Waterfall Project Management Approach

𝟭. 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗥𝗲𝗾𝘂𝗶𝗿𝗲𝗺𝗲𝗻𝘁𝘀 𝗗𝗼𝗰𝘂𝗺𝗲𝗻𝘁 (𝗕𝗥𝗗): A BRD captures high-level business needs and objectives from a stakeholder’s perspective. It focuses on why a project is being undertaken and what value it brings to the business. 𝗞𝗲𝘆 𝗘𝗹𝗲𝗺𝗲𝗻𝘁𝘀: • Business objectives • Stakeholder needs • High-level business requirements • Scope of the project • Business rules • Assumptions and constraints 𝟮. 𝗙𝘂𝗻𝗰𝘁𝗶𝗼𝗻𝗮𝗹 𝗥𝗲𝗾𝘂𝗶𝗿𝗲𝗺𝗲𝗻𝘁𝘀 𝗗𝗼𝗰𝘂𝗺𝗲𝗻𝘁 (𝗙𝗥𝗗): An FRD translates high-level business needs into detailed functional requirements that describe how a system should behave. It focuses on system interactions, workflows, and features that will fulfill business requirements. 𝗞𝗲𝘆 𝗘𝗹𝗲𝗺𝗲𝗻𝘁𝘀: • Functional requirements (detailed descriptions of features) • System workflows • Use cases and user stories • UI/UX requirements (screens, wireframes) • Data flow diagrams 𝟯. 𝗦𝗼𝗳𝘁𝘄𝗮𝗿𝗲 𝗥𝗲𝗾𝘂𝗶𝗿𝗲𝗺𝗲𝗻𝘁𝘀 𝗦𝗽𝗲𝗰𝗶𝗳𝗶𝗰𝗮𝘁𝗶𝗼𝗻 (𝗦𝗥𝗦): An SRS is a comprehensive document that includes both functional and non-functional requirements, providing a complete specification of how the software should work. It is often used by developers and testers for system implementation. 𝗞𝗲𝘆 𝗘𝗹𝗲𝗺𝗲𝗻𝘁𝘀: • Functional requirements (features & capabilities) • Non-functional requirements (performance, security, scalability) • System architecture & design constraints • Data models • Interfaces (API, external system interactions) While the 𝗕𝗥𝗗, 𝗙𝗥𝗗, and 𝗦𝗥𝗦 serve different purposes, they all contribute to 𝗰𝗹𝗲𝗮𝗿 𝗮𝗻𝗱 𝘀𝘁𝗿𝘂𝗰𝘁𝘂𝗿𝗲𝗱 𝗿𝗲𝗾𝘂𝗶𝗿𝗲𝗺𝗲𝗻𝘁𝘀. In 𝗔𝗴𝗶𝗹𝗲 𝗲𝗻𝘃𝗶𝗿𝗼𝗻𝗺𝗲𝗻𝘁𝘀, these documents may be replaced with 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗕𝗮𝗰𝗸𝗹𝗼𝗴𝘀, 𝗨𝘀𝗲𝗿 𝗦𝘁𝗼𝗿𝗶𝗲𝘀, 𝗮𝗻𝗱 𝗘𝗽𝗶𝗰𝘀, but in 𝗪𝗮𝘁𝗲𝗿𝗳𝗮𝗹𝗹 𝗼𝗿 𝗵𝘆𝗯𝗿𝗶𝗱 𝗺𝗼𝗱𝗲𝗹𝘀, they are still widely used. Which of these documents do you use in your projects? Let’s discuss in the comments! 👇 #BusinessAnalysis #IIBA #BRD #FRD #SRS #RequirementsEngineering #SoftwareDevelopment

