uphold
~ agreements throughout the project
Negotiation goals
• First, find out…
~ the boundaries of negotiation for the project agreement
•what if, anything, is eligible for discussion or troubleshooting
•Then
~ discover how the project fits in the organizational landscape and business objectives
MOUs
Memorandum of understanding
SLAs
Service level agreements
Business case
• a documented economic feasibility study
• establishes benefits of project work
• provides a basis for authorization of further project activities
What are business needs documents
• a prerequisite of a formal business case
• identifies high-level deliverables
• describes requirements— what needs creating and/ or performing
KPI
Key Performance Indicators
• outcome measures
• how to measure success
UAT
Users Acceptance Testing
DOD
Definition of Done
• Quality Control Checklist
How do you negotiate and agree on project success?
• interview stakeholders
• gather expert judgment on technical success criteria
• Check
~ Orgianizational (program operations)
~ Lessons Learned
~ Quality Policy
~ UAT requirements
Acceptance Criteria
• written by the stakeholder the end user
Product Box Exercise ( Adaptive)
• to internalize the vision from the customer’s point of view and emphasize product/project value
XR metaphor (Hybrid)
• technique explains a complex idea in simple, familiar terms, using common language and vocabulary
What is a Project Charter
• authorize project
• high level info
• starting point
• enables project manager to apply resources to project work
• defines rationale and business needs
• verifies alignment with strategic goals
• keeps everyone focused on a clear project vision
Who is the project charter usually created by
• project sponsor
• project manager with executive/stakeholder approval
What is included in a Project Charter
• names
~ project sponsor, PM, key stakeholders
• project description
~ preliminary requirements, measurable objectives
• business needs
~ financial goals or milestones
• schedules/milestones
~ summary of schedule and milestones
• assumptions, boundaries and constraints
~ overall risk, approval requirements and approved budget
• business case information
~ including success and exit criteria
Tailored Development Approaches
• support dynamic work environments
• discover value delivery requirements early
• put stakeholders and the team in close collaboration
Characteristics of Predictive PM Development Approach
• plan driven
• linear sequence of activities in phases
• phase completion governed by phase gates
Certainty about Requirements of Predictive PM Development Approach
• high, from beginning
Change & Risk of Predictive PM Development Approach
• change possible, but controlled
•’risks carefully studied and managed
Characteristics of Adaptive PM Development Approach
• change driven
• iterative or incremental
• timeboxed cadence (iterations/sprints) or continuous flow
Certainty about Requirements of Adaptive PM Development Approach
• unclear or customer- driven, so needs further discovery
Change & Risk of Adaptive PM Development Approach
• built on assumption of high degree of change
• high tolerance of risk with guardrails for risk management
Characteristics of Hybrid PM Development Approach
Tailored development approach, combining predictive and adaptive
Product
• is part of a project; products have their own life cycles
Product management
• represents a key integration point within program and project management
Product Owners
• are responsible for maximizing the value of the product and accountable for the end product
Project
• produce products
Cadence can be the following:
• time boxed with sprints/ iterations or a continuous flow
Hybrid life cycle & Development Approach
• accomplished by tailoring
• combines adaptive and predictive life cycles and/or development approaches
• useful when requirements are uncertain or risky
• useful when deliverables can be modularized, or when deliverables can be developed by different project teams
• uses iterative and incremental development
Examples of hybrid project approaches
• use agile or iterative practices within predictive framework
• use predictive artifacts or processes within adaptive life cycle
• business analysis techniques assist with requirements management
• new tools help identify complex elements in projects
• organizational change management methods prepare for transitioning project outputs into the organization
What can be tailored in hybrid
• project life cycle
• development life cycle components
• WOW -way of working
• knowledge management
• change management
• project governance
• benefits management
Scrum
• an agile framework for developing and sustaining complex products, with specific roles, events, and artifacts
When is the scrum implemented
• at a Product development level
What roles are included in Scrum
• scrum master/ senior scrum master who facilitates ceremonies (meetings); iterations are called sprints
Purpose of Scrum sprint planning ceremony
• team collaborates with product owner to plan work for current sprint
• scrum master/ senior scrum master facilities
Purpose of daily scrum ceremony
• short, daily meeting of team only
• team members describe work, ask for help, consider progress toward goal
• NOT a status meeting
Purpose of Scrum sprint review ceremony
• can include demo
• held at end of sprint
• team, product owner and stakeholders attend, or customer’s review progress and give feedback to adapt product
Purpose of Scrum sprint retrospective ceremony
• looks back at last 2-4 weeks to improve performance
• team identifies improvement to performance and collaboration
Agile Ceremony- product strategy meeting
• product owner shares product vision
Agile Ceremony- daily standup or standup
• team status meeting
• 5 to 15 minutes, timeboxed
• not necessarily daily
Agile Ceremony- backlog refinement
• product owner prioritizes items on backlog
Agile Ceremony- project retrospective
• held at the end of a project to review work and processes
• like lessons learned
Project Management Plan
• the document that describes how the project will be executed, monitored, and controlled and closed
What does the project management plan include?
