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NOTE The process discussed is just one way to approach gathering requirements If you have a
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preferred method, use it
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From this, the team can gain at least an overall understanding of tool capabilities The suggestion is to combine the understanding of the way that the specific organization functions (and wishes to function) with the knowledge of the tool to generate the output of the requirements process Once again, this commonly involves some consulting expertise, as very few organizations have the requisite tool depth The team then must collectively identify the specific requirements One exercise that might be considered is a facilitated sticky-note session As the team meets, members/stakeholders individually start to name requirements The consultant or facilitator writes down each single requirement on a sticky note with a bold marker pen The facilitator may need to probe a bit to ensure that everyone understands the meaning of the requirement No judgment should be made on the quality of ideas at this point Just gather everything that anyone contributes The sticky notes can be put on a white board or even a wall, placed horizontally so as not to imply value The next section discusses the process of prioritization
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There are many methods for prioritizing, and this section describes just one If the company has a different method in place for prioritizing needs, there is no reason to change just for this single project
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Nice to have
Remember that a requirement is defined as something functional a human view of the way that the system should work Not all requirements are created equal, so after you have gathered all the requirements, it is important to prioritize them This isn t
5:
Requirements, Prioritization, and Project Planning
always easy if the EPM team is comprised of stakeholders with different agendas (as it should be) Start by asking the team to work as a group The goal is to come to consensus on whether each specific requirement is a Must Have, Important, or Nice to Have A suggested approach for this discussion is to use a package of sticky notes and a white board or any kind of available wall space First make a list of all the requirements and get them up on the board or wall Then have the participants work together and decide into which category Must Have, Important, or Nice to Have each requirement falls Place the sticky notes into the three different areas on the board or wall (perhaps you could place them in three different rows) You might remove the requirements from the board altogether if the group determines that an item or items are Not Required
Requirements Must have 1 2 3 4 5 6 7 8 9 10
PART II
Important 11 12 13 14 15 16 17 18 19
Nice to have 20 21 22 23 24 25 26 27
This task as described had better not be too difficult, because it gets more complicated from there The next step is to have the group place the requirements in order by agreeing on what is the number one priority, number two priority, and so on The idea is that if there are 27 requirements spread through the three levels of importance ( Must Have, Important, or Nice to Have ), there will be a ranking for each one (1 through 27) Depending on the team, this can be moderately straightforward or extremely painful In addition to getting the team to reach a common understanding of what the project will deliver, there are additional benefits as well For example, each participant will have a greater stake in the project, improving the likelihood of project success Although you have now sorted and ranked the requirements, the process is not quite complete The next section covers how to combine knowledge of the way the tool functions with the prioritized requirements; this combination will become your project plan
Prioritized Requirements versus Technical Reality and Cost
Following the prioritization work, there is one more step Often, the practical realities of the way the tools function will not allow the priorities to be completed in the order they are agreed upon by the EPM team Also, there are often areas of functionality that, when viewed against the costs of executing the project, become more or less valuable For example, if it is
Part II:
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