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- 1. Unit 4: RequirementManagement and Analysis Certified Business Analyst
- 2. Private and Confidential2 Agenda In this session, you will learn about: • Creating and Using a Requirement Work Plan • Components of a RWP • Detailed Case Study on RWP
- 3. Private and Confidential3 Req Analysis & Mgmnt Basics of Requirements Enterprise Analysis Develop BRD & validate sol. BA Planning, Scope, and vision Req Elicitation 1 2 6 5 4 3 Step 4: Requirement Management & Analysis
- 4. Private and Confidential4 Requirement Work Plan (RWP) What is It? It is a To-Do list for the requirement elicitation, documentation and validation phase. Requirement elicitation Documentation Validation
- 5. Private and Confidential5 Why Do We Need a RWP? This plan helps the business analyst identify all sources of requirements, along with the best way to elicit requirements from these various sources. With this list of activities, Business Analysts can confidently estimate tasks.
- 6. Private and Confidential6 Requirement Work Plan (RWP) Project Type Project Scope Project stakeholders and their role on the project Requirements activities/tasks/ deliverables and time and duration estimates Identify milestones in the above activities for development and delivery of requirements 01 02 03 04 05 Requirements assumptions and risks 06
- 7. Private and Confidential7 Components Towards Drafting RWP – WBS Work Breakdown Structure (WBS) • It is a list of all tasks and activities to be performed. • It defines and groups a project's discrete work elements in a way that helps organize and define the total work scope of the project.
- 8. Private and Confidential8 Components Towards Drafting RWP – WBS RESOURCES SKILLS EFFORT What does WBS Helps Identify? Make it as Detailed as Possible The more granular you make your WBS The easier it is to estimate and manage the work.
- 9. Private and Confidential9 Components Towards Drafting RWP – WBS It is a tree structure, which shows a subdivision of effort required to achieve an objective; for example a program, project, and contract. If it is to be done, it has to be in WBS.
- 10. Private and Confidential10 Construction of a house: Work Breakdown Structure: Indented 1. Internal 1.1. Electrical • Work • Budget 1.1.1. Rough-in electrical • Work • Budget 2. Foundation 2.1. Excavate • Work • Budget 2.1.1.Pour Concrete • Work • Budget 3. External 3.1. Masonry Work • Work • Budget 3.1.1. Lay Masonry • Work • Budget
- 11. Private and Confidential11 WBS Design Principles • Includes100% of the work defined by the project scope • Captures all deliverables – internal, external, interim (in terms of work) 100% Rule • No overlap in scope definition between two elements of a work breakdown structure Mutually Exclusive Elements • Not overly prescriptive of methods, allowing for greater ingenuity and creative thinking on the part of the project participants. • Product breakdown structure. Feature-driven software projects Plan Outcomes; not Actions • No activity or series of activities should be longer than a single reporting period • "if it makes sense" rule. Level of Details • Indented • Graphical Coding Schemes
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- 13. Private and Confidential13 Requirements Traceability Definition Business needs with vision and scope Demonstrates a clear connection between the captured requirement & corresponding developed artifact One way of maintaining documentation Validates that a requirement is fulfilled throughout the development phases The ability to capture a requirement and then validate that it is carried forward and implemented
- 14. Private and Confidential14 Types of Traceability Forward Vertical Backward Horizontal To map all decomposed components of a work product To map a work product to other work products that initiated it To map all work products to the requirements throughout the Software Development Life Cycle (SDLC) To map one work product to another one that it initiated
- 15. Private and Confidential15 Grade A Requirements Version 1 • Requirement • Unique Identifier • Name Requirements Traceability Traceability Matrix Flow Requirements Evolution Project Phases Requirement Definition High Level Design Detailed Design Implementation Testing Deployment Grade B Grade C Grade D Grade E Requirements Version 2 Requirements Version 3-5 Requirements Version 6 Requirements Version 7 Final Baseline Requirements • Design Documentatio n Reference • Business Rule Reference • Design Documentation Reference • Business Rule Reference • User Acceptance Test • Implementation Reference • Testing Reference • UAT Tested Reference • Testing Reference • Confirmation for complete trace of each requirement
- 16. Private and Confidential16 Example of Traceability Matrix
- 17. Private and Confidential17 Example Requirements Traceability Matrix TRACEABILITY MATRIX Requirement Source Business Need Business Rule Model Test Scenario Test Case 1.1.1 Business Strategy X BR-054 X X 1.1.2 CEO X BR-043 X X X 1.1.3 Supplier X BR-302 X X 1.1.4 Customer X BR-129 X X X 1.1.5 Vision and Scope Report X BR-137 X X
- 18. Private and Confidential18 Traceability Links • Four types of requirements traceability links: o Forward to requirements o Forward from requirements o Backward to requirements o Backward from requirements • Customer needs are traced forward to requirements, so you can tell which requirements will be affected if those needs change during or after development. ! A common mistake is to stop at code; traceability goes all the way to test components.
