Enabling Operational Excellence with Non-Functional ... · Enabling Operational Excellence with...

Enabling Operational

Excellence with Non-Functional Requirements

(NFRs)

Presented by: Charise Angderson, David WindelerBBC Conference, 2016

2

Introduction & ObjectivesPurpose for this session

Enabling Operational Excellence with Non-Functional Requirements© 2016, For information, contact Deloitte Touche Tohmatsu Limited. 3

Introduction

David Windeler• DTTL's GTS Business Analysis Senior Manager

with 10 years of experience in professional services

• Leads a team of 4 globally dispersed BAs whose focus is on supporting the corporate intra and extranet products

• Leads the BA Community of Practice (CoP), team is tasked with providing ongoing support to BAs within all office locations and defining standard best practices

• CBAP, CSM

Charise Angderson • Senior Business Analyst in Deloitte Touche Tohmatsu

Limited (DTTL)'s Global Technology Services with 7 years of IT experience in professional services and government industries

• Supports BA Community of Practice championing adoption of requirements management tools and facilitating study programs to help colleagues become IIBA® certified

• Manages operations of in-house developed and vendor products to ensure solutions excellence

• CCBA, PMP, ITIL Foundation, CSM

Getting to know your session speakers


Services and StatisticsOverview of the Deloitte network

DTTL Global Technology Services (GTS)

DTTL GTS is focused on delivering world-class information and technology to Deloitte member firms so they can to help enable Deloitte clients to outperform. DTTL GTS builds global capabilities and providing game-changing technologies for Deloitte member firms.

Overview of Deloitte

Deloitte member firms

Deliver services in and related to audit, consulting, financial advisory, risk management, and tax

Deloitte people

244,400 people in over 150 countries and territories

Deloitte serves:83% of 2015 Fortune Global 500® companies

84% of FG500 consumer and industrial products companies

71% of FG500 energy and resources companies

89% of FG500 financial services companies

83% of FG500 life sciences and health care companies (including all of the top 10 FG500 pharmaceutical companies)

91% of FG500 telecommunications companies

All members of the G20


Understanding the terms used in today’s presentationKey Vocabulary

DevOps

Operational Excellence

Non-Functional Requirements (NFRs)

The quality or environmental conditions under which the solution must perform across multiple areas of focus:

• Performance Efficiency (Operations)

• Security (Security, Privacy)

• Capacity (Development, Operations)

Culture that emphasizes cross-functional collaboration to lower technical debt, also known as “shortcut debts”, and increase solution efficiencies.

• Cross-functional collaboration

• Systems Thinking

• Amplified Feedback

• Continual Learning / Experimentation

An element of organizational leadership that focuses on sustainable and continuous improvement via:

• Reduction of technical debt (increase performance of teams)

• Process Excellence

• Improved Tools & Technology

• Continuous Improvement


Objectives

• Learn the benefits of leading Non-Functional Requirements (NFRs) via understanding of DevOps and DevOps principles.

• Enable and empower Business Analysts to lead NFRs by defining and inculcating a DevOps culture to yield operational excellence. • Understand which BABOK

techniques are best suited foreffective management of NFRs.

Goals for today’s session


• Non-Functional Requirements (NFRs) are essential.

• Problem: Mismanaged NFRs may lead to costly issues:

− $250 billion of annual waste is traced to poor requirements (Barret, 2016)

− $46 Billion is spent on fixing software requirement errors (Barrett, 2016).

− Costly mistakes may include inadequate requirements coverage of the following:

• Solution: Insufficient coverage of critical NFRs can be addressed with a central program led by the BA and framed by a DevOps culture, culminating in operational excellence.

The Costs of Poorly Managed RequirementsKey Message

The Business Analyst Journal

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Mismanaged security causes stocks to plummet!

Security Performance Efficiency Operability

Availability Stability Reliability

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NFRs are essentialMismanaged NFRs may lead to costly issues


Notorious examples that show the importance of NFRsMismanaged NFRs are costly

Security Privacy

AvailabilityCapacityError handlingReliability

Overwhelming DemandData Breach


As mentioned in BABOKCommon NFRs Analysis Areas

ReliabilityThis area covers how long it takes the application / product / solution to recover from down-time.

MaintainabilityThis aspects covers whether the application can be effectively modified once implemented.

CompatibilityThis area covers how the application can / cannot co-exist with other applications.

UsabilityThis area covers aspects about how usable the application is to end-users, including how easy it is to use and user’s understanding of how application capabilities as it relates to their bus. Needs.

SecurityThis area covers whether the application provides security controls per the business need.

PortabilityThis area covers the ease of installing / uninstalling the application and how transferable the application is in other (non-native) environments.

Service Level AgreementsThis area covers how to evaluate the solution’s performance to determine if business needs are being met.

Performance Efficiencycovering aspects such as performance speed, acceptable lag times, etc..

Source: (BABOK v3, 2015, pg. 303)


Managing NFRs with input from SMEs encourages adequate coverage (disparately vs. central program)

Approaches to NFRs management

STRONGLY NOT RECOMMENDED:

• NFRs are documented by the Business Analyst as the primary voice• No consultation with other areas; may not cover all aspects important to the org.• Sounds like, “That’s not achievable! Who agreed to this?”

