Demand management
A project domain with a maturity level 2
purpose
The purpose of demand management (REQM) is to manage the needs of project products and product components, and identify the contradiction between demand and project plan and work products.
Introduction
The demand management process manages all the needs of receipt or by the project, that is, the need to include techniques and non-technical needs also include the need to apply to the project by the organization. Specifically, if the demand is made, its process will generate product and product components, so it is necessary to manage the requirements management process. When demand management, demand development, and technical solutions are executed, their related processes will be closely constrained and they are followed.
The project adopts the appropriate step to ensure that the demand that has been protocol is managed to support the needs of the plan and complete the project. When a project receives the need from an accredited demand provider, these needs are discussed by the demand provider before being merged into the project plan to solve problems and prevent misunderstandings. Once the demand provider and the demand recipient reach a consensus, it is committed to these needs to be shared by the participants of the project. When these needs development and identify any changes in project management when any of the contradictions between planning, working products, and demands occur.
A part of the demand management is the change and basic principle of documentation and the basic principles and to maintain two-way traceability between the original needs and all products and product components.
Related process domain
For more information on how to transform the needs of the risk bearer into product needs and how to assign or describe demand in product components, please refer to the requirements.
For more information on converting demand into technical solutions, please refer to the technical solution.
For more information on how the project plan reflects the demand and whether the party demand change needs to be revised, please refer to the project planning process.
For more information on baseline and control changes to configure requirements documentation, see Configuring Management Process Area.
For more information on tracking and controlling demand-based activities and working products, please refer to the project supervision and control process.
For more information on the risk of identifying and graving, see the risk management process.
Key practice of achieving goals
SG1 management requirements
Demand has been managed, and the contradiction between work products is recognized.
Within the project lifecycle, the project maintains a set of current and appropriate needs by working as follows:
l Manage all needs
l Maintain the relationship between demand, planning and work products
l Identify the contradiction between demand, planning and work products
l Get correction activities
For more information on judging the feasibility of demand, please refer to the technical solution.
For more information on ensuring that demand is in line with customer needs and expectations, see the requirements development process domain.
For more information on accessing corrections, please refer to the project supervision and control process.
Practice - Target Relation
Continuous
Graded
SG1 requirement management SG1 demand management SP1.1-1 acquisition of demand
SP1.1-1 acquisition of demand
SP1.2-2 achieved demand commitment
SP1.2-2 achieved demand commitment
SP1.3-1 Management Demand Change
SP1.3-1 Management Demand Change
SP1.4-2 Maintaining the two-way traceability of demand
SP1.4-2 Maintaining the two-way traceability of demand
SP1.5-1 Contradiction between Identification Project Work and Demand
SP1.5-1 Contradiction between Identification Project Work and Demand
GG1 reaches a specific goal
GP1.1 completed basic practice
GG2 institutionalization a managed process GG2 institutionalization a managed process
GP2.1 establishes an organization's policy
GP2.1 establishes an organization's policy
GP2.2 planning process
GP2.2 planning process
GP2.3 provides resources GP2.3 Provide resources GP2.4 Assigning Responsibilities GP2.4 Assigning Responsibilities GP2.5 Trainers GP2.5 Trainers GP2.6 Management Configuration GP2.6 Management Configuration GP2.7 Identification and include related risk assumers GP2.7 identification and related risk bearers GP2.8 supervision and control This process GP2.8 supervision and control This process GP2.9 objective evaluation persists GP2.9 Objective evaluation persists GP2.10 with higher Level Management Review Status GP2.10 Institutionalized Decreated Procedure with Higher Class Management Review Status GG3
GP3.1 establishes a defined process GP3.1 to establish a defined process GP3.2 Collection Improvement Information GP3.2 Collecting Improved Information GG4 Institutionalization Process GP4.1 Establishment of GP4.1 Establishment Process
The implementation of the GP4.2 stabilization sub-process
GG5 institutionalization of an optimization process
GP5.1 guarantees continuous process improvement
GP5.2 correcting the root of the problem
For software engineering
Demand may be an integral part of the entire product demand or may also form all product needs.
For system engineering
Each level of product component design (eg, module, subsystem) receives demand from higher levels.
SP1.1-1 acquisition of demand
Understand the exact intention of demand for demand (proposed).
