Published on March 4, 2014
PMBOK® PMBOK® Guide and Requirements Stefano Setti, PMP®, PMI-RMP® PMI®-NIC Research and Innovation Director 28 February 2014
Requirements… … a matter of words and comprehension “Can't you show me how you feel now, come on, come talk to me” Peter Gabriel, Come talk to me 28/02/2014 PMBOK® and Requirements 2
Requirements… … can be explored through different perspectives: • The Project Management perspective, • The Business Analysis perspective, • The New Product Development perspective, • The Quality perspective, • The Knowledge perspective. 28/02/2014 PMBOK® and Requirements 3
Back to the roots… … the definition of quality: “to meet or exceed customers’ expectations” … the definition of need: “something the customer is available to pay for” In April 1993, the new CEO of IBM, Louis V. Gerstner, Jr. , the first leader recruited by IBM from outside its ranks time since 1914, sent a message to all the employees stating: “customers are the only reason each one of us is here”. 28/02/2014 PMBOK® and Requirements 4
Focus on … the customer Two different approaches: a) The customer is someone who expects something (the silence side) b) The customer is someone who asks something (the voice side) 28/02/2014 PMBOK® and Requirements 5
Not only “words”… From S. Setti “Requirements management: a challenge for projects and business analysis success” 33rd International Conference on Organizational Science Development, 2014, Portorose Most of the knowledge is tacit, the interview is not enough, we need a toolbox, we need to move to … elicitation. 28/02/2014 PMBOK® and Requirements 6
A simple linguistic exercise… Let’s simply count the number of occurrences of the term requirement: • 2004 - 3rd Ed. … in 125 pages • 2008 - 4th Ed. … in 171 pages • 2012 - 5th Ed. … in 235 pages 28/02/2014 PMBOK® and Requirements 7
Last but not least… The project management process collect requirements appeared only in 2008: • With a lot of tools and a great amount of details • Finally filling an evident lack of focus on customer satisfaction 28/02/2014 PMBOK® and Requirements 8
The art of combining … • • • • • • • • • 28/02/2014 Interviews Focus groups Group creativity techniques: Brainstorming Nominal group technique Idea/mind mapping Affinity diagram Multi-criteria decision analysis Facilitated workgroups (JAD - Joint Application Design/Development, QFD – Quality Function Deployment, VOC – Voice of the Customer) PMBOK® and Requirements 9
PM&BA, the reason why… The PM community has passed through many cultural revolutions: • Beyond the Gantt, beyond triple constraints • Emphasis on soft skills • The admission of risk and uncertainty • Embracing complexity • … and now? 28/02/2014 PMBOK® and Requirements 10
PM without BA … … risks to be a perfect machine able to deliver: • On time • On budget • Mitigating risks • Coaching the team • Measuring project performance • … a product that THE CUSTOMER 28/02/2014 PMBOK® and Requirements 11
Why RM is interesting… Requirements Management is strictly related to Knowledge Management: to be able to capture and deeply understand the true customers’ expectation, far beyond filling a questionnaire or compiling a check list, is a challenge involving the ability to read behind the lines, to get the big picture, to reach the tacit knowledge. To reach com-prehension - a word that immediately connects us to Sciences of Complexity and the necessity to adopt a holistic view. 28/02/2014 PMBOK® and Requirements 12
So… ... Business Analysis 28/02/2014 PMBOK® and Requirements 13
Contacts Stefano Setti, PMP®, PMI-RMP® • email@example.com • LinkedIn: http://it.linkedin.com/pub/stefano-setti/1/593/271 • www.pmi-nic.org 28/02/2014 PMBOK® e I requisiti 14
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