2146 Implementing Requirements Management: A Pattern For Success Betty Luedke Principal Consultant...

2146Implementing

Requirements Management:

A Pattern For Success

Betty LuedkePrincipal Consultant

Borland Software Corporation

A Pattern Emerges...

Implementing Requirements Management (RM) Process with tool support (CaliberRM) in:

– 3 large federal government organizations– 1 large insurance company– 3 mid-sized vendors (software, firmware, hardware)– 1 mid-sized state government organization

The Pattern Is...

– Born out of a variety of implementations, some broader than RM

– Sensitive to the environment

– Reflective of what has worked and what has not worked

– Applicable to processes other than RM

– Key To Success

– The Pattern

– Factors

Implementing Requirements Management ...

Key To SuccessPROCESS/PEOPLE … Effective

TECHNOLOGY … Efficient

PROCESS

TECHNOLOGYPEOPLE

Effective Efficient

PROCESSWe need to understand:

– RM Process to be implemented• Well-defined, well-grounded RM process• Effectiveness of RM process impacts efficiency of RM

tool

– Steps needed to implement the RM Process• Participant selection (‘steering committee’, pilot,...)• Training/mentoring for a new/modified RM Process • RM tool setup• Existing requirement migration• ...

PEOPLEWe need to identify:

– System development roles• Must be supported by the RM tool (CaliberRM)

– Participants in the implementation• ‘Steering committee’• Pilot team• Remaining project teams

– Training/mentoring needed for:• ‘Steering committee’• Pilot team• Remaining project teams

TECHNOLOGYWe need to focus on:

– Functionality of the new RM tool to:• Leverage to reflect RM best practices• Define RM tool procedures• Support requirement authoring/consumer roles

– Functionality of the existing RM tool to:• Facilitate the migration of existing requirements

– Migration of existing requirements to determine:• Decisions about WHAT, WHERE, WHO, WHEN?

Migration Decisions– WHAT information will be migrated?

WHERE is the information located?WHAT is its integrity? WHAT refinement/reorganization will be needed?

– WHEN in the life cycle? WHAT effect if not at the beginning of the life cycle?

– WHO will move the information?

WHO will refine/reorganize information? – WHO will determine migration success?

WHO in the business will validate the new source of record?

– Key To Success

– The Pattern

– Factors


The Pattern...

1. Select a ‘steering committee’2. Level set RM concepts and RM best practices3. Plan the RM Process/Tool Implementation 4. Prepare the environment5. Conduct a pilot effort6. Determine ‘next steps’

Select ‘Steering Committee’The ‘steering committee’ should:

– Be representative of requirement authors/ consumers

– Be global thinkers

– Want to collaborate on a better environment

– Be willing to embrace new ways of thinking

– Be enthusiastic about and willing to find a better way

Level Set

Work with the ‘steering committee’ to:

– Promote a consistent understanding of RM concepts/best practices

– Understand the organization’s current situation

– Understand/validate next steps for planning the RM Process/Tool Implementation

– Recognize who can be heard

Plan RM Process/Tool Implementation


– Articulate RM Process/Tool Implementation Success Criteria and Measurement

– Develop a RM Process/Tool Implementation Plan

Success Criteria

Area

This process/tool implementation will be deemed a success if…

This criterion has been met if…

Success Criteria Example

Area



Support For RM Process

There are tool procedures in place to support RM Process

RM Process is baselined A migration plan is

established Tool procedures are

documented Personnel have been

identified for training Training plan/schedule

exists and is executed


Area



Traceability A trace strategy is established across system development phases to determine:

Impact of change Completeness Justification

There is a documented trace strategy across system development phases which addresses:

Impact of change Completeness Justification


Area



Data migration

Information in identified legacy artifacts is migrated to the appropriate repository

Legacy artifacts/new repositories are identified

The identified legacy artifacts have been migrated into the appropriate repository:

Requirements Test cases


Area



Data migration(continued)

A content reorganization/ maturation strategy is established to transition legacy information into the information needed by RM Process

Content reorganization/maturation strategy exists which embraces:

Requirements Test Cases Requests For Change

Defect Enhancement

Implementation Plan Worksheet

Perspective...Task...Responsibility for:

PROCESS– Existing Systems Development Processes– Strategies– Naming Conventions

PEOPLE– Role– Training– Pilot Project

TECHNOLOGY– CaliberRM

Implementation Plan - PROCESS

PROCESS Perspective Task Resp

Document steps in RM Process Identify Requirements Management Process artifacts to be supported by CaliberRM/ StarTeam

