Improving Requirements Management

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Improving Requirements Management




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Presentations text content in Improving Requirements Management

Slide1

Improving Requirements Management

Developing a Roadmap to Success

Presented by:

Kate Gwynne

,

CBAP, CSM

Slide2

Introduction

About . . . In 2008, Kate Gwynne became the Business Analysis Practice Lead at State Auto Insurance, after more than 20 years of experience helping organizations successfully align and implement their business and IT initiatives. As Practice Lead, she has developed and implemented various initiatives to help define, build, and guide the State Auto Analyst Community, including a Business Analysis Academy geared towards improving the knowledge and enhancing the skills of State Auto’s 120+ Analysts. As an industry leader, Kate has been a guest speaker at numerous industry and corporate conferences, including most recently: Baldwin-Wallace College and the 2012 IIBA Central Indiana Professional Development Day.

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Slide3

Introduction

Duly Noted . . . While Kate, heretofore referred to as “Said Expert,” is employed at State Auto Insurance, furthermore and henceforth referred to as “Said Company,” the views and opinions expressed by Said Expert are not necessarily the views and opinions of Said Company. You can neither hitherto nor where-for-art-thou hold State Auto responsible for any comments hence forth. This presentation is an example of how implementing a requirements management program and best practices can improve aspects of projects. It is by no means prescriptive, nor does Said Expert promise that utilizing information in this presentation will be the sole variable that guarantees the success of your project.

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Slide4

Agenda

Industry

Statistics

Requirements Management

Current and Future State

Roadmap to the Future

Sustaining the Change

Slide5

Industry Statistics . . .

62 %

Information obtained on industry websites such as CNet, Mindtools, and PMTips

5

Of

projects . . .

Slide6

Industry Statistics . . .

62 %

Of projects fail to meet their schedules

Information obtained on industry websites such as CNet, Mindtools, and PMTips

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Slide7

Industry Statistics . . .

?????

Information obtained on industry websites such as CNet, Mindtools, and PMTips

Top 5 reasons. . .

7

Slide8

Industry Statistics . . .

Lack of stakeholder involvementLong or unrealistic time schedulesScope creepNo change control systemMissed, inaccurate, no requirements

Information obtained on industry websites such as CNet, Mindtools, and PMTips

Top 5 reasons. . .

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Slide9

The Impact of Missed and Inaccurate Requirements

Orange = The

Project phase in which defects are typically introduced

Orange = The Project phase in which defects are typically discovered

Analysis & Design

Build

Test

Deploy & Support

Analysis & Design

Build

Test

Deploy & Support

* According to research performed by a national financial organization.

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Slide10

Orange = The Phase in which Defects are Typically Introduced

Orange = The Phase in which Defects are Typically Discovered

$

$$$$$

$$$$$$$$$$$$$$$$$$$$$$$$

$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$

$ = The Cost to Correct Mistakes

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Analysis & Design

Build

Test

Deploy & Support

Analysis & Design

Build

Test

Deploy & Support

“…results show as much as a 200:1 cost ratio between finding and fixing errors before sign-off vs. finding and fixing requirements in the maintenance stages of the project.” *

* According to research performed by a national financial organization.

The Cost of Missed and Inaccurate Requirements

10

Slide11

Agenda

Industry

Statistics

Requirements Management

Current and Future State

Roadmap to the Future

Sustaining the Change

Slide12

Requirements Management is . . .

12

The activities that control requirements development, including requirements change control, requirements attributes definition, and requirements traceability.

Slide13

13

Slide14

14

Slide15

Agenda

Industry

Statistics

Requirements Management

Current and Future State

Roadmap to the Future

Sustaining the Change

Slide16

3 Key Components

16

Slide17

3 Key Components

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Slide18

PEOPLE

PROCESS

TECHNOLOGY

PEOPLE

PROCESS

TECHNOLOGY

Current State Future

State

Slide19

PEOPLE

PROCESS

TECHNOLOGY

PEOPLE Role descriptions are not consistent across the enterprise. Not all Analysts have the necessary skills to meet the project objectives.

PROCESS

TECHNOLOGY

Current State Future

State

Slide20

PEOPLERoles and skills support project objectives.

PROCESS

TECHNOLOGY

PEOPLE Role descriptions are not consistent across the enterprise. Not all Analysts have the necessary skills to meet the project objectives.

PROCESS

TECHNOLOGY

Current State Future

State

Slide21

PEOPLERoles and skills support project objectives.

PROCESS

TECHNOLOGY

PEOPLE Role descriptions are not consistent across the enterprise. Not all Analysts have the necessary skills to meet the project objectives.

PROCESS

TECHNOLOGY

Current State Future

State

Set Expectations

Provide Education

Slide22

PEOPLERoles and skills support project objectives.

PROCESS

TECHNOLOGY

PEOPLE Role descriptions are not consistent across the enterprise. Not all Analysts have the necessary skills to meet the project objectives.

PROCESS

TECHNOLOGY

Current State Future

State

Set Expectations

Provide Education

Processes

are not consistent across departments or like projects.

No

way to measure process effectiveness.

Slide23

PEOPLERoles and skills support project objectives.

PROCESS

TECHNOLOGY

PEOPLE Role descriptions are not consistent across the enterprise. Not all Analysts have the necessary skills to meet the project objectives.

PROCESS

TECHNOLOGY

Current State Future

State

Set Expectations

Provide Education

Processes

are not consistent across departments or like projects.

No way to measure process effectiveness.

Processes are scalable, consistent, repeatable, effective, and well-documented.

