MANAGING PROJECTS IN ORGANIZATIONSMaking Certain the Project Is Based on a Clear NeedIdentifying and resolving problems associated with formulating customer needs.The Needs/Requirements Life CycleNeeds Emergence PhaseNeeds Recognition PhaseNeeds Articulation PhaseFive steps to articulate the needFunctional RequirementsTechnical RequirementsPitfalls in Defining NeedsPitfall one - Dealing with inherently Fuzzy NeedsDynamic NeedsMisunderstood NeedsPitfall Two - Identifying Solutions PrematurelyPitfall Three - Addressing the Needs of the Wrong CustomersDistorting the Customers NeedsMANAGING PROJECTS IN ORGANIZATIONSJ.D. FRAMEMaking Certain the Project Is Based on a Clear Need•Chapter 4•Reviewed by Regina SmithIdentifying and resolving problems associated with formulating customer needs.The Needs/Requirements Life Cycle•Needs Emergence Phase•Needs Recognition Phase•Needs Articulation Phase•Functional Requirements•Technical RequirementsNeeds Emergence Phase•Internal Needs–Improving organizational performance–business reengineering•External Needs–environmentally generated needs•more powerful computers•better tasting foodNeeds Recognition Phase•recognize the need for what it is–make a conscious effort–establish procedures to do it systematically•focus on existing and future needs–forecasting–scenario building•Anticipate future emergence of needsNeeds Articulation Phase•An in-depth scrutiny of the recognized need.•Looking below the surface•Stipulate in concrete terms what is needed to achieve it.Five steps to articulate the need•Ask customer to define the need as clearly as possible.•Ask a full set of questions about the need.•Conduct a complete research effort to enable you to better understand the need.•After the first three steps, formulate the need as best you can.•Ask the customers to respond to your formulation, then revise it as needed.Functional Requirements•Describing the characteristics of what you plan to deliver.•Described in ordinary language for the lay person.•Use graphic images to strengthen it.Technical Requirements•emerge from the functional requirements•written for the technical person.Pitfalls in Defining Needs•Problems with inherently fuzzy needs•Problems with identifying solutions before the needs have been fully defined.•Problems with addressing the needs of the wrong customer.Pitfall one - Dealing with inherently Fuzzy Needs•Two characteristics.–Needs are dynamic–needs are rarely understood by the customer.Dynamic Needs•Changing players.•Changing budgets.•Changing technology.•Resolution–Avoid casting needs in concrete.–Be aware of the changing nature of needs.Misunderstood Needs•Customer may not fully understand the need and the implications•Project Staff must:–recognize guide the customer–help customer identify their need clearly.Pitfall Two - Identifying Solutions Prematurely•Short cutting the needs articulation process•Articulation process is an evolutionary process.•Leave options openPitfall Three - Addressing the Needs of the Wrong Customers•Sort out the needs of multiple customers•Establish priorities by creating a needs hierarchy using a small cross -functional team of staff.•Distorting the Customers Needs.Distorting the Customers Needs•Gold - Plating of needs.–Selective filtering of customers needs by injecting your own personal bias.–Practicing the father-knows-best approach to needs recognition and