CBAP® Study Group – IIBA® Germany Chapter

FromFromFromFrom RequirementsRequirementsRequirementsRequirements DocumentationDocumentationDocumentationDocumentation

AssessmentAssessmentAssessmentAssessment

masVenta Business GmbHVon-Blanckart-Str. 952477 Alsdorf

AssessmentAssessmentAssessmentAssessmentWorkshop Limburg 26.2.2011, Rainer Wendt

IIBA® Germany Chapter

DocumentationDocumentationDocumentationDocumentation totototo VendorVendorVendorVendor

Tel. 02404 91391 - 0

Fax 02404 91391 31

rainer.wendt@masventa.de

www.masventa.de

Workshop Limburg 26.2.2011, Rainer Wendt

Agenda

Requirements Documentation

Coverage MatrixCoverage Matrix

Requirements for Vendor Selection

Vendor Assessment

Summary

Questions

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Requirements Documentation

Requirements for Vendor Selection

Today we discuss someTechniquesTechniquesTechniquesTechniques …………usedusedusedused bybybyby TaskTaskTaskTask

RequirementsRequirementsRequirementsRequirementsDocumentation

Prepare RequirementsRequirementsRequirementsRequirements

PackageDocumentation

Coverage Matrix Manage RequirementsTraceability

RequirementsRequirementsRequirementsRequirementsfor Vendor Selection

Prepare RequirementsRequirementsRequirementsRequirementsPackage

Vendor a. Define Business Case

… are only Techniques according

rather than tasks, phases, knowledge

� DO NOT MIX UP!

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Vendor AssessmentAssessmentAssessmentAssessment

a. Define Business Case

b.b.b.b. AssessAssessAssessAssess Proposed

Solution

some TechniquesTechniquesTechniquesTechniques!... ... ... ... totototo provideprovideprovideprovide OOOOutpututpututpututput …in …in …in …in KnowledgeKnowledgeKnowledgeKnowledge AreaAreaAreaArea

Requirements

Package

RequirementsRequirementsRequirementsRequirements

Management and

CommunicationCommunication

TracedRequirements

Requirements

Management and

Communication

Requirements

Package

RequirementsRequirementsRequirementsRequirements

Management and

Communication

Business Case a. Business Case a. Enterprise Analysis

to BABOK®

knowledge areas or whatsoever

Business Case a. Business Case

b.b.b.b. AssessmentAssessmentAssessmentAssessment of

Solution

a. Enterprise Analysis

b. Solution AssessmentAssessmentAssessmentAssessment

and Validation

Requirements Documentation

Requirements Documentation is

as follows:

Explicitely mentioned as techniquetechniquetechniquetechnique� Explicitely mentioned as techniquetechniquetechniquetechniquePackagePackagePackagePackage (KA: Requirements Management & Communication)

� In ChangeChangeChangeChange----driven approaches driven approaches driven approaches driven approaches Requirements Documentation Requirements Documentation Requirements Documentation Requirements Documentation prioritized requirements list

� Outsourced projects Outsourced projects Outsourced projects Outsourced projects may need a more detailed

� Requirements Documentation Requirements Documentation Requirements Documentation Requirements Documentation may have to follow

� Short, focused, agile style iterations of software development Short, focused, agile style iterations of software development Short, focused, agile style iterations of software development Short, focused, agile style iterations of software development specify any or very little formal Requirements DocumentationRequirements DocumentationRequirements DocumentationRequirements Documentationspecify any or very little formal Requirements DocumentationRequirements DocumentationRequirements DocumentationRequirements Documentation

� A formal SignSignSignSign----OffOffOffOff of Requirements Documentation Requirements Documentation Requirements Documentation Requirements Documentation organizational standards or for regulatory reasons

� To make requirements reusablerequirements reusablerequirements reusablerequirements reusable, Business Analysts may have to revise the Requirements Documentation Requirements Documentation Requirements Documentation Requirements Documentation to ensure that it is self

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Documentation (1/3)

is a technique mentioned in BABOK®

techniquetechniquetechniquetechnique used for task 4.4: PreparePreparePreparePrepare RequirementsRequirementsRequirementsRequirementstechniquetechniquetechniquetechnique used for task 4.4: PreparePreparePreparePrepare RequirementsRequirementsRequirementsRequirementsManagement & Communication)

