From: Adam Simantel (Adam.Simantel@merant.com)
Date: Fri Jan 16 2004 - 16:14:09 EST
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Here is a thought on a less formal approach --- I would assert that it is not a specific % value, but, the trend in the volatility "curve" that would be most valuable to a project. The numbers could be captured on fixed intervals (daily or weekly or any interval), and the rate-of-change plotted over time, overlayed across the project phases. One can imagine expected patterns for various project types. For example it may spike at the beginning of a project using a waterfall model and then slope down and flatten at a low rate.
I can imagine it being very difficult to come up with "correct" guidance values for H, M, L, even by phase, it seems they would be very dependent on the type of processes and methodologies being used as well as the domain of the work (borrowing Massimo Felici's words, they would need to be specific to "the work practice in the industrial context").
On the other hand, observing the shape of the graph should be insightful even without industry norms or guidance. As an example the project team could articulate expecations at the inception and then monitor against those expectations. This is a bit of the fox gaurding the hen house, like I said this is an informal approach. After doing this for a few projects though, guidance data then exists for future projects.
Regards,
-adam
From: owner-re-online@it.uts.EDU.AU [mailto:owner-re-online@it.uts.EDU.AU]
On Behalf Of Thomson, James (ANFIS)
Sent: Thursday, January 15, 2004 6:15 AM
To: Regs Email List (E-mail)
Subject: [re-online] Requirements Volatility
Folks,
Thanks for your responses.
To clarify yesterday's request 'Trying to specify RV metrics and need to know what % of requirements added, modified or deleted should be seen as 'High', 'Medium' and 'Low'. I should have mentioned that I'd like to report this by lifecycle phase using Inception, Elaboration, Construction, Verification and Transition as the five phases and we'd capture data during each phase and then report by phase too. Seemed simple, just needed an idea of where to start with the percentages. However, it has been suggested that each phase should have specific percentages, e.g 20% may be deemed 'High' in Inception but perhaps 'Low' in Construction. I had assumed that H, M and L would be the same for each phase and in the overall total.
Any thoughts on this? and I'm still on the lookout for guide High, Medium and Low percentages, more so now if I need different numbers for different phases.
regards,
Jim
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<DIV dir=ltr align=left><SPAN class=198403501-16012004><SPAN
class=957041603-16012004>Here is a thought on a less formal approach --- I would
assert that it is not a specific % value, but, the trend in the volatility
"curve" </SPAN></SPAN><SPAN class=198403501-16012004><SPAN
class=957041603-16012004>that would be most valuable to a project.
</SPAN><SPAN class=957041603-16012004>The numbers could be captured on fixed
intervals (daily or weekly or any interval), and the rate-of-change plotted over
time, overlayed across the project phases. </SPAN></SPAN><SPAN
class=198403501-16012004><SPAN class=198403501-16012004><SPAN
class=957041603-16012004>One can imagine expected patterns for various project
types. </SPAN>For example it may spike at the beginning <SPAN
class=957041603-16012004>of a project using a </SPAN>waterfall model and then
slope down and flatten at a low rate.</SPAN></SPAN></DIV>
<DIV dir=ltr align=left><SPAN class=198403501-16012004><SPAN
class=198403501-16012004><SPAN
class=957041603-16012004></SPAN></SPAN></SPAN> </DIV>
<DIV dir=ltr align=left><SPAN class=198403501-16012004><SPAN
class=198403501-16012004><SPAN class=957041603-16012004>I can imagine it being
very difficult to come up with "correct" guidance values for H, M, L, even by
phase, it seems they would </SPAN></SPAN></SPAN><SPAN
class=198403501-16012004>be <SPAN class=957041603-16012004>very
</SPAN><SPAN class=957041603-16012004>dependent </SPAN>on the type of processes
and <SPAN class=957041603-16012004>methodologies being used as well as the
domain of the work (borrowing Massimo Felici's words, they would need to be
specific to "the work practice in the industrial context")</SPAN><SPAN
class=957041603-16012004>.</SPAN></SPAN></DIV>
<DIV dir=ltr align=left><SPAN class=198403501-16012004><SPAN
class=957041603-16012004></SPAN></SPAN> </DIV>
<DIV dir=ltr align=left><SPAN class=198403501-16012004><SPAN
class=957041603-16012004></SPAN></SPAN><SPAN class=198403501-16012004><SPAN
class=957041603-16012004>On the other hand, observing the shape of the graph
should be insightful even without industry norms or guidance. As an
example the project team could articulate expecations at the inception and then
monitor against those expectations. This is a bit of the fox gaurding the
hen house, like I said this is an informal approach. After doing this
for a few projects though, guidance data then exists for future
projects.</SPAN></SPAN></DIV>
<DIV dir=ltr align=left><SPAN class=198403501-16012004><SPAN
class=957041603-16012004></SPAN></SPAN><SPAN class=198403501-16012004><SPAN class=957041603-16012004></SPAN></SPAN><SPAN class=198403501-16012004></SPAN><SPAN class=198403501-16012004></SPAN> </DIV>
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