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WWW.IAG.BIZ
IAG Consulting 2011
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Optimizing Requirements
Discovery
An executive discussion on getting success through
clear,
accurate, and
complete requirements
Garry McGouldrick
Senior Vice President
IAG Consulting
gm@iag.biz
1-800-209-3616
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IAG Consulting 2011
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Learning Objectives
Executive perspectives on making
requirements change
Techniques for optimizing requirements
discovery
The tactics of requirements competency
development
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IAG Consulting 2011
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Our Experience:
Requirements excellence since 1997:
Completed over 1,300 requirements projects
Worked with over 300 of the Fortune 1000 companies
Trained over 100,000 professionals
In excess of 700 clients using our methods
Annually invested 10% of our revenue in developing our methods and
harmonizing these with industry best practices
Authors of The Business Analysis Benchmark
Clear, Accurate & Complete WITH Efficiency
http://programs.rational.com/partner/SearchResults_Company.cfm?CMP=1903
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Executive Perspective
Issues to discuss The requirements phase of projects is risky
Inconsistency is expensive
Facilitation excellence is necessary for consensus and timeliness
Process can be improved or is broken Unnecessary requirements change Ineffective use of delivery resource Effective use of executive time
Compliance issue or dramatic change needed in project performance
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IAG Consulting 2011
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How Good is Your Organization at Defining
Requirements?
1 5 2 3 4 We do an
excellent job on
requirements
Were poor at
defining
requirements
Were about
average
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There is a Steep Premium to be Paid for Poor
Quality Requirements
Premium
paid
BUSINESS REQUIREMENTS PREMIUM*
N=109
Source: IAG Business Analysis Benchmark, 2008
* Average increase in the overrun on time or cost versus projects that used high quality requirements
1 5 2 3 4
Low Quality
Requirements
High Quality
Requirements
0%
10%
20%
30%
40%
50%
60%
70%
Time
Budget
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IAG Consulting 2011
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Case Study: Michigan DOT
RFP Outsourced Development
SafeStat: Monitor and track the progress of traffic and safety projects
$1 million project
Compressed requirements discovery into 2 week timetable 10 weeks
from start to design
RFP responses from domestic vendors were +/- $30K (IBM, EDS, etc)
Able to use precision in requirements to secure performance
guarantees
Brought project in 30% under budget
Reduced ongoing maintenance costs
Without this process, we would have spent the entire $1m we had budgeted. Plus, we may have encountered scope creep that could have pushed the costs up even higher
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Deeper Dive into Our
Approach and
Deliverables
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IAG Consulting 2011
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The Requirements Dilemma
How do you serve diverse needs well?
Executive: What change is happening and will I get the
functionality and information needed?
Business: Is there a proactive, efficient way to get process
and interdependencies identified?
Designer: What are the series of highly cohesive and loosely
coupled system components?
Enterprise Architect: How do we expect the solution to
interact with the existing architecture?
Tester: What are all the paths of logic through this process?
Project Manager: Have we identified issues, scope, timeline
and achieved consensus?
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Focusing on the What Not the How
Requirements: you will always be describing a process
Somebody
Does something
With some information
Person or the system
Process: Verb
Data: Noun
This is: Scoping and High Level
Requirements
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A Logical Way to Extract Business Process
Scoping:
Example: Customer Order Management
COM
SYSTEM
CUSTOMER
Store/
Products/
Price/
Promotions
Order/
Payment
Confirmation
Customer
Info.Inquiry
Previous
Order
Order
Transactions
ACCOUNTING
SYSTEM
Deposits
MARKETING
Order
Reciept
FINANCIAL
INSTITUTION
Product
Promotions
THIRD PARTY
DELIVERY
COMPANY
Method Of
Payment
Credit Card
Authorization
Order
Details
Delivery
Details
Payment
Understand
system
context
High-Level: Determine Activity-Level Scenario 1. Order Taker verifies contact information
2. System validates the customer
3. Order Taker takes the order
4. Order Taker confirms the order
Determine High-Level Scenario
1. Receive an order 2. Price an order 3. Fulfill an order 4. Ship an order
Set products in catalogue (X) Promotions? (Y) Dispatch? (X)
How do I get from
Trigger to Outcome?
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A Logical Way to Extract Business Process Example: Customer Order Management
High-Level: Determine Activity-Level Scenario 1. Order Taker verifies contact information
2. System validates the customer
3. Order Taker takes the order
4. Order Taker confirms the order
Determine High-Level Scenario
1. Receive an order
Could you build it?
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Black Box versus White Box Understanding Getting to clear, accurate and complete
Must have: Conditions/constraints, Variations, Rules/policies,
Data required in the process, Interdependency, Clear process
Supplier
Who supplies
the information?
Input
What information
do you need
access to?
Process
What do you do
with the
information?
Output
What is the
normal
Outcome?
Customer
Who do you
make the
output
available to?