• subsidiary plans
• baselines
• additional components
Project documents
• documentation and content created by the teams to plan and manage the project effectively
• some documents are project artifacts, which need to be maintained and then archived at the end of the project
Artifacts
• represents the work in value, helping being transparency
• form a basis for inspection and adaptation
Collaborative Planning
Adaptive & Hybrid Development Approaches
• product owner describes objectives according to customer needs/wants; team executes work and helps product owner plan the work
• team members are local domain experts in integration management— how work will be planned and completed
• project manager, team lead or scrum master helps focus the team to execute the planned work
Predictive Requirements Specification
• defined in specific terms before development
Hybrid Requirements Specification
• elaborated periodically during delivery
Adaptive Requirements Specification
• elaborated frequently during delivery
Predictive Outcomes
• delivered at the end of the project
Hybrid Outcomes
• can be divided into pieces (incremental)
Adaptive Outcomes
• delivered after each iteration according to stakeholders desired value
Predictive change in the life cycle
• constrained as much as possible
Hybrid change in the life cycle
• incoporated at periodic intervals
Adaptive change in the life cycle
• incorporated in real time during delivery
Predictive Stakeholder Involvement
• At specific milestones
Hybrid Stakeholder Involvement
• regularly
Adaptive Stakeholder Involvement
• continuously
Predictive Risk and cost controls
• through detailed planning of mostly known considerations
Hybrid Risk and cost controls
• through progressive elaboration of plans
Adaptive Risk and cost controls
• done as requirements and contraints emerge
Iron Triangle
• scope
• cost
• time
• quality
Product scope
• features and functions that characterize a product or service
~ what I have to produce
Project scope
• work performed to deliver a product, service, or result with specified features and functions
~ deliverables/ tasks
Fixed scope project
• a set of features are all required before the product can be delivered
Flexible scope project
• can always produce a desired outcome within a changing environment
Rolling Wave Planning
• a form of progressive elaboration applied to work packages, planning packages and release planning.
~ used in adaptive and predictive approaches
MVP comes before MBI— T or F
True
MVP
• prototype proof of concept 1st release
MBI
• enhancements, new features, new functions, new capabilities
Implementation Roadmap
• priority of implementing features
Product Roadmap
• envisions and plans the “big picture”
• displays product strategy and direction and the value to be delivered
• leads with overarching product vision and uses progressive elaboration to refine vision
• uses themes (goals) to provide structure and associations
• provides short-term and long term visualization
Milestone list
• identifies all milestones and indicates which are:
~ mandatory - required by contract
~ optional ( estimated on historical information)
Requirements
• is one single measurable statement of a condition or capability
• it tells how a product, service or result satisfies a business need
Predictive Requirement Activities
• configuration management activities:
~ version control rules
~ impact analysis- tracing, tracking and reporting
• required authorization levels for change approval
• prioritization criteria/process
• product metrics and accompanying rationale
• traceability structure, including requirements attributes
Types of Requirements
~~Project
• describes actions, processes and conditions the project must meet
Types of Requirements
~~Product
• describes features and characteristics of the product, service or result that will meet the business and stakeholders requirements
~ functional- product features
~ nonfunctional- supplemental environmental conditions/ qualities that make the product effective
Types of Requirements
~~Quality
• describes conditions or criteria needs to validate the successful completion of a project deliverable or fulfillment of other project requirements
Types of Requirements
~~Business
• describes higher level organizational needs, reasons for the project
Types of Requirements
~Stakeholders
• describes stakeholder (or stakeholder group) needs aka “ Reporting Requirements”
Types of Requirements
~~Transition/ Readiness
• describes temporary capabilities needed to transition successfully to the desired future state
Scope is the key aspect to decide which approach you will take
T or F
True
Techniques of collecting requirement
•Expert Judgement
• Interpersonal/Team Skills
~Observation- job shadowing
~ Facilitation
• Data Gathering
~ Brainstorming
~ Interviews
~ Focus Groups
~ Questiinnaires and surveys
~ Benchmarking (compare)
• Data Analysis (Review Documentation)
~Document analysis
~Alternative analysis
•Decision Making Techniques
~ Voting
• Data Representation
~Mind Mapping
~ Context use case diagram
• Prototyping
~ storyboarding
Predictive - Scope Planning: How to Collect Requirements Characteristics
(Interview)
• identify/define features and functions of deliverables