Requirements Management (RM) Process

Determine how RM Process artifacts will be supported by CaliberRM/StarTeam

Document steps in Change Control Process

Existing System Development Processes

Change Control Process

Identify Change Control Process artifacts to be supported by CaliberRM/StarTeam

Implementation Plan - PROCESS

PROCESS Perspective Task Resp

Determine requirements management strategies: Requirement Type Requirement Trace Requirement Baseline

Requirements Management

Determine CaliberRM configuration strategies for: Requirement Type, Tabs, UDAs Requirement Baseline “Project” Containers Groups (role based) Releases

Change Management

Develop a simple change management process

Strategies

Test Management

Determine test case organization

Implementation Plan - PEOPLE

PEOPLE Perspective Task Resp Identify/define system development roles

System Development Map system development roles to organizational

titles

Determine ‘steering’ committee

Delegate tasks to ‘steering’ committee

Role

Process/Tool Implementation

Identify tool administrators for: CaliberRM StarTeam …


PEOPLE Perspective Task Resp Participants Identify non-steering committee training participants for:

Requirements Management best practices CaliberRM/CaliberRM Datamart Change Control best practices StarTeam

Conduct training for ‘steering committee’/pilot/...: Requirements Management best practices CaliberRM/CaliberRM Datamart Change Control best practices StarTeam

Training

Training Session

Conduct follow-up training/workshops in: Requirements Management best practices CaliberRM/CaliberRM Datamart Change Control best practices StarTeam


PEOPLE Perspective Task Resp Selection

Criteria Develop/refine pilot selection criteria

Selection Evaluate/select project(s) for implementation effort

Pilot Project

Risk Mitigation

Determine an approach to mitigate each identified risk for selected pilot project

Implementation Plan - TECHNOLOGY

TECHNOLOGY Perspective Task Resp Install Install CaliberRM in a ‘sandbox’ and in production Backup Establish backup procedures Configuration Configure CaliberRM reflecting RM strategies Integrate CaliberRM with StarTeam

Integration Integrate CaliberRM with TestDirector

Identify CaliberRM license needs by role, project,... during pilot period

Obtain additional licenses if needed for pilot period Identify CaliberRM license needs by role, project,...

after pilot period

CaliberRM

Licenses

Obtain additional licenses if needed after pilot period

Prepare the Environment

– PROCESS

– PEOPLE

– TECHNOLOGY


PROCESS

– Requirement strategies (requirement types, traces, baselines)

– RM process

– Change control process

– Requirement information structure

– Requirement document guidance


PEOPLE

– System development roles

– RM techniques

– Requirement review guidance

PROCESS-PEOPLE

– RM task-role participation matrix


TECHNOLOGY

– CaliberRM installation/configuration

– CaliberRM backup/disaster recovery procedures

– CaliberRM project ‘container’ export

– CaliberRM Document Factory templates

– Requirement migration approaches


PROCESS-PEOPLE-TECHNOLOGY

– CaliberRM tool procedures for each RM process task/step

– CaliberRM project startup guidance

– RM process/tool mentors

Conduct Pilot EffortWork with the ‘steering committee’ to:

– Identify an appropriate pilot project and associated risks

– Have management talk with the pilot team regarding goals and expectations

– Train and mentor pilot team in RM concepts/process/tool

– Migrate existing requirements, if appropriate

– Monitor pilot team progress (early and often) making adjustments based on ‘lessons learned’

– Assess success of pilot effort using RM Process-Tool Success Criteria/Measurement

Pilot Selection Criteria

# Question ValuesIdeal

ProjectProject

ExampleProject

AProject

B

1 Has project manager/ requirements analyst had training in RM concepts/tool?

YesNo

Yes Yes

2 Has project team had training in RM concepts/tool?

YesSome

No

Yes Some



ProjectProject

ExampleProjec

t AProject

B

1 Has project manager/ requirements analyst had training in RM concepts/tool?

YesNo

Yes Yes

2 Has project team had training in RM concepts/tool?

YesSome

No

Yes Some



ProjectProject

ExampleProject

AProject

B

3 Is project manager/ requirements analyst well-grounded in RM concepts?

YesPartially

No

Yes

Partially

...

