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It describes the tasks and techniques used by a business analyst to analyze stated requirements in order to define the required capabilities of a potential . will fulfill stakeholder needs . solution that Develop models of the current state of an organization
Inputs
Business Case: The business case states the key goals and measures of success for a project or organization, and priorities should be aligned with those goals and objectives. Business Need: Serves as an alternative to the business case if no business case has been defined. Requirements: Any requirement may be prioritized, at any point in its lifecycle. Requirements prioritization requires that requirements have been stated by stakeholders; however, the requirements may not have been fully analyzed or in their final form. Requirements Management Plan: Defines the process that will be used to prioritize requirements. Stakeholder List, Roles, and Responsibilities: The list of stakeholders, annotated with their levels of authority and influence, is used to determine which stakeholders need to participate in prioritization.
Elements
Basis for Prioritization: Business Value, Business or Technical Risk, Implementation Difficulty, Likelihood of Success, Regulatory or Policy Compliance, Relationship to Other Requirements, Stakeholder Agreement, Urgency Challenges
Non-negotiable Demands: Stakeholders attempt to avoid difficult choices, fail to recognize the necessity for making tradeoffs, or desire to rank all requirements as high priority. Unrealistic Tradeoffs: The solution development team may intentionally or unintentionally try to influence the result of the prioritization process by overestimating the difficulty or complexity of implementing certain requirements.
Techniques
General Techniques
Decision Analysis (9.8): Decision analysis may be used to identify high-value requirements. Risk Analysis (9.24): Requirements that are considered risky may need to be investigated or implemented first, so that if risks cause the project to fail, the organization has invested as little as possible at that point.
MoSCoW analysis: Must, Should, Could, Wont Timeboxing/Budgeting: All In, All Out, Selective Voting: Allocate a fixed amount of resources (votes, play money, or other tokens) to each participant for them to distribute among proposed features or requirements.
Greater Memphis Chapter
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Inputs
Organizational Process Assets: Describe the structures and types of requirements information that stakeholders expect. Requirements [Stated]: Requirements are stated in various forms as an output from elicitation activities. Stated requirements are the expressed desires of stakeholders, which must be analyzed to ensure that they reflect a genuine need. Solution Scope: The selected requirements models must be sufficient to fully describe the solution scope from all needed perspectives.
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Output
- Requirements Structure: The output of this task is an organized structure for the requirements and a documented set of relationships between them.
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Output
- Requirements [Analyzed]: Modeled and specified requirements are produced by this task.
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Elements
- Assumptions: An assumption is anything that is believed to be true but that has not actually been verified. Assumptions can relate to something in the present or in the future. Assumptions need to be documented, and if an assumption is found to be false it will usually impact the project in some manner. - Business Constraints: Business constraints describe limitations on available solutions, or an aspect of the current state that cannot be changed by the deployment of the new solution. They may reflect budgetary restrictions, time restrictions, limits on the number of resources available, restrictions based on the skills of the project team and the stakeholders, a requirement that certain stakeholders not be affected by the implementation of the solution, or any other organizational restriction.
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Techniques
- Problem Tracking (9.20): Both assumptions and constraints are often identified, reviewed and managed using the ongoing planning, monitoring, and issue/risk management activities of the project team. - Risk Analysis (9.24): Assess the risk (both positive and negative) if an assumption proves invalid, or a constraint is removed.
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Output
- Assumptions and Constraints: Assumptions and constraints will limit potential solution options and will be monitored for potential changes. While they are not technically requirements, they can be managed and communicated by performing the tasks in Chapter 4: Requirements Management and Communication.
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Elements
- Characteristics of Requirements Quality
At a minimum, a high quality requirement exhibits the following characteristics: Cohesive Complete Consistent Correct Feasible Modifiable Unambiguous Testable
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- Checklists: Checklists are useful as a quality control technique for requirements documentation. They may include a standard set of quality elements that the business analyst or other reviewers use to validate the requirements or be specifically developed to capture issues of concern to the project
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Output
- Requirements [Verified]: Verified requirements are of sufficient quality to allow further work based on those requirements to be performed.
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Output
- Requirements [Validated]: Validated requirements are those that can be demonstrated to deliver value to stakeholders and are aligned with the business goals and objectives. If a requirement cannot be validated, it does not benefit the organization, does not fall within the solution scope, or both.
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Open Questions/Discussion
Q&A
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