Group Assignment_Part 4 to be needed

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Projectdocument.docx

1.1 Introduction:

Requirements exist within all organizations; all organizations exist to delivery products and/or services to customers, which are always delivered through business processes that are decomposed into individual requirements. Requirements are simply a capability needed by a stakeholder (person) to deliver a product and/or service.

Requirements Management is an iterative set of activities that help ensure that elicitation, documentation, refinement, and changes of requirements is adequately dealt with during a lifecycle, with a view toward satisfying the overall mission or need in a quality manner and to the customers’ satisfaction.

Whether part of a project management plan or standalone, a Requirements Management Plan (RMP) describes the requirements artifacts, requirement types (including attributes), the requirements management process, and the metrics and tools to be used for measuring, reporting, and controlling changes to the requirements.

Studies have shown that requirements management improves all major aspects of organizational strategy (portfolio, programs, and projects) or operations management (day-to-day business) by:

· Reducing cost.

· Improving quality.

· Decreasing time taken.

· Decreasing risks.

· Enabling effective scope management.

Coventry, T. (2015). Requirements management – planning for success! techniques to get it right when planning requirements. Paper presented at PMI® Global Congress 2015—EMEA, London, England. Newtown Square, PA: Project Management Institute.

1.2 Project Overview:

The project request for Corwin corporation is to handle Research and Development of a new product for Peters company as they do not have availability of personal or talent to carry out the project. The project has a 6-month deadline with available funding of $250,000. There was a clause in the contract which allowed Peters company to have an in-house representative with the Corwin corporation for the duration of the project who would be reporting the results and updates of the project back to Dr. Frank Delia of Peters company. The in-house representative will be coordinating with the Project Manager to come up with the specifications for the remaining tests that were to be performed but the representative had different ideas as he pushed for his own ideas without consulting with the Project Manager causing problems. The results will be evaluated, and next steps will be decided based on the results.

The Requirements Management Plan is a necessary tool for identifying inputs for requirements, and establishing how requirements will be collected, analyzed, documented, and managed throughout the lifecycle of a project. The plan must address both project and product requirements.

1.3 How Requirements will be Planned, Tracked, and Reported: Overall Approach: (Hint)

How requirements will be:

a.) Planned: Planning begin as soon as it was decided by Peters company to outsource its Research and Development Project to Corwin corporation. For peters company they planned how they wanted the project to proceed and what would be the deadline for submitting the proposal and the project based on their requirements along with some constraints with respect to resources, time, money investment. Based on the project specification requirements Corwin corporation started planning the proposal document of how the project will be followed and what would be the milestones for the same. A project manager was assigned to the project and along with an in-house representative for peters company and they both will be involved in deciding the plan of action. Total thirty tests were scheduled with confirmed test conditions for first five and rest would be decided on a later date.

b.) Tracked: The decision to submit a bid proposal for the project is decided by a four-man committee and since this is a R&D project it is going to be fast paced with a shorter timeline which is six months in this case and where changes are implemented at quicker pace. In this project the project is tracked based of the test results. When the in-house representative came in three tests were already performed and his interpretation was complete opposite to that of the project manager’s interpretation leading to setting different conditions for the rest of the tests.

c.) Reported: For the right communication to happen between the two companies the project manager and the in-house representative being the contact points for the stakeholders need to stay up to-date with the results and the requirements of the projects at each step.

1.4 Configuration Management:

It is important to utilize configuration management (documentation & version control) when considering proposed changes to requirements. A change control process must be established to identify how changes to requirements can be initiated, how impacts will be analyzed (for approval or rejection), and how changes will be traced, tracked, and communicated to stakeholders. The authorization levels required to approve changes should also be identified. The first three tests that were performed, those results need to be documented with the comments from the engineering and the lab personnel’s analyzing the test results which can be presented to the stakeholders. A short informal paragraph is expected by the head of the R&D department of Corwin corporation from the project manager every now and then so that he knows about the changes and progress happening within the project. The project manager and the in-house representative should keep track of their daily meetings so that they can update the stakeholders accordingly and have a record if any miscommunication happens.

