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1 - INTRODUCTION 1 1 INTRODUCTION 1.1 Purpose of this Practice Guide As stated in the preface, this practice guide describes the work of requirements management as historically defined by PMI. It identifies the tasks that are performed as well as the essential knowledge needed to perform requirements management effectively on programs and projects. This practice guide is applicable to most programs and projects, whether they are focused on products, services, or other results. The concepts and techniques described in this guide are implementation-independent and can be used to develop manual or automated solutions, using any type of life cycle approach. The purpose of this practice guide is to discuss the elements and criticality of requirements development and management for project and program success as defined by PMI. This is accomplished by: • Providing a practical discussion of the requirements management work, • Defining “what is” the work of requirements management as it relates to programs and projects, by defining the tasks, knowledge, and skills that the requirements management process comprises, • Discussing why the work is important, • Providing a description of the activities performed, and • Explaining how different types of project life cycles impact the timing and type of requirements management work performed. This guide is intended to be a stand-alone document and thus acts as a bridge between two important PMI documents: A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) – Fifth Edition [1] 1 and Business Analysis for Practitioners: A Practice Guide [2]. The PMBOK ® Guide – Fifth Edition identifies the subset of the project management body of knowledge that is generally recognized as good practice for developing and managing requirements. The PMBOK ® Guide states, “The integrative nature of project and program management can be understood by thinking of other types of activities performed while completing a project. Examples of some activities performed by the project management team are to develop, review, analyze, and understand the scope of the project. This includes the project and product requirements, criteria, assumptions, constraints, and other influences related to a project, and how each will be managed or addressed within the project. Completion of the product scope is 1 The numbers in brackets refer to the list of references at the end of this practice guide. ©2016 Project Management Institute. Requirements Management: A Practice Guide 1
1 - INTRODUCTION measured against the product requirements. The success of the project is directly influenced by active stakeholder involvement in the discovery and decomposition of needs into requirements and by the care taken in determining, documenting, and managing the requirements of the product, service, or result of the project. Requirements include conditions of capabilities that are to be met by the project or present in the product, service, or result to satisfy an agreement to other formally imposed specifications.” Business Analysis for Practitioners: A Practice Guide describes the work of business analysis, which includes requirements development and requirements management tasks, how these tasks can be practically applied on programs and projects, and the essential knowledge and skills needed to perform them. This practice guide defines the common processes for the development and management of requirements on projects and programs, and therefore serves as the bridge between the PMBOK ® Guide – Fifth Edition, which speaks to requirements development and management from a high-level awareness perspective, and Business Analysis for Practitioners: A Practice Guide, which describes requirements development and management at a detailed level. This practice guide offers the middle ground, so project and program managers, other interested project team members, and stakeholders can learn more about the requirements process than is covered by the PMBOK ® Guide and gain an appreciation for and knowledge of the complexity of requirements development and management that is detailed in Business Analysis for Practitioners: A Practice Guide. The relationship among these documents provides an integrated approach for developing and managing requirements on projects and programs from an awareness level to a detailed level. 1.2 The Need for this Guide When properly implemented and supported, the critical competency of developing and managing requirements enables the organization to meet stakeholder expectations, improve project performance, meet expected organizational benefits, and achieve tangible business outcomes. According to PMI’s annual Pulse of the Profession ® research reports, poor requirements management is a major cause of project failure [3]. The Pulse of the Profession ® research uncovered these related findings for organizations: • Only 49% of respondents have the resources in place to perform requirements management properly. • Only 33% of the respondents state that their leadership values requirements management as a critical competency for projects and strategic initiatives. • Approximately 53% of respondents fail to use a formal process to validate requirements in an unbiased way. The research emphasizes that organizations continue to experience project issues associated with poor performance of requirements-related activities. 1.3 Intended Audience for this Guide This practice guide is intended for program and project managers who are ultimately responsible for the integration of the requirements development and management activities within the overall project effort and who 2 ©2016 Project Management Institute. Requirements Management: A Practice Guide
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8 - SOLUTION EVALUATION requirement
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9 - PROJECT OR PHASE CLOSURE 9.1.1
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9 - PROJECT OR PHASE CLOSURE 9.3.1
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APPENDIX X1 - CONTRIBUTORS AND REVI
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APPENDIX X2 - SUGGESTED ADDITIONAL
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APPENDIX X3 - REQUIREMENTS MANAGEME
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GLOSSARY GLOSSARY Acceptance Criter
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GLOSSARY Configuration Management.
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GLOSSARY increases. Iterations deve
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GLOSSARY Product Backlog. See backl
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GLOSSARY Root Cause Analysis. An an
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GLOSSARY User Story. A one or two s
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INDEX Communications management, 9
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INDEX PMBOK Guide, 1-2 definitions
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INDEX Surveys, requirements elicita
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