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The year is 1994 and a well-known musician has booked a date for a concert at a popular events center His agent has provided a rider requirement in the contract to have five bowls of plain blue M&Ms available in the dressing room one hour prior to stage time (This was before blue M&Ms were even available) What do you do
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A Contact Mars Candy Company for a special order (although there s likely not
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enough time for this)
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B Get out the spray paint (But then how do you paint the little m s back on )
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C Tell the promoter blue M&Ms are not available D Contact the promoter to see if an alternative color is acceptable
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Answer: D You contact the promoter to verify the requirement, and she says she was just joking and any color will do (By the way, blue M&Ms were introduced in 1995)
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There are many types of requirements, and most tie back to the needs of the business, opportunities to be capitalized on, problems to be solved, or help focus on improved quality Most requirements are straightforward and easy to understand; however, two of the requirement types are worth more discussion: functional and nonfunctional requirements
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Functional vs Nonfunctional Requirements
Identifying requirements can be like trying to nail Jell-O to a tree it gets a little wiggly and the consistency tends to change with the weather Let s look at functional and nonfunctional requirements
Functional Requirements Functional requirements are used to describe the capability of a product They often describe characteristics that the product must have if it is to provide useful functionality for its operator (what the product will do) Functional requirements are typically stated in general, nonspecific terms Here are some examples:
The system will produce an updated easy-to-read report The conference will educate suppliers on the product development process The new data-retrieval unit will deliver data faster than the old one The vacation will be at the seashore to provide warmth and relaxation The new dog house will accommodate a full grown St Bernard
Nonfunctional (Technical) Requirements Nonfunctional requirements tend to revolve around areas such as service levels, performance, safety, security, regulatory compliance, and supportability Often nonfunctional requirements are referred to as technical requirements or performance requirements that focus on the properties or features the
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product of the project must have They describe what the product needs to do so that it meets the functional requirements Here are some examples:
Usability requirements (based on the intended user): A newly trained call center service representative will be able to use the problem ticket tracking system, with nominal errors or assistance The audio/visual equipment directions in the classroom will be easy to follow Performance requirements (how fast, big, accurate, safe, reliable, and so on): The new dog house must be four feet high and have a 24-inch-wide door The garment must be 100-percent waterproof during one hour of exposure to three inches of rainfall per hour
Collect Requirements Inputs, Tools and Techniques, and Outputs
We ll now cover the inputs, tools and techniques, and outputs for the Collect Requirements process, as listed in Table 5-3
NOTE
As a reminder, because all process inputs, tools and techniques, and outputs are shown in the PMBOK, I only discuss those that are new or have significant pertinence to the topics of discussion in this book For a complete list of all processes and associated inputs, tools and techniques, and outputs refer to the PMBOK Guide, Fourth Edition
Inputs According to PMI, the two primary inputs for the Collect Requirements process are
Project charter Used to provide the high-level project requirements and high-level product description so more detailed requirements can be developed Stakeholder register Used to identify stakeholders who have the skills needed to provide important information to help develop detailed product and project requirements
Inputs
Project charter Stakeholder registry
Tools and Techniques
Interviews Focus groups Facilitated workshops Group creativity techniques
Outputs
Requirements documentation Requirements management plan Requirements traceability matrix
Table 5-3
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