Systems Engineering Process: Requirements Gathering

Systems Engineering Process: Requirements Gathering

Topic Agenda

• Recall: Basics of Requirements Gathering

• It’s All About the Customer

• Process Mapping

• Process Analysis

• Requirements Documentation


Requirements Gathering

Preliminary Investigation

Requirements Gathering

Operations & Support

Global Deployment &Change Management

Scale & Scope

System & Data Analysis

Requirements Determination Requirements Analysis

What is done? Why is it done? What should be done?

Where is it done? Why is it done there? Where should it be done?

When (how often) is it done?

Why is it done then? When (how often) should it be done?

Who does it? Why does this (these) person do it?

Who should do it?

How is it done? Why is it done that way?

How should it be done?

Design & Development

Key to Requirements Gathering?

• Good Communication!

• Two volunteers please..

Topic Agenda


• It’s All About Your Customer

• Process Mapping




Create a Customer Partnership!(Extending the Preliminary Investigation Findings)

Step 1: Obtain authorization to proceed

Step 2: Identify the necessary information

Step 3: Initiate a fact-finding search

• Obtain & analyze org charts to determine WHO to interview• Conduct interviews with appropriate departments/customers• Review current system documentation• Observe current operations/process• If necessary, conduct brief survey

Step 4: Analyze collected information

Step 5: Present findings & recommendations to management

• Identify Next Level Info Needed

• Cross-Functional Steering Team• Develop Current State Process Docs (include strengths & weaknesses)• Develop Current Functionality Docs• Observe Current State & Adjust Docs• Validate w/End Users & Adjust Docs

• Develop Next Gen Process Docs • Develop Next Gen Functional Docs • Validate w/End Users & Adjust Docs

Process Example: Direct Store Delivery (DSD)

• What: Vendor Manages Inventory & Delivery

• Where: Retail Stores

• When:

Products Difficult to Warehouse (eggs, bread, snacks)

Number of Stores in Region (I.e., NE ice cream in winter)

Vendor-Driven (most beverages)

• Why: Cost Savings

• Examples: Frito-Lay, Coke, Miller, Mrs. Baird’s

Typical Grocery Complex Supply Chain

Vendors/Vendors/MarketsMarkets

Private LabelPrivate LabelPlantsPlants

Raw MaterialRaw MaterialSuppliersSuppliers

DCDC

DC withDC withMerchandisingMerchandising

OfficeOffice

DCDC

Corporate/Merchandising OfficeCorporate/Merchandising Office

Corporate/Merchandising Corporate/Merchandising OfficeOffice

Corporate/Merchandising Corporate/Merchandising OfficeOffice

Acquired Business NAcquired Business NAcquired Business 2Acquired Business 2

Acquired Business 1Acquired Business 1

Division 1 Division 1 StoresStores

Division 2 StoresDivision 2 Stores

Division MDivision MStoresStores

Typical Grocery Supply Chain Elements

Grocery Corporate HQ

FrontOffice

Buyer orMerchandiserTelephone Computer

Grocery StoreHandheld

Grocery DC/Warehouse

WarehouseOffice DC Planner

or ManagerTelephone Telxon ReceiverComputer

StorefrontAisle 1

Aisle n

Aisle 2Checkout

Checkout

BackroomInventory

StoreOffice

Telxon Coupler

Telephone

Dept Manageror Buyer

Grocery Plant(Private Label/Bakery)

PlantOffice

FactoryPlannerTelephone Computer

Vendor

Sales orService RepTelephone Computer

DSD Grocery Supply Chain Elements

Grocery Corporate HQ

FrontOffice

Buyer orMerchandiserTelephone Computer

Grocery Store

Grocery DC/Warehouse

WarehouseOffice DC Planner

or ManagerTelephone

Telxon Receiver

Computer

StorefrontAisle 1

Aisle n

Aisle 2Checkout

Checkout

BackroomInventory

StoreOffice

Telxon Coupler

Telephone

Dept Manageror Buyer

Grocery Plant(Private Label/Bakery)

PlantOffice

FactoryPlannerTelephone Computer

Vendor

Sales orService RepTelephoneComputer Handheld

DSD System Steering Team

• Corporate Buyer w/Dept Management & DSD Background*

• Information Technology Lead

• Supply Chain Management Analyst*

• Warehouse Asst Manager*

• Technical Documentation Specialist

• Potentially, a Vendor Representative*

* Subject matter experts

Current Typical Process Diagram

Vendor

Truck

1) Delivery & BOLGrocery Store

DeptManager

2) Fax or Phone inDelivery & BOL Info

3) Invoice

4) Pay Vendor

GroceryMerchandise/

Corporate

Merch & Buying System

Order EntryFinancials

Fax Telephone

+ 40 New- 10 Damaged- 10 Expiring

---------------------+20 New Charges(for xxx product)

• Deliveries (large vendor) twice a week according to schedule• Transmit from store to corporate by delivery close of business• Invoice & payment within 3-4 weeks

Current Process Strengths & Weaknesses

• Time for Store

• Inventory Costs

• Risk of Non-Sale

• Shelf Hogging

• Backroom Dumping

• Control of Product Mix

• BOL Data Entry Error

• Invoice Matching Error

Advantages Disadvantages

Topic Agenda



• Process Mapping



• Process Mapping

Process Mapping

Choose a Process & Define its Objective

Identify the Process Owner(s)

Establish the Process Boundaries

Identify Process Customers & Suppliers

Flowchart the Process

Recall Flow Chart Guidelines

1. Boxes indicate process steps

2. Arrows indicate the process flow

3. Columns can be used to indicate function or human

role (I.e., buyer) involved

4. Multiple entry and exit points are allowed

5. Shows cross-functional flows

6. Indicate conditional paths w/comments on arrows

Try This..

