Trufun UML2 modeling Tools, Trufun Bacon requirements management tools, Trufun ALM lifecycle products, trufun research and development cloud management tools in accordance with the concept of modern project management, the life cycle of a project is divided into three processes: initiation, implementation, and closure. The control of demand change should not only be considered in the project implementation process, but be distributed throughout the whole project life cycle. In order to minimize the impact of project changes, a comprehensive change control approach is required. The main content of the comprehensive change control is to find out the factors that affect the project change, and to determine whether the scope of the project change has occurred. The main basis for comprehensive change control is project planning, change requests, and performance reports that provide information on project execution status.
(1) Change prevention during project start-upFor any project, the changes are unavoidable, there is no escape, only active response, the response should be started from the project needs Analysis phase began. For a project where demand analysis is done well, the more detailed the scope of the benchmark document definition, the less pretence the user has to cross-talk with the project manager. If the demand is not done well, the scope of the benchmark document is ambiguous, the customer seized the loophole, often to pay a lot of unnecessary sacrifices. If the requirements are done well, the document is clear and the customer is signed, the changes made later by the customer are beyond the scope of the contract and are subject to additional charges. This time must not be soft-hearted, this is not to deliberately earn the customer's money, but not to allow customers to form the habit of changing often, otherwise endless. With respect to demand, what WBS, risk management, planning progress are secondary, as long as the need to do well will be smooth sailing.
(2) changes in requirements during the implementation phase of the projectThe difference between a successful project and a failed project is whether the whole process of the project is controllable. The project manager should set an idea-"change of demand is inevitable, controllable and beneficial". Change control in the implementation phase of the project needs to be done by analyzing the change request, assessing the risks associated with the change and revising the benchmark file. There are a few things to keep in mind when controlling demand gradients: requirements must be linked to inputs, and if the cost of change in demand is borne by the developer, the change in project requirements becomes inevitable. So, at the beginning of the project, both the developer and the investor should be clear about this: demand changes, software development of the investment people will change. Changes in requirements are approved by the funders, so that there is a cost-conscious change to the requirements and can be treated with caution. Small changes in demand also need to undergo a formal demand management process, otherwise it will accumulate. In practice, people often do not want to implement the formal demand management process for small demand changes, and think that the development efficiency is reduced and time is wasted. But it is because of this concept that the demand gradually become uncontrolled, and ultimately lead to project failure. Precise requirements and scope definitions do not prevent changes in requirements. The finer the requirement is, the more it avoids the need for a gradient, which is a two-tier problem. Too fine a requirement definition has no effect on the demand ramp. Because the change in demand is eternal, not the need to write thin, it will not change. Pay attention to communication skills. The reality is that users, developers are aware of the above issues, but because the requirements of the change may come from the client side, may also come from the developer, therefore, as a demand manager, the project manager needs to use a variety of communication skills to the parties to the project.
(3) Summary of the project closure phaseThe ability to improve is often not from the experience of success, but from the lessons of failure. Many project managers do not pay attention to the lessons learned and accumulate, even in the course of the project to hit the head and head, but also only complaining about luck, environment and teamwork is not good, very few systematic analysis of the summary, or do not know how to analyze the summary, so that the same problems recur. In fact, the project summary work should be an important part of the continuous improvement work of the existing project or the future project, as well as the confirmation and verification of the project contract, the design plan content and the goal. The project summary includes an analysis and summary of the risks of pre-identified risks and unforeseen changes in the project, as well as a summary of the changes occurring in the project and the analysis of the problems occurring in the project Trufun service objectives-the most professional UML modeling tools, requirements management tools, etc.
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How to control project requirement change management
