Requirements Managment

ALE

Analytic And Leadership Excellence LLC Integrates Knowledge, The Technology of Performance.http://www.alefulcrum.com, [email protected], Bernard W. Johnson

Requirements ManagementThe Real Story

Contact ALE for further information

ALE


Elicit Consolidate Analyze Validate Allocate Verify

A company is best off to consider how they are doing in the individual areas of

Requirements Management. RM is just too large a pill to swallow all at once. Even the components used to aide RM are large, and can cause the original purpose of RM to loose value if not performed with

insight. In order for RM to be effective, it must be understood and tailored to add value according to the

needs of the company. The value is to eliminate the cost associated with improving later (Lean, Six Sigma).

Requirements Management is a BIG Animal

•List•Prioritize•Focus

•Analyze Requirement•Analyze Impact•Product functional requirements•constraints

•How will you test it?

The scope is the entire System, Platforms, Mechanics, Software, HardwareProduct success depends on effective management of requirements

•Acquire inputs

•Interviews•Prototypes•Simulation•QFD

•Value Analysis•QFD

•QFD•Spec Templates

•Prototypes•Simulation•Analytical

•Trade Studies•Pugh

•Where/ howto implement?

•SW? HW?•Elec?, Hydr?, Mech?

•Traceability•Evaluations•Sign-off

•Product meetsrequirements?•Satisfies Customer

need?

Systems Engineering, Innovation, DFSS, TRIZ, Process, Methods, Tools


ABSTRACTRequirements Engineering

Our motivation is to meet the expectations of our customers in an effective manner. This depends absolutely on understanding and communicating their needs into our development organizations. In light of a sometimes complex organization, Requirements Management (RM) can also help center our focus back to the product. As managers often operate in a global and distributed organization, improving RM stands to provide an high benefit.

Topics addressed in this presentation

�Motivation�Portfolio management�Integration of RM into global operations�Understanding market trends �Taking first steps �Business case �Understanding what benefits can be expected and when �How can RM can help with communications, and �How to address the perceived additional workload

While not exhaustively addressed, I hope that integrating these topics together in one framework might stimulate further discussion and benefit your organization.


Motivation

GlobalGeneric

Specific

Expected

GlobalGeneric

Specific

Actual% Rework(Inefficiency)

Proposed

Examples•Requirements Engineering

•HW Chipsets•SW Environment•SW Solutions

GlobalGeneric

Specific

RegionSpecific

Customer demands: �Trends may shift over time, from supplier-of-systems to supplier-of –modules.�Speed, perhaps twice as fast as a decade ago.�Lowest cost solutions, commoditization.

(balancing commoditization with innovation is a separate topic)�Perfect quality

RM�Must drive our requirements into the global roadmap product line/ platforms/

generic/ aka core assets. Also: infrastructure and support.�impacts: % reuse/ cost/ efficiency/ productivity (the cost equation, Johnson)


REQUIREMENTS AND PORTFOLIO MANAGEMENT

Requirements (whether stated or not), are a primary input to an organization. Therefore, RM and portfolio management are processes that touch all parts of our organization includingBD, Product Development, Innovation, Suppliers, Manufacturing, etc. This invites communication and decisions concerning how we operate globally and with our customers. Generally, requirements that are not stated or otherwise not understood result in development iteration and excessive cost.


Global Requirements and Portfolio Management

Region x

Customer

Region x

Product

Developed

Product

Requirements

/ RoadmapAdvanced

Development

External

Support

Region

Specific

Generic

Gap/

White-Spots

Global

Platform

Region x

Innovation &

Portfolio Mgmt

Project Specific

RequirementsGlobal

Innovation

/Roadmap

BD/ Sales/ Marketing/ Engineering: Requirements and Portfolio Interface

"Off the

Shelf"

Regulations/ Law

GlobalGeneric

SpecificRegion

Must be cognizant that requirements flow though many organizations. Effective communication across boundaries is difficult but essential.


REQUIREMENTS MANAGEMENT, GLOBAL SCHEME

Slide #1, Global SchemeTo be successful, we must define how our organization's RM operates-Markets represent the regions for example-The RE of those markets must be closely tied to the relevant customers.-From the processing of requirements in each market, suitable roadmaps and portfolios can be proposed-These requirements activities serve as inputs to the global generic activities-They also are a basis for planning what will be global generic, regional generic, or project specific. -Out of this process should come a global roadmap, plans, and a portfolio of on the shelf solutions for the future.-In order to measure the effectiveness of this process, the global platform managers should monitor the use of their solutions through % reuse metrics. -R&R for Region, Global, Central Functions, and Engineering should be established that support the process.