All applications or modules receive demand when the project matures and demand is exported. To prevent demand spread, it is necessary to establish a standard specified appropriate channel or formal source for receiving requirements. Receiving a demand activity boot demand provider's analysis of demand to ensure consistent understanding of understanding and demand. The results of analysis and discussion are a certain agreement to demand.
Typical work product
1. Standard list of different appropriate demand providers
2. Demand assessment and acceptance standards
3. Results according to standard analysis
4. Negative demand
Child practice
1. Establish a standard list of different appropriate demand providers
2. Establish objective standards accepted on demand
The lack of reception criteria often leads to inappropriate confirmation, expensive rejection or customer rejection.
Receive standard examples are as follows: l Clear appropriate predetermined L Complete L Mutual identification L Unique identification L Suitable for executable L authentication (tape) L can be tracked
3. Analyze the demand to ensure that the standard established is appropriate
4. And the demand provider reaches the consensus of the demand to enable project participants to agree to these needs.
SP1.2-2 achieved demand commitment
Get project members' commitments to demand.
For more information on supervision commitment, please refer to the project supervision and control process.
For integrated products and processes
When the integrated team is formed, the project member is a complete team and its members. The demand of interrelated integrated teams is important to each integrated team and the commitment to products and project needs.
Despite the key practice to achieve consensus with the demand providers, this key practice is to reach an agreement and commitment between those who have to perform the necessary activities necessary. Demand development runs throughout the project, especially as key practices in the process of demand development and technical solutions. When demand is developed, this key practice must ensure that project members have achieved current, approved demand and final changes in project plans, activities and work products.
Typical work product
1. Influence of demand for estimated costs
2. Commitment to the Demand and Demand Change Documentation
Child practice
1. Evaluation of demand for existing commitments
When a demand change or a new demand is proposed, the impact on the project member should be estimated.
2. Consultation and record commitment
Changes to existing commitments should be negotiated before project members accepted demand or change.
SP1.3-1 Management Demand Change
Management of demand in progress in progress.
For more information on maintaining and controlling the baseline and manufacturing requirements and changes to the project valid data, see Configuring the Management Process Area.
There are several reasons for demand during project. Work will change as long as it is necessary, not new demands, is that existing needs may have to change. Effectively managing these additional and change needs is the most basic. In order to effectively analyze the impact of changes, it is necessary to know the source of each requirement and the interrelation of any change. Project administrators may, regardless of the method, it is desirable to track the metrics of demand diffusion to determine whether new or revised control is required.
Typical work product
Demand state
2. Requirements Database
3. Requirements Resolution Database
Sub Practice 1. Capture all collection or demand changes.
2. Maintain demand change history between the basic principles between changes.
Maintaining a change history can help track the demand.
3. Evaluation of demand changes from the perspective of related risk bearers.
4. Make demand and change data for items available.
SP1.4-2 Maintaining the two-way traceability of demand
Keep the demand and project plan, work products are two-way traceability.
This special practice is intended to maintain its bidirectional traceability for the demand for each product decomposition. When the demand is managed very well, traceability is established to achieve a higher-level requirement from the original needs and returns from lower-level requirements to their sources. Such two-way traceability helps determine that all original demands have been fully marked and all lower-level requirements can be tracked into an effective source. Demand traceability can also be included in other entities, such as media and ultimate work products, design documents change, test plans, and work tasks. Traceability can include a transverse direction or a longitudinal relationship, such as a cross interface. Traceability is especially important in assessing the impact of demand changes to project plans, activities, and work products.
Typical work product
Demand tracking matrix
2. Demand tracking system
Child practice
1. Maintain demand traceability to ensure that the source of the lower level (export) demand is written as a document.
2. Maintain demand traceability from a requirement to its exported needs and assign to features, objects, personnel, processes, and work products.
3. Keep the functionality to the horizontal traceability of the function and cross interface.
4. Generate a demand tracking matrix.
SP1.5-1 Contradiction between Identification Project Work and Demand
Identify the contradiction between project plans, work products and needs.
For more information on supervising and controlling project plans and work products and needs and more information about correcting activities when necessary, see Project Supervision and Control Process Area.
This key practice discovers the contradiction between the demand and project plan and work products and starts correcting activities to eliminate these contradictions.
