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Ch 9(spi)cm mi reqm
Ch 9(spi)cm mi reqm
Ch 9(spi)cm mi reqm
Ch 9(spi)cm mi reqm
Ch 9(spi)cm mi reqm
Ch 9(spi)cm mi reqm
Ch 9(spi)cm mi reqm
Ch 9(spi)cm mi reqm
Ch 9(spi)cm mi reqm
Ch 9(spi)cm mi reqm
Ch 9(spi)cm mi reqm
Ch 9(spi)cm mi reqm
Ch 9(spi)cm mi reqm
Ch 9(spi)cm mi reqm
Ch 9(spi)cm mi reqm
Ch 9(spi)cm mi reqm
Ch 9(spi)cm mi reqm
Ch 9(spi)cm mi reqm
Ch 9(spi)cm mi reqm
Ch 9(spi)cm mi reqm
Ch 9(spi)cm mi reqm
Ch 9(spi)cm mi reqm
Ch 9(spi)cm mi reqm
Ch 9(spi)cm mi reqm
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Ch 9(spi)cm mi reqm

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  • 1. Kittitouch Suteeca Ref. Panit Watcharawitch, PhD (cantab)
  • 2. “Requirement” 2
  • 3. Process Areas [22] 3 Category Process Area (PA) Maturity Level Process Management  Organization Process Focus (OPF)  Organization Training (OT)  Organization Process Definition (OPD) + IPPD  Organization Process Performance (OPP)  Organization Innovation and Deployment (OID) 3: Defined 3: Defined 3: Defined 4: QM 5: Optimizing Project Management  Project Planning (PP)  Project Monitoring and Control (PMC)  Supplier Agreement Management (SAM)  Integration Project Management (IPM) + IPPD  RiSK Management (RSKM)  Quantitative Project Management (QPM) 2: Managed 2: Managed 2: Managed 3: Defined 3: Defined 4: QM Engineering  Requirement Management (REQM)  Requirement Development (RD)  Technical Solution (TS)  Product Integration (PI)  VERification (VER)  VALidation (VAL) 2: Managed 3: Defined 3: Defined 3: Defined 3: Defined 3: Defined Support  Configuration Management (CM)  Process and Product Quality Assurance (PPQA)  Measurement and Analysis (MA)  Decision Analysis and Resolution (DAR)  Casual Analysis and Resolution (CAR) 2: Managed 2: Managed 2: Managed 3: Defined 5: Optimizing InStagedRepresentation
  • 4. Requirement Management[REQM]  Process Area : Engineering Process Area  Capability Maturity Level 2  Source of requirement  Received Requirements  Generated Requirements  Organizational Requirements  Type of Project’s requirement  Technical Requirements  Non-technical Requirements) e.g. (Cost / Schedule 4
  • 5. Project Requirement Requirements Providers (Customer ,user ,CEO) Requirements Receivers REQ. Commit An agreed-to set of requirements Requirements changes) Change 5
  • 6. REQM : Specific Goal and Specific Practices SG 1 Manage Requirements SP 1.1 Obtain and Understanding of Requirements SP 1.2 Obtain Commitment to requirements SP 1.3 Manage Requirements Changes SP 1.4 Maintain Bidirectional Traceability of Requirements SP 1.5 Identify Inconsistencies Between Project Work and Requirements 6
  • 7. SP 1.1: Obtain and Understanding of Requirements  Typical Work Products 1. Lists of criteria for distinguishing appropriate requirements providers 2. Criteria for evaluation and acceptance of requirements 3. Results of analyses against criteria 4. An agreed-to set of requirements  Sub practices 1. Establish criteria for distinguishing appropriate requirements providers. 2. Establish objective criteria for the acceptance of requirements. 3. Analyze requirements to ensure that the established criteria are met. 4. Reach an understanding of the requirements with the requirements provider so that the project participants can commit to them. 7
  • 8. SP1.2: Obtain Commitment to Requirements  Typical Work Products 1. Requirements impact assessments 2. Documented commitments to requirements and requirements changes  Subpractices 1. Assess the impact of requirements on existing commitments. 2. Negotiate and record commitments. Work Product  meeting report  signoff Doc.  E-mail 8
  • 9. SP1.3: Manage Requirements Changes  Typical Work Products 1. Requirements status 2. Requirements database 3. Requirements decision database  Subpractices 1. Capture all requirements and requirements changes that are given to orgenerated by the project. 2. Maintain the requirements change history with the rationale for the changes. 3. Evaluate the impact of requirement changes from the standpoint of relevant stakeholders. 4. Make the requirements and change data available to the project. 9
  • 10. SP1.4 : Maintain Bidirectional Traceability of Requirements  Typical Work Products 1. Requirement Traceability Matrix 2. Requirements tracking system  Subpractices 1. Maintain requirements traceability to ensure that the source of lower level (derived) requirements is documented. 2. Maintain requirements traceability from a requirement to its derived requirements and allocation to functions, objects, people, processes, and work products. 3. Maintain horizontal traceability from function to function and across interfaces. 4. Generate the requirements traceability matrix. Example CR1 CRn SR1 SRn Feature1 Feature Test1 Testn 10
  • 11. SP1.5 : Identify Inconsistencies between Project Work and Requirements  Typical Work Products 1. Documentation of inconsistencies including sources, conditions, and rationale 2. Corrective actions  Subpractices 1. Review the project's plans, activities, and work products for consistency with the requirements and the changes made to them. 2. Identify the source of the inconsistency and the rationale. 3. Identify changes that need to be made to the plans and work products resulting from changes to the requirements baseline. 4. Initiate corrective actions. 11
