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Requirements and Quality DOORS Next and RQM
Requirements and Quality DOORS Next and RQM
Requirements and Quality DOORS Next and RQM
Requirements and Quality DOORS Next and RQM
Requirements and Quality DOORS Next and RQM
Requirements and Quality DOORS Next and RQM
Requirements and Quality DOORS Next and RQM
Requirements and Quality DOORS Next and RQM
Requirements and Quality DOORS Next and RQM
Requirements and Quality DOORS Next and RQM
Requirements and Quality DOORS Next and RQM
Requirements and Quality DOORS Next and RQM
Requirements and Quality DOORS Next and RQM
Requirements and Quality DOORS Next and RQM
Requirements and Quality DOORS Next and RQM
Requirements and Quality DOORS Next and RQM
Requirements and Quality DOORS Next and RQM
Requirements and Quality DOORS Next and RQM
Requirements and Quality DOORS Next and RQM
Requirements and Quality DOORS Next and RQM
Requirements and Quality DOORS Next and RQM
Requirements and Quality DOORS Next and RQM
Requirements and Quality DOORS Next and RQM
Requirements and Quality DOORS Next and RQM
Requirements and Quality DOORS Next and RQM
Requirements and Quality DOORS Next and RQM
Requirements and Quality DOORS Next and RQM
Requirements and Quality DOORS Next and RQM
Requirements and Quality DOORS Next and RQM
Requirements and Quality DOORS Next and RQM
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Requirements and Quality DOORS Next and RQM

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Requirements and Quality …

Requirements and Quality
IBM Rational DOORS Next Generation and
Rational Quality Manager 5.0+

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  • 1. © 2014 IBM Corporation Requirements and Quality IBM Rational DOORS Next Generation and Rational Quality Manager 5.0+ Morgan Brown World-wide Enablement Lead, Requirements Management, Rational morgan.brown@uk.ibm.com
  • 2. © 2014 IBM Corporation2 Please note the following IBM’s statements regarding its plans, directions, and intent are subject to change or withdrawal without notice at IBM’s sole discretion. Information regarding potential future products is intended to outline our general product direction and it should not be relied on in making a purchasing decision. The information mentioned regarding potential future products is not a commitment, promise, or legal obligation to deliver any material, code or functionality. Information about potential future products may not be incorporated into any contract. The development, release, and timing of any future features or functionality described for our products remains at our sole discretion. Performance is based on measurements and projections using standard IBM benchmarks in a controlled environment. The actual throughput or performance that any user will experience will vary depending upon many factors, including considerations such as the amount of multiprogramming in the user’s job stream, the I/O configuration, the storage configuration, and the workload processed. Therefore, no assurance can be given that an individual user will achieve results similar to those stated here. Information is confidential and must not be shared or redistributed without permission from IBM. Plans are based on best information available and may change in future.
  • 3. © 2014 IBM Corporation3
  • 4. © 2014 IBM Corporation4
  • 5. © 2014 IBM Corporation5 The Hubble Space Telescope The Hubble telescope is famous for its beautiful space images, and is considered a great success for Nasa. However, it got off to a very rocky start. The first images sent back by the telescope were fuzzy. Luckily, scientists manage to fix the problem in 1993, using an instrument called the Corrective Optics Space Telescope Axial Replacement (Costar). Total Project Cost: 2.5 billion USD
  • 6. © 2014 IBM Corporation6 The Mars Climate Orbiter Designed to orbit Mars as the first interplanetary weather satellite, the Mars Orbiter was lost in 1999 because one Nasa team used imperial units while another used metric. The $125m probe came too close to Mars as it tried to manoeuver into orbit, and is thought to have been destroyed by the planet's atmosphere. An investigation said the "root cause" of the loss was the "failed translation of Imperial units into metric units" in a piece of ground software. Total Project Cost: 125 million USD
  • 7. © 2014 IBM Corporation7 Stonehenge model in the 1984 mockumentary “This is Spinal Tap”, the members of a fictional rock group order a model of a Stonehenge megalith for their stage show - but the note written on a napkin mistakenly asks for a model 18 inches tall, instead of 18 feet.