Slide #2, An estimate for the amount of rework can be accomplished in a strait forward manner.1. List all your projects for a period of time, five years for example, along with R&D amount2. Segment your organizations activities, SW, HW, Mechanical, Packaging, whatever makes sense.3. For each project, assign percentages to the activities

a. cost, totaling 100%b. % reuse, totaling 100%

4. Based on this the following can be estimatedc. total of cost distributed to the activities d. total cost of redevelopment or non-reuse

e. Ratio of re-use to total cost

5. Targets and improvement actions can be then considered

Slide #3, R&R for Region ~vs~ Global, Central Functions, Engineering

•Define and agree on the engineering scope of the Region and global•Estimate the status of each item•Define actions to improve the status


Requirements Management, Global Scheme #1

Market 1 Market 2 Market n

Customers Customers Customers

RE RE RE by RegionalLeaders

Model what will be-Global Generic-Region Generic-Project Specific

Global RE

by Global Head and RegLeaders

Market 1 Market 2 Market napplicationmeasure, reward, & adapt RE

ArchitectureMicroControllerECU RoadmapSW ArchitectureDrivers

GlobalGeneric

Specific

Region

Roadmap and Requirements proposal

Roadmap and Solutions

The global platform managers should monitor the use of their solutions through % reuse metrics.


Requirements Management, Global Scheme #2,

Total Cost

Non Reuse

Savings

$2,1

75.9

0

-$22.3

4

$1,3

68.8

4

$96

1.5

4

Target

-50%

-25%

-60%

na

na

na

na

-50%

% Specific

-80%

-24%

-67%

-90%

-6%

-18%

-29%

-86%

$7,3

51.3

5

$3,1

74.7

5

$19,8

37.5

0

$7,3

31.2

5

$2,3

51.6

5

$2,3

51.6

5

$2,5

01.6

5

$2,6

53.2

0

$5,8

51.5

8

$771.3

5

$13,2

71.3

4

$6,5

98.1

3

$138.6

3

$432.8

5

$735.1

3

$2,2

88.1

4

NAFTA Specific Technical Solutions that Deviate From Generic

% Project Total (Cost) Portion cost not reuse

IO D

river

CC

Driver

AS

W/ O

ther

SW

Inte

gra

tion

OS

Com

pile

r

Build

Environm

ent

Tools

Tota

l/ C

heck. M

ust =

100%

IO D

river

CC

Driver

AS

W/ O

ther

SW

Inte

gra

tion

OS

Com

pile

r

Build

Environm

ent

Tools

$47,553.00

$30,087.12Cost Distribution

Quantifying the impact of Re-Work verses Re-Use


Requirements Management, Global Scheme #3, R&R for Region ~vs~ Global, Central Functions, EngineeringR&R for Region ~vs~ Global, Central Functions, EngineeringR&R for Region ~vs~ Global, Central Functions, EngineeringR&R for Region ~vs~ Global, Central Functions, Engineering

Regional Engineering Scope

• Define the requirements of our market (org and communication)

•Local Project/ Platform Management

• Define and maint Region Roadmaps

• Recommend/ Collaborate targets for global Generic ~vs~ Region Specific

• Staff (HC & LC), train, and deliver Region Specific development.

• Identify & develop strategic skill sets

• Apply global solutions according to roadmap

Global Engineering Scope

• Gather requirements fromall regions (org and communication)

• Global Project/ Platform Management

• Define and maint Global Roadmaps with feeds from Regions

• Agree/ Define targets for global Generic ~vs~ Region Specific

• Staff (HC & LC), train, and deliverGlobal Generic according to plan.

• Identify & develop comprehensive skill sets

• Be measured on % attainment of Reuse

•Architecture•Micros•Mech•ASICS•Drivers•Infrastructure•Process•Tools•etc

R&R should be driven by business and market needs. A collaborative framework between the Global and Regional activities is Required

Example Status Key


TRENDS AND KEY CHARACTERISTICS

•A market is not fixed, rather it is constantly evolving

•It is important to understand these trends concerning requirements and Key Characteristics

•This understanding informs leadership how to evolve the organization

•It helps leaders determine and develop relevant core competencies

•Helps assure that the most important/ value adding requirements are addressed properly

•Improves response to changes in the market, improve synergies, and enables effective portfolio management.


