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Requirements Repositories and
Reusability
How repositories and reusability can help achieve a
competitive advantage
Keith Ellis President & CEO
Enfocus Solutions
In partnership with:
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What are we going to talk about?
• What creates value?
• Requirements are valuable when Connected and in Context
• Can repositories deliver standardization?
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Enfocus Solutions: Achieving Business Analysis Outcomes
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Requirements Excellence Framework™ Business Analysis Perspec0ve
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Learning Objectives
• Best practices in knowledge management
• Building the business case for BA/Requirements Repository
• Challenges in building a repository
• Linking the repository to business architecture
• Promoting standardization and reusability
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PMBOK Requirement Types • Business requirements, which describe the higher-level needs of the organization
as a whole, such as the business issues or opportunities, and reasons why a project has been undertaken.
• Stakeholder requirements, which describe needs of a stakeholder or stakeholder group.
• Solution requirements, which describe features, functions, and characteristics of the product, service, or result that will meet the business and stakeholder requirements. Solution requirements are further grouped into functional and nonfunctional requirements:
o Functional requirements describe the behaviors of the product. Examples include processes, data, and interactions with the product.
o Nonfunctional requirements supplement functional requirements and describe the environmental conditions or qualities required for the product to be effective. Examples include: reliability, security, performance, safety, level of service, supportability, retention/purge, etc.
• Transition requirements describe temporary capabilities, such as data conversion and training requirements, needed to transition from the current “as-is” state to the future “to-be” state.
• Project requirements, which describe the actions, processes, or other conditions the project needs to meet.
• Quality requirements, which capture any condition or criteria needed to validate the successful completion of a project deliverable or fulfillment of other project requirements.
BABOK includes Business, Stakeholder , Func7onal, Nonfunc7onal and Transi7on requirements
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Repositories: Behind the Scenes What is really being asked of employees?
Tacit Knowledge (“I understand something”
“It’s in my head”)
Codify (Write down, or model the knowledge)
Store (Select how
and where I put it)
Repository
Tacit Knowledge (“I understand something”)
Search (Find what
I need)
Utility (Understand why to use this knowledge)
De-Codify/ “Interpret” (Read, view,
interact)
Motivation Assumptions Have the
desire to help others
Have training & discipline
Have desire to
learn
Faster to go to the repository
than to just ask someone
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How do repositories start…
Requirements Analysis
Requirements Management
Solu9on Assessment
Planning Monitoring Requirements Elicita9on
Risk Management
Process Improvement
Technology SME
Test Management
Technical Wri9ng
Quality Assurance Benchmarking
Project Management
Financial Analysis
Acceptance Criteria
Interviewing
Agile / Scrum
Waterfall
Dodd-‐Frank
COBIT
TOGAF
ISO/IEC 9126
Basel II/III
Data Management
UML
Six Sigma
SQL
HTML5
JavaScript CSS3
Business Rules
Data Dic9onary
Data Flow Diagrams
SOX Compliance
Balanced Scorecard
Change Management JAD Sessions
Focus Groups Func9onal Decomposi9on
Scheduling / Es9ma9on
Lessons Learned
Metrics / KPIs
Non-‐Func9onal
Analy9cal Thinking
Business Knowledge
Supply Chain Mgmt
Structured Analysis
XML
XBRL
FpML
ASP
PHP
.NET
VBScript
C/C++
Visual Basic
Observa9on
Organiza9on Modeling
Problem Tracking
Enterprise Architecture
Prototyping
Organiza9onal Change
Root Cause Analysis
Scenarios / Use Cases
Scope Modeling
Sequence Diagrams
State Diagrams
Data Migra9on
Survey/Ques9onnaire
Interface Analysis
User Stories
Vendor Assessment
Business Case
Dependencies
Valida9on
UI Design
BPMN
OCEB
OCUP CISA
CISSP
PRINCE2
IIBA XQuery
ISO 22301
NASCIO
ISO 31000
ISO 27001
BABOK
DMBOK
Patriot Act
CBAP
ITIL
PMP
Cloud Migra9on
Release Management
FERC
Balanced Scorecard
Programming Skills
FIX
Staff Development
COSO
ISACA
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Differentiating Repository Variations
Requirements Repository
Requirements Hoarding
Requirements Modelling
Factual and Contextual Knowledge with Organization and Codification
All Knowledge, No Organization Extremely High Level of Codification
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Golden Rules to Consider
• People are more willing to search for knowledge than share
• Every repository needs subject context to get contribution
• Codification is a balance: o Too little and it’s hoarding o Too much and it’s a single purpose system
• Two types of integration need to occur to make repositories useful:
1. Make the repository part of the daily work environment 2. Insure the repository interacts with other information
systems within the organization
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Context is THE most important issue
Impact Who or What does it impact?
(Service, Persona, Process, Data, Rule)
History (Log of change,
approval and Implementation)
Work Flow (Who did the work, what’s next to do, issues, defects,
resolutions)
Intent (Expected
benefits for a sponsor)
PROJECT
Requirement Attribute Requirement Feature
WORK PRODUCTS (Attachments, models, etc.)
