Sound Removed
TECH581 Fall 2008
Measure Presentation
Date:
Team members:
xxxxx
xxxxx
Summary of Project

Information Technology Department of major Insurance Company attempting to collect
metrics on business requirements changes throughout application project lifecycle.

If collected, measure is taken at the end of the project, amounting to 8 hours of work for a
project manager.

Tracking and recording the changes throughout the lifecycle of a project and the associated
process that can be implemented across the organization can be a significant improvement
to a maximum of 1 hour total for each project.

The process of requirements counts/metrics can be used to further analyze and estimate
future projects.

Goal: To understand current processes for requirements metrics gathering to identify and
eliminate non value add steps. Identify value added steps performed inefficiently and
implement improvements.
SIPOC
Supplier(s)
Inputs
Business Analysts
Business Requirements
Systems Analysts
System Requirements
Enterprise Project
Office
Process Standards
Process
Gather
Requirements
Metrics
Quality Standards
Consolidate
Requirements
Metrics
Executive
Management
Quality and Process
Improvement
Customer(s)
Requirements Metric
Report
Enterprise Project
Office
Project Status Report
Project Management
Office
Internal Project Metrics
Reporting Requirements
Project Management
Office
Output(s )
Analyze
Requirements
Metrics
Communicate
Requirements
Metrics
Executive
Management
Quality and Process
Improvement
Stakeholder Analysis
X
Corporate EPO
and QPE
Project
Management
Office
Project Managers
Business
Partners
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
Speak with
informally as
needed
Send copy of
meeting
minutes
Invite to team
meetings
Meet with
regularly
Communication/Involvement Strategy
Has decision
authority
Provides
resources
Has useful
expertise
Can influence
outcome
Stakeholder
Is affected by
outcome
Relationship to Project
X
X
X
X
X
X
X
Requested
information regarding
requirements be
collected.
Champions of this
project
X
X
X
X
X
Agents
Customers
Other
Will be impacted by
the outcome by
better understanding
of requirements.
Will be impacted by
the outcome by
better understanding
of requirements.
Voice of Customer Analysis

Strength
–
All projects must have business requirements as a project artifact before
implementing. Business requirements drive scope, schedule, and budget for a
project.

Weakness
–
No current process for counting the number of changes that occur to business
requirements is in place. PMs are collecting information across the lifecycle at the
end of the project.

Opportunity
–
Changes to business requirements may lead to changes in scope, schedule, and
budget of a project. Implementing a process to count changes to requirements during
the lifecycle of the process can lead to later improvements in estimating future
projects.

Threats
–
Stakeholder involvement
–
Lack of process
–
No standard repository for business requirements across the organization.
Return on Investment (ROI)

Current Project Time/Cost to gather requirements change counts at
end of project:
–
–
–

Project is expecting to reduce time per project to count requirements
changes to 1 hour.
–
–

1 hour X $75/hour base = $75
100 X $75 = $750.
Investment:
–

7.625 hours X $75/hour base = $572 per project.
Estimate per year AMIT completes 100 New Development Projects.
100 X $572= $5,720 per year.
2 PMO Staff at $75 40 hours each =$75 X 80 = $6,000.
Potential return on investment=
–
$5,720 - $750 = $4,970 yearly savings. (Take project initiation cost of
$6,000 = - $1,030 first year which will recoop within the first year of
process.).
CTQ, KPOVs, KPIVs
Customers
CTQ
KPOVs
KPIVs
Time for PM to
count
requirements
baseline –
initiation stage
gate
Enterprise
Project
Office
(EPO)
Project
Management
Office
(PMO)
Executive
Management
Time that PM spends
on collecting
requirements counts
needs to be as minimal
as possible.
Requirements
need to be
counted at each
stage gate of
project lifecycle
Time for PM to
count
requirements
Design
Readiness Stage
Gate
Time for PM to
count
requirements at
Construction
Stage Gate
Time for PM to
count
requirements at
Production Stage
Gate
Quality and
Process
Improvement
(QPI)
Time for PM to
develop
requirements
metrics report
that summarizes
changes
throughout
lifecycle
Current State Process Map
1
Application
Development
Project Approved
2
Business
Requirements
Developed
3
Initiation Stage
Gate
4
Design
Readiness Stage
Gate
5
Construction
Readiness Stage
Gate
6
Production
Readiness Stage
Gate
7
Project Close
Out
8
Business
Requirements
Changes
Measured
Proposed Future State Process Map
1
Application
Development
Project
Approved
2
Business
Requirements
Developed
(Baseline)
3
Initiation Stage
Gate
4
Business
Requirements
Metrics Count
Taken
5
Construction
Readiness
Stage Gate
6
Business
Requirements
Metrics Count
Taken
7
Production
Readiness
Stage Gate
8
Business
Requirements
Metrics Count
Taken
9
Project Close
Out
10
Business
Requirements
Metrics Count
Taken
Sampling



