The University of Sydney Page 1 INFO6007 Project Management in IT Lecture 2 IT Project Methods and

Requirements Gathering

Strategies Semester 2, 2024 Dr Ifeanyi Egwutuoha Source:

Schwalbe, K, Information Technology Project Management (9th Edition). Cengage Learning, 2019 The University of Sydney Page 2 Recapture From Lecture 1 An overview of PM in IT: § Attributes of a Project § Why Project or Project Management? § IT Project Management § IT Project Manager § PMBOK Knowledge Areas § Project Life Cycle The University of Sydney Page 3 Announcement § Form a group 5 members during tutorial class § Sign in Canvas § Share your contact with your group members The University of Sydney Page 4 Learning Objectives § Discuss Project Management Methodologies § Understand project goal, objectives, deliverables, and scope § Describe and understand the processes of project scope

management § Discuss methods of investigating and collecting requirements to

meet stakeholder needs and expectations

§ Discuss the process for creating a work breakdown structure § Discuss and understand the importance and method of validating

and controlling project scope The University of Sydney Page 5 Project Management Methodologies

§ A methodology is a system of practices, techniques, procedures

and rules used by those who work in a discipline.

§ Popular PM Methodologies:

- Waterfall Project Management

- Agile Project Management

- PRINCE2

The University of Sydney Page 6 Waterfall Project Management § Traditional, or “waterfall” project

management handles things

sequentially, from the concept and

planning phase through to

development and quality

assurance and finally project

completion and maintenance. § Waterfall methodology is most

often applied to large software

development projects as thorough

planning and predictability are

supreme to the project process

and success. Source:

(Katcherovski, 2012). (Baker, n.d.) The University of Sydney Page 7 Agile Project Management § Agile project management focuses on adaptability to changing

situations and constant, regular feedback – whether it’s from

the client or from other members of the team.

§ This is ideal when clients or management need to be in on the

production process, resulting in changing requirements and

drastic shifts in team assignments.

§ Agile project management is usually ideal for smaller software

projects and/or those with accelerated development schedules. Source: Katcherovski, 2012 The University of Sydney Page 8 Agile Project Management … continue

§ Agile means being able to move quickly and easily, but some

people feel that project management, as they have seen it used,

does not allow people to work quickly or easily. § Early software development projects often used a waterfall

approach. As technology and businesses became more complex,

the approach was often difficult to use because requirements

were unknown or continuously changing.

§ Agile today means using a method based on iterative and

incremental development, in which requirements and solutions

evolve through collaboration. The University of Sydney Page 9 Agile Project Management … continue

§ Agile Scope Management – Scope is not well understood, but needs to be controlled § Agile Time Management – Schedule must be flexible due to changes § Agile Cost Management – Costs are more difficult to estimate § Agile Risk Management – Higher risk aspects of project are completed first § Agile Quality Management – Quality assessed after each iteration Systems Analysis and Design in a Changing World, 7th Edition - Chapter 11,

©2016. Cengage Learning. All rights reserved. The University of Sydney Page 10 Scrum

§ An iterative project management methodology that thrives in

situations where requirements constantly shift (Icasas, 2014). § Scrum is part of the Agile movement. § The Scrum approach to agile software development marks a

dramatic departure from waterfall management.

§ Scrum and other agile methods were inspired by shortcomings

of waterfall method.

§ Scrum emphasizes collaboration, functioning software, team self

management, and the flexibility to adapt to emerging business

realities. Source: http://scrummethodology.com/ The University of Sydney Page 11 PRINCE2 § PRINCE2 is a government-endorsed project management

methodology, released and supported by the UK government

in 1996.

§ It is a very process-oriented methodology, dividing projects into

multiple stages, each with their own plans and processes to

follow (Katcherovski, 2012). The University of Sydney Page 12 Critical Thinking Exercise 1: Managerial Perspectives

§ Q1: Which Project Management Method should you choose?

- With short time schedule

§ Q2: Which Project Management Method should you choose?