- 19. Private and Confidential19 Requirements Traceability Benefits • Provides added assurance that all approved requirements have been addressed and implemented • Protects firms with formal documentation of tasks, issues, and resolutions • Facilitates the impact analysis of a change in a work product • Aids in resolving errors that are found during testing • Build greater efficiency in testing by identifying redundant testing • Helps to build credibility with stakeholders and project sponsors by ensuring the project meets their needs
- 20. Private and Confidential20 Requirements Traceability Benefits (Contd.) • Helps to streamline the flow of information between the user and the development team • Builds clarity in processes • Improves impact analysis by reducing the probability of overlooking a system element that would be affected by adding, deleting, or modifying a requirement • Facilitates making changes correctly during maintenance.
- 21. Private and Confidential21 Requirements Traceability – Keep in Mind Please keep in mind the following points: Captures a requirement and then validates that it is carried forward and implemented Validates that a requirement is fulfilled throughout the development phases Demonstrates a clear connection between the captured requirement and its corresponding developed artifact Maintains documentation of requirements
- 22. Private and Confidential22 Requirements Management Process The following depicts requirements development and management activities at a high-level against the major development life cycle phases Deploy Analyze Design Build Test Plan Requirements Baseline Gather Requirements Validate Requirements Control Changes Capture & Analyze Metrics Maintain Documentation Documentation Metrics Requirements Definition, Implementation Tracking and Change Control
- 23. Private and Confidential23 Requirements Dependencies 23 Requirements evolve throughout the project life cycle and are refined during the iterative process. Requirements Dependencies
- 24. Private and Confidential24 Requirements Dependencies There are dependencies among high-level and detailed-level requirements within the SDLC. Detailed-level Requirements Get tracked with the Requirements Traceability Matrix (RTM) to understand how each deliverable relates to the others. High Level Requirements Start with the plan phase activities using the project SOW As we go further along the project life cycle, changes to the requirements may occur before or after it has been base lined.
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- 26. Private and Confidential26 Who Is A Stakeholder? Managing the program of work Working within the program of work Directly or indirectly contributing to the program of work Affected by the program of work or its outcomes A Stakeholder is anyone who is:
- 27. Private and Confidential27 What Is Stakeholder Management? In its simplest form, stakeholder management is the process by which an individual establishes and maintains support from internal staff members and external parties for a new product or project or change within the organization.
- 28. Private and Confidential28 What Is Stakeholder Management? Stakeholder management is the process of managing the expectation of anyone that has an interest in a project or will be effected by its deliverables or outputs.
- 29. Private and Confidential29 Why Do You Need to Manage? Remember: Most people don’t like change. It’s human nature, whether we like it or not, and we need to work with that.
- 30. Private and Confidential30 Why Do You Need to Manage? We’re not managing systems here, we’re managing human beings and they’re made up of all sorts!
- 31. Private and Confidential31 Why Do You Need to Manage? Others won’t care less about your programme until the day they realise it has an affect on them Some will see an opportunity and want to see you succeed Others will see a threat and prefer to see your failure
- 32. Private and Confidential32 Stakeholder Management Process 1. Stakeholders Identification 2. Stakeholders’ Analysis 3. Stakeholder Matrix 4. Stakeholder Engagement 5. Communicating Information
- 33. Private and Confidential33 Stakeholder Identification – Key Questions • Who is threatening the target of this project? • Who is most dependent on this project? • Has there been a similar project in the market? If so, to what extent did it succeed? Who was in charge and how did local stakeholders respond? • Who possesses claims – including legal jurisdiction and customary use – over the project/resources at stake? • Is any government departments to be involved in this project?
