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Project Scope Mangement

Alternative name( Project Requirement Management)

Description

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Project requirement management can be descried as a process in which the customer explains their visions or the map of their projects to the project manager. Furthermore, the project has to [[#|access]] if the [[#|business case]] is viable or not. On the other hand, project requirement management is a process of capturing, analysing the stakeholders stories for justification and modification before project progression (APM, 2006).
This entails that project requirement is key in every project life cycle because initially customers does not really have a good idea on how to manage their requirements. The [[#|project manager]] may not be engaged from the starting of the project. However, the project manager have to manage every project requirement effectively to ensure that projects scope is effectively plan, define, control, crate effective work breakdown structure and manage variations(PMBOK,2008). Nevertheless, in agile project management user stories are used to capture project requirements throughout the project management life cycle. User stories are short and always informal. Therefore, customers objectives needs to be developed by the project team throughout the project life cycle and the user stories encourages verbal communication

Agile values

Agile values relevant to project requirement management include manifesto, XP, and scrum value. Project requirement management have to deal with effective communication with the customer and the project team to ensure that the user stories are effectively communicated within the stakeholders which is been address in XP and scrum value (Augustin and Woodock,2003). User stories make project management requirement unambiguous as a result of its ability to capture customer’s expectation(West and Grant, 2010).
At the same time, user stories keeps project requirement management simple in order to meet customers need and enables refactoring throughout the process. However, in agile building user stories requires courage because managing customer requirement as shown in the picture is not realist; but the user stories enables the customer to express their expectation continually. Finally, feedback is necessary because the customer, developer, integrator and scrum master uses the user stories to integrate the customer requirement throughout the project life cycle. Therefore, communication and feedback is the most important in managing project requirement management in agile value.

Agile principles

Agile principle identify include incremental change, humanity, quality and learning from failure. Incremental change enables effective implementation of feedback to ensure that customers’ expectations are met (Augustin and Woodock,2003). This indicates that an agile principle enables project requirement management to be driven by customers’ requirements to ensure that their needs are met. However, incremental change may be suitable for information technology projects and small business. Agile principles relies on its team to ensure success of the project, in terms of requirement management the project team and the stakeholders respects perspective of humanity because individuals have different perception about decision in requirement management (Beck,2005).
This entails that effective leadership is required in project requirement management. Thirdly, quality in requirement management is highly required it enables the project stakeholders to manage quality of their requirements by eliminating constraints and improving process efficiency. In addition, refactoring the user stories throughout the project life cycle will improve the efficiency and quality of the project. Finally, learning from failure in agile principle will enable effective project requirement management. For example, the chaos report will enable the project stakeholders to identify area of improvement in agile principle.

Agile practices


Agile practices which are applicable to project management requirement include XP, ASD, refactoring and scrum. User stories capture project requirement management throughout the project life cycle. This means that requirements in agile uses user stories to capture, analyse, test and manage customers aim throughout a project life cycle and this is what XP and scrum does(Augustin and Woodock,2003). In addition, user stories are being steered not control because of high expected changes in projects . However, continuous integration enables modification of requirements management continuously because customers’ needs and wants are not always initial, but, user stories integration enables the project team to capture and effectively analyse customer’s objective daily in order to ensure effective deliverables. Nevertheless, refactoring enhance implementation of feedback to meet customers expectation. This entails that the project requirements will be continuously reviewed in order to edit and manage requirements effectively. In addition, the editing will improve quality of the project throughout a project life cycle. Finally, customer on site enables project requirement management more effective because when the user is involve it is more easier to capture and analyse the customers’ needs and wants effectively because they are involved throughout the project. In addition, changes can be monitor and control effective by the project stakeholders.

Discussion

Project requirement management in traditional approach does not involve the customer throughout the project life cycle which makes changes difficult while in agile it has be establish that changes must occur. However, projects are strictly driven by business case or objective in order to improve quality management in projects and services .In addition, quality management is totally dependent on the customer. This entails that the customer should be part of project from the initial stage to the commissioning stage of the project; although in traditional approach customer are partially involved. On the other hand, in agile requirement management uses user stories throughout the project life cycle and changes is strictly anchored on the customers expectation. This explains that customer is engaged throughout the project life cycle. Furthermore, as change is expected in every project agile has the ability to adapt to change and ensure that project requirements are fully capture, planned and process throughout the project life cycle. For example, in traditional approach organisational structure can be a Barrie to continue integration and incremental change in requirement management while in agile user involvement will help to increase quality of products and services because the user is involve throughout the project life cycle. Nevertheless, project requirement management is suitable for innovation projects and information system project because of its user involvement and incremental change control. In contrast, agile in project requirement management will not be suitable for mega construction project because its continuous integration and incremental change in requirement will lead to time and budget overrun. Therefore, project requirement management in agile uses user stories to manage, control, and plan and monitor customers requirement.

Links from this KA to other KAs


The knowledge area that is related to project requirement management includes project communication, collaboration, team, stakeholders’ management and user involvement. Project requirement needs effective communication with user for refactoring, incremental and continues user involvement in order to achieve the customer’s wants or need. In addition, without the teams collaborating effectively requirement in projects will be difficult to communicate to other stakeholder involve in the project. Agile has iterations and planning is strictly focused on the user stories in order to capture, analyse and test the customer’s requirements via user stories to ensure that the customer objectives are met. Therefore, this explanation justifies how communication, team, stakeholders management and user involvement is related.

