New accounting system to be used by the companys

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new accounting system to be used by the company’s accounts receivable personnel, for instance, or developing a new ticket-tracking system to be used by the company’s internal service and support teams. Based on user insights gathered by the research company, you identify a few more requirements for the project: it shouldn’t add more than two additional steps to the check-out process or else customers will start bailing on the sale; customers want to feel like they’re in control of the process and don’t want recommended accessories popping up on their screens unexpectedly; also, users want the prices of recommended accessories to be made clear as well as to have access to a running total cost of items in their shopping carts. After gathering all these items wanted by various stakeholders, you reconvene with Matt. At this meeting, Matt also brings Lu-Khon, who will be the project analyst , responsible for turning your requirements into a specifications document (that specifies how the Accessory Recommender should work) and project plan (that includes the project schedule and identifies what human and technology resources will be needed to complete it). Lu-Khon is on the IT side. Together, the three of you talk through the list of wants and needs you assembled. Based on input from the stakeholders (as well as your own knowledge), you ranked these wants and needs based on importance before coming to the meeting. At the meeting, Matt and Lu-Khon consider each of these and provide feedback about how hard each would be to actually execute. During the meeting, you identify which prioritized “wants” will fit within the budget that Boss Ron approved. In the week that follows the meeting, Lu-Khon assembles and emails for your approval the specifications document , a document that specifies all of requirements that the completed project will fulfill. This document is like a contract — it states exactly what will be in the project with the idea being that anything not in the document is therefore not within the scope of the project. Water-tight specifications documents are crucial to avoiding scope creep , or the phenomenon by which, over time, the amount of stuff that the project is supposed to do grows (usually because someone in a high-ranking position decides they want more than they originally asked for). Satisfied with the document, you type up an email addressed to Lu-Khon (cc: Matt, Janet, Boss Ron) that states Great job — thanks!! and press “send”. You have now completed the analysis phase, meaning that: You collected a set of desirable characteristics for the completed project from stakeholders and users.
© 2021 Brian Kimball Dunn 122 You prioritized these characteristics, then together with the IT-side identified which of them could be completed within the project’s budget. The project analyst completed a specifications document identifying all the functionality that will be available in the completed project.

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