06.4 Manage the Scope of the System_v1.0 RG Sv

8/2/2019 06.4 Manage the Scope of the System_v1.0 RG Sv

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Managethe

Managethe

Scopeof

the

Scopeof

the

System

System

Level:Intermediate

Level:Intermediate

06


2/27

2

Copyright2004,C

ognizantAcademy,AllRightsReserved

About

theAuthor

CreatedBy:

NilanjanaPal

Id:105583

Credential

Information:

SeniorExecutive-Academy

Versionand

Date:

Version:1.0


3/27

3

Copyright2004,C


Questions

AwelcomeBrea

k

CodingStandard

s

Demo

Keycontacts

Reference

Testyourunders

tanding

Handsonexercise

Iconsused


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4

Introduction

Thisgivesano

verviewon:

Definingthesy

stemscopeandestab

lishingtherequirementsbaseline

Keywords

RequirementsBaseline,SystemSco

pe,Attributes,PrioritizeUse

case,Negotiationskills,ManageSco

pe,ProductChampio

n

Learning

Objectives

Aftercompletin

gthismodule,youwillbeableto,

Identify

theActivitiesandArtifactsintheManaging

Scope

workflow

DefinetheSystemScope

Establis

htheRequirementsB

aseline

Listthe

usesforRequirement

Attributes

PrioritizeUsecases

Justifyn

eedforProcesstomanageScope.

Identify

waystomanageexpe

ctation

Identify

waystoimproveNegotiationskills

Explain

theroleoftheProduc

tChampion

Prerequisites

IntrotoRequirementsManagement

Copyright2004,C


ChapterInformation

Identifywaysscopecom

monlyisdefined

Relatescopetocustome

rrequirementsa

nduse

cases

Criticallyevaluateconve

ntionalwisdomabout

whysco

pecreeps

Describerequirementsm

anagementofscope


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Scenario

InanI.T.projec

t,whichisoutsourced

orbuiltin-house,the

project

teamworkswiththeclienttogathertherequirements.This

requirementdefinitionanalysisphase

involvesmeetings,in

terviews,

andquestionnaireswiththeclientaboutthecurrentsystem

andtheir

futureneeds.Usuallythefollowingissuesarise:

-Theclientsareunabletospec

ifyexactlywhattheyw

antinthe

beginnin

guntiltheyseethepr

oduct.

-Itisalso

oftendifficultforbusinessuserstovisualizehowthe

newsystemwillbeuntiltheys

eeit.

Whentheusers

doseethenewsyste

mforthefirsttime,changes

maybeneeded

becauseanynewapplicationswillbeinitially

unfamiliartousers.

Theideathebu

sinessusershaveinmindisthat,"Wearespending

somuchtimeandmoneyanyway,so

letusaddthisduring

the

testingphase".

Thisexpandsth

escopewaybeyond

whatyoucanaccomp

lishor

reallyneed.Howdowehandlethisproblem?

Anyis

sues?

Anyis

sues?

Anyis

sues?

Anyis

sues?


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ActivitiesandArtifacts

Thepurpose

ofManagingSys

temScopeworkflowisto:

Defineinputtotheselection

ofrequirementstha

taretobeincluded

inthe

currentiteration.

Defineth

esetoffeaturesan

dusecasesthatre

presentsomesignificant

centralfu

nctionality.

Definewhichattributesandtraceabilitytomaintain.

Artifacts:

Software

ArchitectureDocum

ents

RevisedVisiondocument

RefinedR

equirementsAttrib

utes

Anyi

ssues?


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System

Scope

ScopeMan

agement

Ismainta

iningahealthyten

sionbetweenwhatthecustomerwants

(maximumfeatures)andwhatthedevelopment

teambelievesitca

ndeliverin

afixedtim

eframe.

SystemScope

TheScop

eofaprojectisdefinedbythesetofrequirementsallocatedtoit.

Managingtheprojectscope

tofittheavailableresources(time,peo

ple,and

money)iskeytomanagings

uccessfulprojects.

