Requirements Engineering on the Transition to Product and Innovation Management

Transcription

1 Requirements Engineering on the Transition to Product and Innovation Management The Innovation Perspective Dipl.-Ing. Dr. techn. Mario Pichler Technologies Customers needs Das SCCH ist eine Initiative der Das SCCH befindet sich im

2 Agenda 1. Motivation Statistics Technology Orientation... Technology Penetration 2. Analysis Comparison: Innovation Triggers and Systems Development Process 3. A Novel View on Requirements Engineering The Innovation Perspective 4. Conclusion and Outlook Application of Innovation Perspective in Different Contexts 2

3 Motivation Part I Statistics Das SCCH ist eine Initiative der Das SCCH befindet sich im

4 CHAOS-Report: Why Software Projects Fail ~ 50% Source: Standish Group, Chaos Report,

5 Implication Requirements Engineering & Management (RE&M) related activities need to be forced and improved Requirements are a specification of what should be implemented (Sommerville and Sawyer 1997) How can we satisfy the customers if we don t know what is important to them? (Wiegers 1999) 5

6 Reasons, Why Innovations Fail Source: Stummer et al

7 Implications / Observations Requirements Engineering & Management (RE&M) related activities need to be forced and improved Similar failures within Innovation Management (ITM) IM covers R&D management, manufacturing/production and market launch of inventions (translated from Brockhoff 1999) Also questions of Product Management (PM) PM covers planning, development, manufacturing, commercialization and disposal of products to the highest value for consumer and provider (translated from Lennertz 2006) 7

8 Motivation Part II Innovations: Technology Orientation Technology Penetration Das SCCH ist eine Initiative der Das SCCH befindet sich im

9 Ubiquitous Computing: Applications as Driver Applications are of course the whole point of Ubiquitous Computing (Weiser, 1993) There should be a motivating application. Systems should be subjected to real and everyday use the use of the system should be evaluated to determine its impact on the user community (Abowd, 1999) 9

10 Basic Observation: Technology Push in Ubiquitous Computing See also (Dagstuhl 02, MHCI 03, PhD Michahelles 04, UbiApp WS 05, Thackara 06,...) Risk to develop something, for which no customer need exists (Schröder 2002) 10

11 Basic Observation: Technology Push in Ubiquitous Computing We ve lost sight of an important question: What is this stuff for? What value does it add to our lives? John Thackara, In the Bubble: Designing in a Complex World,

12 Market Pull: Other Extreme in Industry Market (customer) demands for innovation (demand pull) Probability of successful market-driven innovation is typically high (Vahs and Burmester 2002) But Observations Often (mostly) requests for incremental enhancements Implemented in daily (project) work short time frames Even changes within running projects 12

13 Innovation Triggers Origin: Business Administration Innovation and Technology Management (ITM) Innovations can be triggered by Technology push Demand pull Image source: E. Perl 2003 Best chances for innovation, if technology push and demand pull are in balance 13

14 Implications Requirements Engineering & Management (RE&M) related activities need to be forced and improved Similar failures within Innovation Management (ITM) Also questions of Product Management (PM) Need for balancing Technology Push and Demand Pull 14

15 Analysis Comparison: Innovation Triggers and Systems Development Process Das SCCH ist eine Initiative der Das SCCH befindet sich im

16 Imbalance between Technology Push and Demand Pull Two possible cases leading to reduced probability for innovation Case leading to risk of limited radical innovations R&D, Companies Technologies Customers needs Case leading to risk of little added value Technologies Technology push Innovation Market Demand pull Customers needs 16

17 Systems Development Process Source: Keller and Shumate 1992, taken from Beyer and Holtzblatt

18 Systems Development Process Source: Keller and Shumate 1992, taken from Beyer and Holtzblatt

19 Design World vs. Requirements World Software engineering Systems engineering Software requirements analysis Software design Software * Code * Test * Integrate System requirements analysis System design Continued systems engineering involvement Hardware requirements analysis Hardware design Hardware engineering Hardware * Fabricate * Test * Integrate Source: Keller and Shumate 1992, taken from Beyer and Holtzblatt

20 Comparison and Analysis 1 : Little Demand -> Technology Push Technologies Customers needs 20

21 Comparison and Analysis 2 : No Users and Needs -> No Market Software engineering Systems engineering Software design Software * Code * Test * Integrate System design Continued systems engineering involvement Hardware design Hardware * Fabricate * Test * Integrate Hardware engineering Technologies Technologies 21

22 Comparison and Analysis 3 : Balance & Innovation -> Amplify RE&M Software engineering Systems engineering Software requirements analysis Software design Software * Code * Test * Integrate System requirements analysis System design Continued systems engineering involvement Hardware requirements analysis Hardware design Hardware * Fabricate * Test * Integrate Hardware engineering R&D, Companies Market Technologies Technology push Innovation Demand pull Customers needs 22

23 Implications Requirements Engineering & Management (RE&M) related activities need to be forced and improved Similar failures within Innovation Management (ITM) Also questions of Product Management (PM) Need for balancing Technology Push and Demand Pull 23

24 Increasing Error Costs Source: B. Boehm, sd&m Conference

25 ... a More Detailed View... self-explanatory argument to invest in early activities 25

26 Observations / Implications RE&M, ITM, PM are starting early in lifecycle models RE&M, PM of relevance across whole product lifecycle Currently, improvements happen late in a lifecycle (e.g. testing) Errors that are found late are leading to increased costs Prevention / detection of errors in early phases significantly reduces costs Force RE&M and close cooperation (multidisciplinarity) with ITM and PM for improvements 26

27 A Novel View on Requirements Engineering The Innovation Perspective Das SCCH ist eine Initiative der Das SCCH befindet sich im