13 How complex is the team’s situation (location, skill level, leadership,...)?

HighMedium

Low

Medium High

Pilot Selection CriteriaSample Pilot Selection Criteria:

– What is the project’s corporate visibility?

– Is the project high cost? ...on the critical path?

– How complex is the product development?

– Is the product being developed in phases?

– Is the project manager/requirements analyst available? ...credible?

– What is the attitude of the project team? ...expectations coming into the RM Process/Tool Implementation?

Determine ‘Next Steps’


– Determine where improvements are needed

– Determine a rollout strategy and plan

– Key To Success

– The Pattern

– Factors


Factors– ‘Right’ steering committee

– ‘Right’ mindset

– ‘Right’ timing

– ‘Right’ pilot

– Organizational support

– The ‘measuring stick’

– The ‘secret’

‘Right’ Steering Committee

– Must embrace the implementation effort individually and collectively

• Attitude is important• Credibility is critical

– Be the ‘evangelists’ and ‘explorers’

‘Right’ Mindset

Requirements need to be – Discrete– Categorized– Predictably related

Changing a mindset...

‘Right’ MindsetDocument-centric vs. Requirement-centric

Document

List_________ _________ _________ _________ _________ _________ _________ _________ _________ _________ _________

Requirement

BUSINESS

USER

FUNCTIONAL

discretecategorizedrelated

discretecategorized

“blob”

‘Right’ Timing

– Provide incentives• PAIN• Direction

– Allow for... • The ‘learning curve’ to happen• Improvement based on ‘lessons learned’

– Sustain by persistence/patience• ‘Right’ message from the ‘right’ messenger• ‘Can do’/’make it happen’ attitude

‘Right’ Pilot

– Will be visible/representative enough to be credible

– Not be on the critical path

– Will be trained in RM concepts/process/tool

– Will be allowed time to learn and improve

– Will have enthusiastic participants

– Will be nurtured along the way

Organizational Support

– Provides management direction, funding, staffing,...

– Comes from savvy ‘troops’ and enlightened leaders

– Provides appropriate training/mentoring

– Embraces ‘champions’, ‘evangelists’ and ‘explorers’$ $ $

The ‘Measuring Stick’

Measuring success by using:

– RM Process/Tool Implementation Success Criteria and Measurement

– Capability Maturity Model (CMM)

Capability Maturity Model (CMM)Level 2 – REPEATABLE Key Practice Area – Requirements Management

– Goals• Requirements are controlled (baselines)• Plans/products are consistent with requirements

– Practices• Requirements are reviewed• Requirements are the basis for plans/products/ activities• Changes to requirements are reviewed prior to incorporation into the product

Capability Maturity Model (CMM)Level 3 – DEFINED Key Practice Area – Software Product Engineering

– Goals• Software engineering tasks are defined, integrated and consistently performed• Software work products are consistent

– Practices• ...• Software requirements are developed, maintained, documented and verified

according to the project’s defined software process• ...

Capability Maturity Model (CMM)Level 3 – DEFINED Key Practice Area – Software Product Engineering

– Sub-practices• Requirements are reviewed and approved• Effective techniques are used to derive requirements• Requirements are analyzed for feasibility, testability, completeness,...• Requirements and methods for verifying/validating requirements are

documented• Requirements are placed under configuration management• Changes to requirements are reviewed prior to incorporation into the product

The ‘Secret’

Know the RM process, the roles and techniques needed to perform each RM task, the requirement information structure needed to capture useful information, and how to configure/use a tool to support this endeavor.

It is PEOPLE, PROCESS and TECHNOLOGY working together that will make success happen!

Make Success Your Own By...– Recognizing importance of PROCESS-PEOPLE-

TECHNOLOGY– Knowing the pattern for success– Taking action by executing the pattern for success:

• With the ‘right’ steering committee, mindset, timing, pilot team

• Prepared with RM best practices/CaliberRM• Armed with organizational support, a ‘measuring stick’ and

the ‘secret’– Listening along the way and adjusting as appropriate– NEVER GIVING UP!

Implementing Requirements Management:


Questions?

Thank You

2146Implementing Requirements Management:


Please fill out the speaker evaluation

You can contact me further at …[email protected]

2146 Implementing Requirements Management: A Pattern For Success Betty Luedke Principal Consultant...

Documents

Transcript of 2146 Implementing Requirements Management: A Pattern For Success Betty Luedke Principal Consultant...