Project Requirements A Guide to Best Practices 1st Edition by Ralph Young 9781523096282 1523096284

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ISBN 10: 1523096284
ISBN 13: 9781523096282
Author: Ralph Young

Project Requirements: A Guide to Best Practices gives project managers tools they can assimilate and apply easily to improve project success rates, reduce development costs, reduce rework, and accelerate time to market. Based on experience and best practices, this valuable reference will help you:
• Clarify real requirements before you initiate project work
• Improve management of project requirements
• Save time and effort
• Manage to your schedule
• Improve the quality of deliverables
• Increase customer satisfaction and drive repeat business
Project Requirements: A Guide to Best Practices provides project managers with a direct, practical strategy to overcome requirements challenges and manage requirements successfully.

Project Requirements A Guide to Best Practices 1st Table of contents:

Chapter 1. Introduction

How the PM Will Benefit By Paying Attention to Requirements

What Are Requirements and Why Are They Important?

Why Pay Attention to Requirements?

Why This Book?

Requirements Activities in the Project Life Cycle

Requirements-Shaping PM Practices

Setting Expectations Concerning the Requirements

Goals of This Book

Chapter 2. Key Requirements Success Factors

Criteria for a Good Requirement

Types of Requirements

Need for High-Level Requirements

Key Success Factors

Engage all Project Roles in the Requirements Process

Write a Project Vision and Scope Document

Identify a Set of High-Level Requirements

Use Trained and Experienced Requirements Analysts

Evolve the “Real” Requirements

Use Mechanisms to Manage Changes to Requirements and New Requirements

Develop and Use a Requirements Plan

Document and Invest in the Project’s Requirements Process

Take Proactive Steps to Address the Most Frequent Types of Requirements Errors

Understand the Real Requirements before Initiating Other Technical Work

Involve the Project’s Customers and Users

Plan for Change

The Experience of Being a User in a Requirements Process

Chapter 3. Partnering for Success

Costs and Benefits of Partnering

Securing the Commitment of Stakeholders

The Partnering Process

The Decision to Partner

Evolving Mutual Expectations

Initial Partnering Workshop

Mutual Support in Ongoing Project Efforts

Chapter 4. Requirements-Related Project Startup Issues

Typical Requirements-Related Project Startup Issues

Confusion Reigns

Project Requirements Are Not Clear

A Set of High-Level Requirements Is Not Identified

All Requirements Are Considered Equal

The Team Is under Pressure to Start the “Real Work”

Requirements Are Not Clarified before Other Technical Work Is Initiated

All Stakeholders Are Not Identified

Effective Communication among Project Participants Is Lacking

Customer Places Too Much Burden for Defining Requirements on the Developers

Users Believe the New System Will Address All Their Perceived Needs

Requirements Process Is Not Documented

Project Staff Are Asked to Use Automated Tools without Training

Suggested Remedies for Typical Requirements-Related Project Startup Issues

Identify a Champion for the Project Requirements Process

Hire and Train Experienced Requirements Analysts

Write a Project Vision and Scope Document

Form and Use a Joint Team

Provide an Initial Project Requirements Briefing

Design, Document, and Use the Project’s Requirements Process

Identify the Real Requirements

Provide Ongoing Training for the Requirements Analysts

Select, Deploy, Implement, and Use Industry-Proven Effective Requirements Practices

Engage All Project Staff in the Requirements Process

Create a Project Configuration Control Board

Undertake Team Building among the Project Staff

Take Steps to Make Effective Use of an Automated Requirements Tool

Requirements-Related Startup Checklist

Chapter 5. Fostering Effective Teamwork

The Need for Effective Teamwork Concerning Requirements Tasks

Fostering Effective Teamwork

Customer and User Involvement in Requirements Activities

The Joint Team

Identifying the Real Requirements

Controlling New Requirements and Changes to Requirements

Using a Requirements Working Group

Addressing Verification and Validation during Requirements Development

Chapter 6. Coaching the Project’s Requirements Manager and Requirements Analyst

The PM as Coach

Coaching Opportunities to Support the Roles of the RA

Role 1: Work Collaboratively to Identify the Real Requirements

Role 2: Work Effectively with Customers and Users to Manage New and Changed Requirements

Role 3: Be Alert to New Technologies

Role 4: Facilitate the Project in Reusing Artifacts and Achieving Repeatability

Role 5: Assist in Envisioning a Growth Path to the Ultimate System

Role 6: Advise the Project on Methods, Techniques, and Automated tools Available to Support Requirements-Related Work

Role 7: Use Metrics to Measure, Track, and Control Requirements-Related Project Work

Role 8: Facilitate Discussions and Mediate Conflicts

Role 9: Study the Domain of the Area in Which the System Is Used

Be Willing to Be Coached!

Chapter 7. Clear Communication: The Key to Project Success

How Communication Affects Requirements Activities

Foster and Encourage Open Communication

Empower Your Team Members

Recognize the Efforts of Your Team Members

Convene a Project CCB

Hold Effective Meetings

Establish Rules of Conduct

Ensure Mutual Accountability

Advocate for Effective Use of E-mail

Chapter 8. Being Agile: The “Right” Amount of Discipline and Process

Why Processes Help

What Discipline Is Needed?

Where to Start

What Amount of Process Should Be Provided on a Project?

Chapter 9. Continuous Improvement

What Is Continuous Improvement?

Why Pursue Continuous Improvement?

Establishing an Environment of Continuous Improvement

Identify the Business Objectives and Communicate Why They Are Important

Set Goals and Milestones for the Project Based on Stakeholder Needs and Expectations

Emphasize That Every Member of the Project Team Is Valued

Welcome Opportunities for Improvement

Create an Environment of Constructive Information Sharing

Provide Practical Mechanisms for Identifying and Addressing Barriers

Take Time to Assess Results

Respond to Suggestions Made by the Project Team

Chapter 10. The Project Manager’s Role Concerning Quality

Setting Quality Goals

The QA Role on a Project

Role 1: Become One of the Sources of Process Knowledge

Role 2: Develop and Maintain an Environment of Continuous Improvement

Role 3: Don’t Audit; Instead, Teach and Coach

Maintaining a Quality Culture on a Project

Using Quality Improvement Tools and Techniques

Chapter 11. Requirements, Risk, and the Project Manager

Why Use Risk Management?

Risk Management Planning

Risk Identification

Brainstorming

Taxonomy-based Questionnaire

Lessons Learned Analysis

Risk Assessment

Risk Response Planning

Risk Monitoring and Control

Chapter 12. Summary and Suggested Implementation Steps

Suggested Implementation Steps

Summary of Requirements-related Mechanisms

Summary of Other Key Concepts

Fostering Senior Management Commitment

Epilogue

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