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It's important to collect the project requirements because that tells you what you have to create in

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your project.

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So this is a project management process which is collecting project requirements.

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It's how do you determine document and manage requirements throughout your project.

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Now you may be doing this as the project manager.

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You might also be doing this with a business and Lois so collecting the required check requirements

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help you define the product scope and the project scope.

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Typically in a predictive environment we're collecting requirements upfront.

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You might be collecting requirements at each phase or if you're an adaptive environment those requirements

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are going to fluctuate based on the product backlog.

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Let's check out the Ito's for collecting project requirements our inputs the charter because that's

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our high level requirements some place to start the project management plan.

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While the scope management plan requirements management plan our stakeholder engagement plan project

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documents the assumption log lessons learned register stakeholder register.

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All of that business was helping us to gather requirements so these are places that we would look that

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we're going to get requirements from.

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Same with our business case.

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Remember the business case defines business value and how does this project meet business value.

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That's a good place to look for requirements and then E-F.

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Oh P-A as always we see that over and over lots of tools and techniques to gather requirements expert

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judgment data gathering we're going to do things like brainstorming interviews focus groups doing surveys

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and benchmarking new term for you will see coming up data analysis.

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Look at your documents look at all the documents you have so far that's a great place to collect requirements.

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Doing some decision making with voting multi-pack criteria analysis data representation are a way of

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making charts or visualizations of our requirements.

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So I Finerty diagrams mind maps having some interpersonal and team skills the nominal group technique

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observation and conversation facilitation using a context diagram and prototypes and don't worry we're

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going to see that business coming up in detail the outputs of collecting requirements will be the requirements

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documentation and that requirements traceability matrix one of the best tools and techniques for gathering

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requirements is to do interviews with stakeholders.

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So you use the stakeholder register because that identifies who our stakeholders are and we'll do a

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one to one conversation.

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It could be a one to many words you and three or four stakeholders or maybe to many where it's you and

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your project team and three or four stakeholders and you all are talking about the requirements so asking

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questions and really understanding and learning about the requirements of focus group is a moderated

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event at 6 to 12 people.

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We have that neutral moderator that will come in and kind of facilitate the conversation.

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So it's not leading participants to a solution.

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One thing that we want to consider with requirements and focus groups is what's the participant composition

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if we are doing a new project and we're gathering requirements do we only bring in participants from

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the sales group and then only participants from marketing and only people from manufacturing and then

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only I.T. so we can isolate these groups of stakeholders to ask them specific questions about their

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area or do we mix and match.

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We bring in people from all of these groups and mash them all up together and then they can interact

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with one another.

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So that's the idea.

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Participant composition like who should be involved in this.

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And what's the distribution of stakeholders.

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Of course you can do questionnaires and surveys you know use Webmonkey or some survey tool or whatever

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you want to create surveys that are fast especially when you have a lot of stakeholders to Cali up results

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or people are distributed around the world.

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Not anything shocking there right.

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Benchmarking the requirements is when we compare two or more systems or solutions or even businesses.

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So I want to compare ad Jayal to sequel or I've get soundproofing material for this house so I want

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to do some test.

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I want to build a booth and test the decibels of one and the other.

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So on benchmarking where I'm setting my requirements based on an external basis for performance.

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So the how will they perform tells me how well this material should be in my project and that's the

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one I'm going to select and then comparing organizations so I can look how they do it at 90.

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That's how we can do it here.

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Manufacturing or how that a public company do it.

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There's an article we read or a white paper and that will set some goals for how we can do it at our

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organization one of the best places to begin gathering requirements is through documentation.

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All of those brochures and proposals and blueprints and those early specs that you have that's great

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places to do a requirements identification.

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So analyze project documents when you have all those folks together and they're going to vote on requirements.

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You can do group decisions every unanimous the majority more than 50 percent.

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That's the way we go.

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The plurality the largest bloc agrees.

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So you might have 100 100 people and you have 40 people are in favor of a requirement a and then 30

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people are in favor of requirement B.

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And then you know maybe there's 20 people and some people then vote or they're just mad and they don't

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want to participate.

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So even some other people that here they want a requirement a.

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There's more people against what the largest bloc is for.

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So let's plurality.

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So even though more people may be not in agreement with what's wanted this is the group that wins because

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they're the largest bloc when there's multiple choices and then dictatorship one person decides multi

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criteria analysis.

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We've seen this a couple of times already and we're going to see it some more.

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It's just they have different factors to raise or prioritize or even eliminate project criteria.

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So we could say things like performance metrics in our testing.

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What risk were introduced.

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Just the requirements themselves based on priority and the amount of time and money we have.

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So this is a decision matrix a little table down here where we can give different scores and then you

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know do some math here as to how many points you get and then from that we would choose the requirements

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that have the most points or any requirements you know above 50 points or whatever.

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But that's a multi criteria analysis.

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The decision matrix to measure and score and I Finerty diagram is is very similar to brainstorming but

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what we do is we group ideas into these different clusters so we could say all right we want to do a

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project with social social networking.