References

Association for Project Management (2006):APM Body of Knowledge. 5th ed. APM publishing,High Wycombe
Augustine,S., and Woodock,S. (2003) Agile Project Management, CCPACE
Report
Beck K.(2005) Extreme
Programming Explained: Embrace Change, 2nd edition, Addison Wesley
Davis,A.M., Hickey,A.M and Zweig,A.S . Requirement Management in a project Management Content

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Chinese Translations


项目需求管理可以看做是作为一个过程,而向这个客户解释了他们的愿景或地图项目的项目经理。此外,这个项目必须访问如果业务用例是可行的或不是。另一方面,项目需求管理是一个过程,分析利益相关者的捕捉故事为理由和修改项目进展之前(APM,2006)。
这意味着项目要求是关键在每一个项目的生命周期,因为最初的客户并不真的有一个好主意如何管理他们的需求。项目经理可能不会从事从开始的项目。然而,项目经理需要管理每个项目要求有效地确保项目范围有效地计划、定义、控制箱有效工作分解结构和管理变化(PMBOK,2008)。然而,在敏捷项目管理的用户故事是用来捕捉项目需求在整个项目管理的生命周期。用户故事是短的和总是非正式。因此,客户目标需要由项目团队在整个项目生命周期和用户故事鼓励口头沟通。

敏捷价值观相关项目需求管理包括宣言,XP和scrum值。项目需求管理必须处理与客户的有效沟通和项目团队,以确保用户故事是在利益相关者的有效沟通是在XP和scrum是地址值(奥古斯汀和Woodock,2003)。用户故事使项目管理要求明确结果的能力,可以捕捉客户的期望(韦斯特和格兰特,2010)。
同时,用户故事使项目需求管理简单的为了满足顾客需要,使重构整个过程。然而,在敏捷构建用户故事需要勇气,因为管理客户要求见图片不是现实主义者,但是用户故事使客户能表达他们的期望不断。最后,反馈是必要的,因为客户,开发人员,积分器和scrum master使用用户故事集成客户需求在整个项目生命周期。因此,沟通和反馈中最重要的是管理项目需求管理在敏捷值。

敏捷原则识别包括增量变化,人性,质量和从失败中学习。增量变化有效地实现了反馈,以确保满足客户的预期(奥古斯汀和Woodock,2003)。这表明一个敏捷原则使项目需求管理是由客户的需求,以确保他们的需求得到满足。然而,增量变化可能会适合信息技术项目和小型企业。敏捷原则依赖于它的团队以确保成功的项目,从需求管理项目团队和涉众方面透视人类因为个人有不同的看法决定在需求管理(贝克,2005)。
这意味着需要有效的领导在项目需求管理。第三,质量管理是高度要求要求它使项目利益相关者管理质量的要求,通过消除约束和提高过程效率。此外,重构用户故事贯穿整个项目生命周期将提高工作效率和质量的项目。最后,从失败中学习在敏捷原则将使有效的项目需求管理。例如,混乱报告将使项目利益相关者识别区域的改善敏捷原则。

敏捷实践,适用于项目管理要求包括XP,ASD,重构和scrum。用户故事捕获项目需求管理在整个项目生命周期。这意味着需求在敏捷使用用户故事来捕获、分析、测试和管理客户的目标在整个项目生命周期,这确实就是XP和scrum方法(奥古斯汀和Woodock,2003)。此外,用户故事是操纵的不控制因为高预期变化的项目。然而,持续集成,允许修改需求管理不断,因为客户的需求和想要的并不总是初始,但是,用户故事集成使得项目团队有效地捕获和分析客户的目标每天为了确保有效的可交付成果。然而,重构增强实施反馈,以满足客户的期望。这意味着项目需求将持续的修订为了编辑和有效的管理需求。此外,编辑会提高项目的质量在整个项目生命周期。最后,客户现场支持项目需求管理更有效,因为当用户是涉及更容易捕获和分析客户的需求和想要有效,因为他们都参与整个项目。此外,变化可以监视和控制有效的项目利益相关者。

项目需求管理在传统方法不涉及客户项目整个生命周期的变化而使困难已经被建立,则敏捷必须发生改变。然而,项目是严格受商业案例或目的为了提高质量管理在项目和服务。此外,质量管理是完全依赖客户。这意味着客户应该部分项目从初始阶段到项目的调试阶段,尽管在传统方法客户部分涉及。另一方面,在敏捷需求管理使用用户故事贯穿整个项目生命周期和变化是严格建立在客户的期望。这说明客户是从事项目整个生命周期。此外,随着变化预计将在每个项目敏捷有能力适应变化和确保项目需求完全捕捉,计划和过程在整个项目生命周期。例如,在传统的方法组织结构可以是巴里继续集成和增量变化在需求管理在敏捷用户的参与将有助于提高质量的产品和服务,因为用户涉及项目整个生命周期。然而,项目需求管理是适合创新项目和信息系统项目由于其用户参与和增量更改控制。相比之下,敏捷项目需求管理并不适用于大型建设项目,因为它的持续集成和增量变化的需求将导致时间和预算超支。因此,项目需求管理在敏捷使用用户故事来管理、控制和计划和监控客户需求。

知识领域与项目需求管理包括项目的沟通、协作、团队、利益相关者的管理和用户的参与。项目要求需要有效的沟通与用户进行重构,增量和继续用户参与为了实现客户的要求或需要。此外,没有团队协作的有效需求在项目将很难沟通的其他利益相关者参与该项目。敏捷迭代和规划是严格集中在用户故事为了捕捉、分析和测试客户的需求通过用户故事来确保客户目标得到满足。因此,这个解释理由,利益相关者如何沟通、团队管理和用户的参与是息息相关的。