The project manager will be consulted for the approval of the results along with the in-house representative who will be helping with the planning of next steps. Corwin corporation follows lean process engineering and it will be continued to access the configuration management activities.

1.5 Requirements Prioritization Process:

Prioritizing requirements is a critical part of requirements management. Identify the priority categories (Ex: high, medium, and low or mandatory, desired, and nice to have) and then define each category in terms of criticality/impact on product/project success. (Consider scope, time, cost, etc.) Identify the collaborative processes (methods) stakeholders will use to review requirements to determine their level of importance / impact on project success. Comment by Ketan Deshpande: Can the person working on Scope fill this section up it will be quicker and in sync with the scope section

1.6 Metrics that will be Used and their Rationale:

Identify the quantitative characteristics to measure against in order to gauge the progress and success of the project. Product metrics are usually technical in nature though not always. Metrics may consist of performance, quality, or cost specifications. Be sure to explain why chosen product metrics are important for the specific project. Following are the characteristics to measure the progress and success of the project:

a.) Budget doesn’t go beyond $250,000.

b.) Project is completed within 6 months.

c.) Not more than 30 tests are performed.

d.) Test results must not be way off.

e.) Required answering YES to the following questions:

a. Will the product provide same profit margin (20%) as existing product line?

b. What is the total projected profitability in terms of follow on contracts?

c. Can specialty product be developed into product line?

d. Can specialty product be produced with minimum disruption to existing product lines and manufacturing operations?

f.) Should not destroy good working relations with Peters Company.

1.7 Requirements Traceability Matrix:

The requirements traceability matrix links business requirement to solution/technical requirements and ensures all requirements are linked up through project objectives (project charter) to business objectives and down through testing scenarios and test cases. This linking can also be across the project’s phases. In this section, Identify and describe the structure/components (artifacts) included in your traceability matrix and how your specific matrix will ensure all product requirements are completed in accordance with your specific the project charter. See PMBOK 6e Page 148 & 149 Comment by Ketan Deshpande: @Ashwini – Feel like it will be easier if you feel this section since you will have better idea what your Requirements Traceability Matrix is going to look like.

2. Business Requirements

2.1 Introduction

The Peters Company is contracting with Corwin Corporation to research and develop a new synthetic rubber product material that will represent a new platform to produce a wide range of rubber products, with emphasis on highly durable and environmentally resistant automotive gasket material.

Peters Company has made a (non-binding) verbal commitment to enter into a five-year production contract for the resulting product. The project is not expected to generate a profit and may require additional capital from Corwin in order to be successfully completed.

This project also represents a significant opportunity for Corwin Corporation to use external funding to expand our production lines and develop new profit centers.

2.2 Purpose

The purpose of this document is to provide all the business requirements that Peter and Corwin`s company the companies need to implement with meeting the specification allocated. This document defines scope and key stakeholders and requirements with respect to them. Also, the functional and nonfunctional requirements are captured in this document.

2.3 Project overview

The product (Synthetic Rubber) need to be developed within the 6 months of time and in $250,000 budget. The product should provide a profit margin of 20% and with minimum disruptions as the existing product lines and manufacturing operations.

2.4 Project Purpose and Scope

To develop a new rubber material in six months under a budget of $250,000.

