Project Management and Information Management professional, Liselle Ramcharan-Briscoe, continues the data adventure by sharing with us how best to prepare when executing projects, and to better position ourselves and our team for their successful completion.<\/em><\/p>\n
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There is a song that goes, \u201cDo you know where you\u2019re going to, do you like the things that life is showing you, where are you going to? Do you know?<\/em>\u201d For your project, your requirements tell you where you are going to.<\/p>\n
Figure 1: Software Life Cycle (Source: L Ramcharan-Briscoe)<\/p><\/div>\n
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Time effectively spent on developing the requirements allows for a certain level of agility in making changes. There was a project that I worked on where our requirements would have cost 4 times the amount that the business had budgeted for it. Creating budgets before understanding our requirements is another discussion, but that often can be the reality of a project. The good part of the story is that we had spent so much time outlining the requirements, that it was very easy to identify the areas that we could eliminate.<\/p>\n
In my last article<\/a>, I mentioned the importance of knowing who my stakeholders are, and this is one of the many areas in your project where knowing who they are becomes important. For this project, approving changes to the requirements was very simple because our requirements were clearly defined and we knew which stakeholders would be affected by the changes made. We had already spent about 4 months on the project and we were able to approve the changes in less than 2 weeks.<\/p>\n
Figure 2: Project Phases (Source: L Ramcharan-Briscoe)<\/p><\/div>\n
Figure 2 shows the project development methodology as defined by the Project Management Institute<\/a> (PMI) when considering a project. These project phases are high-level and can even be replicated within the stages of your project. The PMI, for the initiate process, defines the most important activities as \u201c\u2026identifying and defining business requirements, outcomes, and success criteria; defining business justification\u2026<\/em>\u201d. These should be your starting activities to lead to a successful implementation.<\/p>\n
A green-field project is one in which you will be charting a course that has never been traveled before by your business, or by any other business for that matter \u2013 if you consider an innovation (a brand-new idea). There are no completed projects that exist, where you can benefit from the approach used or the lessons learned.<\/p>\n
For this type of project, it is even more important that you spend the time building your requirements. You have to capture all that you understand at that point in time and provide as much of an outline as possible. You need to list your assumptions, risks, plus what is in and out of scope for the project.<\/p>\n
What you will find for a green-field project is that there are assumptions that you will make that may be found to be invalid or not applicable as you learn more about what you are trying to innovate. But in properly outlining what you do understand and potentially debunking them, what you have captured become starting points in outlining what the requirements actually need to be, and what changes need to be made.<\/p>\n
When you know where you are, if the winds of change come your way, it makes it easier to understand the impact the winds could have, and how you may need to re-chart your course. This does not always make it easy, but it certainly supports a more systematic approach to solving your problems and moving forward with your project. Requirements, either fully developed or that allow you to frame a good foundation, definitely help you know where you are going to, and eventually can be used to determine whether you have reached your final destination.<\/p>\n
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Image credit:\u00a0\u00a0Eluj (Pixabay<\/a>)<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"