  • 8. © 2014 IBM Corporation8 SNCF (French Railways) The French train operator SNCF has discovered that 2,000 new trains it ordered at a cost of 15bn euros ($20.5bn; £12.1bn) are too wide for many regional platforms. it is an embarrassing blunder that has so far cost the rail operator over 50m euros ($68.4m; £40.6m). http://www.bbc.co.uk/news/world-europe-27497727 Total Project Cost: 20.5 billion USD
  • 9. © 2014 IBM Corporation9 The Millennium Bridge To mark the new millennium, London got a new footbridge in June 2000, linking the newly opened Tate Modern art gallery, on the south bank of the Thames, with the north bank near St Paul's cathedral. But people noticed that the 350m-long structure wobbled alarmingly as they walked across. The designers had failed to take into account the "synchronised footfall" effect - as the bridge began to sway, people would adjust their footsteps to the rhythm of the bridge's movements, inadvertently magnifying them. The following year, work began to install dampers, like car shock absorbers, to reduce the bridge's bounce. It was reopened in February 2002.
  • 10. © 2014 IBM Corporation10 Quality is still a major problem across all industries Quality = fitness for purpose = fulfilling requirements = producing customer value Seven Reasons Projects Fail 1. Poor Project Planning and Direction 2. Insufficient Communication 3. Ineffective Management 4. Failure to Align With Stakeholders 5. Ineffective Involvement of Management 6. Lack of Soft Skills or the Ability to Adapt 7. Poor or Missing Methodology and Tools Source: IBM Systems Magazine – Feb 2012
  • 11. © 2014 IBM Corporation11
  • 12. © 2014 IBM Corporation12 Open Lifecycle Integration Architecture, Design and Development QualityRequirements Planning, Change/ Configuration Management Visualize, Analyze, and Organize Systems & Software Engineering (SSE) Open Lifecycle Integration Automotive Engineering Medical Devices Electronic Design Aerospace & Defense Systems and Software Engineering SSE Foundation A core set of integrated capabilities primarily provided by •DOORS & DOORS NG •Rhapsody •RQM •RTC •RELM Industry and domain solutions •Practices •Templates •RMC content •Demonstrations •Proofs of Technology •and much more
  • 13. © 2014 IBM Corporation13 Delivering quality software and products requires a shift in focus Catch & patch Ad-hoc testing Catch & patch Ad-hoc testing Test planning Test automation Test planning Test automation Collaborative quality assurance Broader scope Security Compliance Accessibility Collaborative quality assurance Broader scope Security Compliance Accessibility Integration test Testability, maintainability Defined policies and quality gates Automated regression Integration test Testability, maintainability Defined policies and quality gates Automated regression Ent. Quality Management Gap analysis Risk assessments Process improvements Ent. Quality Management Gap analysis Risk assessments Process improvements 0 1 2 3 4 Chaotic Repeatable Proactice Prevention Optimization A technical investigation done to expose quality-related information about the product or service under test Quality ManagementTesting Systematic monitoring and evaluation of the various aspects of a product or service, to maximize the probability that target quality standards are being attained “I have hundreds of testers & lots of automation, but all I do is find more defects. I don’t have a testing problem, I have a quality problem.” – large global bank
  • 14. © 2014 IBM Corporation14 Continuous Verification Measure Twice, Cut Once It’s about achieving evidence based confidence in your design as early and as quickly as possible Verify throughout the product lifecycle to reduce rework and achieve faster time to quality I need better ways to explore my requirements and designs with my customers My hardware won't be ready for months how can I use models & simulation to verify the behavior of the software and hardware together and reduce my technical risk earlier? How can I optimize my design choices before we sign the contract and start ordering parts? I have to actually drive the car to run some of my tests. I need ways of ensuring proper test execution and to make it easy to capture the results.
