Comments on: What is missing in the PMBOK® Guide Fourth Edition Collect Requirements process? http://blog.johnestrella.com/2009/04/what-is-missing-in-the-pmbok%c2%ae-guide-fourth-edition-collect-requirements-process/ Project Management | Business Analysis | Software Testing Sat, 19 May 2012 16:08:57 +0000 http://wordpress.org/?v=2.7.1 hourly 1 By: John Estrella http://blog.johnestrella.com/2009/04/what-is-missing-in-the-pmbok%c2%ae-guide-fourth-edition-collect-requirements-process/comment-page-1/#comment-7 John Estrella Fri, 03 Apr 2009 14:16:27 +0000 http://blog.johnestrella.com/?p=129#comment-7 Vincent, Within the Planning Process Group, it would be too early to collect detailed requirements. If I am reading the PMBOK® Guide 4E correctly, I believe that the intention was to have "adequate" project and product requirements in order to define the scope and create the WBS. However, there are no Project Scope Management processes under the Executing Process Group. Hence, there is no opportunity to "refine" the requirements. Realistically, using a phase-gate approach, the project manager must get an approval at the end of the Initiating Process Group (signed project charter) and also at the end of the Planning Process Group (signed project management plan) before moving on to the Executing Process Group. If the expectation was to have full-blown requirements documents during the Planning Process Group, the Collect Requirements process could take several months. If that is the case, the project charter must include the entire requirements management lifecycle. John Vincent,

Within the Planning Process Group, it would be too early to collect detailed requirements. If I am reading the PMBOK® Guide 4E correctly, I believe that the intention was to have “adequate” project and product requirements in order to define the scope and create the WBS. However, there are no Project Scope Management processes under the Executing Process Group. Hence, there is no opportunity to “refine” the requirements.

Realistically, using a phase-gate approach, the project manager must get an approval at the end of the Initiating Process Group (signed project charter) and also at the end of the Planning Process Group (signed project management plan) before moving on to the Executing Process Group. If the expectation was to have full-blown requirements documents during the Planning Process Group, the Collect Requirements process could take several months. If that is the case, the project charter must include the entire requirements management lifecycle.

John

]]> By: Vincent http://blog.johnestrella.com/2009/04/what-is-missing-in-the-pmbok%c2%ae-guide-fourth-edition-collect-requirements-process/comment-page-1/#comment-4 Vincent Fri, 03 Apr 2009 08:17:46 +0000 http://blog.johnestrella.com/?p=129#comment-4 John, I have recently looked into more details into the PMBOK v3 vs v4 about Scope in general. There is obviously the addition of collect requirements but also some fundamental changes in the Define Scope process, indeed this process now focuses both on Product and Project requirements. This is a significant difference to me. I have posted an article on my blog about this: http://www.pminfocus.com/story/ooopswe-forgot-product-requirements and this is also part of a LinkedIn discussion (link at the end of my blog). One of the questions is about how far the Project manager should take responsibility in the process of documenting the PRODUCT requirements. I came to the conclusion that the Project Manager is responsible for the quality of the product requirements documentation PROCESS but the Product Manager is ultimately responsible for the success of the Product itself (that is if the project has delivered the product as per specifications/budget/time). John,
I have recently looked into more details into the PMBOK v3 vs v4 about Scope in general. There is obviously the addition of collect requirements but also some fundamental changes in the Define Scope process, indeed this process now focuses both on Product and Project requirements. This is a significant difference to me.

I have posted an article on my blog about this: http://www.pminfocus.com/story/ooopswe-forgot-product-requirements and this is also part of a LinkedIn discussion (link at the end of my blog).

One of the questions is about how far the Project manager should take responsibility in the process of documenting the PRODUCT requirements.

I came to the conclusion that the Project Manager is responsible for the quality of the product requirements documentation PROCESS but the Product Manager is ultimately responsible for the success of the Product itself (that is if the project has delivered the product as per specifications/budget/time).

]]>