The list below will continue to grow as I find new resources that are of interest:
Monday, March 12, 2012
Monday, August 15, 2011
Document Sign-off & Review
This is a good way to manage your documents, and the expected involvement from stakeholders during the life of a project.
Usually, there are enormous amounts of documents being produced in a project, and at some point or aother they should be signed-off/accepted/reveiwed by someone. Sometimes, achieveing this can be a challenge, especially when the final sign-off needs to be gained from busy stakeholders. Much better, where possible, to set the expectation up front with those VIPs about how much work they will have to complete.
So, map all your documents, map the stakeholder groups, and work out who needs to review or accept. If you have a RACI, this will make your job easier. Then publish it to everyone on the list - you might not have identified everyone, and stakeholders might like to nominate representatives if they can see truly how much effort will be required. They might also cut their normally nominated representatives some slack when they see just how much involvement they need to have in the project.
Describing the Levels of Requirements Detail
High Level Detail
This requirement specifies that the system must do something with some information. (Actor -Verb –Entity)
Example: “The system must display the details of the Customer’s last Order”
Mid Level Detail
This requirement specifies that the system must do something with some information under certain circumstances but it does not specify which Order details need to be displayed. (Actor -Verb –Entity -Condition)
Example: “The system must display the details of the Customer’s last Order when the Customer is an existing Customer”
Detailed
This requirement specifies that the system must do something with some information under certain circumstances. (Actor -Verb –Entity -Condition)
The difference between a mid level requirement statement and a detailed requirement statement lies in the visibility given to a screen display or a calculation/algorithm –what needs to be displayed and the actual calculation/algorithm are fully described in the detailed requirement.
Example: “The system must display the Products ordered, the quantity of each product, and any Options for each Product that was specified on the Customer’s last Order when the Customer is an existing Customer”
This requirement specifies that the system must do something with some information. (Actor -Verb –Entity)
Example: “The system must display the details of the Customer’s last Order”
Mid Level Detail
This requirement specifies that the system must do something with some information under certain circumstances but it does not specify which Order details need to be displayed. (Actor -Verb –Entity -Condition)
Example: “The system must display the details of the Customer’s last Order when the Customer is an existing Customer”
Detailed
This requirement specifies that the system must do something with some information under certain circumstances. (Actor -Verb –Entity -Condition)
The difference between a mid level requirement statement and a detailed requirement statement lies in the visibility given to a screen display or a calculation/algorithm –what needs to be displayed and the actual calculation/algorithm are fully described in the detailed requirement.
Example: “The system must display the Products ordered, the quantity of each product, and any Options for each Product that was specified on the Customer’s last Order when the Customer is an existing Customer”
Thursday, August 11, 2011
More Tips for Getting the Session Back on Track
| Red Flag Conditions & Situations | Suggested Strategies |
|---|---|
Off-Topic:
|
|
"Bogged-Down" on One Topic
|
|
Side Bar Conversations
|
|
Impatient Participants
|
|
Deviating From Agreed to Guidelines
|
|
Monday, November 15, 2010
Tips for Getting the Session Back on Track
When running a workshop or meeting, sometimes things can happen to derail the proceedings. It requires a little bit of practice to identify those times, and it can sometimes take a little bit of courage to address some situations.
Keep in mind however, that at the end of the day, keeping meetings and workshops under control will not only benefit you as you gather requirements, but will also add value to your interactions with your customers: they'll be more than happy to give you their time, because they know you won't waste theirs.
First thing to do is to ensure that you have a very specific agenda, which is published to all participants with ample time before the meeting. This really provides you with a control mechanism, especially if you are able to assign time limits to each of the items on your agenda.
But, what about when the session gets off track?
Most importantly, you need to be able to identify what type of behaviour is happening, so that you can choose the best way of addressing it. Here, I've noted some of the more common situations that might happen, and what can be done to make sure your session doesn't become a train wreck.
Situation: Off Topic
Characteristics: Participants are starting to talk about another topic or activity.