One of the worst feelings working on contracts is when you knowingly sign a terrible contract. You may have no leverage and be stuck with the counterparty's standard terms. You may be doing a deal with a counterparty only willing to move forward on one-sided terms. Of course, you can always choose to walk away and not sign. That's what most lawyers will advise because doing no deal is often better than doing a bad deal. But sometimes companies make a risk decision that doing no deal in this case is a worse outcome than signing a bad deal. While you may be stuck without typical contractual protections and options, there may be things you can do before and after you sign the contract to protect the company. 1. Try to shorten the term of the agreement – Signing unfavorable contracts is risky, but it becomes much riskier when you are locked in for a longer term. Try to reduce the term to your minimum viable length that still makes it worthwhile to preserve other options if things turn out as you fear. 2. Shift what you can to the statement of work or order form – Moving concepts to the statement of work (SOW) or order form may make it easier to make changes during the term. Most companies have less review and scrutiny over those changes. Your relationship lead at the counterparty may be able to make adjustments that you wouldn’t get through as a formal amendment. 3. Reduce the purchase scope even if it leads to a higher price – See if you can reduce the minimum purchase quantity or feature set, even if it means paying more per unit or hour. Think of that additional per-unit fee as a risk premium. It may give you options to reduce the amount of damage or loss you face from the deal if things go sideways. 4. If payment terms are the problem, talk to Finance about the best strategy – If the payment terms are onerous or have severe consequences for any delay, have a conversation with your Finance team. You may be able to reduce that risk with prepayment or extra monitoring to ensure no problems occur. 5. If you are stuck with low liability limits, look into additional insurance or resources – If you are facing low liability limits, explore operational strategies to reduce the risks. These include getting additional insurance, adding more technology to monitor and track, or hiring more people to oversee the work. These things make it easier to stop little problems from becoming big ones. 6. If it is just a bad deal overall, start evaluating other vendors and solutions – Work in parallel to identify alternative paths that might meet your needs. That diligence may clarify available options or your lack of them. You should also consider how to expand your options through operational changes or hiring for specific skillsets. Don’t wait for trouble to happen. Do what you can to reduce your vulnerability before and after entering into a terrible deal. What other advice would you add for dealing with terrible contracts? #Contracts

A Comprehensive Guide to Seamless AI Implementation in Products Let me break down the critical stages that make or break AI integration success: 1. Problem Definition - Start by precisely identifying your business challenge - Set clear, measurable performance objectives - Align AI capabilities with actual business needs 2. Data Strategy (The Foundation) - Quality data collection is non-negotiable - Invest time in preprocessing and annotation - Maintain strict train/validation/test split protocols - Remember: Your AI is only as good as your data 3. Model Architecture - Choose algorithms based on problem complexity - Consider computational resources and constraints - Factor in deployment environment limitations - Set realistic hyperparameter configurations 4. Training & Evaluation Cycle - Implement robust validation procedures - Monitor for overfitting and underfitting - Use cross-validation for reliability - Test extensively on unseen data - Measure against predefined success metrics 5. Post-Deployment Excellence - Monitor real-world performance metrics - Implement continuous learning pipelines - Maintain ethical AI practices - Regular bias checks and corrections - Strict adherence to data privacy standards Key Learning: Successful AI implementation is 20% about algorithms and 80% about systematic execution and maintenance. Pro Tip: Always start with a small pilot before full-scale deployment. It saves resources and provides valuable insights. What steps in your AI implementation journey proved most challenging?

