![]() ![]() ![]() They should be understandable to the customers, and the customers should play a direct role in their development. Functional Requirementsįunctional requirements describe the characteristics of the final deliverable in ordinary non-technical language. They can be divided into six basic categories: functional, non-functional, technical, business, user, and regulatory requirements. Requirements must be measurable, testable, related to identified business needs or opportunities, and defined to a level of detail sufficient for system design. Requirements specify what the final project deliverable should look like and what it should do. The requirements for that deliverable may include carton design, photographs that will appear on the carton, and colour choices. If we go back to the example of the company producing holiday eggnog, one of the major deliverables is the cartons that hold the eggnog. ![]() Requirements may include attributes such as dimensions, ease of use, colour, and specific ingredients. Requirements answer the following questions regarding the as-is and to-be states of the business: who, what, where, when, how much, and how does a business process work? The project’s requirements, defined in the scope plan, describe what a project is supposed to accomplish and how the project is supposed to be created and implemented. A requirement is an objective that must be met. They describe the required functionality that the final deliverable must have or specific conditions the final deliverable must meet in order to satisfy the objectives of the project. Requirements describe the characteristics of the final deliverable, whether it is a product or a service. Project RequirementsĪfter all the deliverables are identified, the project manager needs to document all the requirements of the project. Deliverables are the output of each development phase, described in a quantifiable way. One of the project manager’s primary functions is to accurately document the deliverables of the project and then manage the project so that they are produced according to the agreed-on criteria. A departmental solution versus an enterprise solution.A twin-engine plane versus a single-engine plane.Intermediate deliverables, like the objectives, must be specific and verifiable.Īll deliverables must be described in a sufficient level of detail so that they can be differentiated from related deliverables. Project deliverables are tangible outcomes, measurable results, or specific items that must be produced to consider either the project or the project phase completed. They include every intermediate document, plan, schedule, budget, blueprint, and anything else that will be made along the way, including all of the project management documents you put together. The deliverables for your project include all of the products or services that you and your team are performing for the client, customer, or sponsor. Deliverables include everything that you and your team produce for the project (i.e., anything that your project will deliver). You already have a head start on refining the project’s objectives in quantifiable terms, but now you need to plan further and write down all the intermediate and final deliverables that you and your team will produce over the course of the project. The whole idea here is that when you start the project, you need to have a clear picture of all the work that needs to happen on your project, and as the project progresses, you need to keep that scope up to date and documented in the project’s scope management plan. Project scope planning is concerned with the definition of all the work needed to successfully meet the project objectives. The scope planning process is the very first thing you do to manage your scope. You have a collection of team members, and you need to know exactly what they’re going to do to meet the project’s objectives. You always want to know exactly what work has to be done before you start it. ![]()
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