Archive for the
‘Configuration Management’ Category

We have our requirements, our iterative packages and content defined, and now the developers are producing the iterations. During this time, the verification and test folks have been creating the test cases or details on how we intend to confirm the product performance. Our requirements provide the fodder for our testing.  For each requirement there […]

Once we have our captured our requirements. We identify the substance of the content for the iterations from the development.  In fact, recall from the requirements prioritization blog post. That work has given us some insight into how the iterative packages could be developed and what content or capabilities are to be delivered.  In the […]

You need not been so technically skilled to be able to see how many project fail due to requirements.  We provide a brief list of the failings below: Requirements control Insufficient time Did not include the sponsor or customer Late delivery of requirements Requirements traceability We will not write any more on requirements control that […]

The initial product requirements provide the product baseline. Our project planning will be focused upon delivering meeting these requirements. In a phased development process, we will prioritize the requirements (shown earlier) and deliver iterations.  This staged delivery allows us to gain additional insight into the product.  We may learn things that necessitate changes to the […]

Our configuration management is borne out of our requirements.  In our earlier blog post, we discussed how the project scope must be traceable to the requirements. In the case we present below, the project scope is a particular function or need to be met, for example a new feature or function for an automobile.  We […]

This may sound difficult, but there are some rules for good requirements.  According to the International Council on Systems Engineering (INCOSE, requirements should have the attributes below (similarly can be found at IEEE): Necessary –  driven by the objective of the project and business Verifiable – ability to objectively confirmed that the requirement is […]

“Scaffolding” is a term often used in education, but in our experience, rarely followed to a significant extent. Scaffolding allows us to grow a student in capability by starting easily and providing progressively more intricate and involved exercises. This approach actualizes Lev Vygotsky’s concept of the zone of proximal development. When training clients, we must […]

The Pareto chart (not to be directly confused with the Pareto probability distribution function) is a simple approach to revealing significance in data. Before we plot our chart, we need to complete some initial work: Gather the data in a natural format (count, floating point [decimal], dollars, etc.) Sort the data from high to low […]

Brainstorming as neologism began with Alex Osborn of the advertising agency BBDO in 1942. His primary concern was creative thinking. In general, classical brainstorming generally follows this pattern: Gather a group of people Decide on a duration and quantity of ideas desired Solicit ideas from group members No editing, snide comments, or insults Collect ideas […]

To reduce the chances of going too far down the wrong road, we qualify our projects with some sort of business analysis, for example internal rate of return or return on investment or some other fiduciary measurement.  If we are working from a staged-gate project management system, we will relentlessly review our project condition against […]