Commercial Lines of business projects only
Historical Data – random sample of
completed projects stratifying by tier (project
size) and tool used for requirements storage.
Data for process/class project – random
sample of in flight projects. Stratification by
tier and tool.
Measurement Analysis Tree
Does this data potentially predict outcome?
Does this data currently exists?
Stratification
Factors
Questions
about the
process
Y
Output
Can time to count
requirements
changes be
reduced by
tracking
throughout
lifecycle?
Metrics
N
Time in hours to
count
requirements
By project tier
(size)
Time in hours to
count changes
throughout lifecycle
of project.
Y
By
requirements
gathering tool
N
Time in hours to
count
requirements
Process Observation Worksheet –
Historical Information at End of Project
Process Observation Worksheet - Historical Information
Completed
Project Number
1
2
3
4
5
6
7
8
Tool for Collecting
Requirements Counts
ClearQuest
ClearQuest
Excel
Word
ClearQuest
Excel
Word
ClearQuest
Estimated Time to collect
Requirements Change
Counts by phase at end of
Project Tier (size) project
8
1
6
1
8
2
9
2
7
3
8
3
8
4
7
4
7.625
Estimated time to collect was an approximation by project
manager for the project that was sampled.
Pivot Tables - Historical Data
Data by stratification factors
Tool for Collecting Requirements Counts
(All)
Average of Estimated Time to collect
Requirements Change Counts by phase at
end of project
Project Tier (size)
Total
1
2
3
4
Grand Total
Historically, Tier 2 projects
took longer to count
requirements changes at the
end of the project lifecycle.
7
8.5
7.5
7.5
7.625
Project Tier (size)
Average of Estimated Time to collect
Requirements Change Counts by phase at
end of project
Tool for Collecting Requirements Counts
ClearQuest
Excel
Word
Grand Total
(All)
Total
7
8
8.5
7.625
Historically, requirements kept in MS Word
took longer to count changes at the end of
the project lifecycle.
Process Observation Worksheet for
New Process, Investigation at Stage
Gates – Data Collection in Process
Process Observation Worksheet
In
Process
Project Tool for Collecting
Number Requirements Counts
1 ClearQuest
2 ClearQuest
3 Word
4 ClearQuest
5 Word
6 Excel
6 Excel
8 Word
Time To collect (in Hours) Requirements Count at Point In Time - Baseline and Stage Gates
Tier
Design
Construction Production
Baseline Initiation SG Readiness SG SG
Readiness SG Project Closeout
1
0.25
0.25
0.1
0.05
1
0.25
0.2
2
0.5
0.25
0.3
0.1
2
0.25
0.2
3
0.2
0.2
0.15
3
0.1
4
0.2
4
0.1
*Completed means project, at time of data collection or collection of requirements counts, had already passed the stage gate.
*Baseline captured BEFORE Initiation SG
*Blanks means data still to be captured over time
Next Steps



Continue data collection
Analyze data
Through analyzed data, propose new
process.