Planning Process Group Process – Collect Requirements


Here is the mind map for the second process in Planning Process Group – “Collect Requirements”. This is part of Scope Knowledge Area. Requirement collection is basic & mandatory steps for any project.

I put complete information on each ITTO item and represented in mind map format here. Hope this will be useful to you.

Collect Requirements

Collect Requirements - Scope Knowledge Area

Important Note:

* Note# 1: There could be some typo or presentation errors. Please reply back for any corrections.

* Note# 2: You can use this for personal use (like studying for PMP Exam or PM activities). But don’t share this in common forum or web sites. As this one is part of my training guide and project management book.

How often should I validate current project level?


Many managers think that everyday (even sometime hourly) tracking of their real work completed with plans made. This puts more pressure on each one performing the activity to deliver things as soon as possible, as fast as they can. This problem happens because planning of validation frequency was not done as part of the project planning.

Validation has 3 important parameters – 1) Criteria for validation 2) Validation frequency 3) Validation steps

1 – Criteria for validation: Deciding the criteria for validation is important. In some manufacturing unit, criteria can be number of unit manufactured. In some other organization, it is as soon as particular activity finished. As part of criteria it is important to define the Inputs & Outputs for the validation process.

2 – Validation Frequency : How often should I validate current project level against the plans? This question gives you insight in deciding the frequency of validation.

3 – Validation steps : Having too many validation steps makes the project more complex.

The law of complexity says that the level of complexity of any task is equal to the square of the number of steps in that task. Complexity can be defined as the potential for increased costs, increased time, or increased mistakes.[1]

So, it is really critical in keeping the number of validation steps to optimal to get greatest benefits out of it in terms of increased productivity, low project cost and higher profit margins.

References:

1. Focal Point by Brain Tracy

Rolling Wave Planning Technique


Have you ever done night trekking?

Few years back, I did night trekking along with my friends. It was a 5-km journey in a small hilly jungle. We started around 10 pm. It was a dark night. I had a torch with me. With the light, we could identify our way just about 10 steps. After moving that small distance, again we were able to get light for next few steps.

Why do I mention this sequence of events at the first place under this topic?

There is an analogy exists between above journey and rolling wave planning.

In trekking,

* there exists a route, but not completely visible at the start;

* the way is visible only for few steps;

* we need to wait for much information about rest of the path;

* after few steps, next few steps become visible

In projects,

* there exists high-level scope & scope granularity is not defined at the work package level;

* scope detailing of deliverables is done for certain short period (say 60 days) to the work package level;

* towards the end of each period, the detailing of scope is done for a corresponding amount of time

This is called as “Rolling Wave Planning”(shortly RWP).

RWP is a technique used in different processes of a project like project management planning, activity definition and WBS creation.

Rolling wave planning is a form of progressive elaboration planning where the work to be accomplished in the near term is planned in detail at a low level of the WBS. Future work is planned for WBS components that are at a relatively high level of the WBS.

So, in RWP, WBS components may exist in different level of detail in the structure. RWP is particularly useful in projects of high uncertainty like “High-tech” projects, R&D. It is an excellent project development approach for inventive work, where the project goal is known, but the exact deliverable is not. So, it is detailed in time-phased manner.

In some cases, decomposition may not be possible for a deliverable as it will be finished in future. This makes the Project Manager and its team to delay detailing other WBS components which depends on that earlier deliverable. This is also referred as “RWP”.

What is Decomposition technique in Project Management?


In 2004, during my PMP exam preparation, tutor told us that decomposition is a technique for WBS creation. Till that time, I have heard about decomposition when I was in school only in subjects like biology and chemistry.

Biology says – Decomposition refers to the reduction of organic materials into simpler forms of matter.

Chemistry says – Decomposition is the dividing a chemical compound into elements.

From above, we can generalize the definition of decomposition – it is dividing a large piece into smaller and simpler pieces.

Now, it is turn of Project Management on decomposition. Decomposition is an important technique used in WBS creation (Scope Management) and definition of activities (Time Management).

Decomposition in Project Management

In scope management, project deliverables are subdivided into smaller and more manageable components until the work and deliverables are defined to the work package level. This is called as decomposition.

Decomposition of project scope generally involves the following activities:

* Gather information on major project deliverables and analyze related tasks

* Start development of work breakdown structure(WBS) at the highest level

* Decompose the upper WBS levels into lower level detailed components

* Identify each work package & WBS components with unique code, and

* Verify if the degree of decomposition of the work is necessary and sufficient

* No. of Levels of WBS need not be same for all deliverables

But excessive decomposition may lead to more work without much value for the time spent. It can also leads to inefficient use of resources, and decreased work efficiency. So, knowing few basics about work package helps us in deciding the level of decomposition. Few of them are:

* Work package is the lowest level of WBS

* Usually, a work package is the quantum of work which is assigned to a single resource as a whole and produces a verifiable outcome

* Project’s cost and schedule estimation is done at work package level

* The accuracy of these estimations depends on the level of detailed work package that is defined

* The level to which work packages need to be detailed vary from project to project

In Time Management, each work package within the WBS is decomposed into the activities required to produce the work package deliverables.

Take this scenario:

You are a software developer. You need to solve a customer bug. What do you? You will:

First, identify the activities you need to execute to reproduce the customer issue.

Then, modify the software code to rectify the issue.

Lastly, deploy the fix at customer end.

Congrats! you have performed decomposition & activity sequencing successfully.

Your list may contain more activities than what I listed above. Here, we subdivided a work package into smaller and manageable components of activities. This is often performed by the project team members responsible for the work package. Activities are vital input in performing a work. Correct level of decomposition in time management can produce accurate estimate of schedule & timely completion of project.

Always remember, next level of decomposition is possible only when we have clear understanding of deliverables at a particular level.

A note on Product Scope & Project Scope


In Project Management context, clarification on Product Scope and Project Scope is important & it helps easy management of the project.

We discussed on terms Project , Product & relation between Project Life Cycle and Product Life cycle earlier. Just a recap here:

Project is the one which is executed to create a unique product or services; and

Product is the outcome of a Project.

With above definition in mind let us review their scope definition:

Product scope: The features and functions that characterize a product, service, or result

Project scope: The work that needs to be accomplished to deliver a product, service, or result with the specified features and functions. [1]

Product scope can remain constant at the same time that project scope expands which is called as Progressive elaboration. Progressive elaboration should not be confused with scope creep. Progressive elaboration is giving more details for the already defined scope and not increasing the project scope. And
Scope creep is adding features and functionality (project scope) without addressing the effects on time, costs, and resources, or without customer approval.

Example:

My building contractor estimated the work on my house construction. He thought that he will be using special type of cement for concreting. But that special cement was not available in our place. He explained me who was responsible for ordering and delivering the materials from his side. Taking on that responsibility doesn’t change the product scope (house construction), but now the activity (in project scope) & its responsibility was completely explained. (Progressive elaboration)

After contractor started the work with the plan & estimate, my wife suggested me to add a wall construction near the entrance. But this was different from what we agreed. So, contractor told me this was an extra work and he did it with extra money. (Scope creep)

References:
[1]. PMBOK® Guide – 3rd edition