Cmme process improvement-Misunderstanding of demand management

In ProjectManagementMedium, RequirementThe importance ResearchYes: up to 60% of defects come from unclear requirements. Over 80% of project maintenance costs are used to handle demand problems. Demand management affects the success or failure of the entire project, while the success or failure of key projects affects the company's survival.

 

There are usually three situations in requirement management:

(1) clear requirement definition without objection:

In this case, we generally conduct peer expert reviews based on the project size. Based on the cost/benefit ratio, we can use thouth or inspection to determine the project requirement statement;

The requirement tracking matrix can be used based on the actual situation to track the corresponding function requirements.Design, Encoding,TestWhether there are any omissions in the stage is not necessary. If the project size is small, you can crop it out or use other alternative methods.

(2) Some project requirements are unclear:

We generally adopt a phased implementation approach to first implement the Phase I requirement contract with clear requirementsDevelopmentIf there is a major change, it will be included in the next development period with the consent of the customer, which is relatively easy to avoid risks. Otherwise, the project will never end,QualityIt is hard to guarantee.

(3) the project requirements are basically unknown:

This type of project has the greatest risk. If closed doors are adopted, it may be very good.TechnologyBut the market cannot be found, causing no loss of investment. Generally, we use the prototype demo method to let typical customers participate in the prototype review, constantly confirm the requirements, and form a demand baseline. We believe this method can effectively mitigate risks.

Project requirement control is generally conducted through negotiation with the customer:

"The customer is God", yes, but it does not mean that all the requirements of the customer must be met immediately. I have seen some companies that are large in size and all the projects they have done are implemented in the whole province, most people think that project profits are very high. However, it is difficult to ask, saying that the company did not really make money. Later, I analyzed the situation and found that during project estimation, the software and hardware had a great profit, but the maintenance costs were all reversed. Root Cause: in order to win customers, the company meets the requirements of every major customer unconditionally. Each prefecture-level city has a customized version. As you can imagine, there are two or thirty versions in the province. The workload for preliminary development is not too large. You need to fix, modify, and add more points to the original version.FunctionAt that time, the customer satisfaction was good, but once all the local versions were launched, the trouble was solved. So many versions must be maintained for a single product, and the maintenance cost can be imagined. Do companies need to survive? The company's development will be dragged down and even eliminated by the market.

In this case, the requirements are generally controlled by the upper-level units with financial allocations, and the requirements are consistent. Some companies in the industry are doing well. They have obtained support from provincial departments for projects in the province, work with provincial companies to standardize the province's needs by classification (for example, according to the importance and urgency, the requirements are classified into ABCD categories, and the cost of each type is clear and planned ), this effectively avoids frequent version changes, ensures project quality, and greatly improves customer satisfaction.

Author Profile

Zhang Jin: Master of Engineering, National InformationSystemProject Manager, system integration project manager, Senior Engineer, GuangdongSoftwareAssociation ProcessImprovementExperts, expert consultants of the xisai Advisory Group, over 10 years of software development and project management experience, more than eight yearsProcessImprovement Experience. He has served as the process improvement director of multiple excellent company teams and is responsible for promoting ISO/CMM/cmme Certification Evaluation and Management.

Blog: http://blog.csai.cn/user1/35585/index.html

 

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