- 34. Private and Confidential34 Stakeholder Identification – Few Examples Project manager The person responsible for managing the project. Customer User The person or organization that will use the project’s product. Performing organization The enterprise whose employees are most directly involved in doing the work of the project. Project Management Team The members of the project team who are directly involved in project management activities. Sponsor The person or group that provides the financial resources, in cash or in kind, for the project. Influencer People /groups that are not directly related to the acquisition or use of the project’s product, but due to an individual’s position in the customer organization or performing organization, can influence, positively or negatively, the course of the project
- 35. Private and Confidential35 Stakeholder Matrix: RACI Matrix Change Request Process RACI Executive Sponsor A Business Analyst R Project Manager C Developer I Tester I Application Architect C Database Analyst C Business Architect R SME C R: Responsible – does the work A: Approver / Accountable – decision maker (CAN BE ONLY ONE) C: Consulted – must be consulted prior to the work, provides the inputs I: Informed – they must be notified of the outcome
- 36. Private and Confidential36 Stakeholder Matrix (Contd.) Power/Influence of Stakeholder Interest of Stakeholder Context Setters Ensure Stakeholder remains satisfied Players Work Closely to ensure that they are in agreement with and support the change Crowd Monitor to ensure stakeholders interest or influence do not change Subjects Keep informed; stakeholder is likely to be very concerned and may feel anxious about lack of control . The Power/Influence vs. Interest Grid
- 37. Private and Confidential37 TOO SOON… TOO LATE… Engaging with stakeholder too late so their views can not be considered without substantial revision and delay. Common Failures in Stakeholder Management Inviting stakeholders to participate too early resulting in a complicated decision making process that causes delays.
- 38. Private and Confidential38 Common Failures in Stakeholder Management Inviting the wrong stakeholders Treating the participation of stakeholders as insignificant & inconsequential Inviting the wrong stakeholders to participate thereby reducing the value of the contribution and leaving the door open to damaging external criticism Resulting in poor stakeholder “buy- in” at the implementation stage
- 39. Private and Confidential39 Stakeholder Matrix Stakeholder matrix are only for you and is strictly confidential The stakeholder analysis matrix provides a useful framework for plotting stakeholders and how best to approach them- to persuade, influence, or empower their participation.
- 40. Private and Confidential40 Objective To describe the BA’s activities on the project including the plans for analyzing, communicating and managing requirements. The aim is to clearly communicate the activities of the BA to the stakeholders. Requirement Work Plan Case study on Exploding Entire Requirement Work Plan Insurance Claims Management System Project
- 41. Private and Confidential41 Project Overview The CEO of ‘ Insurance from Us ’ Ltd. believes that improved information management will lead to increased efficiency and effectiveness, as well as continue to provide outstanding customer service.
- 42. Private and Confidential42 Project Overview • This is a corporate-wide strategic initiative, involving stakeholders and representatives from all functional areas within the company. • It is referred to as the Insurance Claims Management System (ICMS) Project.
- 43. Private and Confidential43 Project Overview Life insurance claims Short-term disability claims Long-term disability claims Preliminary scope includes the following claim types, which need to be confirmed and revised during project initiation
- 44. Private and Confidential44 ULTIMATE GOAL Project Overview ICMS DME INTEGRATION The ICMS must integrate seamlessly to the existing database for Member Enrolment (DME) that was successfully implemented 4 years ago. The ultimate goal of this project and this system is to help increase market share for the company while maintaining a profit margin of 17% or higher.
- 45. Private and Confidential45 The goal constitutes the following goals, all of which will be further defined in the Project Charter during the Project Initiation Phase: Goals of the Project Increase market share Increase operational efficiency Increase Revenue Decrease Expenses Increase Customer Satisfaction Decrease overall claims payment Maintain a profit margin of at least 17%
- 46. Private and Confidential46 Project Overview The CEO of the company will serve as the Project Sponsor. The Project Manager assigned to lead this project is Peter Parker and he will report to Project Director
- 47. Private and Confidential47 Project Overview BUDGET: $1 million PROJECT DURATION: 18 Months COVERS: Costs, including labour, equipment and expenses relating to the planning and delivery of this project PROJECT TIMELINE: Commence on 1st January of this year and must complete on 31st July.