Slide24

PEOPLERoles and skills support project objectives.

PROCESS

TECHNOLOGY

PEOPLE Role descriptions are not consistent across the enterprise. Not all Analysts have the necessary skills to meet the project objectives.

PROCESS

TECHNOLOGY

Current State Future

State

Set Expectations

Provide Education

Processes

are not consistent across departments or like projects.

No way to measure process effectiveness.

Processes are scalable, consistent, repeatable, effective, and well-documented.

Align Requirements Activities with Project Objectives

Implement Best Practices

Slide25

PEOPLERoles and skills support project objectives.

PROCESS

TECHNOLOGY

PEOPLE Role descriptions are not consistent across the enterprise. Not all Analysts have the necessary skills to meet the project objectives.

PROCESS

TECHNOLOGY

Current State Future

State

Set Expectations

Provide Education

Processes

are not consistent across departments or like projects.

No way to measure process effectiveness.

Processes are scalable, consistent, repeatable, effective, and well-documented.

Align Requirements Activities with Project ObjectivesImplement Best Practices

Numerous tools used across organization.

Manual activities.

Too much / too little documentation.

Slide26

PEOPLERoles and skills support project objectives.

PROCESS

TECHNOLOGY

PEOPLE Role descriptions are not consistent across the enterprise. Not all Analysts have the necessary skills to meet the project objectives.

PROCESS

TECHNOLOGY

Current State Future

State

Set Expectations

Provide Education

Processes

are not consistent across departments or like projects.

No way to measure process effectiveness.

Processes are scalable, consistent, repeatable, effective, and well-documented.

Align Requirements Activities with Project ObjectivesImplement Best Practices

Numerous tools used across organization. Manual activities. Too much / too little documentation.

Consistent tools and templates support project objectives.

Reporting enables decision making.

Slide27

PEOPLERoles and skills support project objectives.

PROCESS

TECHNOLOGY

PEOPLE Role descriptions are not consistent across the enterprise. Not all Analysts have the necessary skills to meet the project objectives.

PROCESS

TECHNOLOGY

Current State Future

State

Set Expectations

Provide Education

Processes

are not consistent across departments or like projects.

No way to measure process effectiveness.

Processes are scalable, consistent, repeatable, effective, and well-documented.

Align Requirements Activities with Project ObjectivesImplement Best Practices

Numerous tools used across organization. Manual activities. Too much / too little documentation.

Consistent tools and templates support project objectives.Reporting enables decision making.

Provide Accelerators

Slide28

Agenda

Industry

Statistics

Requirements Management

Current and Future State

Roadmap to the Future

S

ustaining

the Change

Slide29

Step 3 examples: AutomationAutomate manual activitiesProvide reports linking initiatives to strategic objectivesTrace requirements from problem identification to solution development and implementation and finally to business satisfaction with implemented solution

Requirements Management Roadmap

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People:Roles and skills support project objectives. Process:Processes are scalable, consistent, repeatable, effective, and well-documented.Technology:Consistent tools and templates support project objectives.Reporting enables decision making.

People:Role descriptions are not consistent across the enterprise. Not all Analysts have the necessary skills to meet the project objectives.Process:Processes are not consistent across departments or like projects.No way to measure process effectiveness.Technology:Numerous tools used across organization.Manual activities. Too much / too little documentation.

Baseline Current State

DesiredFuture State

Step 1 examples: Requirements Mgmt FrameworkCoordinate advisory group or steering committee to provide guidance and perspectiveDevelop communication plan Establish scalable requirements mgmt framework Determine input / output to external and internal processes and methodologiesCreate document repository for templates, training materials, and job aides

Step 2 examples

: Training Program

Develop training and coaching program

Update role descriptions so skills required match project demands

Establish and implement knowledge sharing opportunities

Slide30

Measuring Success:Baseline is 30 minutes per test case on current projects for QA team to manually develop test cases.Establish reports that track time from completed/approved requirements to test case development.

Goals:Reduce time to create test cases by integrating requirements management tool with QA team’s testing tool.

Automate Manual Activities

Measuring Success

Slide31

StepsMilestones20122013Q2Q3Q4Requirements Mgmt FrameworkCoordinate advisory group or steering committee to provide guidance and perspectiveDevelop communication plan Establish scalable requirements mgmt framework Determine input / output to external and internal processes and methodologiesCreate document repository for templates, training materials, and job aidesTraining ProgramDevelop training and coaching program Update role descriptions so skills required match project demandsEstablish and implement knowledge sharing opportunitiesAutomationAutomate manual activitiesProvide reports linking initiatives to strategic objectivesTrace requirements from problem identification to solution development and implementation and finally to business satisfaction with implemented solution

Requirements Management Roadmap Timeline

Slide32

Agenda

Industry

Statistics

Requirements Management

Current and Future State

Roadmap to the Future

Sustaining the Change

Slide33

Managing Change

Hurdle #1

Hurdle #2

33

Slide34

Resistance to Change

Not managing the People side of change

Managing Change

34

Slide35

Sustaining the Change

Provide a culture of continuous changeDefine how success will be measuredEncourage idea exchange for ways to improveCommunicate with perspective and transparency Be a change leaderLearn from the past, be in the present, live for the futureBe fueled by passion and inspire passion in othersBe self-motivatedTake time to understand peopleDevelop strong communication skillsBe committed to continuous improvement

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Slide36

Thank you!

Please feel free to contact me at:Kate.Gwynne@StateAuto.comorKgwynne@hotmail.com

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