- With unclear user requirements Difference between Agile and Waterfall: – https://www.youtube.com/watch?v=9TycLR0TqFA

The University of Sydney Page 13 Project Goal, Objectives, Deliverable, and Scope § Project Goal: Long-term § Objectives: Short-term and practical § A deliverable is a product produced as part of a project, such

as hardware or software, planning documents, or meeting

minutes § Scope refers to all the work involved in creating the products of

the project and the processes used to create them. The University of Sydney Page 14 6 main processes in Project Scope Management: § Planning scope management involves determining how the project’s scope

and requirements will be managed. § Collecting requirements involves defining and documenting the features

and functions of the products as well as the processes used for creating them. § Defining scope involves reviewing the scope management plan, project

charter, requirements documents, and organizational process assets to create

a scope statement, adding more information as requirements are developed

and change requests are approved. § Creating the WBS involves subdividing the major project deliverables into

smaller, more manageable components. § Validating scope involves formalizing acceptance of the project

deliverables. Key project stakeholders, such as the customer and sponsor for

the project, inspect and then formally accept the deliverables during this

process. If the deliverables are not acceptable, the customer or sponsor

usually requests changes. § Controlling scope involves controlling changes to project scope throughout

the life of the project—a challenge on many IT projects. Scope changes

often influence the team’s ability to meet project time and cost goals, so

project managers must carefully weigh the costs and benefits of scope

changes. The University of Sydney Page 15 Project Scope

Management

Overview Source: PMBOK® Guide – Sixth Edition. Project Management Institute, Inc. (2017). Copyright and all rights reserved.

Material from this publication has been reproduced with permission of PMI. The University of Sydney Page 16 Project Scope Management Processes: (1) Plan Scope Management § Plan Scope

Management is the

process of creating a

scope management

plan that documents

how the project scope

will be defined,

validated, and

controlled

The University of Sydney Page 17 Scope Management Plan Contents § How to prepare a detailed project scope statement § How to create a WBS § How to maintain and approve the WBS § How to obtain formal acceptance of the completed project

deliverables § How to control requests for changes to the project scope The University of Sydney Page 18 Project Scope Management Processes: (2) Collect Requirements § Collect Requirements is

the process of

determining,

documenting, and

managing stakeholder

needs and requirements

to meet project

objectives. The University of Sydney Page 19 Requirements Management Plan § The PMBOK describes requirements as “conditions or

capabilities that must be met by the project or present in the

product, service, or result to satisfy an agreement or other

formally imposed specification” § The requirements management plan documents how project

requirements will be analyzed, documented, and managed The University of Sydney Page 20 Collect Requirements § For some IT projects, it is helpful to divide requirements

development into categories called elicitation, analysis,

specification, and validation

§ It is important to use an iterative approach to defining

requirements since they are often unclear early in a project The University of Sydney Page 21 Relative Cost to Correct a Software Requirement Defect The University of Sydney Page 22 Methods for Collecting Requirements § Interviewing

§ Focus groups and facilitated workshops § Using group creativity and decision-making techniques § Questionnaires/surveys

§ Observation

§ Prototyping

§ Benchmarking, or generating ideas by comparing specific project

practices or product characteristics to those of other projects or

products inside or outside the performing organization, can also

be used to collect requirements The University of Sydney Page 23 Requirements Traceability Matrix § A requirements traceability matrix (RTM) is a table that lists

requirements, various attributes of each requirement, and the

status of the requirements to ensure that all requirements are

addressed § Sample entry in an RTM The University of Sydney Page 24 Project Scope Management Processes (3) Define Scope

§ Define Scope is the

process of developing a

detailed description of

the project and product.

The University of Sydney Page 25 Define

Scope Input:

Project

Charter Output:

Scope

Statement Source: A Guide to the Project Management Body of

Knowledge (PMBOK® Guide) – Fifth Edition

The University of Sydney Page 26 Sample Project Charter (partial) The University of Sydney Page 27 Sample Project Charter …cont’d The University of Sydney Page 28 Scope Statement § Project scope statements should include at least a product

scope description, product user acceptance criteria, and

detailed information on all project deliverables.