2.5 Key Stakeholders

· Frank Delia (Peters Company Marketing VP)

· Patrick Ray (Peters Company In-House Representative)

· Dr. Royce (Corwin Corporation VP of Engineering)

· Gene Frimel (Corwin Corporation VP of Marketing)

· Dr. Reddy (Corwin Corporation Research & Development Director)

· Dan West (Corwin Corporation Project Manager)

2.6 Requirements

2.6.1 Peters Company Business Requirements

2.6.1.1. Develop new specialty product with a budget of $250,000.

2.6.1.2 The new product should be developed in 6 months

2.6.1.3 Contract to be signed with the outsourcing company and pay $125,000 and pay balance amount at project termination

2.6.2 Corwin Corporation Business Requirements

2.6.2.1. The new product should meet Peter’s company specifications and maintain good reputation with them

2.6.2.2 The new product should provide the same 20% profit margin as existing product line

2.6.2.3 The new product should be produced with minimum disruption to current product line

Stakeholder Requirements

2.6.3 Frank Delia (Peters Company Marketing VP)

2.6.3.1 Should work with Corwin to research and development a new product which can produce a new synthetic rubber within $250,000 budget.

2.6.3.2 Complete the project successfully within the assigned time.

2.6.3.3 Make sure the product quality is met

2.6.4 Patrick Ray (Peters Company In-House Representative)

2.6.4.1 To follow up and successfully complete the project within scheduled duration

2.6.4.2 Should predict the project success direction

2.6.4.3. Should generate repots on the results obtained

2.6.4.4 Constant analysis on quality, time and costs

2.6.5 Dr. Royce (Corwin Corporation VP of Engineering)

2.6.5.1 Required Project Manager to help in budgeting work and Notice to proceed on the work from client company

2.6.5.2 Involvement of the R&D Director, Dr. Reddy through the course of the project to help the project manager

2.6.5.3 Monitor project progression which help the technicality grow with in the project team

2.6.6 Gene Frimel (Corwin Corporation VP of Marketing)

2.6.6.1 Getting the five-year production contract and develop a new product to product line with profitability

2.6.6.2 Maintain good customer relations and maintain good relationship with Peter’s company.

2.6.6.3 Work with the product engineering team to satisfy product test result

2.6.7 Dr. Reddy (Corwin Corporation Research and Development Director)

2.6.7.1 Involved in development of project budget plan

2.6.7.2 The project manager for the Research and Development should be expertise in managing external projects

2.6.7.3 Should be involved in constant monitoring of the project progress

2.6.7.4 Will be involved until the project success with meeting all the project criteria

2.6.8 Dan West (Corwin Corporation Project Manager)

2.6.8.1 Prepare and manage project schedule and support other groups for project completion

2.6.8.2 Should analyze and check for raw materials for continuing the test within the budget assigned

2.6.8.3 Should be responsible to report the test results

2.6.9 Solution Requirements (Functional & Non-Functional)

2.6.9.1 The new product should meet the project specifications provided

2.6.9.2 The expectation with respect to time cost and quality should be met

2.6.9.3 Frequent follow up should be done in order to check if the requirements are met with respect to design and development

2.6.9.4 If there were any gaps with respects to requirements measures should be taken to eliminate the gap

2.6.9.5 Should identify the problem areas and noting down the pain points and find solutions

2.6.9.6 Project flow might be adjusted in order to meet the speciation and move along the success path

2.6.10 Project Requirements

2.6.10.1 To develop a new product within six months

2.6.10.2 To develop a new product within given budge which is $250,000

2.6.10.3 To conduct required number of tests to get the best and expected results

2.6.11 Transition Requirements

2.6.11.1 Assign enough support team

2.6.11.2 Enough training should be scheduled for inexperienced members in the project for easy and smooth flow of work

2.6.11.3 All the test results must in stored in the database in a secured environment

3. Requirement Traceability Matrix (RTM)

RTM captures all requirements proposed by the client or software development team and their traceability in a single document delivered at the conclusion of the lifecycle. In other words, it is a document that maps and traces user requirement with test case.

