Mar 27, 2017 · What are two common techniques for initially eliciting requirements? Select one: a. Decomposition and Stakeholder Analysis b. Earned Value Metric Collection c. Focus Groups and Risk Assessments d. Interviews and Facilitated Workshops Your answer is correct. The correct answer is: Interviews and Facilitated Workshops
What are two common techniques for initially eliciting requirements Select one a from PMGT 540 at Harrisburg University Of Science And Technology Hi
10.25.2 Description The interview is a common technique for eliciting requirements. It involves direct communication with individuals or groups of people who are part of an initiative. In an interview, the interviewer directs questions to stakeholders in order to obtain information. One-on-one interviews are the most common.
Mar 03, 2017 · Question 5 What are two common techniques for initially eliciting requirements ? Select one : ... Requirements Elicitation b. Business Case Development c. Requirements Analysis d. Gap Analysis ... Course Hero is not sponsored or endorsed by any college or university. ...
Questionnaires - One of the challenges with interviews is that you will only get the information that the person is consciously aware of. Sometimes there are latent requirements and features that are better obtained through questionnaires .
Workshows are a crucial tool that can be used to validate the initial requirements, generate additional detail, gain consensus and capture the constraining assumptions. Brainstorming - This is a powerful activity, which can be performed either in the context of a workshow or on its own.
Ideally, your change management strategy should include the following five components: An overarching goal or intended outcome of the process. Clear, measurable objectives related to the overall outcome. An estimated timeline of achieving your objectives. Regular benchmarks or check-ins to evaluate your progress toward goal.
Most people don’t enjoy change. The status quo tends to be more convenient and comfortable, so our resistance to a new process, strategy or organizational structure (no matter how logical or promising) is almost inevitable. Part of our human nature involves us being very sensitive to certain kinds of perceived threats in our social environment, which by extension includes our workplace. Harvard Business Review outlines ten reasons why individuals tend to resist change: 1 Loss of control, especially over processes that have been built up over time. 2 Excess uncertainty, which we seek to avoid at all costs. 3 Surprise changes with little to no room for mental preparation. 4 Changes to everyday work habits and routines. 5 Loss of face, particularly for those who have built their reputation on the status quo. 6 Concerns about competence as it relates to the new environment. 7 More work, especially in the transition period. 8 Ripple effects, as the change begins to affect other departments and even customers. 9 Past resentments that can spring up against the person responsible for or affecting the change. 10 True risks, to both your team’s happiness and livelihood.
That’s why planning so you can achieve a few early “wins” and then reinforce them frequently through communication , is so important to a successful change process.
More work, especially in the transition period. Ripple effects, as the change begins to affect other departments and even customers. Past resentments that can spring up against the person responsible for or affecting the change.