- 48. Private and Confidential48 Organization Structure • Project Sponsor (CEO) • Project Director • Project Manager • Senior Business Analyst plus a Junior Business Analyst • System Architect • Developers • Testers • Trainers • Subject Matter Experts • Software Vendor for software product
- 49. Private and Confidential49 Requirements Roles and Responsibilities Requirements Role Requirements Responsibilities Project Sponsor • Provide resources for the project • Ensure the goals of the project meets the goals of the organization • Provide guidance for the Project Director Project Director • Reports to the Project Sponsor • Provide support to the Project Manager • Provide status reports and advice to the Project Sponsor Project Manager • Reports to the Project Director • Ensure the project meets budget and timeline • Provide support and guidelines for the project team • Manages scope of the project Senior Business Analyst • Collaborate with the Project Manager • Ensure requirements are gathered, managed and validated • Provide advice for the Junior Business Analyst • Manages scope of product • Facilitate stakeholder interaction Junior Business Analyst • Reports to the Senior Business Analyst • Do tasks assigned by and assist Senior BA
- 50. Private and Confidential50 Requirements Roles and Responsibilities Requirements Role Requirements Responsibilities System Architect • Reports to the Project Manager • Design the changes to the software from the COTS Vendor to meet the requirements • Inform the trainers on the system Developers • Reports to the Project Manager • Develop the project based on the architect’s solution Testers • Reports to the Project Manager • Provide relevant information about the software Trainers • Reports to the Project Manager • Train end users on how to use the product Create training materials Subject Matter Experts • Reports to the Project Manager • Provide relevant information about the subject matter to the Business Analyst and Project Manager Provide requirements Software Vendor • Reports to the Project Manager • Provide the off-the-shelf software that the project requires
- 51. Private and Confidential51 Requirements Schedule Phase Activity Start Date End Date Inception Elicit scope, stakeholder roles, vision, constraints, goals Write Vision Document Get approval for Vision Document Elaboration Elicit Requirements Write Business Requirements Document Get approval for Business Requirements Document Construction Managing change Develop test plans Create roll-out plans Transition Managing change Train and support trainers * Post-project review
- 52. Private and Confidential52 Resource Required From Date Required To Date Subject Matter Experts Project Sponsor Project Director Project Manager Development Team Trainers Infrastructure – Laptops / computers Requirements Management Software Project Room with audio / video Requirements Resourcing
- 53. Private and Confidential53 Below is a detailed breakdown by phase (columns) and discipline (rows). Inception Elaboration Construction Transition Totals Business Modeling Requirements Analysis & Design Implementation Test Deployment Totals: $350,000 Budget The total budget for all requirements management activities on this project is: $350,000
- 54. Private and Confidential54 Tools, Techniques and Methodologies Waterfall Methodology TOOLS: • Requirements Management Software • Productivity Tools (Microsoft Office Suite) TECHNIQUES: • Interviews • Workshops • Job Shadowing/Training • Focus Groups discussions • Document skimming
- 55. Private and Confidential55 Deliverable Inception Elaboration Construction Transition Vision Document x Business Requirements Document x Test Plans x x Traceability Matrix x x x x Business Analysis Performance Assessment x Training Plans x x Requirements Repository - Artifacts
- 56. Private and Confidential56 Requirement Type Applicable? Rationale Functional Requirements Y Basic reqt on Must do what it needs to do NFR: Look and Feel Requirements Y Must make users feel welcome NFR: Usability Requirements Y Must be usable by the common user NFR: Performance Requirements Y Bad performance frustrates users NFR: Operational Requirements Y Must interface with existing Member Enrolment Management System NFR: Security Requirements Y Must keep peoples claims secure NFR: Legal Requirements Y Must adhere to all laws Requirements - Types
- 57. Private and Confidential57 Requirement # Risk # Business Use Case # Product Use Case # Sequence Diagram Subsystem # Code Snippet # GUI # Test Case Requirements Traceability
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- 59. Private and Confidential59 Risk Management Plan Purpose: To acknowledge that there is risk and that it can be dealt with. Aim: To plan how the risks will be dealt with when they occur.
