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Unit07Part01RMPGuideV00.doc.docx

Introduction: (Hint)

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.

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

The requirements management approach is the methodology the project team will use to identify (collect), analyze (categorize), document (assigned for tracking & reporting), and consistently manage the project’s requirements (track status, report issues) throughout the project lifecycle.

Configuration Management: (Hint)

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.

Requirements Prioritization Process: (Hint)

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

Metrics that will be Used and their Rationale: (Hint)

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

Requirements Traceability Matrix: (Hint)

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

Introduction

:

(Hint)

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.

How Requirements will be Planned, Tracked, and Reported: Overall Approach:

(Hint)

The requirements management approach is the methodology the project team will use to identify

(collect), analyze (categorize), document (assigne

d for tracking & reporting), and consistently manage

the project’s requirements (track status, report issues) throughout the project lifecycle.

Configuration Management:

(Hint)

It is important to utilize configuration management (documentation & versio

n 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, t

racked, and communicated to stakeholders. The

authorization levels required to approve changes should also be identified.

Requirements Prioritization Process:

(Hint)

Prioritizing requirements is a critical part of requirements management. Identify the p

riority 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

Metrics that will be Used and their Rationale:

(Hint)

Identify the quantitative characteristics to measure against in order to gauge the progress and success

of the p

roject. Product metrics are usually technical in nature though not always.

M

etrics may consist

of performance, quality, or cost specifications. Be sure to explain why chosen product metrics are

important for the specific project

Requirements Traceabil

ity Matrix

:

(Hint)

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 sc

enarios 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 requirement

s are

completed in accordance with your specific the project charter.

See PMBOK

6e

Page 148 & 149

Introduction: (Hint)

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.

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

The requirements management approach is the methodology the project team will use to identify

(collect), analyze (categorize), document (assigned for tracking & reporting), and consistently manage

the project’s requirements (track status, report issues) throughout the project lifecycle.

Configuration Management: (Hint)

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.

Requirements Prioritization Process: (Hint)

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

Metrics that will be Used and their Rationale: (Hint)

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

Requirements Traceability Matrix: (Hint)

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