TRENDS AND KEY CHARACTERISTICS Software Example: Product Scope, Past and Future

Past Future

1

6

2

5

y y

y

y

y

y

3

y

Y

y

Y

Y

y

y

y

y

y y

y y

y

y

y

y

Y

Y

Y

Y

Drivers

Serial

System Functions

Subsystem Functions

OSS

Trend: Project Scope

System Functions

Subsystem Functions

OSS

Trend: Reuse

Reuse Trend corrective actions• Drivers and Serial Communications: Install RE as described in following slides• Functions: Adopt standards

Project Scope Trend corrective actions•EF: Function u Resource consumption E to Customer.

General corrective actions• Conduct Intensive RE w Region OEM's to

understand how best add E to their economies of scale

Drivers: Input Output DrivrsSerial: CommunicationsV: Vehicle FunctionsE: Engine FunctionsOSS: Support

y

y

Y

y

4 y

yy

y

Customer

Drivers

Serial


Business Case

1. Absent of RM, your company’s may engineer more platforms than matches needs (a)Solution: Apply RM, leading to higher % utility and correspondingly Reduce Platform costs.

By understanding your current approach relative to RM and platform, you can Uncover opportunities to reduce product development costs dramatically.

2. Insufficient regional specific platform engineering results in redesign (b). Solution: increase region specific platforms through RM funded by savings from reduced global expenses, 1 (c)

3. Absence of "Systems" engineering and RM, development can involveiteration and experimentation. Solution is: Install Systems Engineering and RM to reduce trial & Error. Do it once! (d)

4. Since there are few standards (egs. Autosar), there is too much "specific" development. Solution: uncertain

5. As there is more development than ideal, more testing isrequired to assure Q (e). Solution: points 1-3

a

Funded

1 2 3

d

e

4 5

CurrentCost

Applicable

cb

a

cd

TheoreticalTarget

e

?6. The current stack-up of costs are evident

7. And the theoretical target, therefore:

Potential Savings = Current Cost minusTheoretical Target


EXPECTATIONS

1. Understand the RM process and where you strengths and weaknesses are. 2. Define your expectations of what the benefits and costs re, and when (value)

a. While active projects can benefit from RM, b. additional benefits will come in the second or third generation projects

which are based on a RM driven platform. c. It is in this RM driven platform that we can expect to see

- reduced iteration in our development - as the products will be based more strongly on regional requirements.


Establish Product Generation Roadmap with Plan of components: Specific, reuse, region generic, or global generic.

RE Sys

RE Box

RE

RE Comp

SWHWRE

Tools

GenerationDelay

Next Product

Current Products

Engineering

Engineering

EngineeringCustomers

FutureProduct

Project SpecificReuse from Prior ProjectRegion Specific GenericGlobal Generic

Analysis of Customer Platform Needs

Establish Integrated RE and RM Organization

•Pay for what we specify and intend to use•Repackage frequently used region solutions

EXPECTATIONSObjective analysis of what needs to be done.

Are we up for the change?

$

$

$

•High Generic Fees•Low Return

•Reduce the Fees Paid•Reuse Prior Solutions


COMMUNICATIONS

RE Sys

RE Box

RE

RE Comp

SWHWRE

RECircuitMech

RE REASWIO

RE

Doc1 Docn

Docn

COMMUNICATIONSThere is a tremendous amount of communication/ coupling going on throughout the development process.This communication can cross both organizational and geographical boundaries, posing significant challenges.Improved communication and understanding can be had by designing a documentation tree along with protocol that governs: ownership, change control, operations, quality assurance, etc.The improvement will come by reducing ad-hoc trial & error and systematizing our documentation .

This means we can control the process and approach the "do it one time" target.

DOCUMENT TREE•Architecture compatible with Needs-Customer-Modularity-Platform-Technology

•Protocol-Ownership-Change Control-Operations-QA


STRATEGIC ACTIONSSTRATEGIC ACTIONSRequirements Engineering as well as other advanced or mature product development activities requiresresources. Understanding and believing in the benefits of such activities may motivate us to shift some of your application development to "low cost" while we shift your domestic emphasis to areas such as RM.

STRATEGIC ACTIONSThis decision must not be taken lightly however as there are alternative cost saving tactics that do notCause long term harm through brain-draining outsourcing

Contact ALEALE Integrates Knowledge, the Technology of Performance

Date post:	21-Aug-2015
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