i ntroduction about... in 2008, kate gwynne became the business analysis practice lead at state auto...
TRANSCRIPT
IMPROVING REQUIREMENTS MANAGEMENT
Developing a Roadmap to Success
PRESENTED BY:
KATE GWYNNE, CBAP, CSM
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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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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.
AGENDA
o Industry Statisticso Requirements Managemento Current and Future Stateo Roadmap to the Futureo Sustaining the Change
INDUSTRY STATISTICS . . .
62 %Information obtained on industry websites such as CNet, Mindtools, and PMTips
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Of projects . . .
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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INDUSTRY STATISTICS . . .
? ? ? ? ?
Information obtained on industry websites such as CNet, Mindtools, and PMTips
Top 5 reasons. . .
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INDUSTRY STATISTICS . . .
Lack of stakeholder involvement Long or unrealistic time schedules Scope creep No change control system Missed, inaccurate, no requirements
Information obtained on industry websites such as CNet, Mindtools, and PMTips
Top 5 reasons. . .
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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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
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AGENDA
o Industry Statisticso Requirements Managemento Current and Future Stateo Roadmap to the Futureo Sustaining the Change
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REQUIREMENTS MANAGEMENT IS . . .
Planning & Monitoring
Elicitation
Management & CommunicationAnalysis
Solution Assessment &
Validation
The activities that control
requirements development,
including requirements
change control, requirements
attributes definition, and requirements traceability.
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Benefits of Improving Requirements Management
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Benefits of Improving Requirements Management
Expands Bandwidth
Establishes Clear Expectations
Improves Estimates
Reduces Scope CreepIncreases speed to
market
Reduces project costs
Increases likelihood of achieving business
value for chosen solutions
AGENDA
o Industry Statisticso Requirements Managemento Current and Future Stateo Roadmap to the Futureo Sustaining the Change
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3 KEY COMPONENTS
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2
1
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3 KEY COMPONENTS
Technology
Process
People
PEOPLE
PROCESS
TECHNOLOGY
PEOPLE
PROCESS
TECHNOLOGY
CURRENT STATE FUTURE STATE
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
PEOPLE
Roles 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
PEOPLE
Roles 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 ExpectationsProvide Education
PEOPLE
Roles 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 ExpectationsProvide Education
• Processes are not consistent across departments or like projects.• No way to measure process effectiveness.
PEOPLE
Roles 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 ExpectationsProvide 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.
PEOPLE
Roles 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 ExpectationsProvide 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
PEOPLE
Roles 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 ExpectationsProvide 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.
PEOPLE
Roles 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 ExpectationsProvide 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.
PEOPLE
Roles 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 ExpectationsProvide 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
AGENDA
o Industry Statisticso Requirements Managemento Current and Future Stateo Roadmap to the Futureo Sustaining the Change
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Step 3 examples: Automation
• Automate manual activities• Provide reports linking initiatives to strategic
objectives• Trace requirements from problem identification to
solution development and implementation and finally to business satisfaction with implemented solution
Requirements Management Roadmap
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 Framework
• Coordinate advisory group or steering committee to provide guidance and perspective
• Develop communication plan • Establish scalable requirements mgmt framework • Determine input / output to external and internal processes and
methodologies• Create 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
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
StepsMilestones
2012 2013
Q2 Q3 Q4
Requirements Mgmt
Framework
• Coordinate advisory group or steering committee to provide guidance and perspective
• Develop communication plan • Establish scalable requirements mgmt
framework • Determine input / output to external and
internal processes and methodologies• Create document repository for templates,
training materials, and job aides
Training Program
• Develop training and coaching program • Update role descriptions so skills required
match project demands• Establish and implement knowledge sharing
opportunities
Automation
• Automate manual activities• Provide reports linking initiatives to strategic
objectives• Trace requirements from problem
identification to solution development and implementation and finally to business satisfaction with implemented solution
REQUIREMENTS MANAGEMENT ROADMAP TIMELINE
AGENDA
o Industry Statisticso Requirements Managemento Current and Future Stateo Roadmap to the Futureo Sustaining the Change
MANAGING CHANGE
Hurdle #1 Hurdle #233
Resistance to Change
Not managing the People side
of change
MANAGING CHANGE
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SUSTAINING THE CHANGE Provide a culture of continuous change
Define how success will be measured Encourage idea exchange for ways to improve
Communicate with perspective and transparency
Be a change leader Learn from the past, be in the present, live for the future Be fueled by passion and inspire passion in others Be self-motivated Take time to understand people Develop strong communication skills Be committed to continuous improvement
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THANK YOU!
Please feel free to contact me at:
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