What to Do: If the topic is related to your agenda, drop the last one and move on to the new one. People's interest on the point you had been discussing might have waned. Flag the topic as one you want to come back to later.
If the topic has a potential to be "scope creep", you need to address it straight away. Be clear with the participant that the agreed scope of the project does not include that topic.
Situation: Stuck in a rut.
Characteristics: Participants are getting stuck on the one topic, with no agreement or outcome in sight.
What to Do: Sometimes, we all just need a break! So, if you've got a long session, it might be natural to take some time out at that point, otherwise, assign the topic to your Issues List, or park it, and come back to it later.
Situation: Had enough.
Characteristics: Participants seem to be getting a little impatient, maybe with you, or with others, or with the topic itself.
What to Do: Move it right along, people! Once again, you can come back to it later, or if people are becoming impatient because it's an area of discussion which has no bearing on them, assign the item as an Action to be resolved by one of the participants.
Situation: Chitter chatter.
Characteristics: Participants may be having conversations between themselves, distracting yourself or others in the workshop.
What to Do: If they are disrupting the entire meeting, you need to deal with it directly. No need to yell or anything quite so drastic as that - this is where your agenda can come into its own. Call their attention to it, if it helps you to bring the session back under control.
Situation: Deviating from the agreed Agenda
Characteristics: Well, of course you went through your Agenda at the beginning of the session, right? Just to remind everyone why you were there and what the expected session outcomes were, right? For example, you might have called the meeting to talk about business requirements, but someone keeps trying to talk about the technical requirements.
What to Do: Remind participants of their responsibilities for the session - you've probably got another workshop planned where their discussion will be relevant.
Keep in mind however, that at the end of the day, keeping meetings and workshops under control will not only benefit you as you gather requirements, but will also add value to your interactions with your customers: they'll be more than happy to give you their time, because they know you won't waste theirs.
First thing to do is to ensure that you have a very specific agenda, which is published to all participants with ample time before the meeting. This really provides you with a control mechanism, especially if you are able to assign time limits to each of the items on your agenda.
But, what about when the session gets off track?
Most importantly, you need to be able to identify what type of behaviour is happening, so that you can choose the best way of addressing it. Here, I've noted some of the more common situations that might happen, and what can be done to make sure your session doesn't become a train wreck.
Situation: Off Topic
Characteristics: Participants are starting to talk about another topic or activity.
What to Do: If the topic is related to your agenda, drop the last one and move on to the new one. People's interest on the point you had been discussing might have waned. Flag the topic as one you want to come back to later.
If the topic has a potential to be "scope creep", you need to address it straight away. Be clear with the participant that the agreed scope of the project does not include that topic.
Situation: Stuck in a rut.
Characteristics: Participants are getting stuck on the one topic, with no agreement or outcome in sight.
What to Do: Sometimes, we all just need a break! So, if you've got a long session, it might be natural to take some time out at that point, otherwise, assign the topic to your Issues List, or park it, and come back to it later.
Situation: Had enough.
Characteristics: Participants seem to be getting a little impatient, maybe with you, or with others, or with the topic itself.
What to Do: Move it right along, people! Once again, you can come back to it later, or if people are becoming impatient because it's an area of discussion which has no bearing on them, assign the item as an Action to be resolved by one of the participants.
Situation: Chitter chatter.
Characteristics: Participants may be having conversations between themselves, distracting yourself or others in the workshop.
What to Do: If they are disrupting the entire meeting, you need to deal with it directly. No need to yell or anything quite so drastic as that - this is where your agenda can come into its own. Call their attention to it, if it helps you to bring the session back under control.
Situation: Deviating from the agreed Agenda
Characteristics: Well, of course you went through your Agenda at the beginning of the session, right? Just to remind everyone why you were there and what the expected session outcomes were, right? For example, you might have called the meeting to talk about business requirements, but someone keeps trying to talk about the technical requirements.
What to Do: Remind participants of their responsibilities for the session - you've probably got another workshop planned where their discussion will be relevant.
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