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So on Facebook basically we want to have simple tips and tricks and create some publicity about our

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project so we can say well what are some different ideas that we can do and how does that help our project

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and how does that help communication.

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And then as we brainstorm we put little post-it notes up into these different ideas.

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So it's an affinity.

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Affinity like ideas like minded that folks go into these different categories.

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So with requirements gathering it's a way to decompose and to organize your different ideas.

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So when I.T. we can always say you have hardware software data network.

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So it's going to fit into one of those four.

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And then as we brainstorm we would focus on hardware software network and data mind mapping is kind

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of fun to do.

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It's a way of when you're trying to generate ideas or brainstorm ideas you just kind of draw it out

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and you can see in this picture here.

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One thing leads to another to another to another.

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So it's a way to visualize the brainstorming process.

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It's a way to generate new ideas and to consolidate ideas and you've got a lot of people participating.

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You can have all these crazy branches and how do they touch each other and it's just a way to visualize

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ideas.

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A term that we saw one of our tools and techniques was the nominal group technique.

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There's five steps here for the nominal group technique.

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First off you want to generate ideas.

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You kind of brainstorm ideas and then you vote and you'll rank these ideas.

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Then each participant will brainstorm the problem or opportunity with their ideas.

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Everyone does this on their own.

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And then the facilitator will add each person's ideas on a white board and then you talk about each

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idea.

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So everyone has a clear understanding and then you will privately vote on each idea from 1 to 5.

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And then you whoever gets the most points you can repro your ties and start the process over or that'll

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be the requirements you go with.

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So there is a sense of anonymous here as to to do I like the idea or do I hate the idea even though

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it's my boss.

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He gets one.

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All right.

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So it's a nominal group technique is a way of having these rounds of voting and brainstorming on ideas.

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Larger projects you might do a facilitated workshop and I say larger projects because generally you

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leave you go off site somewhere and you're going to spend two or three days and you're just going to

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dig in and just hammer out all of the requirements that you're unavailable for that time.

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So you might call it a joint application design.

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That's a software development.

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So sneeze and the developers meet and they just hammer out the requirements.

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But it's a long process it's a workshop could be facilitated by a neutral moderator probably have a

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very intense outline to follow or an agenda to follow.

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In manufacturing you might have a similar approach called the quality function deployment.

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It's also known as the voice of the customer.

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And this is a workshop typically in manufacturing where you identify these characteristics and then

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you prioritize them based on what the customers are saying they want.

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And so that's used for product development.

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In an agile environment we also have some requirements gathering.

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So we have these user stories user stories or the entries in our product backlog.

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Well use your story as a way of describing what happens with that event or with that requirement.

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And there's typically three features and a user story that you have the user which would be the role

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that's the person who benefits from the feature.

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The goal what is the stakeholders trying to accomplish.

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Why do we need that requirement.

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Why do we need this thing.

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What's the end result of what we are creating.

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And then the motivation is the why what's the benefit.

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Why do we need that.

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Why is the stakeholder interested in doing this.

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So you have the role the goal and the motivation and those are the user stories in the backlog and that's

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how we can move through to create our requirements or to gather requirements.

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Stakeholder observation is we have job shadowing we have passive and active passive is where I just

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follow you around and observe.

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I don't see anything active.

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It's why I follow you around and not only do I reserve but I might try to do some of the work you might

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allow me to do some of the work or to try it out or I could interact and have a conversation with you

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and ask questions and so on.

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So job shadowing a context diagram shows the flow of data through a system or the flow of a process

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through a system.

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So an example here in the scope model is we're looking at the different working components so it would

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show all the servers are the workstations or laptops where the databases were the data stored What's

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the workflow how does data get in.

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How do people retrieve it.

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How is it secured.

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And then who are the people the people are sometimes called actors.

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So context diagram takes a requirement and it puts it in context of how people interact with that solution.

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Prototypes are another thing that we have prototypes.

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We have a throw away prototype like this sketch here it's not really doesn't do anything for us.

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We sketch it up and we show a picture and people OK I get it.

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Let's go with that a functional because we actually create something that if you agree to it it can

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become part of the solution.

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So sometimes like a web mock up or create a new Web site you just kind of market and test the colors

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and the look and feel.

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You don't really put a whole lot of time into it but if you like that when you've already got it set

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up and you can begin building it out storyboarding is kind of like a throw away prototype but actually

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draw the story of how the requirement works in the solution.

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So it's just like in the movies where you see like the storyboard of how the how Batman and Superman

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are going to fight I watch that movie so storyboards what happens there.

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They're all cartoons.

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It's a storyboard or in a movie it shows the flow of the story or their narrative.

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So the prototype would be the same thing.

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It shows how you interact with it and what happens.

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All right good job a lot of terms here about prototypes and about requirements and the requirements

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management plan as it relates to scope.

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Great job.

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Keep moving forward.