30 60 90 Day Plans can be a very useful and simple method to drive specific process improvement projects or initiatives I generally use them to plan out specific projects and goals within an overall Continuous Improvement (CI) approach. 💠 I start with identifying a specific issue, and then breaking down the plan into three phases- 30 days, 60 days and 90 days. That's all kept very high-level, as in the visual below. 💠 The first 30 days are usually focused on learning and planning, the next 30 days are focused on implementation and monitoring and the final 30 days are focused on evaluation and optimization. The whole approach is kept in line with Lean Six Sigma thinking: PDSA- Plan Do Study Act and DMAIC- Define, Measure, Analyze, Improve, Control. 💠 Beyond the high-level plan, it's important to get into the nitty gritty details of improvement. This involves setting specific milestones for the end of each of the 30 day periods and agreeing roles and responsibilities with each team member. 💠 It is REALLY important to have systems and processes that support scheduled check-ins. If you are using cycle planning, the team must agree how they will communicate and collaborate. It may be a mixture of daily huddles, weekly team meetings, 1:1's or something else. 💠 It helps to use simple project management tools (e.g. Trello, Asana, or Microsoft Project) to visualize progress and manage tasks. Just make sure that support is high if people are unfamiliar with the technology as technology could be barrier otherwise! 💠 I like to keep it simple and at the end of each 30-day period, review the progress made towards the milestones. Discuss what worked well and what didn’t, and use these insights to improve the next phase. 💠 Remember to recognize all efforts and celebrate the achievements at each milestone. 💠 And when it comes to evaluation, conduct a thorough review of the entire initiative at the end of 90 days. Assess the outcomes against the original objectives. Gather feedback from the team on the process and outcomes to inform future projects. 💠 Really importantly, build in a continuous improvement approach to your process management. Establish a routine of regular feedback, monitoring, and adaptation to continually improve the process. Have you any experience with cycle planning? Have you any tips for people? Leave your thoughts in the comments 🙏 #changemanagement #strategicplanning #goals #continuousimprovement #cycleplanning #projectmanagement

Mastering Post-Award Contract Management Effective post-award contract management ensures obligations are met, value is maximized and objectives are achieved. Key practices include establishing clear roles, maintaining open communication, and regularly monitoring performance with KPIs. Managing changes effectively and ensuring compliance are crucial, as is keeping detailed documentation for resolving disputes. Strong relationship management fosters better collaboration, while leveraging technology can streamline processes. As contracts near their end, having a plan for renewal or termination ensures smooth transitions. Continuous improvement of your processes will help incorporate lessons learned and best practices. By focusing on these areas, you can enhance contract performance and support your organizational goals. #ContractManagement #PostAward #BestPractices #BusinessGrowth #CATS_CM

🚀 Navigating the STLC (Software Testing Life Cycle) in 5G Modem Testing 🚀 As 5G technology continues to revolutionize the telecom industry, testing 5G modems has become more critical than ever. The Software Testing Life Cycle (STLC) ensures that every phase of testing is meticulously planned and executed to deliver robust and high-performance 5G modems. Let's explore each phase with real-time examples: 🔍 Requirement Analysis: Before testing begins, understanding the specific requirements is key. For example, in 5G modem testing, this might involve analyzing the need for multi-band support, carrier aggregation, or testing the modem's ability to handle high-speed data throughput under various network conditions. 📝 Test Planning: Planning is where the strategy is laid out. For instance, when testing a 5G modem, you’d plan for testing across different network conditions such as Sub-6 GHz and mmWave bands, as well as considering mobility scenarios like handovers between 4G and 5G. 🎨 Test Design: In this phase, detailed test cases are created. Imagine testing the throughput performance of a 5G modem; here, you would design tests for maximum download/upload speeds, latency under load, and power consumption across different frequency bands. 🛠 Test Environment Setup: Setting up the test environment is crucial for accurate results. For 5G modem testing, this involves setting up network simulators, configuring various 5G NR (New Radio) parameters, and ensuring the availability of testing tools like RF chambers to emulate real-world conditions. ✅ Test Execution: This is where the actual testing happens. For a 5G modem, you would execute tests to validate performance metrics such as peak data rates, low latency communication, and the modem's ability to maintain stable connections while on the move. 📊 Test Closure: Finally, document and analyze the results. In 5G modem testing, the closure phase might include detailed reports on performance under different scenarios, identification of potential issues, and recommendations for improvements or further testing. 🔗 Each phase in the STLC plays a vital role in ensuring that the 5G modem meets the high standards expected in today's fast-evolving telecom landscape. #5G #ModemTesting #STLC #SoftwareTesting #Telecom #QualityAssurance #5GTechnology