- 60. Private and Confidential60 Risk Management Strategy • Risk identification will be done collaboratively by all members of the project development team. • Risks will be assigned by the Project Manager to specific individuals to monitor and manage.
- 61. Private and Confidential61 Responsibility and Accountability • Risks will be assigned by the Project Manager to specific individuals to monitor and manage. • The risk owner is responsible for monitoring and managing the risk.
- 62. Private and Confidential62 Risk ID Risk Type Description Consequence (Short Term) Business Impact (Long Term) Likelih ood Impact Level Status Risk Mgmt Strategy Risk Owner 1 Contract The vendor is not able to provide the software at the agreed upon price. The company would have to find another vendor or buy it at the increased price. Some requirement might not be able to be put into the product because of less budget space available. Low Low 4 Monitoring Accept 2 Design The product is not used by customers. The company loses money on the project. The company may suffer in the stock market Low High 3 Monitoring Mitigate Impact High High Low Low Likelihood High Low High Low Level 1 2 3 4 : Risk List
- 63. Private and Confidential63 Risk ID Risk Type Description Consequence (Short Term) Business Impact (Long Term) Likelih ood Impact Level Status Risk Mgmt Strategy Risk Owner 3 Operational The security of the product is compromis ed. The company would lose credibility The company could lose profit due to loss of customers Low High 3 Monitoring Avoid 4 Market Customers do not find the product as easy to use as advertised The company loses money on the project due to customers not using it. The company may suffer in the stock market Low High 3 Monitoring Mitigate Impact High High Low Low Likelihood High Low High Low Level 1 2 3 4 : Risk List (Contd)
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- 65. Private and Confidential65 Requirements Acceptance Plan Purpose This section will document the roles and responsibilities of the stakeholders in gathering requirements and accepting the requirements. This section aims at making all the stakeholders aware of their role in gathering requirements and identifies the resources that will be required.
- 66. Private and Confidential66 Requirements Acceptance Responsibilities For each of the categories on the next slide, consider filling in one or more of the letters below as appropriate: RESPONSIBLE A R ACCOUNTABLE S SUPPORT C CONSULTED I INFORMED
- 67. Private and Confidential67 Component Project Sponsor & Director Project Manager Business Analysts Subject Matter Experts (Domain) Subject Matter Experts (Implemen t ation) System Architect Developers, Testers, Trainers Vision Document S, I C A, R S I I I Business Requirements Document S, I C A, R S I I I Requirements Traceability Matrix I C A, R I S S S Test Plans I S A, R I C S C Risk Management Plan
- 68. Private and Confidential68 Acceptance Criteria Comments Each requirement shall be measurable To determine if the requirement has been met Each requirement will be unique, that is, not duplicated To save time in development by avoiding Duplicity Each requirement shall be unambiguous No ambiguity in the interpretation of the requirement Each requirement shall be tied to a project goal Each requirement must aid the project goal Each requirement shall be logged in the traceability matrix To know that the requirement has been implemented The BRD shall be approved before build begins Sufficient understanding of the project and what it needs to do The BRD shall be completed before being submitted for approval No requirement will be missed in being approved Requirements Acceptance Criteria & Schedule
- 69. Private and Confidential69 Component Target Sign-Off Date Sign-Off By (Name) Vision & Scope Document Project Sponsor Business Requirements Document Project Sponsor Test Plans Project Manager Requirements Acceptance Criteria & Schedule
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- 71. Private and Confidential71 Requirements Acceptance Criteria & Schedule This section will serve to document the plan for managing change on this project. This is so all the stakeholders are clear how we will manage change and how they can request change.