  • 15. © 2014 IBM Corporation15 Build Quality in with team collaboration Customer Speak! Take noise out of the system and foster greater collaboration Reduce friction between developers and testers with more efficient handovers, reduced effort, streamlined information Unify the team through real-time collaboration A single, dynamic quality contract provides clear and accountable direction * Source: IBM “Close to 60% of the defects are duplicates” “Our team spends a lot of time installing builds to discover issues”* Requirements change all the time: What tests should I eliminate, re-run? “Some large projects have found that 41% of all defects have their origin in bad requirements.”* Minimize scrap and rework with lifecycle traceability Assess changes in scope, delivery date, objectives, etc. in minutes using impact analysis
  • 16. © 2014 IBM Corporation16 Manage risk with smarter testing Customer Speak! Apply automation where it matters Use analytics to better manage your investment in automation and maximize its return on investment “We have 50,000 automated tests. We don’t quite understand what we should maintain”* Focus your testing effort on the right 20% Assess and monitor risk associated with requirements and test cases to prioritize activities “80/20 rule applies: 80% of test cases rarely identify defects”* *Source: Business Week 16 I just got a budget cut, what testing should I eliminate? What impact will it have on application production quality? Avoid disruption and achieve better business stability and project delivery predictability Achieve quality objectives by understanding and controlling sources of risk
  • 17. © 2014 IBM Corporation17 Make confident decisions Customer Speak! Confidently deliver incremental quality improvements Manage, measure and improve quality software delivery capability with a proven, repeatable approach Achieve project quality objectives each and every time Complete traceability across quality assets Take informed decisions and make proactive change with real-time analysis and actionable reporting Measure and manage quality, project and team status performance and results “We can do better, but don’t know what's not working, how bad it is, or where to start.” “2/3 of executives make more than half of their decisions based on ‘gut feel’ rather than verifiable information”* “77% of managers are aware of bad decisions made due to lack of access to accurate information”* *Source: Business Week
  • 18. © 2014 IBM Corporation1818 Get started with one or more practices… Demonstrate requirements coverage – Ensure every requirement is supported by a test – Be alerted when test fails or requirement changes – Automate testing and test management Employ a model-driven approach for requirements and design – Use MBSE for requirements specification – Verify architecture using system level modeling (SysML) Utilize multi-domain hybrid simulation – Integrate multiple platforms/components coming from different companies in the supply chain – “Verify by simulation” (software, hardware, cyber-physical) Continuous Verification Verify requirements and design at all stages of the product lifecycle – to prevent rework and achieve faster time to quality “Measure twice, cut once”
  • 19. © 2014 IBM Corporation19 DOORS NG – RQM Specify Verification Method Fine tune requirements testing by testing against filtered requirements in a module view Reporting over test status v requirements now seen in RRDI and Insight
  • 20. © 2014 IBM Corporation20 Connecting Module Views with Test Plans Requirements engineer creates a link from his Module view to a Test Plan (new or existing) or Test engineer selects the requirements he wishes to test against referring to the Module View Enables customers with complex requirements to distribute testing between different test plans
  • 21. © 2014 IBM Corporation21 Licensing Overview Jazz Foundation Common Administration User Authentication Reporting Tool Integrations Process Enactment Role-based operational control Simple team on-boarding Contributor Customisable Dashboards Real time metrics and reports Agile and Formal Planning Progress Tracking Creation and querying for work Items, defects, tasks View all requirements, designs, tests Review requirements and designs Analyst Web based requirements repository Storyboards and UI Sketching Document based requirements Traceability Filtering and tagging Reviews Designer Web based design repository Model commenting and review Traceability Model change management Model element reuse Developer SCM, with developer sand box Work Suspension Integrated Build with work items Private build Work item based changesets and change management Quality Professional Test Planning Test Case design Manual test design Manual test execution Test lab management Execution adapters for automated testing tools Test to requirements traceability
  • 22. © 2014 IBM Corporation22 IBM DOORS Next Generation – Overview Requirements Management for the Development Lifecycle Definition Rich-text documents Diagrams: Process, Use Case Storyboards, UI sketching & flow Project glossaries Templates (formal/agile) Collaboration Review & Approval Discussions Email Notification Visibility Customizable dashboards Project dashboards Analysis views Collections/Modules Milestone tracking & status Management Structure, Attributes/Types Traceability, Suspect Link Filtering, Change History Tags, Reuse, Baselines, Reporting Metrics & Doc. Planning Integrated planning Effort estimation Task management Lifecycle Central requirements, test, & development repository Common admin and role- based user licensing Access Permissions Warehouse reporting Rational DOORS Next Generation Agile Iterative Waterfall