Requirements Documentation Requirements Documentation Requirements Documentation Requirements Documentation is often limited to a

may need a more detailed Requirements Documentation Requirements Documentation Requirements Documentation Requirements Documentation

may have to follow OOOOrrrrggggaaaannnniiiizzzzaaaattttiiiioooonnnnaaaallll PPPPrrrroooocccceeeessssssss AAAAsssssssseeeettttssss

Short, focused, agile style iterations of software development Short, focused, agile style iterations of software development Short, focused, agile style iterations of software development Short, focused, agile style iterations of software development projects may not Requirements DocumentationRequirements DocumentationRequirements DocumentationRequirements Documentation.Requirements DocumentationRequirements DocumentationRequirements DocumentationRequirements Documentation.

Requirements Documentation Requirements Documentation Requirements Documentation Requirements Documentation may be required by organizational standards or for regulatory reasons

, Business Analysts may have to revise the to ensure that it is self-explanatory

Requirements Documentation

Requirements Documentation according

� Business Business Business Business RequirementsRequirementsRequirementsRequirements DocumentDocumentDocumentDocument

ProductProductProductProduct RoadmapRoadmapRoadmapRoadmap� ProductProductProductProduct RoadmapRoadmapRoadmapRoadmap

� Software/System Software/System Software/System Software/System RequirementsRequirementsRequirementsRequirements SpecificationSpecificationSpecificationSpecification

� SupplementarySupplementarySupplementarySupplementary RequirementsRequirementsRequirementsRequirements SpecificationSpecificationSpecificationSpecification

� Vision Vision Vision Vision DocumentDocumentDocumentDocument (High-Level-used

Real-Life Examples for Software/System Software/System Software/System Software/System

� 1) CTI Extension for Microsoft CRM Business Req & DOORS User RequirementsBusiness Req & DOORS User Requirements

� 2) Migration of Custom-CRM to Open Source Simple Excel approach

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*) many “Business Requirements Document” templates also include stakeholder requirements

Documentation (2/3)

according to BABOK® may consist of:

DocumentDocumentDocumentDocument****

SpecificationSpecificationSpecificationSpecification

SpecificationSpecificationSpecificationSpecification (non-functional/supporting Req)

used in Enterprise Analysis or Project Charter)

Software/System Software/System Software/System Software/System RequirementsRequirementsRequirementsRequirements SpecificationSpecificationSpecificationSpecification

Microsoft CRM

Microsoft Office

Open Source SugarCRM

*) many “Business Requirements Document” templates also include stakeholder requirements

Microsoft Office

Excel 97-2003-Arbeitsbla

Microsoft Office

Excel 97-2003-Arbeitsbla

Original Project Excels

Requirements Documentation

Requirement Attributes according

! ! M E M O R I Z E ! !

CARA‘S SOUPS

Complexity

Absolute Ref.

Risks

Author

! ! M E M O R I Z E ! !

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Author

Source

Documentation (3/3)

according to BABOK®

CARA‘S SOUPS

Status

Ownership

Urgency

PriorityPriority

Stability

RequirementsRequirementsRequirementsRequirements TraceabilityTraceabilityTraceabilityTraceability

…is the ability to identify and document the lineage of each

requirement, including requirement, including

- its derivation (= backward traceability to Business requirements),

- its allocation (= forward traceability to implementation), and

- its relationship to other requirements.

! ! M E M O R I Z E ! !

BusinessBusinessBusinessBusiness PASTPASTPASTPAST Backward

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BusinessBusinessBusinessBusiness PASTPASTPASTPAST Backward

=========================================Allocation � Forward � FUTURE FUTURE FUTURE FUTURE

TraceabilityTraceabilityTraceabilityTraceability

…is the ability to identify and document the lineage of each

traceability to Business requirements),

traceability to implementation), and

its relationship to other requirements.

Backward Derivation Backward Derivation

=========================================FUTURE FUTURE FUTURE FUTURE ���� ImplementationImplementationImplementationImplementation

Coverage Matrix

� The Coverage Matrix Coverage Matrix Coverage Matrix Coverage Matrix helps to trace the

requirements backwards and forwards and

furthermore ensure completeness furthermore ensure completeness

(coverage) of the requirements (derivation

and allocation).