Managingscopeisacontinu

ousactivitythatrequiresiterativeorincremental

developm

ent,whichbreakstheprojectscopein

tosmaller,moremanageable

pieces.

Anyi

ssues?

Anyi

ssues?

Anyi

ssues?


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8

ProjectManagersTriang

le

TripleConstraints

2011

2011

2011

2011GGGGOOOOPPPP

RORORORO

MMMMANAGEMENT,

ANAGEMENT,

ANAGEMENT,

ANAGEMENT,INC

INC

INC

INC....

Product/Scope(

Functionality

andQuality)

Cost

(Resources)

Time

(Sched

ule)

Appropriate,

necessaryworkmus

tbeaccomplished

adequatelywithinavailabletimeandbudget

Product/Scope

,cost,sched

ule:picktw

o


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DefiningScopeSoItDoe

sntCreep

:

Diffe

rentApproaches

2011

2011

2011

2011GGGGOOOOPPPP

RORORORO

MMMMANAGEMENT,

ANAGEMENT,

ANAGEMENT,

ANAGEMENT,INC

INC

INC

INC....

Narrative

descriptiono

fpurposesa

ndo

bjectives

(typ

icalmanagement

dictateappro

ac

h)

Listo

fta

sksw

hichwi

llbeperforme

d,

howtheyl

lbe

performe

d,

an

dtheir

de

livera

bles(typ

ica

lprovider

approac

h)

Pro

ducts

/systems

/sof

tware

(Pro

ble

mPyram

id

box

6

hows

)to

becreate

d(typ

ica

ldevelo

pmentv

iew)

High

-lev

elitem

ize

dbus

iness

de

live

rablewhats

(Pro

blem

Pyram

id

box

5,

notso

typ

ica

l,butm

ost

effective

customerap

proac

htored

ucecreep

)


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System

Scope(C

ont.)

ListoftipsforavoidingScope

creepbutatthes

ametimeallowing

change:

Realrequirements:Identifywhatisreallyneede

dforbusinessobjective-

prototypinganditerativedev

elopment.

Minimum

requirements:Practiceofaminimumrequirementsstrate

gy;no

goldplat

ing,noincludingwhatmightbeneede

d.

Allrequirementsshouldberecordedandidentifiedbyasource.

Realizea

llrequirementshav

eacostandsched

uleimpact.

Allrequirementscomethrou

ghawell-identified

channelnotfromvarious

randoms

ources.

Expectationmanagementan

dcommunicationw

iththecustomeraboutwhat

willbein

eachiteration.

Muchofs

copecreepresultsfromproductsnotsatis

fying

REALbus

iness/customer/stakeholder

/userrequirem

ents,

mainlybecausetheyhavenotbeende

finedadequat

ely

Reqs

Mgmt


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Requirements

Negotiatio

n

2012

2012

2012

2012GGGGOOOOPPPP

RORORORO

MMMMANAGEMENT,

ANAGEMENT,

ANAGEMENT,

ANAGEMENT,INC

INC

INC

INC....

InitialHigh-Level

Conceptual

Design

InitialTop-Level

Business

Requirements

(Inclusive

,resources

dontcha

ngebusiness

requirements)

Deta

iledBus

.

Requirements

Pro

duct

Sys

.

Requ

irements

Specs Us

eCases

Rev

iewan

d

Ref

ine

Tim

e,

Cost

Estimates

R

isks

Requireme

ntsScope:Pr

oblemPyramid

ScopeTop-Level

Bus.

Requiremen

ts

(Negotiated

Exclusions)

Fea

sibility

Ana

lys

is

Imp

lementation

Prio

ritizationan

d

Tra

deo

ff(Phases

)

NegotiatedHigh-

LevelConceptua

l

Design

Implemen

tationProjectScope


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EstablishtheReq

uirements

Baseline

RequirementsBaseline

Thisisth

esetoffeaturesthatconstitutestheag

reeduponbasisfor

developm

ent.

Thiscan

onlybechangedth

roughaformalproc

edure.