- 72. Private and Confidential72 The responsibilities of the stakeholders and Change Control Board members in the change management process include: Role Duties Change Control Board (CCB) • Conduct an initial impact assessment • Make decisions to approve or reject changes • Assure that change requests are processed in a timely manner Project Manager (Chair of the CCB) • Performs duties of the CCB (see above) • Chair the CCB • Resolve disputes over change approval • Assess emergency change requests, with input from the other CCB members Business Analyst (Member of CCB) • Performs duties of the CCB • Take CCB MOM and log change requests • Perform impact assessments assigned by the CCB Business • Identify potential change • Complete and submit change request form Change Request Roles and Responsibilities
- 73. Private and Confidential73 Change Request Procedure Procedure for submitting, assessing and approving change requests: The change is identified Business will complete and submit a change request form to the CCB The BA will log the change request in the change request register If the CCB assigns someone to perform a more in-depth assessment, the person will bring the results to the next CCB meeting. The CCB will make a decision based on the in-depth assessment. CCB will process change requests as soon as possible.* The CCB will perform an initial assessment of the request and take 1 of 3 actions: • Approve the request • Reject the request Assign a specific CCB member to perform a more in-depth impact assessment * However, they reserve the right to prioritize change requests and defer specific change decisions to allow a timelier processing of urgent requests.
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- 75. Private and Confidential75 Requirements Acceptance Criteria & Schedule The purpose is to plan out how we are going to measure our work. The purpose of this planning is to ensure that work is measured and stakeholders are informed on how we will measure ourselves.
- 76. Private and Confidential76 Requirements Management Goals Goal Rationale Measurement Define requirements completely So that no requirement of the system is missed Compare what the sponsor wanted it to do with what it does Define requirements clearly So that the requirements are clearly understood Count how many times requirements must be rewritten Minimize scope creep So that the project remains in scope If you are able to fully trace a requirement backwards and forwards Work within budget So that the project budget is not compromised by the BA budget being over Compare the actual budget to the planned budget Work within schedule estimates To keep the project on schedule and time constraints Compare the time taken to the scheduled time The overall goals for collecting metrics:
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- 78. Private and Confidential78 Communication Plan Questions to consider to develop a plan for communication of any sort What What’s your purpose? What’s your message? Who Who’s your audience? How How will you actually distribute your message?
- 79. Private and Confidential79 Communication Plan Constituents of a Communication Plan The project team will use a mix of verbal and written communication. Consider what type of communication to use to reduce misunderstandings and wasted time. The business analyst will monitor the internal and external communication plan.
- 80. Private and Confidential80 Communications Management Approach • The project team is going to use a mix of verbal and written communication, verbal being in the form of face-to-face and telephone. • We plan to carefully consider what type of communication to use to reduce misunderstandings and wasted time. • The senior business analyst will monitor the communication plan.
- 81. Private and Confidential81 External Communication Type Purpose Responsibility Distribution Media Timing / Freq. Templates Workshop Invitation Invite attendees Junior Business Analysts All attendees Word & Mail (possible phone follow-up) As needed Invitation template, letter format
- 82. Private and Confidential82 Name Position Escalation Point Area of Focus Contact Information Dicky Johnson Director, Benefit Programs & Services Project Manager Benefit Programs & Services 780.454.5454 Ian Flaming Director, Corporate Services Project Manager Corporate Services 780.444.1000 Escalation Contacts
- 83. Private and Confidential83 Communications Management Approach Type Purpose Responsibility Distribution Media Timing / Freq. Templates Vision Document Defines scope and vision Senior Business Analyst All Stakeholders Word Documenta tion & Email Inception Phase Vision Document Template Business Requirements Document Defines project requirements Senior Business Analyst All stakeholders Word Documenta tion & Email Elaboration Phase BRD Template Requirements Work Plan Defines how the requirements will be gathered Senior Business Analyst Project Manager, Sponsor, BA Team Word Documenta tion & Email Inception Phase Requiremen ts Work Plan Template Communications Management Approach – Internal Communications
- 84. Private and Confidential84 Communications Management Approach Type Purpose Responsibility Distribution Media Timing / Freq. Templates Traceability Matrix Shows the relationship of requirements to other objects Senior Business Analyst Team members Email, Online Repository Throughout the project Traceability Table Meeting Requests Invite attendees Junior Business Analyst Meeting attendees Email As needed None Meeting Minutes Define what happened in the meeting Junior Business Analyst Meeting attendees Email As needed None Meeting Agendas Define what is planned for a meeting Junior Business Analyst Meeting attendees Word Documenta tion, Email As needed None Requirements Status Reports To report the status of requirements Junior Business Analyst Team members Online Repository Throughout the project Requiremen ts Status Table Communications Management Approach – Internal Communications
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