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Requirements Management Best practice


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A tutorial by Dr. Sriram Rajagopalan, presented at InflectraCon 2019, in Cincinnati, OH on September 11, 2019.

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Requirements Management Best practice

  1. 1. Best Practices Requirements Management @Inflectra | #InflectraCon
  2. 2. Dr. Sriram Rajagopalan Education Work Experience Training & Certification Teaching & Training PhD, MBA, MS, BE PfMP, PgMP, PMP, SP, RMP, ACP, CSM, CSPO, ACC, CSD, SCT, CSOXP, SSBB, Instructional Designer, Speaker, Writer, and Author Software Engineer, Team Leader, Business Analyst, Project Manager, Scrum Master, Agile Coach, Director, Vice President US, Canada, India, Vietnam, Belgium, Ireland, Greece, & Switzerland @agilesriram
  3. 3. Being Strategic (and Successful) About Requirements Gathering Sriram Rajagopalan, PgMP Apr 25, 2019 Starting the Problem Half Solved
  4. 4.  Impact of Poor Requirements  Needs Assessment  Strategic Fit  Operational Excellence DISCUSSION ROADMAP Understanding the Importance and Value of Robust Project Requirements Gathering
  5. 5. Mostly Known Failure Causes Poor Scheduling Inaccurate Business Case Communication Issues Unclear objectives to Team Quality Compromises Vague Responsibility Inefficient Resource Estimation Stakeholder Challenges Management Priorities Inaccurate Business Case Unclear objectives to Team Management Priorities
  6. 6. Requirements Communication
  7. 7. 7 “Hmm…what if the Project Manager is the hidden contributing factor for starting the project right?” I wonder…
  8. 8. More Awesome Value Very Good Value Awesome Value Projects Outputs Produce Capabilities Portfolio Realized Benefits Meets Strategic Objectives Programs Outcomes Generate Benefits Relate to the Essential Needs
  9. 9. Always start with a Strategic MVP Idea Epic 1 Theme A Theme B Epic 2 Theme C Theme D Feature I Feature II Need a Need b Need c T0 T10 T50 Time Dreams Castles Granularity Big House Maintainable Home 2 BR, etc. Package Component Requirements Various types of Requirements to suit program or project needs Support for scenario steps and workflow for every type of requirement
  10. 10. Requirements have a Lifecycle Needs Assessment Requirements Management Requirements Elicitation Requirements Analysis Requirements Monitoring Solution Evaluation
  11. 11. Use Cases and User Stories User Stories lack the context to a larger goal User Stories lack completeness encompassing all aspects of a goal User Stories do not forecast what work may be coming up Use Cases •Prerequisite •Description •Actor •Basic Flow •Alternative Flow •Exception Flow •Post-Condition User Stories •Card •Conversation •Confirmation
  12. 12. Use Case and User Stories Relationship Use Case A Use Case K Use Case M Product BacklogRoadmap Iteration Backlog Review Need Features Design Element Quality Use Case User Stories Market ResearchUse Case Z
  13. 13. Low Customer / Client’s Understanding of What They Want High The Requirements - Competency Matrix High Team’sCompetencyLevel • Good Customer Articulation • Good Team Evaluation • Poor Customer Articulation • Good Team Evaluation • Poor Customer Articulation • Poor Team Evaluation • Good Customer Articulation • Poor Team Evaluation How Volatile Are Our Requirements? [ Articulation ] [Evaluation]
  14. 14. Think through the Requirement Categories Not all requirements are the same! So, why not differentiate them? Some requirements one to think through the scenarios!
  15. 15. Use Themes as main goals Aligns with the strategic product roadmap by mapping themes (components) in product backlog Keep team engaged with releases and iterations
  16. 16. Stated P Actual erceived Cultural Exploited
  17. 17. Clearly specific needs are often explicitly expressed THE NEED STATED
  18. 18. THE NEED Values gained by choosing a product often as implicitly expected but not stated explicitly PERCEIVED
  19. 19. THE NEED Satisfaction associated with the expected benefits met by unspoken and spoken needs ACTUAL
  20. 20. THE NEED Needs other than direct features and benefits setting the decisions apart ahead of competition CULTURAL
  21. 21. THE NEED Needs that have vulnerabilities from abuse and misuse preferring not to be exposed to and so to be avoided EXPLOITED
  22. 22. Engage with Stakeholders gathering & reviewing Requirements Helps with business value prioritization and alignment Realizes DEEP property with more clarity
  23. 23. Align functionality based on Strategic Value Alignment Categorizing requirements by value alignment
  24. 24. Wait! We have a Workflow Support too! Customizable Workflow based on business needs Multiple workflows based on requirement types Supports agile principles of transparency, inspection, and adaptation. Includes support for Digital Signature too!
  25. 25. SSuccess Criteria SEE through Delivery Not just priority but also a pre-negotiated customer acceptance criteria Well articulated criteria on when work will be accepted downstream within teams Well understood criteria on when additional work or investment will not be made EEntry Criteria EExit Criteria
  26. 26. Promote auditable dialog for requirements through its delivery, transition, and sustenance life cycle Incorporate workflow operation discipline to promote entry/exit criteria Expand with traceability to other artifacts to track the quality of requirements!
  27. 27. Requirements Mind Map View Brand New functionality to create a mind map view
  28. 28. Conclusion + Operational Excellence Strategic Fit Needs Assessment