28 (Software) Product Management Reference Framework contracts market trends Market market trends partner requests Partner companies technology drivers Product management product development strategy Portfolio management Partnering & Product lifecycle contracting collaborations management lifecycle decisions Market trend trends Product line identification trends identification product lines Product roadmapping Theme identification themes Requirements management Requirements gathering requirements Release planning prioritized requirements Requirements prioritization Requirements selection Core asset identification Requirements identification product requirements list Company board release content Release definition product requirements release definition core assets Release validation Roadmap construction roadmap Requirements organizing roadmap launch information Launch preparation RM as part of PM Sales & marketing customer & prospect requests customer requests Customer launch preparation package Research & innovation scope changes Scope change management adaptations validated release definition launch preparation package Development Support Services change requests, bug fixes Source: van de Weerd et al

29 Modification to Amplification of RE&M: Include Product Management Technologies R&D, Companies Technology push Innovation Market Market Demand pull Customers needs Customers needs 29

30 A Multidisciplinary View to Create Innovations Model of innovation triggers Augmented with respective disciplines Rqts. Eng. & Mgmt. Innovation Management Product Management Obvious relation among depicted disciplines 30

31 Novel View on RE: The Innovation Perspective Technologies Customers needs Product Management as Counterpart to Technology Orientation The Central Role of Requirements Engineering to foster Innovations RE as Interface Discipline providing adequate Methods and Tools Combination of Application and Technology Research Early and Iterative Cooperation with Interested Parties 31

32 Conclusion and Outlook Das SCCH ist eine Initiative der Das SCCH befindet sich im

33 Conclusion / Executive Summary Problem: Too low attention on right hand side Suggested Solution: The Innovation Perspective Technologies Customers needs Source: Pichler

34 Ongoing and Further Research: Applying Innovation Perspective Three interesting directions for further research Applicability of Innovation Perspective in small and medium-sized companies They are confronted with RE, PM, ITM, limited resources Tailored method set extracted from these disciplines? Several running projects with SMEs Investigation of Innovation Perspective within independent research centers They are primarily application oriented Innovation Perspective as promising approach? Innovation Perspective in large enterprises Innovation and customer integration as hot topics within leading enterprises 34

35 Literature Abowd 1999 G. D. Abowd. Software engineering issues for ubiquitous computing. In Proc. of ICSE 99, pages 75 84, May Boehm 2001 B. Boehm. Software Economics. sd&m Conference, Beyer and Holtzblatt 1998 Brockhoff 1999 Dagstuhl 2002 Keller and Shumate 1992 Lennertz 2006 H. Beyer and K. Holtzblatt. Contextual Design: Defining Customer-Centered Systems. Morgan Kaufmann, San Francisco, CA, K. Brockhoff. Forschung und Entwicklung: Planung und Kontrolle. 5. Aufl., Oldenbourg, München, A. Beresford, C. Kiss Kalló, U. Kretschmer, F. Mattern, and M. Muehlenbrock. The first summer school on ubiquitous and pervasive computing. IEEE Pervasive Computing, 2(1):84 88, M. Keller and K. Shumate. Software Specification and Design: A Disciplined Approach for Real-Time Systems. Wiley, D. Lennertz. Produktmanagement. Frankfurter Allgemeine Buch, Frankfurt am Main,

36 Literature MHCI 2003 L. Chittaro, editor. Proc. of Mobile HCI 2003, volume 2795 of LNCS, Udine, Italy, September Springer. Michahelles 2004 F. Michahelles. Innovative Application Development for Ubiquitous and Wearable Computing. PhD (dr. sc. techn.) dissertation, Perceptual Computing & Computer Vision Group, Institute for Scientific Computing, ETH Zurich, Switzerland, December Perl 2003 E. Perl. Grundlagen des Innovations- und Technologiemanagements. In H. Strebel, editor, Innovations- und Technologiemanagement, volume 2455 of UTB, pages 15 48, Vienna, Austria, WUV Universitätsverlag. Pichler 2007 M. Pichler. A novel view on requirements engineering for ubiquitous computing: The innovation perspective. PhD thesis, Schröder 2002 Sommerville and Sawyer 1997 Standish Group 1995 H.H. Schröder. Paradigmen für das Management von Innovationen - eine kritische Analyse. In H. Strebel, editor, Innovation und Umwelt, pages 23 76, Graz/Vienna, Austria, I. Sommerville and P. Sawyer. Requirements Engineering: A Good Practice Guide. John Wiley & Sons, Chichester, England, Standish Group. Chaos Report, ( Last visited: 09/03/

37 Literature Stummer et al Thackara 2006 UbiApp WS 2005 Vahs and Burmester 2002 van de Weerd et al Weiser 1993 Wiegers 1999 C. Stummer, M. Günther, A.M. Köck. Grundzüge des Innovations- und Technologiemanagements, Facultas Verlag, J. Thackara. In the Bubble: Designing in a Complex World. The MIT Press, Cambridge, Massachusetts, R. Sharp and K. Rehman. The 2005 UbiApp workshop: What makes good application-led research? IEEE Pervasive Computing, 4(3):80 82, D. Vahs and R. Burmester. Innovationsmanagement. Stuttgart, Germany, I. van de Weerd, S. Brinkkemper, R. Nieuwenhuis, J. Versendaal, and L. Bijlsma. Towards a reference framework for software product management. In Proc. 14th IEEE Intl. Conference on Requirements Engineering, pages , Minneapolis, MN, USA, M. Weiser. Some computer science issues in ubiquitous computing. Communications of the ACM, 36(7):75 84, K. Wiegers. Software Requirements. Microsoft Press, Redmond, Washington,