Typical work product
1. Documentary documents including contradictions such as sources, conditions, and basic principles
2. Corrective activities
Child practice
1. Review the project plan, activity and work products and the consistency of the needs and the changes they do.
2. Identify the source and basic principles of contradictions.
3. Identify changes in planning and working products due to changes in demand baseline.
4. Start correcting activities.
General practice of goals
GG1 Completes a specific goal
By transitioning identifiable input work products into identifiable output work products, process support and can make specific targets for process domains.
GP1.1 performing basic practice
Performing the Basic Practice of Cause Analysis and Decision Process Develop Work Products and provides services to special goals to meet process areas.
Just suitable for continuous
GG2 institutionalization a managed process
The process is subjected to a managed process.
Guarantee
GP2.1 establishes an organization's policy
Establish and maintain organizational policies for planning and implementing demand management processes.
Detailed detail
This policy has established an expectation of organizational demand and identification requirements and contradiction between project plans and work products.
Ability to perform
GP2.2 planning process
Establish and maintain a plan for performing a demand management process.
Detailed detail
It is representative and implementation of the implementation requirements management process is part of the project plan described in the project planning process.
GP2.3 provides resources
Provide sufficient resources for performing a demand management process, developing work products, and services for providing processes.
Detailed detail
The resources provided include the following tools: l Requirements Tracking Tools L Traces Tools
GP2.4 allocation responsibilities
Assign the execution process, develop work products, and provide the duties of the requirements management process service.
GP2.5 Trainer
People must be trained to perform and support the needs management process.
Detailed detail
The training topic example is, for example, the scope of the application L. Demand definition, analysis, review, and management L Demand Management Tools Configuration Management L Consultation and Conflict Solution
Guide (process)
GP2.6 Management Configure the designated work product in the demand management process to manage the appropriate management.
Detailed detail
An example of a work product stored under configuration management:
l Requirements l demand tracking matrix
GP2.7 identifies and contains related risk bearers
Control plan, identify and include related risk bearers in the demand management process.
Detailed detail
From customers, end users, developers, producers, testers, suppliers, marketers, maintenance personnel, configuration personnel, and other people who may be affected or affected or have an impact. The product is both a process.
An activity of the risk bearer is now as follows:
l Supplement on demand to solve disputes L assessment demand changes L Communicate two-way traceability L identification project plan, work products and contradictions between demand
GP2.8 supervision and control process
According to the analysis and decision-making process of planning supervision and control, the process is implemented and appropriate corrective activities.
Detailed detail
An example of a metric method for monitoring and control is,
l Diffusion demand (percentage of demand changes)
Verification (process)
GP2.9 objective evaluation persistence
The persistence of the control process, the rules, procedures, and objective assessment requirements management process, and handles related matters that are not implemented.
Detailed detail
Reviewing the event is as follows:
l Management Demand L Identifying the Contradiction between Project Plan, Work Products, and Demand
Examples of work products are as follows:
l Requirements l demand tracking matrix
GP2.10 with higher level management review status
Review the activities, status, and results during the demand management process with a higher level, and solve the problem.
Detailed detail
Additional changes proposed for the organization have to use higher level management to ensure that all entrustments can be completed.
Editor Press: GG3 and its practices are not applied to the maturity level 2 stage, but applied to the 3 and more stages.
Just suitable for hierarchical
GG3 institutionalization a defined process
The process is institutional as a defined process.
Ability to perform
GP3.1 establishes a defined process
Establish and maintain a description of a defined demand management process.
Guide (process)
GP3.2 Collection Improvement Information
Collect work products, metrics, metrics, and improve information stems from planning and implementation requirements management processes, so that future use and improvements in the organization process and process areas.
Continuous / maturity 3-5
GG4 institutionalization an integrated management process
The process is institutionalized as an integrated process.
GP4.1 establishes integration targets for the process
Establish and maintain integration goals for the demand management process to clarify quality and process implementation based on customer needs and business goals.
GP4.2 stabilization sub-process execution
Stabilize the execution of one or more sub-processes to determine the ability of the demand management process to achieve the establishment of integrated quality and process implementation goals.
GG5 institutionalization a optimized process
The process is institutionalized as an optimized process.
GP5.1 ensures continuous process improvement
Ensure continuous demand management process improvement during the relevant business goals of the organization.
GP4.2 Correcting Root Reason
Identify and correct the root causes of defects and other problems during the demand management process.
Just suitable for continuous