Below is the link to the RTM

RTM

3. Project Scope

3.1 Introduction:

The project scope statement has 3 major goals for all the stakeholders. Firstly, the scope should outline the major deliverables of the project. These deliverables are the products that should be delivered by the end of the project and hence defined as product scope. Secondly, the scope document should guide the project team as to how to conduct activities that will lead them to achieve the deliverables and defines the project scope of work. Finally, the scope document should clearly define the factors that can impact the project such as project boundaries, assumptions and constraints in resources. In this case study, the project scope statement is important because of the agile nature of the R&D project conducted by Corwin Corporation needs to have a clear end goal. There is only one deliverable and that is the development of a new synthetic rubber product. However, the way to reach there is run iterative cycles of research work and a series of tests tied with that. The project has a limited time window of 6 months which is the biggest constraint. Additionally, Corwin Corporation has limited human resources to perform the work. Increase in the scope beyond the agreed upon 30 lab tests will potentially delay the project and cost barrier would be broken as well.

3.2 Product Scope Description

This project will deliver a new synthetic rubber material that will be able to hold up to at least 95% of its tensile strength under oil exposure under the ASTM Test Method D471-12a A. The product. This rubber material developed should also be able to hold its tensile strength under 5000 PSI of pressure for up to 3500-degree Fahrenheit temperature environment.

3.3 Deliverables

3.3.1 Project-Related

Project Related Deliverables Maintained at Corwin Corporation

Project Related success criteria

Development of Project Schedule

Iteration cycles and final delivery

Resource assignment

Workers committed to required labor hours

New production line

Prevent Cost Overrun

Profit Magin equaling or nearing marketing effort Projects

Future Work

5 year production contract

3.3.2 Product-Related

Product Related Deliverables of Research Phase and Development Phase

Product Acceptance Criteria

Procurement of Raw Material

Correct material on lab sites in budget

Development of Test Matrix

Timely and satisfactory test results

Product development Method

Instruction sheets, Data Sheets, procedures.

Commercial Automotive Gasket

Tensile strength criteria required by Peters Company

3.4 Project Exclusions:

This project will only include 30 Lab tests that were agreed upon and signed off by the Peters Company and the final product specifications will limited to two requirements that are

A) Rubber material should hold to at least 95% tensile strength under oil exposure in accordance with the ASTM Test Method D471-12a A

B) his rubber material developed should also be able to hold its tensile strength under 5000 PSI of pressure for up to 3500-degree Fahrenheit temperature environment.

Any requests for addition of specification than the two mentioned above will be deemed out of scope. Additional testing or new test matrix will also be out of scope. Due to tight deadlines and limited budget, additional and new testing or requirements will have to undergo change control process and may not be approved without additional budget, time and/or resources.

3.5 Constraints

A) Total Time limited to 6 months

B) Limited labor hours available at Corwin Corporation

C) Material lead times can be high, so plan needs to be perfect. Correct and enough material must be ordered in a timely manner.

3.6 Assumptions

1) Team is committed to project success.

2) In house representative will not be intrusive.

3) Executive team is supportive and flexible both at Corwin Corporation and Peters Company

5. Scope Planning:

The scope validation is a process where the project deliverables are assessed and is helpful in increasing the assurance for final product also by giving an opportunity to predict and fix any errors at early stages of the project. (“PMBOKGuide-AgilePG.pdf,” n.d.)

Peter’s companies are working towards developing a synthetic rubber that qualifies the following criteria:

The synthetic rubber material will demonstrate less than 5% reduction in tensile strength after exposure to oil in accordance with ASTM Test Method D471-12a.

The synthetic rubber material to be developed will demonstrate a tensile range up to 5,000 psi at temperatures up to 3500 Fahrenheit.

The final product will not be accepted if the above-mentioned criteria is not met. The steering team for this project will conduct thorough scope management activities such that the acceptance criteria, budget and timelines for the project are met. The scope validation will be conducted at each step of the project lifecycle and a systematic format will be followed throughout these activities.

Following people will be involved in scope validation activities:

· Representative from Corwin corporation

· Representative from Peter’s company

· Assigned project manager

· Repetitive R&D

· Representative from manufacturing

· Quality department and validation

· Finance