Slide 54 of 61
Notes:
Figure A.7 An Initial Expectations Matrix
The technique is relatively straightforward. Whenever the max/min measure or the constrain measure begins to slip, you have a potential expectations management problem. For example, suppose you are faced with the following common priorities:
- Explicit requirements and quality expectations were established at the start of a project and given the highest priority.
- An absolute maximum budget was established for the project.
- You agreed to shoot for the desired deadline, but the system owner(s) accepted the reality that if something must slip, it should be schedule.
Now suppose that during systems analysis, significant and unanticipated business problems arise. The analysis of these problems has placed the project somewhat behind schedule. Furthermore, solving the new business problems substantially expands the user requirements for the system. How do you, as project manager react? First, don't overreact to the schedule slippage -- schedule slippage was the ``accept'' priority in the matrix. The scope increase (in the form of several new requirements) is the more significant problem -- not because implementing new requirements might further delay the schedule! No, the real problem is that the added requirements will increase the cost of the project. Cost is the constrained measure of success. As it stands, we have an expectations problem. It is time to review the matrix with the system owner.