COLLABORATIVE
(Comments, shared actions,
etc)
STATE (Draft, Approved,
etc)
VERIFICATIONS
(Conditions of value)
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Connected Requirements E
nter
pris
e A
rchi
tect
ure
Laye
r P
roje
ct
Laye
r
Requirements Repository (Project-focus, Transactional, Stakeholder oriented)
Architecture Repository (Planning-focus, Point-in-time snapshot, IT-oriented)
TOGAF
“CONNECTED REQUIREMENTS”
1) Maintain the
synchronization between PLAN and ACTION layers
2) Facilitate interaction between the Owners and Analysts
3) Make it a closed, self-updating, loop
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Manage Requirements Data not Documents
Requirements
Elicit
Analyze
Elaborate
Validate
Requirements consist a set of relationships: • User Story or Shall
Statement • Requirement acributes • Rela9onships to other
objects like impacted data, services, personas, etc.
• Priori9za9on • Es9mates • Business Rules • Traceability • Visualiza9ons • Dependencies • Review Comments • Test Cases and Acceptance
Criteria • Ac9on Items and Work
Tasks • Requirement Change
History
• Crea9ng Large Requirement Documents is an archaic prac9ce brought forward from the 70s
• Requirement data is dynamic and no longer fits word processing or spreadsheet sofware
• Crea9ng large paper requirements documents is slow, inefficient, and costly
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Conclusions about VALUE and Best Practice What is “Reusable”
• First and foremost - the CONTEXT of the requirements is necessary: o An effective project archive is a showcase of context – who, did what, why,
using which workflow (how), to what outcome. o Context is surprisingly repeatable - the same business conditions tend to
trigger a project
• Repositories are the only way to synchronize architecture and IT service planning to the execution layer (project layer) of the business
• Repositories allow you to change the way requirements are done… o Manage data, not documents o Do requirements in layers
• Finally… what is likely the #1 requirements repository today?
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BUILDING THE BUSINESS CASE FOR REPOSITORIES AND STANDARDIZATION
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Building your business case
• The 2% rule: 1.5% to 2% of requirements change per month… in an implementation over 24 months: o ~40% of requirements change at least once and ~ 10% of requirements
change two or more times o Cost of defect and change management vastly outweighs the cost to create
• The 2X rule: If stakeholders routinely tell the analyst they are taking 2X the time expected, OR, analysts are taking 2X the time budgeted… o It’s a signal of structural problems and you need the efficiency gain o The payback is in the discipline
• The 3X rule: Can you use a stored asset 3 times? o The reuse of the asset vastly outweighs the effort to create and
store.
• Quality, Agility, Stakeholder Satisfaction…
Why do you need a repository?
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Our Value Proposition is Ultimately About Doubling Project On-Time, On-Budget and Success Rates Turning Business Ideas into Action
Source: Ellis, Business Analysis Benchmark 2009
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MAKE THE REPOSITORY PART OF THE BUSINESS PROCESS
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Large Documents or a Wall of Post-It Notes
Large Requirement Documents A Wall of Post-‐It Notes
Requirement data is too dynamic to use either of these methods.
How can this support changing requirements?
Can you imagine what the chief compliance officer might say when told these are
requirements for one of our strategic systems?
Waterfall Development Agile Development
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Iterative and Incremental Itera0ve Incremental
When you work itera0vely you build what you can in one itera9on, then review it and improve it in next itera9on and so on un9l its finished. Requirements are built going through a con9nuous set of reviews by stakeholders and the business analyst. Business Analysts receive comments from stakeholders, make improvements to the requirements, and ask for comments
When you work incrementally you add components piece by piece un9l you are finished. Requirements are built in layers, star9ng with high level business objec9ves, decomposed into features, func9onal requirements, and various layers of detail for each requirement.
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Who owns Primary Responsibility for Requirements
Budget % of Target
Time % of Target
Func0onality % of Target
Stakeholder Time % of Target
IT 162.9 172 91.4 172.9
Business 196.5 245.3 110.1 201.3
Jointly Owned 143.4 159.3 103.7 163.4
Source IAG Business Analysis Benchmark, 2008
Joint Responsibility for Requirements Makes a Big Difference
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REQUIREMENTS SKILL REPOSITORIES
Access to [a knowledge repository] explained 76% of the variability in the analyst’s domain knowledge”
Vitharana, Jain, Zahedi, 2010
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RequirementCoach™ Analyst Community Knowledge Content
Analyst Briefs Methodology BA Techniques Prac9ce Aids
Prac9ce Guide Visualiza9on Methods
Reference Guides Third Party Materials
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RequirementCoach™ Community of Practice for Business Analysis
A requirements tool is not enough to build mature
business analysis capabili9es.
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Learning Objectives
• Best practices in knowledge management
• Building the business case for BA/Requirements Repository
• Challenges in building a repository
• Linking the repository to business architecture
• Promoting standardization and reusability
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REMINDER: Enfocus Solutions - Achieving Business Analysis Outcomes
(psst… It’s the secret to successful projects)
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QUESTIONS AND DISCUSSION
Getting the Slides: Email to: [email protected] Give us a little feedback, and Andrea will be happy to send you the slide deck