NOT RECOMMENDED:

• NFRS are documented by the Business Analyst with coverage of some of aspects important to the org.• Consult with some of the required functions, but may not address all organizational needs.• Sounds like, “The system is down again! Where’s the documentation pointing to what’s acceptable in

terms of downtime?”

RECOMMENDED APPROACH:

• NFRs are documented by the Business Analyst according to the central program (covers all org. needs).• Business Analyst leads the efforts of bringing together multiple functions (via DevOps).• Sounds like, “Pheww, glad that we have that covered. Any way to improve efficiency here?”

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NFRs require DevOps cultureActive cross-functional collaboration promotes operational excellence


Cross-functional BABOK techniques can be used to support areas of NFRs analysisNFRs analysis require additional techniques

Source: (BABOK v3, 2015)

NFRs Analysis


DevOps is cross-functional collaboration aimed at delivering value to the businessThe Three Ways of DevOps

“systems thinking, always confirming that the entire organizationachieves its goal, not just one part of it.”1

1“shorten andamplify feedback loops, so we can fix quality at the source and avoidRework”2

“create a culture that simultaneouslyfosters experimentation, learning from failure, and understandingthat repetition and practice are the prerequisites to mastery.”2

2 3

1 (Kim, Behr, Spafford, 2013, pg. 249)2 (Kim, Behr, Spafford, 2013, pg. 91)


DevOps culture overlap and can help promote NFRs analysis completionCommon Themes in DevOps and NFRs Analysis

• Cross-functional• Quality-minded• Systems Thinking• Iterative

DevOps

Culture of Continual Experimentation & Learning

Development efforts

Quality assurance efforts

Operational efforts

Automation

Waste reduction

NFRS

Performance Efficiency

Reliability

Maintainability

Compatibility

Security

Transferability

Reduce downtime

And more!


DevOps encourages NFRs analysis to deliver valueDevOps vis-à-vis NFRs Analysis

STRONGLY NOT RECOMMENDED:

NFRs are documented by the Business Analyst as the primary voice (Silo)• Least likely to promote systems thinking resulting in missed NFRs that deliver business value• Due to the likelihood of missed NFRs, most likely to lead to issues that will result in costly rework

NOT RECOMMENDED:

NFRS are documented by the Business Analyst with coverage of some of aspects important to the org.• Similar risks to first approach but may be to a lesser extent

RECOMMENDED APPROACH:

NFRs are documented by the Business Analyst according to the central program with cross-functional collaboration (DevOps)• Promotes systems thinking and encourages key NFRs are addressed delivering business value• Rework is unlikely leading to reduced technical debt


Business Analysts lead NFRs via DevOps culture to deliver value to customersNFRs Analysis through DevOps Achieves Operational Excellence


• Process maturity• Driving consistency• Reduced downtime• Reduced waste• Collaboration benefits• Improved quality

Business analystBusiness analyst

Customer SatisfactionBrand Loyalty

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NFRs enable operational excellenceOur journey enabling operational excellence through NFRs


Key milestones to arriving at a centralized NFRs programThe beginning of the NFRs analysis journey

BSA CoP drove development of an NFRs template through collaboration with SMEs

NFRs template

NFRs Steering Committee

BAs Lead Collaboration

Cross-functional steering committee established to manage updates to the NFRs template

BAs, with support from the CoP, on every project lead NFRs analysis through cross-functional collaboration

Siloed NFRs

Rework

Need to be agile

Global visibility


Promoting operational excellence at each step through DevOpsLeveraged DevOps

BSA CoP drove development of an NFRs template through collaboration with SMEs

NFRs template

NFRs Steering Committee

BAs Lead Collaboration

Cross-functional steering committee established to manage updates to the NFRs template

BAs, with support from the CoP, on every project lead NFRs analysis through cross-functional collaboration

NFRs templates is systems thinking

Committee promotes feedback loops

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3BAs lead NFRs in Agile and continuously learn


Steps to establish a centralized NFRs program through DevOps collaborationOur Takeaway: Enabling Operational Excellence

Elicit and Document NFRs

Establish Steering Committee

Identify NFRs stakeholders

Develop an NFRs template

Pilot NFRs template

Implement, test, improve

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Challenges and Lessons Learned

Challenges• Organizational change

management

• Awareness and support

• Automation of Metrics

Lessons Learned• Importance of CoP

• Need for leadership support

• Consider flexibility of template

• Conduct pilot to guide steering committee

• Need for dedicated resources

© 2016. For information, contact Deloitte Touche Tohmatsu Limited. 23

Qualitative and QuantitativeBenefits

Compliance across the department

80%

Increase in customer satisfaction

Reduction in technical debt (re-work)

Improvement in collaborations


https://brandspace.deloitte.com/file/gallery/id/2107



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Questions?


Barret, K. (2016). Business Analysis: The Evolution of a Profession. Retrieved July 20, 2016, from www.iiba.org

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide) (v3). (2015). Toronto, ON: International Institute of Business Analysis.

Kim, G., Behr, K., & Spafford, G. (2013). The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win. Portland: IT Revolution Press.

(APA style)References

http://www.iiba.org/

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