• Map the process of making a peanut butter sandwich

• Identify the sources of defects (failure to meet customer

expectations)

The Myth

• What I do is unique

• It can’t be described

• It can’t be measured

The Facts

• All work can be viewed as a process

• All work can be mapped

• All activities are measurable

Typical Supplier/Owner/Customer Interests

• Clear understanding of steps & importance

• Clear understanding of time involved

• Efficiency

• Reliable results

Example: Domino’s Pizza

• World’s #1 Pizza Delivery

• World’s #2 Pizza Chain (behind Pizza Hut)

• $1.8 Billion Sales; 12,500 Employees

• Founded in 1960 w/$500 investment

• 7100 Stores in 65 Countries

• 85% of Stores are Franchised

• 18 Distribution Centers Throughout US

• 7+ Million Pizzas/Week; 340M Lbs. Dough/Year

WHO influences what to DO

Domino’s Order Taking: Customer View

Customer Domino’s

Place Order Take Order

Deliver OrderReceive Order

Collect PaymentPay Driver

Order Taking: Domino’s View

Customer Cook

Place Order

Manager Driver

Take Order

Make PizzaSchedule

Order

PackageOrder

ScheduleDelivery

RequestFeedback

GiveFeedback

Return toStore

Collect PaymentPay Driver

ReceiveOrder

DeliverOrder

Feedback

Customer Swim Lane

Driver Swim Lane

Topic Agenda



• Process Mapping




Process Performance

• Number of Defects(Failure to Meet Customer Expectations)

• Cycle Time

• Effort/Energy


• Develop Next Gen Process Docs• Develop Next Gen Functional Docs• Validate w/End Users & Adjust Docs

Process Mapping & Analysis

Current FutureImprovements

• What is the current cycle time & defect* rate?

• With current resources, what’s the best?

• What is very best that could be achieved?

* Defect is any failure to meet customer expectations

• Identify Steering Team• Develop Current State Process Docs (include strengths & weaknesses)• Develop Current Functionality Docs• Observe Current State & Adjust Docs• Validate w/End Users & Adjust Docs

Identifying Next Generation Processes

Type Performance

Description Complexity

Size VariabilitySuppliers CustomersSteps

Defects Cycle-TimeRepetitive Non-Repetitive

Process

Topic Agenda



• Process Mapping


• Requirements Documentation• Requirements Documentation


• Identify Steering Team• Develop Current State Process Docs (include strengths & weaknesses)• Develop Current Functionality Docs• Observe Current State & Adjust Docs• Validate w/End Users & Adjust Docs

• Develop Next Gen Process Docs• Develop Next Gen Functional Docs• Validate w/End Users & Adjust Docs

Recall: Process Mapping & Analysis

Variety of Common Documents

• High-Level Requirements Document

• Functionality Hit List

• Use Cases

High-Level System (Process/Functionality) Doc

• Typically in MS Word or Adobe PDF

• Typically 20-40 pages in length (max 50 pages)

• Provide general flavor of system objectives, expected use &

functionality information

• Release priority if appropriate

• Clear indication of people processing vs. automated

Contents of High-Level Requirements Doc

• Document Edit Log• Table of Contents• Executive Summary (1-2 paragraphs)• Business Attributes Summary

– User Roles Involved– Supply Chain &/or Product Attributes Summary– 1-4 Most Critical Processes/Steps

• Business Process Step General Information– User Actions, Frequency, Functionality Required– Small Examples to Articulate Desired Support

• Appendices with Really Detailed Stuff (I.e, Report List)

Functionality Hit List

• Line items of functionality needs

• Content:

– Functional Item ID

– Process & Sub-Process

– Functionality Group

– Functionality Description

– Functionality Priority

– Targeted Release

Use Cases

• Represents steps in a specific process

• External entity (actor or role) requests system to perform process or function

– Examples:

• Buyer orders a book on Amazon.com

• Driver pulls in & requests a car wash

• Student shows up for a class

• Use cases can be linked or referenced to other use cases

Use Case Documents

• Summary List

• High Level Process Use Cases

• Detailed Process Use Cases

• Special Function/Exception Handling Use Cases

Use Case Summary List

• Process or Processes

• Use Case Category

– High Level Process

– Detailed Process

– Special Function/Exception Handling Process

– Integration (Data)

• Role

• Targeted Release

• Solution Components

Example of Detailed Process Use Cases