1 Let the beauty we love be what we do. Dr. Ralph Young.
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Transcript of 1 Let the beauty we love be what we do. Dr. Ralph Young.
1Let the beauty we love be what we do.
Dr. Ralph Young
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Practical Project and Organizational Improvement
Practical Project and Organizational Improvement
Dr. Ralph R. YoungRequirements Evangelist
May 26, 2010
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What to do How to do it Best Practices OvercomeProject Problems
HumanBehavioral
Issues
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Intent of this Webcast
To provide an engaging presentation that is about you To communicate information that will make a difference Summarize industry experience Highlight requirements-related best practices Identify resources
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6A suggestion and request of you
Use this time to consider ideas and suggestions to improve your work
Identify three things you would like to do differently at work (keep a list)
Commit to advocating and sponsoring them Work with your peers and managers to use them Use this experience to change your life
Positive change occurs only when someone commits to it!
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7Some Project Best Practices
Your Project
What are the REAL
Requirements?
Improve your Business Analysis
Control Requirements
Growth
Foster Continuous
Improvement
Create joint Commitment
to Results
8Assertions
The requirements are critical because they provide the basis for all of the work that to be performed.
Requirements rarely evolve well. Poor requirements are a root cause of industry
problems: Lack of project success (< 50% of all projects) Rework (45-50% of total project effort)
Processes are rarely defined, documented, and used.
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9Best Practices
Apply a continuous improvement approach Work toward project and organizational maturity Practice process improvement Improve project start-up Provide an early project requirements briefing Identify the “real requirements” Improve business analysis
10Apply a Continuous Improvement Approach
Clarify goals and objectives
Ensure senior management sponsorship
Define the vision and scope of the effort
Evolve product delivery steps that are doable
Identify and prioritize improvement opportunities
Set expectations continuously (things change)
Achieve buy-in Manage
11Project or Organizational “Maturity”
“The degree of effectiveness”
- Requirements development
- Project planning
- Project monitoring and control
- Risk management
Typical Process Areas
A useful framework for process improvement is The Capability Maturity Model for Software (CMM) (available at www.sei.cmu.edu/library/abstracts/reports/93tr024.cfm)
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Profile of a “Mature Project”
Processes are defined and documented Management plans, monitors progress, and
communicates Roles and responsibilities are clear Product and process are measured Quality, costs, and schedules are
predictable Management is committed to continuous
improvement Technology is used effectively within the
defined process
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An Example of a “Process Framework”that you can apply
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Defined
Level
Process Standardization
Focus
Process ImprovementRisk Management Training Product IntegrationValidationVerification
Productivity& Quality
RiskRework
ImpactProcess Areas (PA)
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ManagedBasic Project Management
Project PlanningRequirements Development and ManagementProject Monitoring & ControlMeasurement & AnalysisProcess & Product Quality AssuranceConfiguration Management
14What is Process Improvement?
Technology Process
People
An ongoing quest to improve the range of expected results achieved from accomplishing a task or achieving an outcome.
15Why Do Process Improvement?
Continuous improvement is a business necessity People are more motivated when contributing
effectively Job satisfaction contributes to retention and
recruitment Performing tasks efficiently contributes to business
results An environment and attitude of continuous
improvement empowers the work force A focus on getting “ever better” helps identify real
and potential risk areas Working toward excellence collaboratively with our
customers fosters customer confidence
Expected Business Benefits16
Reducedwork
Higher quality
Increased probability of project
success
Greater stakeholder support
Improved ability to
meet schedules
Bottom line: Improved customer satisfaction, increased effectiveness, and a more committed and fulfilled staff.
17Typical Requirements-related Project Start-up Issues
Confusion reigns
Unclear requirements
Lack of high-level
requirements
Pressure to get going with the “real work”!
Customer asks the developer to provide the requirements
Lack of effective communication All stakeholders not identified
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How to improve project start-upSuggested Remedies for Typical Requirements-related Project Start-up Issues
- Identify a champion for the project requirements process
- Hire and train experienced requirements analysts
- Write a project vision and scope document
- Form and use a joint team
- Provide an “Initial Project Requirements Briefing”
- Design, document, and use the project’s requirements process
- Evolve the real requirements
- Select, deploy, implement, and use industry-proven best practices
- Engage all project staff in the requirements process
- Create a project Configuration Control Board (CCB)
- Undertake team building among project staff
- Use an automated requirements development tool
Typical
Requirements-related Startup Checklist 19
Done? Action Who?Schedule
Plan/Actual1. Identify a champion (an advocate) for the
project requirements process2. Hire trained and experienced requirements
analysts.3. Write the project vision and scope document.4. Form and use the joint team5. Provide an early project requirements briefing6. Design, document, use, and continuously
improve the project’s requirements process
7. Evolve the real requirements8. Provide training for the requirements
analysts9. Select, deploy, implement, and use
industry-proven effective requirements practices
10. Engage all project staff in the requirements process
11. Create a Project Change Control Board “CCB”12. Undertake team-building among the project staff13. Take deliberate steps to make effective
use of an automated requirements tool.14. Establish appropriate metrics for
requirements activities, e.g., requirements volatility.
15. Provide for QA of requirements activities.
Suggested Topics for Early Project Requirements Briefing20
• Overview of the requirements for the project• The project’s “Requirements Process”• Overview of the methods, techniques, and tools that will be used• The criteria of a good requirement • Types of requirements errors and how these can be reduced• Use of versions, releases, and product updates
Providing an “Early Project Requirements Briefing” facilitatesengaging all members of the project team in the requirements effort.
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How to evolve the “real requirements”(Reference: Chapter 4 of Effective Requirements Practices)
Identify and prioritize the real customer needs
Evolve the real requirements using a variety of elicitation techniquesUtilize “Criteria for a good requirementAsk: Why is each requirement needed?
Ensure joint user and developer responsibility for the requirements“Joint Team”
Prioritize requirements
Drive errors out of requirements
Invest additional time and effort at the beginning of the project
22Use Your Expertise to Reduce Costs
Only 54 percent of the originally defined features of a project are delivered.
Of those features that are delivered - 45 percent are NEVER used.”
[The Standish Group. "What Are Your Requirements?" West Yarmouth, MA: The Standish Group International, Inc., 2003, Standish Group (based on 2002 CHAOS Report)]
So one could argue that more than half of the development cost of most projects is wasted effort. That is powerful information for
customers who are willing to objectively evaluate the real requirements.
Types of Requirements Errors 23
How to Improve Business Analysis(Use the Requirements Engineering Handbook) 24
Perform requirements planning
Understand the roles of the business analyst/requirements engineer
Define and use a requirements process
Refine business analysis skills
Provide a mechanism to control changes to requirements and new requirements
Define what “quality meansUnderstand traceability
Utilize effective methods and tools
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Thanks for your participation today!
I trust that you have identified at least three things to change on your project, and that you are committed to enabling
that change!
PBEV
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inteGREATed Body of Knowledge
Thank you for attending !
Ken BergerVP Business [email protected] x225