Moreeffe

ctivewhenRE

AL

business

/customerreq

uirements


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TheUsesforReq

uirementA

ttributes

Requiremen

tAttributesprovid

ealinkbetweenr

equirementsandother

projectelem

ents.

Forexam

ple,statusprovidesthecurrentstatu

sofeachrequirementand

effortestimatestheworkin

volvedtomeeteac

hrequirement.

UsesforRequirementattributesare:

Managingprojectscope

Assigningresources

Scheduling

Assessin

gstatus

Calculatingsoftwarem

etrics

Managingprojectrisk

Estimatingcosts

Ass

uringusersafety


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PrioritizeUseCases

TheArchitectpointofviewto

PrioritizeUsecases:

Considerusecaseslinkedtofeaturesinthebaseline

scope.

Selectthe

scenariosforarchitec

turaliterationsbased

ontheflowsthat:

Representsignificant,centralfunctionality

Haveasubstantialarchitecturalcoverage

Stress

aspecific,delicatepoint

ofthearchitecture

Havebeenidentifiedashighris

k

Asprojectm

ovesfromphase

tophase,thecrite

riaforprioritizing

use

caseschang

es.

Duringela

boration,weselectus

ecasesorscenarios

tomitigatethetechnicalas

quicklyas

possible.

Duringconstruction,weselectu

secasesorscenariostodeliveressential

functionalitybeforenon-essentialfunctionality.(80-20

rule)

Duringthe

testing/transitionph

aseagainthefocusc

hanges

Anyi

ssues?


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PrioritizeUseCases

TheSystem

analystpointo

fviewtoPrioritizeUsecases:

Consider

thepriorityofstake

holderrequestsan

dfeaturesintheba

seline

scope.

Selectthescenariosfortheiterationbasedontheflowsthat:

Trace

tohigh-prioritystakeholderrequests

Repre

sentthemainuseofthesystem(80:20rule)

Arere

latedtofeaturesthat

oncedelivered,allow

ustoreceiveanincre

mental

payment.

Provideanykeydifferentiat

ortomajorcompetitors.

Architect/analystdis

tinctionquest

ionableatbes

t.

Doe

sAgileandits

productback

logaffectit?


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PrioritizeUseCases

PrioritizethefollowingUsecasesb

asedontheirRequireme

ntAttributesasperthe:

-Architectpoint-of-view

-SystemAnalystpoint-of-view

Anyis

sues?


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IssuesPrioritiz

ingUseC

ases1of2

2011

2011

2011

2011GGGGOOOOPPPP

RORORORO

MMMMANAGEMENT,

ANAGEMENT,

ANAGEMENT,

ANAGEMENT,INC

INC

INC

INC....

Ju

dgmenttoo

,notpure

lymec

hanica

l

High

-me

dium-l

ow

,ma

ndatory-d

esira

ble

-idea

l

distinctio

nso

ftenare

Hardertoma

kethanrea

lize

d

Unre

liable

Mean

ing

lessw

hen

everyth

ingisman

datory/h

igh

Unsta

ble

usecasess

igna

lina

dequ

ate

ly-d

efined

REAL

bus

iness

(customer)requ

irements


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IssuesPrioritiz

ingUseC

ases2of2

2011

2011

2011

2011GGGGOOOOPPPP

RORORORO

MMMMANAGEMENT,

ANAGEMENT,

ANAGEMENT,

ANAGEMENT,INC

INC

INC

INC....

Customerpriorityove

rwhe

lming

lycontro

ls

Requ

irementsris

ko

fnotmeeting

bus

iness

nee

d

Impacttimes

likeli

hoo

do

fpro

blem

Testing

he

lpsm

itig

ate

Deve

lop

mentcons

ide

rationscano

verr

ide

Need

edtoena

ble

other,morev

isible

,useca

ses

Difficu

ltan

dris

kyd

eve

lopmentgenera

llybetter

addre

sse

dearl

ier

Proje

ctmanageme

ntris

ksre

late

dtoresources

,

time,

metho

ds

,an

dtoo

ls


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NeedforProcess

toManage

Scope

KeyfactorinManagingSco

peisaneffectiv

eChangeManagement

Process.