§ As time progresses, the scope of a project should become more

clear and specific The University of Sydney Page 29 Project Scope Management Processes: (4) Create WBS § Create WBS is the

process of subdividing

project deliverables and

project work into smaller,

more manageable

components. The University of Sydney Page 30 Creating the Work Breakdown Structure (WBS) § A WBS is a deliverable-oriented grouping of the work involved

in a project that defines the total scope of the project § WBS is a foundation document that provides the basis for

planning and managing project schedules, costs, resources, and

changes § Decomposition is subdividing project deliverables into smaller

pieces § A work package is a task at the lowest level of the WBS § The scope baseline includes the approved project scope

statement and its associated WBS and WBS dictionary The University of Sydney Page 31 WBS Organized by Product

The University of Sydney Page 32 WBS Organized by Phase Level 0 Level 1 Level 2 The University of Sydney Page 33 WBS Organized in Tabular Form The University of Sydney Page 34 Intranet WBS and Gantt Chart in Microsoft Project The University of Sydney Page 35 Intranet Gantt Chart Organized by Project

Management Process Groups The University of Sydney Page 36 Detailed WBS for Executing Section (Process)

The University of Sydney Page 37 Approaches to Developing WBSs § Using guidelines: Some organizations, like the Department of

Defense (DOD), provide guidelines for preparing WBSs § The analogy approach: Review WBSs of similar projects and

tailor to your project § The top-down approach: Start with the largest items of the

project and break them down § The bottom-up approach: Start with the specific tasks and roll

them up § Mind-mapping approach:

Mind mapping is a technique that

uses branches radiating out from a core idea to structure

thoughts and ideas The University of Sydney Page 38 Mind-Mapping Approach for Creating a WBS The University of Sydney Page 39 The WBS Dictionary § Many WBS tasks are vague and must be explained more so

people know what to do and can estimate how long it will take

and what it will cost to do the work § A WBS dictionary is a document that describes detailed

information about each WBS item The University of Sydney Page 40 WBS Dictionary The University of Sydney Page 41 Things to Remember for Creating a WBS § A unit of work should appear at only one place in the WBS. § The work content of a WBS item is the sum of the WBS items

below it § A WBS item is the responsibility of only one individual, even

though many people may be working on it § The WBS must be consistent with the way in which work is

actually going to be performed; it should serve the project team

first, and other purposes only if practical The University of Sydney Page 42 Things to Remember for Creating a WBS (cont’d) § Project team members should be involved in developing the

WBS to ensure consistency and buy-in § Each WBS item must be documented in a WBS dictionary to

ensure accurate understanding of the scope of work included

and not included in that item § The WBS must be a flexible tool to accommodate inevitable

changes while properly maintaining control of the work content

in the project according to the scope statement The University of Sydney Page 43 Project Scope Management Processes: (5) Validate Scope § Validate Scope is

the process of

formalizing

acceptance of the

completed project

deliverables.

The University of Sydney Page 44 Validating Scope § It is very difficult to create a good scope statement and WBS for a

project § It is even more difficult to verify project scope and minimize scope

changes § Scope validation involves formal acceptance of the completed

project deliverables § Acceptance is often achieved by a customer inspection and then

sign-off on key deliverables The University of Sydney Page 45 Scope Management Issues § Many countries have had difficulties controlling the scope of

large projects, especially those that involve advanced

technologies and many different users § For example, the state government of Victoria, Australia, has

a Web site for its public transportation smart card at

https://www.ptv.vic.gov.au/ § There were many problems in developing and implementing the

smart card § How about Opal Card? Or any other projects? § Did you experience any issues on user requirements?

The University of Sydney Page 46 Project Scope Management Processes: (6) Control Scope § Control Scope is the

process of

monitoring the status

of the project and

product scope and

managing changes

to the scope

baseline. The University of Sydney Page 47 Controlling Scope § Scope control involves controlling changes to the project scope § Goals of scope control are to – control the factors that cause scope changes – assure changes are processed according to procedures developed as

part of integrated change control, and – manage changes when they occur The University of Sydney Page 48 Lecture Summary § Project scope management includes the processes required to

ensure that the project addresses all the mandatory work, to

complete the project successfully § Scope Management processes include – Plan scope management – Collect requirements – Define scope – Create WBS – Validate scope – Control scope The University of Sydney Page 49 Reference § Recommended textbook: Schwalbe, K, Information Technology

Project Management (9th Edition). Cengage Learning, 2019 51作业君版权所有