How projects benefit from a full requirements lifecycle. Name : Nienke van den Brink, Leo Diepstraten, Capgemini NL Date: 6 October 2009

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2 How projects benefit from a full requirements lifecycle Name : Nienke van den Brink, Leo Diepstraten, Capgemini NL Date: 6 October 2009

7 No clear statement of the design problem to be solved Not knowing who is responsible for what Failure to effectively manage conflict Inadequate verification and validation Lack of sufficient cooperation between Business and IT organizations Insufficient or no formal knowledge management 2009 Capgemini. All rights reserved 7

11 The Requirements Factory Main Coverage Requirements Factory Main Coverage Business Needs Business Acceptance Requirements Acceptance Test (AT) Service Specification System Specification Integration Test in the Large (ITL) System Test (ST) Technical Design Integration Test in the Small (ITS) Code Component Test (CT) 2009 Capgemini - All rights reserved 11

12 The Requirements Factory Process Requirements Governance: from Idea to Acceptance and Production CMMI Reqs Mngmt (level 2) CMMI Reqs Dev (level 3) Defined roles & responsibilities: Increased cooperation Subcontracting handover & Intake; Enables Offshoring Planning Tracking Risks Escalations Quality Procedures Configuration Change mgmt Guidelines templates training and examples Tool support for optimal traceability and acceleration Central repository for organisational requirements 2009 Capgemini - All rights reserved 12

13 The Requirements Factory elements (1) Strategy Phase Project Start-up Project Initiation Execution & Control Project Close Production Idea Strategic Needs Requirements Transition Postproject 4 Produc- Elicitation 1 Inception 2 Elaboration 3 Construction 3 3 tion Methods (WHAT) IAF Integrated Architecture Framework TOGAF The Open Group Architecture Framework TMAP Test Management Approach RUP Rational Unified Process Prince2 Projects in Control Techniques (HOW) Tools (WITH WHAT) Workshops 2009 Capgemini - All rights reserved 13

14 The Requirements Factory elements (2) Strategy Phase Project Start-up Project Initiation Execution & Control Project Close Production Idea Strategic Needs Requirements Transition Postproject 4 Produc- Elicitation 1 Inception 2 Elaboration 3 Construction 3 3 tion Methods (WHAT) Techniques (HOW) Tools (WITH WHAT) SEMBA Capgemini s Structured Method for Business Analysis IAF / TOGAF Rapid Solution Workshops RUP Rational Unified Process Prince2 Projects in Control IRMA Capgemini s Integrated Requirements Management Approach TMAP Test Management Approach CASA Capgemini s Approach for Software Architecture RDV Rapid Design Visualisation Requirements Factory

15 Example Implementation Approach Initiation Set up Implementation Process 1 Inventarisation 2 Design 3 Build Develop RM&AM proces; Plan, monitor, replan 4 Implementation Project Brief Design principles As Is To Be: change strategy PID; Implementation plan Start communication: commitment & awareness Technology People Select pilotprojects Templates & guidelines Select RM tool(s) Reqs roles and skills Run pilotprojects, evaluate & improve process Work instructions Configure tooling Evaluate and improve templates, guidelines, worksinstructions Gather organizational requirements Organisational roll out Monitor change and improve Requirements model, proces, Glossary Training plan Train employees Create Requirements Desk for coaching (both employees and management) and quality control Communicate about the change 2009 Capgemini - All rights reserved 15

16 Bank Case: observed benefits after implementation Requirements process and quality secured in organization, both projects and line Increased cooperation between Business and IT Increased quality of requirements Increased speed of gathering business requirements (first time right) Understanding from marketing for requested increased effort on requirements and appreciation for results 2009 Capgemini. All rights reserved 16

17 Example benefits of the Requirements Factory based on Case at Banks Requirements Desk The initial investment for the Requirements Desk for a typical IT organization with a project portfolio of 25M euro is 70K euro. This delivered a structured requirements process supported by templates, checklists, guidelines and coached by professionals. The benefit for this client was about 2M euro (8%) per year Rapid Design Visualization Payback on recent projects shows 20-30% reduction of project cost and 15-25% reduction in definition time Typical RDV implementation for a project of about 4M euro is about 60K Software will be simulated before development based on user scenarios The benefit for this client was a shorter time to market (50% increase of speed to market) and an estimated total cost reduction of 400K euro (10%) for this project Capgemini - All rights reserved 17

18 Do s and Don ts when implementing a Requirements Factory Transformation => it is about people, not processes Communication Training Coaching on the job Commitment (management, both Business and IT) Secure process assurance in line organization Requirements Management Office Early & visible results Too much theory / focus on process No organizational involvement (both management and people on floor) No obligations 2009 Capgemini. All rights reserved 18

Requirements Management Practice Description

Requirements Management Practice Description 1. REQUIREMENTS MANAGEMENT (RM) 1.1 Description of the practice TRASYS provide solutions to effectively manage critical issues and reduce risks in project related