Delivering impactful data projects starts with understanding the requirements! Here’s how to become better at gathering requirements: 1. 𝗦𝘁𝗮𝗿𝘁 𝘄𝗶𝘁𝗵 𝗦𝘁𝗮𝗸𝗲𝗵𝗼𝗹𝗱𝗲𝗿 𝗖𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻𝘀: Begin by having detailed conversations with your stakeholders. Understand their goals, challenges, and what they hope to achieve with the data project. This sets a clear direction from the start.     2. 𝗔𝘀𝗸 𝘁𝗵𝗲 𝗥𝗶𝗴𝗵𝘁 𝗤𝘂𝗲𝘀𝘁𝗶𝗼𝗻𝘀: Find answers to questions like, “What problem are we trying to solve?”, “What decisions will this data influence?”, and “What are the main metrics to track?”. These questions help to clarify the scope and objectives.     3. 𝗗𝗼𝗰𝘂𝗺𝗲𝗻𝘁 𝗘𝘃𝗲𝗿𝘆𝘁𝗵𝗶𝗻𝗴: Keep detailed notes from your stakeholder meetings. Document requirements, assumptions, constraints, and expected outcomes. A well-documented requirement list ensures everyone is on the same page. Develop a requirements template to standardize your approach, making sure you cover all bases and don’t miss any critical details.     4. 𝗖𝗹𝗮𝗿𝗶𝗳𝘆 𝗮𝗻𝗱 𝗖𝗼𝗻𝗳𝗶𝗿𝗺: Regularly check in with stakeholders to confirm your understanding. Use techniques like paraphrasing their requirements and asking for confirmation to ensure accuracy.     5. 𝗜𝗱𝗲𝗻𝘁𝗶𝗳𝘆 𝗗𝗮𝘁𝗮 𝗦𝗼𝘂𝗿𝗰𝗲𝘀: Determine where the necessary data will come from. Understand the data sources, availability, and quality to ensure you have the right data to meet project requirements.     6. 𝗗𝗲𝗳𝗶𝗻𝗲 𝗦𝘂𝗰𝗰𝗲𝘀𝘀 𝗠𝗲𝘁𝗿𝗶𝗰𝘀: Clearly outline what success looks like. Establish KPIs and benchmarks that will measure the effectiveness of your analysis and the impact of your project.     7. 𝗜𝘁𝗲𝗿𝗮𝘁𝗶𝘃𝗲 𝗙𝗲𝗲𝗱𝗯𝗮𝗰𝗸: Build in regular feedback loops throughout the project. Present interim findings to stakeholders and adjust requirements as necessary. This iterative process helps refine the project and keeps it aligned with stakeholder expectations. By becoming great at gathering requirements, you’ll ensure your data projects are more focused, aligned with business goals, and in the end more impactful. What’s your top tip for gathering requirements effectively? ---------------- ♻️ Share if you find this post useful ➕ Follow for more daily insights on how to grow your career in the data field #dataanalytics #datascience #requirementsengineering #projectmanagement #careergrowth