RequirementRequirementRequirementRequirement in in in in

System System System System SpecificationSpecificationSpecificationSpecification

Origin Origin Origin Origin ofofofof

RequirementRequirementRequirementRequirement

Business/Business/Business/Business/StakeholderStakeholderStakeholderStakeholder

RequirementsRequirementsRequirementsRequirements

Design Design Design Design

ReferenceReferenceReferenceReference

RSS100.2

Aggregated daily

Positions per

counterparty will be

Business Dept. BRS20034.23 System

shall show

aggregation of all

daily positions by

DDS 229.12

daily

counterparty

tbl_pos_daily

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counterparty will be

calculated by end of

day job

daily positions by

counterparty

tbl_pos_daily

by

IT Security

IT Architecture

helps to trace the

requirements backwards and forwards and

furthermore ensure completeness

A coverage matrix is a

table or spreadsheet

used to manage

tracing.

It is typically used when there are relatively few requirements or when tracing is limited to high-level

furthermore ensure completeness

(coverage) of the requirements (derivation

tracing is limited to high-level requirements (e.g. features or models).

Design Design Design Design SpecificationSpecificationSpecificationSpecification

ReferenceReferenceReferenceReference

TransitionTransitionTransitionTransition & & & &

DeploymentDeploymentDeploymentDeployment RefRefRefRef....

Test Cases Test Cases Test Cases Test Cases RefRefRefRef....

DDS 229.12 Aggregated

daily postions of

counterparty in

tbl_pos_daily will be filled

In Deployment

Guide Refer to 2.3.

Schedule of EOD

jobs

TC234.45, TC

22.120,

ACCTC 209..1tbl_pos_daily will be filled

by job_eod_23

jobs ACCTC 209..1

Traceability Relationship

NecessityNecessityNecessityNecessity: : : : It only makes sense to implement a particular requirement if a related requirement is also implemented. This relationship may be unidirectional or bidirectional.directional.

EffortEffortEffortEffort: : : : When a requirement is easier to implement if a related requirement is also implemented.

SubsetSubsetSubsetSubset: : : : When the requirement is the decomposed outcome of another requirement.

CoverCoverCoverCover: : : : When the requirement fully includes the other requirement. This is a special case of subset, where the top-level requirement is the sum of the sub

ValueValueValueValue: : : : When including a requirement affects the desirability of a related requirement

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ValueValueValueValue: : : : When including a requirement affects the desirability of a related requirement either increasing or decreasing it. This may occur because the related requirement is only necessary if the first requirement is implemented, or because only one of the requirements should be implemented (for instance, when discussing two features that potentially meet a business requirement or are in conflict).

Relationship Types

It only makes sense to implement a particular requirement if a related requirement is also implemented. This relationship may be unidirectional or bi-

When a requirement is easier to implement if a related requirement is also

When the requirement is the decomposed outcome of another requirement.

When the requirement fully includes the other requirement. This is a special level requirement is the sum of the sub-requirements.

When including a requirement affects the desirability of a related requirement When including a requirement affects the desirability of a related requirement either increasing or decreasing it. This may occur because the related requirement is only necessary if the first requirement is implemented, or because only one of the requirements should be implemented (for instance, when discussing two features that potentially meet a business requirement or are in conflict).

Requirements for

Requirements for an outside formatted asformatted as

� Request for Information (RFI)

� Still open to a number of alternative solutions and seeking

information to evaluate possible options

� Request for Quote (RFQ)

� Already understand the nature of the solution options and

seeking vendors for itseeking vendors for it

� Request for Proposal (RFP)

� Similar to RFQ but more formal

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Vendor Selection

an outside vendor should be

Information (RFI)

Still open to a number of alternative solutions and seeking

information to evaluate possible options

Quote (RFQ)

Already understand the nature of the solution options and

(RFP)

formal

Vendor AssessmentKnowledge and Expertise� …which is not yet in the Enterprise. Has to be

Licensing and Pricing ModelsLicensing and Pricing Models� Cost/benefit ration of different license models

Product Reputation and Market Position� Is the product well accepted? Are there regular

roadmap?