NewFea

ture

Reqt

Design

Code

Test

Maint

New

Requirement

Bug

Change

Request

(CR)

SingleChann

el

forApproval

Approved

Decision

Process(CCB

)

Customerand

UserInputs

Marketing

CodersInputs

TestersInputs

HelpDesk

UserInputs

ChangeCo

ntrolBoard


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WaystoManage

Expectatio

n

Understandthecustomere

xpectations

Limittheexpectationsasappropriate

Includethe

sourceofthelimitation

Under-prom

iseandover-de

liver

Commu

nicationisvery

important;avoid

surprises.

Toooften

manageexpectationsiseq

uatedtosayin

gNO


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NegotiationSkills

Negotiationskillsarekeytoanysuccessful,m

ulti-partyprogram.

Tipstoimp

roveNegotiationskills:

StartNeg

otiationswithhighdemands,butdont

beunreasonable

Separate

peoplefromtheproblem

Focuson

interestsnotpositions

Understa

ndyourBestAltern

ativeToaNegotiatedArrangement(BATNA)

Inventop

tionsformutualgain

Usediplo

macy


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ProductChampio

n

Thisisnotajobtitlebutarole

playedbyakey

individual.

Theroleisto

:

Helpman

agetheprojectsco

pe

Ownthe

productvision

Defenda

gainstfeaturecreep

Negotiate

withmanagement,usersanddevelop

ers

Maintain

abalancebetween

customerneedsan

dwhatcanbedeliveredon

time

TheProductC

hampionrepres

entstheofficial

channelbetweenthe

Customerand

thedevelopmentteam.


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Summ

ary

TheScope

ofaprojectisdefinedbythesetofrequirements

allocatedtoit.

Managingtheprojectscopetofittheavaila

bleresources(time,

people,andmoney)iskeytomanagingsuc

cessfulprojects

.

RequirementsBaselineisthesetoffeature

sthatconstitute

sthe

agreedupo

nbasisfordeve

lopmentandtha

tcanonlybech

anged

throughaf

ormalprocedure

.

Astheprojectmovesfrom

phasetophase,

thecriteriafor

prioritizing

usecaseschan

ges.

Negotiation

skillsarekeytoanysuccessful,multi-partypro

gram.

TheProductChampionrep

resentstheoffic

ialchannelbetw

eenthe

Customerandthedevelopm

entteam.


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LearningReinforc

ements

DefineScopeManagement.

Whatareth

erolesoftheArchitectandtheAnalystinmanaging

Scope?

Howdothe

SystemAnalyst'sviewonpriorityofusecases

differ

withtheArchitect'sviewon

thesame..?

ListtheusesforRequirementAttributes.

Whatisthe

roleoftheProd

uctChampion?


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ForRe

ference

Thefollowingitemswillprovidemoreinformationonthesubjectsco

veredin

thiscourse:

Resource

Type

Description

ReferenceTopicor

Modu

le

Book

W

ritingEffectiveUse

case(byAlistair

C

ockburn)

Book

M

anagingSoftware

Requirements2

nd

E

dition(byDeanLe

ffingwellDonWid

rig)

PDF

T

raceabilityStrategiesforManaging

R

equirementswithUseCases.PDF

ManagingChanging

Requirements

URL

R

ationalRUPProcesshttp://www-

03.ibm.com/certify/

certs/rlrcrmc3.shtml

White

Paper

\\ctsintcocfab\shares\library\UML\

h

ttp://elibrary\


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AssessmentQuiz


27/27

Congratulations!

Congratulations!

Y

ouhavesuccessfully

Y

ouhavesuccessfully

complete

d

completed

Manage

the

Managethe

Scopeof

the

Scopeof

the

System

System

06.4 Manage the Scope of the System_v1.0 RG Sv

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Transcript of 06.4 Manage the Scope of the System_v1.0 RG Sv