How to Extract Information from Stakeholders 🎯 Getting accurate information from stakeholders can make or break your financial planning process. Each stakeholder speaks a completely different language and focuses on totally different metrics. The secret? Knowing exactly what to ask and how to ask it. ➡️ CEO CONVERSATIONS CEOs think big picture, so focus on strategic direction and vision. You want company strategies for next quarter, budget allocation expectations, risk tolerance levels, and market positioning goals. The money question: "What are the top 3 strategic priorities that should drive our Q4 planning?" ➡️ HEAD OF SALES Sales leaders live and breathe pipeline projections and customer acquisition costs. Get those sales pipeline projections, customer acquisition costs, territory performance data, and resource requirements for targets. My go-to approach: "What's the realistic revenue projection for Q4, and what support do you need?" ➡️ MARKETING DIRECTOR Marketing lives for lead generation and brand metrics. You need campaign performance metrics, lead generation forecasts, brand awareness initiatives, and marketing budget requirements. Hit them with: "How many qualified leads can marketing deliver to support the sales targets?" ➡️ HR MANAGER HR thinks talent and workforce planning 24/7. Grab headcount projections, recruitment timelines, employee retention rates, and training and development needs. Start here: "What's our hiring timeline to support the growth plan, and any retention concerns?" ➡️ ENGINEERING LEAD Engineering leaders obsess over product development roadmaps. Collect that product development roadmap, technical debt priorities, infrastructure requirements, and team capacity information. The must-ask question: "What features can be delivered by Q4, and what technical investments are critical?" ➡️ ACCOUNTING MANAGER Accounting thinks financial health and compliance every single day. Get cash flow projections, budget variance analysis, financial compliance requirements, and cost optimization opportunities. The essential question: "What's our cash flow outlook, and are there any financial constraints for our growth plans?" ➡️ UNIVERSAL BEST PRACTICES These six practices work with EVERY stakeholder: Be Specific: Ask for concrete numbers, dates, and measurable outcomes rather than vague commitments. Respect Their Time: Come prepared with focused questions and provide context upfront. Speak Their Language: Use terminology and metrics relevant to their department and priorities. Validate Understanding: Repeat back key points to ensure alignment and avoid miscommunication. Follow Up: Send summaries of key decisions and next steps within 24 hours. Close the Loop: Show how their input directly influences decisions and outcomes. === What's your approach to stakeholder communication? Share your best practices in the comments below 👇

With the latest tariffs changes, product design is no longer just a functional step, it has become a strategic imperative. The latest U.S. tariff measures are sending shockwaves through global supply chains, but they also offer a unique chance for companies to rethink how they build resilience and flexibility into their products and operations. At Kearney, we call this approach Lift, Redesign and Shift: - Lift: Reconsider your supply chain footprint. - Redesign: Create products optimized for domestic production, tariff adaptability, and market localization. - Shift: Move production where it makes most strategic sense. Three practical design strategies stand out: 1. Design for Domestic Manufacturing: reduce dependence on foreign suppliers. 2. Design for Tariffs: use modular, adaptable components for flexibility. 3. Design for Localization: tailor products to local market needs and regulations. What seems like a disruption today can be a catalyst for smarter, more competitive business models tomorrow. Tariff-conscious design is a clear growth and innovation opportunity. #supplychain #productdesign #manufacturing #Industry40 #tariffs #businessstrategy #localization #modularity #reshoring Bharat Kapoor Marcos Mayo Igor Hulak Adham Sleiman Kearney Kearney Middle East and Africa Kearney PERLab (Product Excellence Renewal Lab) Read more: https://lnkd.in/dnHt43nq

Career Friday: business requirements gathering. I had the opportunity to chat with Kristen Kehrer on the Maven Analytics "Mavens of Data" podcast. I received a question to share questions to use for business requirements gathering as a data professional. I was asked for 5 questions but I put together 10, so let's nerdy party. What would you add to this list? 1. What are the core business goals and strategic objectives this initiative aims to support or achieve? 2. What specific business problems or opportunities is this initiative intended to address or capitalize on? 3. Who are the key stakeholders involved or impacted by this initiative, and what are their primary needs and expectations? 4. What are the desired business outcomes or measurable results that would indicate the success of this initiative? 5. What are the current processes, systems, or workflows that this initiative will interact with or potentially change? 6. What are the essential functionalities, features, or capabilities required to achieve the desired business outcomes? 7. What are the key constraints or limitations (e.g., budget, timeline, resources, technology) that need to be considered during the planning and execution of this initiative? 8. What are the non-functional requirements or quality attributes that are important for this initiative (e.g., usability, performance, security, scalability)? 9. What are the potential risks and dependencies associated with this initiative, and what mitigation strategies should be considered? 10. What are the priorities for the different aspects of this initiative? Are there any phases or a specific order in which requirements should be addressed? Stay nerdy, my friends.