• can’t be structured, unstructured, or asynchronous
Predictive - Scope Planning: How to Collect Requirements Advantages
(Interview)
• handle, sensitive/confidential information
• helps identify stakeholders requirements, goals, or expectations
Predictive - Scope Planning: How to Collect Requirements Considerations (potential drawbacks)
(Interview)
• captures only a single point of view
Predictive - Scope Planning: How to Collect Requirements Characteristics
(Questionnaires/Surveys)
• written format
• captures information from large groups
• yields quantitative data
Predictive - Scope Planning: How to Collect Requirements Advantages
(Questionnaires/Surveys)
• quick turnaround
• effective with varied and geographically dispersed respondents
• yields quantifiable data for statistical analysis
Predictive - Scope Planning: How to Collect Requirements Considerations (potential drawbacks)
(Questionnaires/Surveys)
• time consuming
• answer/data quality depends on question quality
Predictive - Scope Planning: How to Collect Requirements Characteristics
(Observations)
• physical technique used learn about a specific job role, task or function
Predictive - Scope Planning: How to Collect Requirements Advantages
(Observations)
• team can understand where changes might be beneficial
Predictive - Scope Planning: How to Collect Requirements Considerations (potential drawbacks)
(Observations)
• none
Predictive - Scope Planning: How to Collect Requirements Characteristics
(Focus Groups)
• casual/interactive information sharing
• moderator-guiders
• includes stakeholders and SMEs
• yields qualitative data
Predictive - Scope Planning: How to Collect Requirements Advantages
(Focus Groups)
•pre selected participants for varied opinions
• small group for focused approach and gathering specific information
Predictive - Scope Planning: How to Collect Requirements Considerations
(potential drawbacks)
(Focus Groups)
• must prequalify stakeholders
• SMEs and facilititation are essential
Predictive - Scope Planning: How to Collect Requirements Characteristics
(Facilitated Workshops)
• sessions organized by project managers to determine requirements and enable stakeholder agreement on project outcomes
Predictive - Scope Planning: How to Collect Requirements Advantages
(Facilitated Workshops)
• team can capture requirements
• stakeholders can understand the concerns and requirements of others
Predictive - Scope Planning: How to Collect Requirements Considerations (potential drawbacks)
(Facilitated Workshops)
• Faciliation is essential
Predictive Data Gathering
• use benchmarks to generate product requirements
~ requires best practices to make comparisons
~ evaluates and compares an organization’s or project’s practices with other
~ identifies best practices in order to meet or exceed them
Predictive & Hybrid Scope Planning- Requirements Prioritization
MoSCoW Analysis- developed by Dai Clegg
• M- Must have
• S- Should have
• C- Could have
• W- Won’t have (for now)
Predictive & Hybrid Scope Planning- Requirements Prioritization
MoSCoW Analysis benefits
• compares several points of view
• used with timeboxing to focus on the most important requirements
• common in agile software development, SCRUM, RAD and DSDM
Predictive & Hybrid Scope Planning- Requirements Prioritization
Kano Model- developed by Noriaki Kano
• product management technique
• understand and classify all potential customer requirements or features into four categories of need:
~ delighters/exciters
~ satisfiers
~ dissatisfiers
~ indifferent
Predictive & Hybrid Scope Planning- Requirements Prioritization
Kano Model benefits
• development efforts can be prioritized by the things that most influence customer satisfaction and loyalty
Predictive & Hybrid Scope Planning- Requirements Prioritization
Paired Comparison Analysis- developed by LL Thurston
• rate and rank alternatives by comparing one against the other
Predictive & Hybrid Scope Planning- Requirements Prioritization
Paired Comparison Analysis benefits-developed by LL Thurston
• good for small range and subjective requirements
Predictive & Hybrid Scope Planning- Requirements Prioritization
100 Points Method (aka fixed sum or fixed allocation)- developed by Dean Lefdingwell & Don Widrig
• vote for importance of requirements in a list; stakeholders distribute 100 points in any way they wish (like “Monopoly money” method)
Predictive & Hybrid Scope Planning- Requirements Prioritization
100 Points Method benefits
• good for any size group, even large ones
• gives priority to stakeholders decision- making because they must exercise depth of thought
Predictive & Hybrid Represent Data
• Mind Mapping
~ consolidate ideas created through individual brainstorming sessions into a single map to reflect commonality and differences in understanding and to generate new ideas
• Affinity Diagram
~ allows large numbers of ideas to be classified for review and analysis
A way to gather predictive requirements
• context diagrams
A way to gather adaptive requirements
• Prototyping
~evaluation and experimentation tool
~ enables early feedback for further development and to develop a detailed list of project requirements
What is Storyboarding?