  • 23. IBM Rational Quality Manager: Central Hub for Quality Management Rational Quality Manager Test Planning Test Construction Test Execution Team Collaboration Reporting & Dashboard Requirements Management Change & Defect Management Rational DOORS Next Gen Rational DOORS Rational RequisitePro Rational Team Concert Rational ClearQuest Functional Testing Performance Testing Integration Testing and Test Virtualization Test Data Security and Compliance Rational Test Workbench Rational Performance Test Server Rational Test Virtualization Server AppScan Optim
  • 24. © 2014 IBM Corporation24 Rational Quality Manager Open Ecosystem Quality Manager Managing mobile applications testing across a global handset test environment Supporting bidirectional integration with the Jira change management system Model-based test generation Accelerating test sandbox creation through service virtualization Requirements Rational Requirements Composer Rational DOORS and DOORS NG Rational RequisitePro Builds, WorkItems and Defects Rational Team Concert Rational ClearQuest Rational BuildForge Quick Test Professional LoadRunner Provisioning Tivoli Provisioning Manager (TPM) Tivoli Service Request Manager TADDM Reporting Rational Insight Embedded SW Testing Automated Testing Rational Test Workbench Rational Performance Tester Rational Service Tester for SOA Quality Worksoft Certify Rational AppScan Tester Edition Rational Test RealTime Rational Rhapsody Telecom Test Automation
  • 25. © 2014 IBM Corporation25 Rational Quality Manager: A Closer Look Test Planning Comprehensive test plan Shared objectives Scope, Timeline, Resources Risk assessment Test Construction Requirement driven testing Test environments coverage Manual test authoring Test lab management Test Execution Manual test execution Use test automation tools Record test results Submit & track defects Reporting & Dashboard Status and progress tracking Customizable live dashboard Real-time metrics and reports Compliance and quality audit Team Collaboration Process enactment and enforcement Review and approval Task management Rapid team member on-boarding
  • 26. © 2014 IBM Corporation26 Why DOORS Next Generation? Provision of an innovative, Jazz based, RM system allowing collaboration over the entire lifecycle – Collaboration – Lifecycle traceability – Version and Configuration Management – Product Line engineering (PLE) – Workflow IT continues to be more demanding for facilities to protect security and infrastructure – Cost of deployment – Scalability, Reliability, Availability, security – Industry standard storage (DB2, Oracle, Microsoft SQL Server) – COTS services for server management - Reduced cost with standard technologies – Support for backup/disaster recovery DOORS Next Generation supports or plans to support all of these initiatives
  • 27. © 2014 IBM Corporation27 2014 Q2 Q3 Q4 Q1Q1 Planned ConceptualSTATUS: Released 2015 RRC & RDNG 4.0.6 • Client side scripting with JavaScript • Productivity and usability around requirements capture • Drag and Drop linking between requirements documents RDNG 5.0 • Renaming RRC to RDNG to offer a less confusing product portfolio • Scale and performance of the RM server Q2 RDNG 2014 and beyond Themes • Configuration management of lifecycle and requirements data • Requirements versioning and reuse between projects (components) • Single sign-on supporting outside just CLM • Multi-level traceability analysis over multi-disciplines • Electronic Signature of requirements baselines Rational DOORS Next Generation – Roadmap
  • 28. © 2014 IBM Corporation28 Rational Quality Manager – Roadmap 2014 Q2 Q3 Q4 Q1Q1 Planned ConceptualSTATUS: Released Fix pack Mod release Release 2015 RQM 4.0.6 • Consumability: Test Planning when suites are used, execution variables • Traceability improvements RQM 5.0 • Consumability: Manual Test Execution, name uniqueness • Parameterized and parallel automated test execution • Mobile app for offline test execution • Reporting: RPE Performance optimization • Platform support RQM 2014 Themes • Consumability • Configuration management of test artifacts • Extend Single sign-on support outside CLM • DevOps integrations: RTW, UrbanCode Q2
  • 29. © 2014 IBM Corporation29 Requirements Definition and Management for the Development Lifecycle IBM Rational DOORS Next Generation v5.0 Empower teams of all sizes and complexity to define, analyze, manage, report with project requirements Improve visibility and understanding of requirements across the development lifecycle Realize project impact and downstream visibility using traceability across requirements, test, and development Drive development forward with agile-at-scale and iterative processes in fast paced markets Customer and stakeholder collaboration for improved agility and informed decisions IBM Rational DOORS Next Generation v5.0 highlights RM architectural changes for improved deployment and performance Significant Usability improvements • Quick actions for managing multiple windows • New module paste actions; Rich text editing improvements • Improved screen real estate utilization; Filtering of modules and collections by folders • Attribute editor within a module Client side scripting improvements Requirements Configuration Management Beta
  • 30. © 2014 IBM Corporation30 © Copyright IBM Corporation 2013. All rights reserved. The information contained in these materials is provided for informational purposes only, and is provided AS IS without warranty of any kind, express or implied. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, these materials. Nothing contained in these materials is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. References in these materials to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in these materials may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. IBM, the IBM logo, Rational, the Rational logo, Telelogic, the Telelogic logo, and other IBM products and services are trademarks of the International Business Machines Corporation, in the United States, other countries or both. Other company, product, or service names may be trademarks or service marks of others. www.ibm.com/software/rational

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