  • 12. Generic Goal and Generic Practices GG 1 Achieve Specific Goals GP 1.1 Perform Base Practices GG 2 Institutionalize a Managed Process GP 2.1 Establish an Organizational Policy GP 2.2 Plan the Process GP 2.3 Provide Resources GP 2.4 Assign Responsibility GP 2.4 Train People GP 2.6 Manage Configurations GP 2.7 Identify and Involve Relevant Stakeholders GP 2.8 Monitor and Control the Process GP 2.9 Objectively Evaluate Adherence GP 2.10 Review Status with Higher Level Management 12
  • 13. Generic Goal and Generic Practices GG 3 Institutionalize a Defined Process GP 3.1 Establish a Defined Process GP 3.2 Collect Improvement Information GG 4 Institutionalize a Quantitatively Managed Process GP 4.1 Establish Quantitative Objectives for the Process GP 4.2 Stabilize Subprocess Performance GG 5 Institutionalize an Optimizing Process GP 5.1 Ensure Continuous Process Improvement GP 5.2 Correct Root Causes of Problems 13
  • 14. Requirement always change? 14
  • 15. GG2 Institutionalize a Managed Process  There are 4 categories of generic practices. 1. Commitment to Perform 2. Ability to Perform 3. Directing Implementation 4. Verifying Implementation 15
  • 16. GG2 Institutionalize a Managed Process Commitment to Perform GP 2.1 Establish an Organizational Policy Establish and maintain an organizational policy for planning and performing the requirements management process. Elaboration This policy establishes organizational expectations for managing requirements and identifying inconsistencies between the requirements and the project plans and work products. 16
  • 17. GG2 Ability to Perform GP 2.2 Plan the Process Establish and maintain the plan for performing the requirements management process. Elaboration Typically, this plan for performing the requirements management process is a part of the project plan as described in the Project Planning process area. GP 2.3 Provide Resources Provide adequate resources for performing the requirements management process, developing the work products, and providing the services of the process. Elaboration  Examples of resources provided include the following tools:  Requirements tracking tools  Traceability tools 17
  • 18. GG2 Ability to Perform (cont’) GP 2.4 Assign Responsibility Assign responsibility and authority for performing the process, developing the work products, and providing the services of the requirements management process. GP 2.5 Train People Train the people performing or supporting the requirements management process as needed. Elaboration  Examples of training topics include the following:  Application domain  Requirements definition, analysis, review, and management  Requirements management tools  Configuration management  Negotiation and conflict resolution 18
  • 19. GG2 Directing Implementation GP 2.6 Manage Configurations Place designated work products of the requirements management process under appropriate levels of configuration management. Elaboration  Examples of work products placed under configuration management include the following:  Requirements  Requirements traceability matrix 19
  • 20. GG2 Directing Implementation (cont’) GP 2.7 Identify and Involve Relevant Stakeholders Identify and involve the relevant stakeholders of the requirements management process as planned. Elaboration Select relevant stakeholders from customers, end users, developers, producers, testers, suppliers, marketers, maintainers, disposal personnel, and others who may be affected by, or may affect, the product as well as the process.  Examples of activities for stakeholder involvement include:  Resolving issues on the understanding of the requirements  Assessing the impact of requirements changes  Communicating the bidirectional traceability  Identifying inconsistencies among project plans, work products, and requirements 20
  • 21. GG2 Directing Implementation (cont’) GP 2.8 Monitor and Control the Process Monitor and control the requirements management process against the plan for performing the process and take appropriate corrective action. Elaboration  Examples of measures used in monitoring and controlling include the following:  Requirements volatility (percentage of requirements changed) 21
  • 22. Requirement Volatility 22
  • 23. GG2 Verifying Implementation GP 2.9 Objectively Evaluate Adherence Objectively evaluate adherence of the requirements management process against its process description, standards, and procedures, and address noncompliance. Elaboration  Examples of activities reviewed include the following:  Managing requirements  Identifying inconsistencies among project plans, work products, and requirements  Examples of work products reviewed include the following:  Requirements  Requirements traceability matrix 23
  • 24. GG2 Verifying Implementation GP 2.10 Review Status with Higher Level Management Review the activities, status, and results of the requirements management process with higher level management and resolve issues. Elaboration Proposed changes to commitments to be made external to the organization are reviewed with higher level management to ensure that all commitments can be accomplished. 24

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