• it is a type of prototyping that uses visuals or images to illustrate a process or represent a project outcome
Predictive Scope Management Plan
• review the scope activities for the project and how that work will be done
• should include processes to prepare a project scope statement
• enables the creation of the WBS from the detail project scope statement
• establishes how the scope baseline will be approved and maintained
• specifies, how formal acceptance of the completed project deliverables will be obtained
• can’t be formal or informal, broadly framed, or highly detailed
What should be included in a Predictive Projext Scope Statement
• scope, description – project and products
• acceptance criteria
• any require deliverables
• any out of school items needed for clarification
• constraints and assumptions
Predictive & Hybrid Scope Planning tools and techniques for Alternatives Analysis
• used to consider possible potential options or approaches to execute and perform project work
Predictive & Hybrid Scope Planning tools and techniques for Expert Judgement Analysis
• analyze the information needed to develop the project scope statement or any technical detail
Predictive & Hybrid Scope Planning tools and techniques for Document Analysis
• derive new project requirements from existing document’s
Predictive & Hybrid Scope Planning tools and techniques for Product Analysis
• ask questions about a product and form answers to describe use, characteristics, and other relevant aspects
Predictive Product Analysis Methods
• product breakdown
• systems engineering
• systems analysis
• requirements analysis
• value engineering
• value analysis
How to create the Work Breakdown Structure (WBS)
• follow the 100% rule
~ include every aspect~ nothing extra, nothing missing
• include project and product components
• use hierarchical structure
~ highest - project
~ next- deliverables
~ lowest- work package
Work Breakdown Structure Steps
• identify deliverables and the work/task needed to accomplish them
• structure in organize the WBS
• decompose high-level, WBS scope components into low level components
• develop and assign a unique identification code to each component from the code of accounts
• review the decomposition of work packages and verify that they align with the project requirements
Work Breakdown Structure (WBS) Dictionary is only used for the Predictive approach
T or F
True
WBS
• Provides detailed, deliverable, activity, and scheduling information about each component in the WBS
Predictive decompose work include:
• WBS code identifier
• description of work
• assumptions and constraints
• responsible organization
• schedule milestones
• associated scheduled activities
• resources required to complete the work
• cost estimations
• quality requirements
• acceptance criteria
• technical references
• agreement information
Predictive Scope Baseline Components include:
• project scope
• WBS
• work packages
• planning packages
• WBS dictionary
Scope Baseline
• approved version of a scope statement, WBS and it’s associated WBS dictionary, that can be changed only using formal change control procedures
• use as a basis for comparison of actual results
Scope Planning in Adaptive Environments
• incremental or iterative development
• user stories propose an alternative way of viewing the requirements process
What should you decide during Release Planning (Adapative)
• number of iterations or sprints needed to complete each release
• features contained in the release
• goal dates of each release
What should you decide during iteration planning (or sprint planning)
• review the highest prioritized user stories or key outcomes
• ask questions
• agree on effort required to complete the user story in the currr t iteration
• determine the activities required to deliver iteration objectives
Collaborative planning meetings break scope…
• into larger releases and then iterations/sprints
Backlogs (Hybrid)
• prioritized list of the known scope of work
• information presented in story form
• continually updated by the product wonder in collaboration with teams
Users Stories, Story Maps, Roadmap (Adaptive and Hybrid)
• a story map organizes user stories into functional groups and within a narrative flow (“the big picture”) of the product roadmap
• helpful for discovering, envisioning and prioritizing the product and a way ahead!
~story map developed by Jeff Pattin
Which 2 stakeholders perform project scope planning?
• Project Manager
• Project Team
The project manager wants to give the executive team, an overview of the work ahead at the next strategy meeting. Which artifact should he show them?
• Product Roadmap
Subsidiary Management Plans Components
• scope management
• requirements management plan
• schedule management plan
• cost management plan
• quality management plan
• resource management plan
• communications management plan
• risk management plan
• procurement management plan
• stakeholder engagement plan
• change management plan
• configuration management plan
• performance measurement, baseline
• project life cycle
• development approach
• management review
Baselines- Project Management Plan Components
• scope baseline
• schedule baseline
• cost baseline
Rolling Wave Planning
• An iterative planning technique in which the work to be accomplished in the near term is planned in detail, while the work into the future is palanned at a higher level
Progress Elaboration
• the iterative process of increasing the level of detail in a project management plan as greater amounts of information and more accurate estimate to become available.
Milestones
• a specific point within a project life cycle used as a measure in the progress toward the ultimate goal.
Collect Requirements Process
• the process in which requirements documentation is developed. Precedes the define scope process.
Requirements Documentation
• a description of how individual requirements meet the business for the project