Could you build
it? Validate the
Customer
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Discovering Detail Efficiently System validates the Customer
Determine Detailed Process Description 1. Determine if customer exists, using either
1. Phone number
2. Last Name
2. If exist: Display customer information
3. If not exist: Display no match found
(create new customer)
4. If >1 match: Display all matches
5. Determine (select) match
(Display customer information)
6. Verify identity, using both
1. Zip code
2. Password
7. If no verify: (terminate)
8. If change update information
Complete and Unambiguous Process,
Interdependencies, Data Requirements,
Clear Business Requirements
Goal:
Structured Statements of System Capability
Business Functional Requirements 1. The system must access a customer file using
either a phone number or last name
2. The system must display customer information
when given a request for an existing
customers data
3. The system must allow the operator to create a
new customer
4. The system must display a list of all customers
with the same phone number or last name to
the operator,
5. The system must allow the operator to select a
name from a listing of multiple customers
where multiple customers have the same name
and/or phone number
6. The system must display to the operator zip
code and customer password when a customer
record is selected
7. The system must prompt the operator to
validate that the information displayed is
correct
8. The system must allow the operator to update
customer information when the information has
changed Could you build it?
Is it clear for all stakeholders?
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Business Requirements Modeling
CONTEXT MODEL
HIGH LEVEL SCENARIO(s)
IN SCOPE
ACTIVITIESIN SCOPE
ENTITIES
USE CASES
Review, Analysis & Validation
Elicit scenarios
(primary and variations)
Model the activity / use case
- data flow / use case diagrams
Define pre and post conditions
- detailed steps/components
NounsVerbs
Model the entity relationships
Define the entities
Define the data elements needed
DATA DEFINITIONS
Discover and describe the requirements,
rules and considerations
FUNCTIONAL
REQUIREMENTSNON-FUNCTIONAL
REQUIREMENTS
DATA
REQUIREMENTS
Requ
irem
ent
Spec
DESIGN
CONSIDERATIONS
Busi
ness
Need
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Case Study: Global Food Manufacturer
Implement major change to the business model
Reduce order to delivery from 7 days to 36 hours
Transform supply-chain management, traffic and transport, CRM,
production planning, forecasting, marketing, and sales operations
Reduced number of warehouse inventory touch points from 11,000 to
2,000
Engaged IAG at the pre-project scoping stage to drive project momentum
Lead facilitation for total redesign of warehouse and inventory
management processes
2 weeks to scope project: carved into 12 complex projects to be run by
IAG
IAG executed on detailing the business and software requirements for the
12 projects taking 1 to 3 weeks for each.
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The Importance of Excellence in Elicitation
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Project success ratios: organizations that excelled in 5 of 12 requirements
discovery and management skills versus all others surveyed
0%
10%
20%
30%
40%
50%
60%
70%
80%
Project is failure or
almost failure
Neither Successful
nor Unsuccessful
Project is Successful or
Unqualified Success
Leveraging Exceptional Competency to Get Excellent Project Results
Uncover
interdependencies
Getting to
unambiguous goals
and objectives
Quality of session
facilitation
Efficient use of
stakeholder time
Completed in short
period
Source: IAG Business Analysis Benchmark, 2008
0.0%
21.4%
78.6%
12.8%
45.7%
31.9%
Used Exceptional Elicitation Skills All Other Projects
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Case Study: Global Insurer
Integrating multiple companies on a single back-end system
18 months doing reengineering to get a single window on a customer out of 15
separate systems. Could not move forward too complex, could not manage the
consensus.
IAG was brought in by the re-engineering company.
Small team worked with 12 divisions to drill down to a harmonized process and data
model
Compressed cycle of elicitation for dispersed community of stakeholders: Video conference links and smart boards to manage distributed teams
Ran 2 concurrent teams to meet time constraints
3 iterations delivered to the board: 4 weeks Business model
12 weeks Logical process and data model
16 weeks Ready to build system use cases
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Making Effective Change
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A Practical Approach to Analyst
Professional Development
Combine training with on-the-job coaching and mentoring
Develop a multi-level accreditation that fits your company needs
Track and manage through an accreditation management system
Endorsed by:
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Four Golden Rules for Making Change in the Area of
Business Requirements
Never underestimate the difficulty in making change
People need to experience a new process to understand
how it is different
You can get stakeholders together
Elicitation excellence takes time to build
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Maturity of Business Analysis: (across people, process and technology of business analysis)
Project Success Ratios: Organizational score across 9 factors of areas of organizational
maturity in requirement discovery and management
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Lowest Level
Highest Level
A Path to Systematic Project Success
Per cent
of Project
Outcomes
Proportion of projects
described as
SUCCESSFUL
Proportion of projects
described as
UNSUCCESSFUL
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Case Study: Large North American Bank
Requirements Practices Integration Improvements to Requirements Management Process
New templates, examples, instructions, etc.
New Requirements Course curriculum
Licensing of methodologies (Software Prioritization House of Quality)
Requirements Simulation Programs
Assessment Test
Accreditation Program for Requirements Managers
Web-based E-Learning Licenses
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The Secrets Revealed!
Employ analysts who are also expert facilitators
Use a superior process
Apply tight quality control
Operate in an accelerated environment
Consolidate consensus with real-time documentation
Reduce rework significantly
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Metrics: What impact can IAG Consulting have
Reduction in Changes to Requirements
Pre-IAG Consulting Post-IAG Consulting
Measured at 6 clients, across 36 projects!
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Discussion of next steps
Typical Next Steps:
1:1 conversations about your projects
Start leveraging the IAG assets to help you with your
stakeholders
Let us help you scope the business analysis effort
Tell us about your ugly ducklings
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