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CHAPTER 6 Analysis
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new system. As project managers, we need to do more than explain our project to our customers; we need to help them be comfortable with it and the change it will bring. Four of these topics deserve more extensive treatment here.
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SCOPE DEFINITION, REQUIREMENTS GATHERING, REQUIREMENTS SPECIFICATION, AND QUALITY DEFINITION
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These four very di erent-sounding ideas are actually talking about the same thing: Finding out what the customer wants and writing it down. We began this process at a high level in the concept stage, and now we need to complete the details. Whatever we call the process, it has one purpose: Understanding what the user wants, and translating that into a technical document so the project can succeed. If we do this, we will have a clear de nition of the scope, and we will not su er from scope creep, where we keep adding more until the project becomes too big and fails. We will have clear requirements and be able to create a clear design speci cation for the engineers. And we will be able to de ne quality at the beginning, so that, when we deliver quality at the end, the customer says, This is exactly what I wanted, and more. Quality is meeting and exceeding customer speci cations and expectations. But to do that, we need to de ne the speci cations, and manage the expectations. Scope and quality management will help us do the former, and communications management will help us manage expectations.
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GAP ANALYSIS: IMPOSED VS. ESTIMATED BUDGETS AND SCHEDULES
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Honest time and cost management must distinguish between what the customer requires or wants, and what is possible. Customer requirements for time and cost are called the required schedule and required budget. In ordinary language, I have to have it by October 31, and it had better not cost more than $10,000. These are imposed limits. Or, the customer might be more exible. I hope it s working by October 31, and I d like to spend about $10,000. That is a desired schedule and desired budget; it has a bit more exibility, but it is still imposed by the customer. During concept or analysis, we get these gures from the customer, along with any account codes or other
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PART TWO A Project, Start to Finish
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budgetary information, and we put it into the project overview in the appropriate elds. We can think of this information as the customer s time and cost speci cation. Then we forget about the customer s imposed requirements or desires for a while. Why forget about it Because any thought about what the customer wants interferes with good estimation. Trying to meet a target is not estimation, it is wishful thinking. Estimation is the engineering art of developing our best guess as to what the cost and delivery date will be, independent of what anyone wants. The questions: How long will it take and How much will it cost are good focusing tools. But questions like, Can we get it done by this date Can we do it for only this much money add bias, reducing the quality of the process. Early in the project, the customer will probably want a precise cost estimate. Unfortunately, we will not be able to provide a truly precise estimate until the end of the design stage. This gap between the time the customer wants an estimate and the time we can give an accurate estimate is real, and it cannot be avoided. But it can be managed. We can manage customer expectations by educating customers about the realities of estimation. We can even involve them in the estimation process. And, throughout, we can present our best estimates with a clear sense of the limitations of those estimates while respecting the customer s need to control and manage costs and get results in the time frame useful to their purposes. When we do have estimates ready (whether they are broad ranges, or later more precise gures), we may face another gap. What if the projected cost exceeds the customer s budget, or the projected schedule results in delivery that is too late These are gaps between the customer s imposed requirements and the estimation of what the project needs to succeed. We need to perform gap analysis, and then close the gap. Again, what we must not do is avoid the problem. If we do, reality will catch us later. We should understand that the root cause of the problem is con icting requirements. The customer s time and cost speci cation is not aligned with our current understanding of the customer s functional requirements speci cation. We can make decisions about the product or service we are creating that are time cost quality trade-o s. We nd the best result we can give the customers for the time and money they have, or they want to commit. If we communicate this poorly, we will sound like we are saying, You can t have what you want. But if we communicate it well, they will understand: If we don t address this now, then the project will go well over budget. Why don t we work together and come up with the best solution we can now
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