Terms and Conditions� Data protection considerations, challenges

supplier?

Vendor Experience and ReputationVendor Experience and Reputation� Experience of other customers with this vendor

Compliance with general standards for quality

Vendor Stability� How certain is it that the vendor continues with

question? What if the vendor disappears suddenly

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Assessment acc. to BABOK®

be transferred!

“Vendor assessment is conducted to ensure that the

models

Market Positionregular updates and a

when changing the

Reputation

ensure that the vendor is reliable and that service levels will meet an organization’s expectations”

“Non-functional requirements can be used to define Reputation

vendor? Conformance,

quality, security etc

with the product in

suddenly?

be used to define the service levels expected of a third party ”

Vendor Assessment

IBM Business Catalogue (5)

Internet-Research (10)

Phone Calls/Discussions (8)

Pro‘s

• Adaptable

First Live Demonstration Meetings (2)

Detailed Specwith costs (1)

Voice-/Web-Conferencing (2)

Phone Calls/Discussions (8)

Provision of rough requirement list (3)

Budgetary offer (2)

• Adaptable

• Notes Experts

• Incl. Helpdesk

• Navision touch

• Runs w/ Exchange

• Customization

• Open Architecture

• Company Size

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with costs (1)

Concrete offer (1)

• Company Size

• References

• First Feedback

• Flexibility

• Experience

Assessment in Reality (1/2)Research (10)

Phone Calls/Discussions (8) Original

First Live Demonstration Meetings (2)

Conferencing (2)

Phone Calls/Discussions (8)

(3)

Con‘s

• Proprietary

• Lack Of Expertise

Original Project Slide

• Insufficient preparation/demo

• Bad Understanding/Feedback

• Sticking to turn-key solutions

Vendor Assessment

Vendor 1V1 turn-key solution already matched with many of our basic V1 turn-key solution already matched with many of our basic requirements, e.g. indirect Partner model

Live demonstration regarding functionality and adaptability absolutely convincing!

Substantial feedback to provided requirement excel. V1 has put a lot of effort to understand our demands

Flexibility and available development capacity to realize the

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Flexibility and available development capacity to realize the necessary adaptations

Offer incl. 132 days programming: € 270.000,-(based on Detailed Spec with cost)

Gut feeling: V1 has the power the experience and the customer orientation to handle such complex projects satisfactorily

Assessment in Reality (2/2)

Vendor 2

V2 turn-key solution is divided in different disconnected parts,

Original Project Slide

V2 turn-key solution is divided in different disconnected parts, Helpdesk support and Sales/Lead Management.Did not match with our indirect Partner model

Demo not convincing, adaptability seems to be not easy/questionable.

Substantial feedback to provided requirement excel. V1 has put Sketchy feedback, no depth. Discussions mostly lead to the question whether we can adapt our processes to V2 S/W.

V2 rejected the request for a tender driven offer. Only a Proof-V2 rejected the request for a tender driven offer. Only a Proof-Of-Concept with cost was proposed

Offer incl. 60 days programming: €130.000,-REMARK: 60 days are far too less! Requirements were underestimated by V2!!

Gut feeling: V1 has the power the experience and the customer Gut feeling: V2 would have the power but does not have sufficient customer orientation to satisfactorily handle such a project

Summary

All mentioned techniquesrequirements are elicitedrequirements are elicitedor custom built solution from

This vendor has to be carefully

If work is outsourced or givenIf work is outsourced or givenRequirementsRequirementsRequirementsRequirements DocumentationDocumentationDocumentationDocumentationof the contract agreementexact and precise as possible

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*) COTS = Comercial-Off-the-shelf, Software developed and sold for a particular market..

techniques will have to be used ifelicited for purchasing a COTS* elicited for purchasing a COTS*

from an outside vendor.

carefully selected.

given to a vendor, thegiven to a vendor, theDocumentationDocumentationDocumentationDocumentation usually will be partagreement, i.e., it has to be as

possible. Software developed and sold for a particular market..

Questions?

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Questions can as well be posted under

IIBA Forum http://www.iiba-germany.de/cms/index.php?option=com_agora&id=2&Itemid=31

„Study Group Intern“ in the German

germany.de/cms/index.php?option=com_agora&id=2&Itemid=31