Manage Their Work To Meet The Requirements
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Wikipedia
A statement of work (SOW) is a document routinely employed in the field of project management. It is the narrative description of a project’s work requirement. It defines project-specific activities, deliverables and timelines for a vendor providing services to the client. The SOW typically also includes detailed requirements and pricing, with standard regulatory and governance terms and conditions. It is often an important accompaniment to a master service agreement or request for proposal (RFP).
Many formats and styles of statement of work document templates have been specialized for the hardware or software solutions described in the request for proposal. Many companies create their own customized version of SOWs that are specialized or generalized to accommodate typical requests and proposals they receive. However, it is usually informed by the goals of the top management as well as input from the customer and/or user groups.
Note that in many cases the statement of work is a binding contract. Master service agreements or consultant/training service agreements postpone certain work-specific contractual components that are addressed in individual statements of work. The master service agreement serves as a master contract governing the terms over potentially multiple SOWs. Sometimes it refers to scope of work. For instance, if a project is done on contract, the scope statement included as part of it can be used as the SOW since it also outlines the work of the project in clear and concise terms.
A meeting is when two or more people come together to discuss one or more topics, often in a formal or business setting, but meetings also occur in a variety of other environments. Meetings can be used as form of group decision making.
A meeting is a gathering of two or more people that has been convened for the purpose of achieving a common goal through verbal interaction, such as sharing information or reaching agreement. Meetings may occur face-to-face or virtually, as mediated by communications technology, such as a telephone conference call, a skyped conference call or a video conference. One Merriam-Webster dictionary defines a meeting as “an act or process of coming together” – for example “as […] an assembly for a common purpose.
Meeting planners and other meeting professionals may use the term “meeting” to denote an event booked at a hotel, convention center or any other venue dedicated to such gatherings.
Anthropologist Helen B. Schwartzman defines a meeting as “a communicative event involving three or more people who agree to assemble for a purpose ostensibly related to the functioning of an organization or group. For her, meetings are characterized by “multiparty talk that is episodic in nature, and participants either develop or use specific conventions for regulating this talk.
The term “meeting” may refer to a lecture (one presentation), seminar (typically several presentations, small audience, one day), conference (mid-size, one or more days), congress (large, several days), exhibition or trade show (with staffed stands being visited by passers-by), workshop (smaller, with active participants), training course, team-building session and kick-off event.
Common types of meeting include:
- Committee meeting, a coming-together of a defined subset of an organization
- Investigative meeting, generally when conducting a pre-interview, exit interview or a meeting among the investigator and representative
- Kickoff meeting, the first meeting with a project team and the client of the project to discuss the role of each team-member
- Town hall meeting, an informal public gathering.
- Work meeting, which produces a product or intangible result such as a decision compare working group.
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- Board meeting, a meeting of the board of directors of an organization
- Management meeting, a meeting among managers
- Staff meeting, typically a meeting between a manager and those that report to that manager
- Team meeting, in project contexts – a meeting among colleagues working on various aspects of a team project.
Other varieties include breakfast meetings off-site meetings (or Away day meetings in the UK), and “stand-up meetings” where participants stand up to encourage brevity.
Since a meeting can be held once or often, the meeting organizer has to determine the repetition and frequency of occurrence of the meeting: one-time, recurring meeting, or a series meeting such as a monthly “lunch and learn” event at a company, church, club or organization in which the placeholder is the same, but the agenda and topics to be covered vary. In Russian, a “flying meeting” (Russian: летучий митинг, lettuce meeting) is a hastily-called brief meeting.
Requirements management is the process of documenting, analyzing, tracing, prioritizing and agreeing on requirements and then controlling change and communicating to relevant stakeholders. It is a continuous process throughout a project. A requirement is a capability to which a project outcome (product or service) should conform.
The purpose of requirements management is to ensure that an organization documents, verifies, and meets the needs and expectations of its customers and internal or external stakeholders. Requirements management begins with the analysis and elicitation of the objectives and constraints of the organization. Requirements management further includes supporting planning for requirements, integrating requirements and the organization for working with them (attributes for requirements), as well as relationships with other information delivering against requirements, and changes for these.
The traceability thus established is used in managing requirements to report back fulfilment of company and stakeholder interests in terms of compliance, completeness, coverage, and consistency. Traceabilities also support change management as part of requirements management in understanding the impacts of changes through requirements or other related elements (e.g., functional impacts through relations to functional architecture), and facilitating introducing these changes.
Requirements management involves communication between the project team members and stakeholders, and adjustment to requirements changes throughout the course of the project. To prevent one class of requirements from overriding another, constant communication among members of the development team is critical. For example, in software development for internal applications, the business has such strong needs that it may ignore user requirements, or believe that in creating use cases, the user requirements are being taken care of.
Requirements traceability is concerned with documenting the life of a requirement. It should be possible to trace back to the origin of each requirement and every change made to the requirement should therefore be documented in order to achieve traceability. Even the use of the requirement after the implemented features have been deployed and used should be traceable.
Requirements come from different sources, like the business person ordering the product, the marketing manager and the actual user. These people all have different requirements for the product. Using requirements traceability, an implemented feature can be traced back to the person or group that wanted it during the requirements elicitation. This can, for example, be used during the development process to prioritize the requirement, determining how valuable the requirement is to a specific user. It can also be used after the deployment when user studies show that a feature is not used, to see why it was required in the first place.