The Requirements Management Checklist: Recognize a Project That Benefits from More Grip

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Sometime ago Olga Warffemius reported on the Erasmus University Medical Center (EMC) program Enabling New Initiatives. Hans van Nes observed that the paper pushing paradox inhibits grip. What can improve grip furthermore?

Enabling New Initiatives in Health Care

Olga reports that the Enabling New Initiatives program was a great success. The success was driven by the trust people got during the execution of the program tracks. She does not owe it to grip, as she thinks that grip was lacking. Hans van Nes observes that grip does not come from having documentation and reports. He believes that people should gain trust in themselves. That helps!

What Is Grip?

And perhaps there are some more things you can do. In my view the question here is what is grip, and where does it come from. I would describe grip as the process that makes sure that the outcome of the project has a reasonable chance of a certain desired outcome. At least it should be between a desired minimum outcome, and desired maximum outcome.

How Can You Get More Grip?

Then the question is how do we get there: What should we do, making this process behave in such a way that this sought outcome will be reached. In fact we are talking about some implementation of requirements management. We are looking for a way to turn intangible thoughts into tangible and thus measurable objectives. This is what we want to pursue. You could call it the goal if you want to: Key Business Requirements (KBRs) and Key Performance Indicators (KPIs!

My advice is to use the requirements management checklist as a guide, and turn that into specific guidelines for your goal. A few points from this checklist. Be aware of projects with:

  • Complexity in functionalities.
  • Complexity in dependencies of other business projects.
  • Complexity of dependencies with other departments.
  • Balancing complex priorities.
  • Budget over 100k Euro.

In order to resolve the business priorities in relation to complexity issues make sure that you let requirements mark in the categories:

  1. Must have
  2. Should have
  3. Nice to have

Start with 'Must have' business requirements, implement those, and evaluate: What is good, and what is to be enhanced: End of phase 1, and possibly the start of phase 2.

I would know no other way to get more grip!

We invite you to share your thoughts with us! Contact Hans Lodder.

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