Project Requirements Analysis and Organizational Concept Report

This report provides a detailed analysis of project requirements and organizational concepts, focusing on the initial backlog for a project. It outlines the project roadmap, breaking it down into epics and user stories across several modules like trainer administration, event management, and booking websites. The report also identifies opportunities such as streamlining business processes and risks like sudden growth in requirements. Furthermore, it explores concepts for knowledge transfer, including pair programming and the use of an on-site customer, emphasizing the importance of communication and feedback. It details the requirements for the contractor team, highlighting the need for self-managing, cross-functional, and co-located teams. The agile team composition, including business owner, Scrum master, product owner, and development team roles, is also presented. The process model for implementation follows incremental, interactive cycles to address individual customer requirements. The report is well-referenced, citing sources like Drumond (2012), Kumar (2013), and Rawsthorne (2013), to support its findings.

REQUIREMENTS ANALYSIS AND ORGANIZATIONAL CONCEPT
a. INITIAL BACKLOG
The product backlog will be represented in terms of team's roadmap and its breakdown into
epics and user stories (Drumond, 2012).
The Roadmap
The first task is Trainer administration since the events depend on the availability of trainers,
as well as the trainers suggesting event themes. This should be followed by the event
management module and thereafter the booking website comes third as it is dependent on
both the availability of rooms and that of trainers.

The following are the epics and user stories for each of the initiatives in the roadmap.
1. Trainers Administration
2. Events Management

3. Attendee Management
4. Financial Management
b. OPPORTUNITIES AND RISKS
1. Opportunities
 Streamlining of business processes.
 Better user experience for attendees.
 Streamlining of the complicated venue management.
2. Risks
 Sudden growth in requirements may prolong project.

c. CONCEPTS FOR TRANSFER OF KNOWLEDGE
As published by Sankaranarayanan and Thakur (2013), there is need for movement of
knowledge between teams involved in development, understanding it and integrating it with
what the recipient already knows. The following concepts have been identified for this
project:
1. Pair programming
Pair programming will promote the integration of collaborative knowledge and effective
knowledge creation among the pair programmers. They will mutually transfer knowledge
through frequent communication and teamwork (Shore and Warden, 2008).
2. On-site customer
According to Shore and Warden (2008), the on-site customer helps fuel the development
course by constantly providing accurate and extensive insights to their needs and providing
timely feedback throughout the iterative development process. The role of the onsite
customer also includes participation in review meetings, release planning, daily meetings, and
retrospectives.
d. REQUIREMENTS ON THE PART OF THE CONTRACTOR FOR PROJECT
IMPLEMENTATION
Rawsthorne (2017) describes the requirements of the contractor team as Self-managing,
cross-functional, co-located, dedicated and long-lived. Within the team, each member is
proportionately important but duties are clearly outlined. Every member is assigned to the
project full time to avoid distractions. The team possesses all requisite knowledge to deliver
the working product. Ideally, the entire team sits in the same room to eliminate barriers to
communication. As new teams take time to learn to work together, there should be little
turnover in the members to prevent distractions and slowing progress.

e. TEAM COMPOSITION
This illustration presents the agile team composition for SCRUM development model.
Business Owner: collaborates with product owners to lay out product feature backlogs in the
respective lines of business which is taken up by different sprint teams (Kumar, 2013).
SCRUM Master: ensures the different teams keep functioning seamlessly. He is the lead for
planning & retrospective meetings (Kumar, 2013).
Product Owner: identifies and prioritizes features that will be completed in a sprint (Miller,
2009).
Development team: the team is cross-functional and knowledge for major aspects such as
testing, user experience, and integration is available within the team (van der Hoek, 2017).

f. PROCESS MODEL FOR IMPLEMENTATION
The individual customer requirements for the software solution are worked on in incremental,
interactive cycles throughout development.

REFERENCES
Drumond, Claire (2012). Agile Project Management. Retrieved from
https://www.atlassian.com/agile/project-management.
Kumar, Ajitesh (2013). What does Agile Team Composition Look Like? Retrieved from
https://vitalflux.com/what-does-agile-team-composition-look-like/
Miller, Steve (2009) Agile Scrum – Team Composition. Retrieved from
https://blog.smartbear.com/software-quality/agile-scrum-team-composition/
Rawsthorne, Dan (2013). Exploring Scrum: Patterns that Make Scrum Work.
Understanding and Scaling Scrum. LeanPub.
Sankaranarayanan, Vinod and Thakur, Pravin (2013). Utilizing Agile Methodologies to
Transfer Knowledge and Ownership for thetrainline.com (Conference Paper). Agile
Software Community of India.
Shore, James and Warden, Shane (2008). The Art of Agile Development. O’Reilly
Media, Inc., 1005 Gravenstein Highway North, Sebastopol.
Van der Hoek, Jasper (2017). The Ideal Scrum Team Composition for Agile
Development. Retrieved from https://www.mendix.com/blog/the-road-to-adopting-scrum-
team-composition/