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Change ManagementChange Management
Jerzy.Nawrocki@put.poznan.plwww.cs.put.poznan.pl/jnawrocki/require/
Requirements Engineering & Project ManagementLecture 10
J.Nawrocki, Change Management
XPrince Roles and Changes
Project ManagerAnalyst Architect
Changing requirementsChanging requirements Team dynamicsTeam dynamics
J.Nawrocki, Change Management
Agenda
•CMM and Change Management•Requirements Management Practices•Situational Leadership
• Introduction• XPrince Team• Project Lifecycle• The Analyst Role• The Architect Role• The Project
Manager Role• Scaling up• Conclusions
J.Nawrocki, Change Management
Agenda
•CMM and Change Management•Requirements Management Practices•Situational Leadership
• Introduction• XPrince Team• Project Lifecycle• The Analyst Role• The Architect Role• The Project
Manager Role• Scaling up• Conclusions
J.Nawrocki, Change Management
Software Configuration Item (SCI)
SCI = “Information that is created as part of the software engineering process.” [R.Pressman]
Types of SCIs: computer programs (source code or
exec) documents (also requirem. specification) data (e.g. test cases)
if (a > b) a-= b;
18 27
J.Nawrocki, Change Management
Baseline [IEEE 610-1990]
A specification or product that has been formally reviewed and agreed upon,
that thereafter serves as the basis for further development, and
that can be changed only through formal change control procedures.
Specification
DesignCode
Test cases
J.Nawrocki, Change Management
Base-line
Baseline or SCI?
Engineering
Change it!
Change control
SCI
FTR
SCI
Baseline library
Baseline
J.Nawrocki, Change Management
SCCB
Software Configuration Control Board (SCCB)
Authorises: the establishment of software baselines, the identification of configuration items, the creation of products from the
baseline library.Represents the interests of the project
manager and all groups affected by changes to baselines.
Reviews and authorises changes.
J.Nawrocki, Change Management
CMM & Change Management
Ac5. Change requests & problem reports for all SCIs are
initiated, recorded, reviewed, approved, and trackedaccording to a documented
procedure.
Remove2nd floor!
J.Nawrocki, Change Management
Change Control
Change request
Err
User S.C. Manager
Change request
Developer
Change report
SCCB
Deci-sion
J.Nawrocki, Change Management
Change Control
Change request
Err Change request
Developer
Change report
SCCB
Deci-sion
Change request
P. Manager
User S.C. Manager
J.Nawrocki, Change Management
Change request
Change request
Change request number: ............................
Sender: .........................................................
Sender’s e-mail: ...........................................
Date: ..............................................................
Urgency: ................. Importance: ..............
Description: .................................................
.......................................................................
.......................................................................
Evaluator: .....................................................
Evaluate by: ........... Type (in/external) .......
J.Nawrocki, Change Management
Change report
Change report
Change request number: ..........................
Evaluator: ...................................................
Evaluator’s e-mail: .....................................
Date: ............................................................
Urgency: ................ Importance: ..............
Is the change justifiable? ..........................
Main risk factors: .......................................
Possible implementor: ..............................
Change implement. effort (expect): .........
Change evaluation effort (actual): ............
J.Nawrocki, Change Management
Agenda
•CMM and Change Management•Requirements Management Practices•Situational Leadership
• Introduction• XPrince Team• Project Lifecycle• The Analyst Role• The Architect Role• The Project
Manager Role• Scaling up• Conclusions
J.Nawrocki, Change Management
Requirements Management
The requirements document
Requirements elicitation
Reqs analysis & negotiation
Describing requirements
System modelling
Requirements validation
Requirements management
RE for critical systems
Basic Interm Adv
8
6
54
3
4
4
2
36
-
6
21
3
3
3
3
21
-
1
1-
-
1
2
4
9
J.Nawrocki, Change Management
Basic guidelines
Requirements management
Uniquely identify each requirement
J.Nawrocki, Change Management
Basic guidelines
Requirements management
Tag
Uniquely identify each requirement
J.Nawrocki, Change Management
Basic guidelines
Requirements management
Uniquely identify each requirementDefine policies for requirements
management
Requirements Management Policy
Goal: Understand the requirements
Obligatory practices:
1. Define specialised terms using the template available at www.cs.put.poznan...
J.Nawrocki, Change Management
Basic guidelines
Requirements management
Uniquely identify each requirementDefine policies for requirements
managementDefine traceability policies
J.Nawrocki, Change Management
Traceability policy
Traceability informationWho is responsible
Problems
Visions
Requirements (FURPS)
Acceptance test cases
User documentation
Design
Code
J.Nawrocki, Change Management
Basic guidelines
Requirements management
Uniquely identify each requirementDefine policies for requirements
managementDefine traceability policiesMaintain a traceability manual
J.Nawrocki, Change Management
Intermediate guidelines
Requirements management
Use a database to manage requirementsDefine change management policiesIdentify global system requirements
J.Nawrocki, Change Management
Advanced guidelines
Requirements management
Identify volatile requirementsRecord rejected requirements
J.Nawrocki, Change Management
Change management styles
Disciplined (formal)
Agile (informal)
J.Nawrocki, Change Management
Agenda
•CMM and Change Management•Requirements Management Practices•Situational Leadership
• Introduction• XPrince Team• Project Lifecycle• The Analyst Role• The Architect Role• The Project
Manager Role• Scaling up• Conclusions
J.Nawrocki, Change Management
Management Styles
•Democratic, people-oriented
•Autocratic, result-oriented
J.Nawrocki, Change Management
Effective Management
•Goal setting
•Praising
•Reprimanding
J.Nawrocki, Change Management
Goal Setting
Specific and measurable
Motivating
Attainable
Relevant
Trackable
SMART
J.Nawrocki, Change Management
Praising
Catch people doing things right.
Praise them.
Do it frequently.
J.Nawrocki, Change Management
Reprimanding
Critisize the behaviour, not the person.
Talk about the facts. Gossips and impressions must be checked.
Concentrate on most important aspects of the problem.
1. Present the problem.
2. Say what you feel.
3. Break for a moment.
4. Express your positive attitude towards the person.
J.Nawrocki, Change Management
Motivation Dynamics
Time
Motivation
J.Nawrocki, Change Management
Skills and Knowledge
Time
Skills
J.Nawrocki, Change Management
Management Dynamics
Directive Motivating Detached
J.Nawrocki, Change Management
Summary
Disciplined approach to change managment (CMM)
Requirements management practices
Team dynamics management
J.Nawrocki, Change Management
Questions?
J.Nawrocki, Change Management
Quality assessment
1. What is your general impression? (1 - 6)2. Was it too slow or too fast?3. What important did you learn during the lecture?4. What to improve and how?
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