dcbadd2015 our req are good

OurRequirementsAreGood,SoWhyAren’tWeDeliveringValue?KevinBrennan,VPCanadianBusinessUnit,Seilevel

October2,2015

IIBADCBADD2015

47% ofunsuccessfulprojectsfailtomeettheirgoalsduetopoorrequirementsmanagement

Poorrequirementsareamajorsourceofprojectfailure.

Source:PMI’sPulseoftheProfession:RequirementsManagement— ACoreCompetency forProject andProgramSuccess,August2014

Howcanweimprovethequalityofrequirements?

qWellwritten?q Complete?q Atomic?q Testable?q Noambiguouswords?q Coherent?q Verified?

q Passthequalitychecker?q Glossaryclear?q Uniqueidentifiersq Consistentq ..q ..

VISUALMODELSAREBEHINDANYROBUSTSETOFSOFTWAREREQUIREMENTS

Improvethequalityofrequirementswithvisualmodels.

27mostlytext-basedrequirementsdocumentswith1490requirements

Teampartiallyretrofittedrequirementswithmodelstoidentifygaps

82 initial models (poor

quality)

345 additional models created

(partial retrofitting)

178 requirements

new or changed

requirements

12%ofrequirementshadissuesand

Average2issuespermodel

CaseStudyfromSeilevel Project

Requirementsarchitectureensureswebringittogether.

UserStories

Acceptance Criteria

ExistingSystemScreens

L2ProcessFlows

L3ProcessFlows

Reports

NewSystemScreens

DataDictionary

EcosystemMap BusinessDataDiagram

DARmodels

UIFlow

OrgChart

LinkedintheRequirementsMappingMatrix

PROJECT SUCCESS

0%

20%

40%

60%

80%

MetBusinessIntent OnTime WithinBudget DeliveredScope

FormalProcessToEnsureQuality NoFormalProcess

Betterrequirementsqualitymeansbetterbusinessoutcomes.

Source:PMI’sPulseoftheProfession:RequirementsManagement— ACoreCompetency forProject andProgramSuccess,August2014

Example:automatedboothscanspeedupcheck-ins…

…ornot.

“Theworth,importanceorusefulnessofsomethingtoastakeholderwithinacontext.”BABOK®v3

Valueisdeliveredwhenasolutionmeetsastakeholderneed.

Needs

Value

Solu+ons

Changes

ContextStakeholders

Exploration Investment Delivery Realization Elimination

Businessvalueisdeliveredwhenasolutionmeetsabusinessneed.

Strategy

Project/Program

RealizeBusinessValue

IdentifyBusinessValue

Businessanalysisiscriticaltoensurewe…

…sothatprogramsandprojectsdeliverbusinessvalue!

Usestrategytoscreenoutprojectsthatdon’tsupportourgoals

Makeinvestment

decisionswithobjectivechains

Explorearangeofideastoensurewedon’tmiss

opportunitiesDefinebusinessobjectives tolinkproblemsandfeatures

Weneedtobeabletoquantifyandmeasurevaluedelivery.

ExampleIncreasesalesby$10Moveraoneyearperiod

withoutaddingnewsalesrepresentatives.

DefinebusinessbenefitthatanorganizationexpectstoreceiveUsuallyincreaserevenueorcutcosts

0

5

10

15

20

25

Usemeasurablebusinessbenefitstoprioritizebetweenprojects

Bizstakeholdersselectprojectswithmostmeausrablebenefits

Bizstakeholdersselectfeaturescontributethemostbenefits

stronglydisagree disagree neither agree stronglyagree

Stakeholdersstruggletoconnectbusinessvaluetofeatures.

Business does reasonably

well selecting projects

But not as good at

selecting features

Source:Seilevel Customer Survey

BAsensureweworkontherightprojectsandfeatures.

Understandbusinessobjectives

Assessthevalueoffeatures

Cutwhatisn’tnecessary

Understandbusinessobjectives

Assessthevalueofprojects

Cutwhatisn’tnecessary

Wecanconnectproductsandfeaturestoproblems.

BUSINESSPROBLEM

BUSINESSOBJECTIVE

PRODUCTCONCEPT

FEATURES

Featuresmayhavechanged

ProductConceptmayhavechanged

PRODUCTCONCEPT

FEATURES

Business Objective 2

Provide training to 100% of sales team

Projectsdon’talwayshavetotackletheultimategoal.

Business Problem 1

Sales teamnot selling

enoughproducts

Business Objective 1

Increasesales by

$10 million

ProductConcept

OnlineTraining

Business Problem 2

Sales teamdoesn’t

understandproducts

DownloadTraining

TrainingSurveys

Objectivechainsassessthevalueperfeature.

Objective Factor

Business Objective

Objective Factor

Objective Factor

Objective Factor

ObjectiveEquations

DataNeeds

Features

Features

Evaluatethevalue offeaturesorsetsof

features

Currentstate&Assumptions:1000salesreps600taketrainingtoday90%passtestsiftrained25%passtestsifnottrained640passteststoday$200/daymoresalesiftrained

Often,afewfeaturesproducemostofthevalue.

Increasing # sales reps who passedtests increases sales

Increase Revenue

Taking training before tests increases # passed tests

DOWNLOADABLE TRAINING

ONLINETRAINING

835passtestsnow(90%of900+25%of100)

$39Kincreaseinsales($200x195newpassed

tests) Providing training options outside classroom increases

participation

Providing online training increases

# of reps taking training

Providing offline training increases

# of reps taking training

Participationincreasesby2%

Featurevalue=$2.6K

300morerepstaketraining(30%of1000)

Participationincreasesby30%

$39,000/day

$2,600/day

Inspectionandadaptionarecriticalforbusinesssuccess.

• Businessobjectivesfocus• Cutminimalvalueprojectsandfeatures• Linkrequirementstobusinessobjectives• Measureandimprove

GoodPracticesforDeliveringValue

Goodpractices Measureresults

Customercreatescart

Customercontactscall

center

Customereditscartlivewith

Rep

RepeditscartRepimportscart

Customercompletessale

online

Repcompletessale

RepexportscarttoCustomer

BusinessObjective:Increasesalesby$14M;on-timelaunchcritical

Customercreatescart

Customercontactscall

center

Customereditscartlivewith

Rep

RepeditscartRepimportscart

Customercompletessale

online

Repcompletessale

RepexportscarttoCustomerX X

X$12M

$2M

$250K

Here’sthedifferenceitmakes.

• Sharedcarthadtolaunchbyholiday season toachieveanyROIProblem

•Missingdeadlinewouldnet$0,ROI(potentialROIwas$14M)Risk•Seilevelanalysis revealedscopewould leadto$0Mandcutscopetoachieve$12MROISolution

Rememberthatrequirementsareameanstoanend.

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Kevin.Brennan@seilevel.com647.691.3473

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