ProductCamp Amsterdam Session 1 Edwin Schumacher

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Edwin Schumacher: Everybody is a Requirements Engineer!

What is the desired end result? And more importantly: do all stakeholders share the same view on this? Questions that don't receive the appropriate attention or sometimes are not asked at all at the start of a project. Timelines and budgets take most of the attention. Solutions turn into needs. The point is that everybody needs to share the same view on the end result. So the question is how do you express the end result? Start at the end with SMART requirements!

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ProductCamp Amsterdam Session 1 Edwin Schumacher

  1. 1. Edwin Schumacher: “Everybody is a Requirements Engineer!” Session #1, 2009 www.productcampamsterdam.org The first European unconference for product managers and marketers.
  2. 2. Everybody is a requirements engineer Edwin Schumacher Synergio B.V. e.schumacher@synergio.nl www.synergio.nl
  3. 3. A real-life example Copyright ©© Synergio B.V. 1998 2007 Copyright Synergio B.V. 1998 - - 2009
  4. 4. Observations Requirements management • A specific job • Supply side oriented • A specific methodology – Like a scientific discipline • Specific function – In the delivery organization • Insufficiently exploited Copyright ©© Synergio B.V. 1998 2007 Copyright Synergio B.V. 1998 - - 2009
  5. 5. Our vision On working with requirements Copyright ©© Synergio B.V. 1998 2007 Copyright Synergio B.V. 1998 - - 2009
  6. 6. Mostly used paradigms • Product oriented – product management – Which products or components need to be delivered? – When do they need to be delivered? – Product Breakdown Structure (PBS) • Activity oriented – project management – What needs to be done first, what later? – Who needs to do what by when? – Work Breakdown Structure (WBS) Product Breakdown Structure Work Breakdown Structure Copyright ©© Synergio B.V. 1998 2007 Copyright Synergio B.V. 1998 - - 2009
  7. 7. A result oriented paradigm “Start at the end” • Result oriented – Why do we make this investment? Result oriented – Which capabilities will improve with this investment? Result Breakdown Structure – When will we experience the benefits of this Activity oriented investment? Product oriented – What are the exact benefits we can expect? • Use all paradigms Product Breakdown Structure Work Breakdown Structure Copyright ©© Synergio B.V. 1998 2007 Copyright Synergio B.V. 1998 - - 2009
  8. 8. Benefits of a result oriented paradigm • Increased focus on added value • Better sponsorship – Cost and benefits more visible – Improved manageability • Clear distinction between projects en programs • Clear distinction between – Effectiveness – Usability – Manageability • Easier collaboration Copyright ©© Synergio B.V. 1998 2007 Copyright Synergio B.V. 1998 - - 2009
  9. 9. The “start at the end” paradigm • What do you need? – What is the desired end- result – Do all persons involved share the same view on this? • What is possible? – Which needs can be realized? – Which needs are feasible? • What will you get? – Do client and contractor agree on what is asked for and what needs to be delivered? – How can we validate the end result? Copyright ©© Synergio B.V. 1998 2007 Copyright Synergio B.V. 1998 - - 2009
  10. 10. What do you need? Client responsibility • Describe the need, not the solution • Identify and quantify vagueness (fast, more, high, better..) • Provide the requirements with importance and urgency – Allocate requirements to a point in time Copyright ©© Synergio B.V. 1998 2007 Copyright Synergio B.V. 1998 - - 2009
  11. 11. Stay on track Managing change • During its life cycle a product will change a number of times – Requirements – Budget, resource, time changes – Market, technology, competitive, price changes, • How do you stay on track? – Importance • You know exactly what the most important requirements are – Urgency • You know exactly which requirements you need first – Priority • You know where you have the ability to accommodate the change and stay on track to achieve your goals • You know exactly when your goals are at risk to be missed Copyright ©© Synergio B.V. 1998 2007 Copyright Synergio B.V. 1998 - - 2009
  12. 12. What is possible? Supplier responsibility • Realizability – Allocate requirements to a solution = create a Product Breakdown Structure (PBS) – Describe characteristics of the solution – Demonstrate realizability • Feasibility – Allocate the requirements to work = create a Work Breakdown Structure (WBS) – Describe characteristics of the work – Demonstrate feasibility Copyright ©© Synergio B.V. 1998 2007 Copyright Synergio B.V. 1998 - - 2009
  13. 13. Relate needs to solutions and activities Enable impact analysis Copyright ©© Synergio B.V. 1998 2007 Copyright Synergio B.V. 1998 - - 2009
  14. 14. What will you get? Joint responsibility • Validate the requirements against solutions – Negotiations between client and supplier • Make sure the result can be validated – Create indicators Copyright ©© Synergio B.V. 1998 2007 Copyright Synergio B.V. 1998 - - 2009
  15. 15. Relate indicators to results Validating requirements Copyright ©© Synergio B.V. 1998 2007 Copyright Synergio B.V. 1998 - - 2009
  16. 16. Realizing the benefits Return on investment • “Change” side of the  house Change Going concern – Formulate needs strategize exploit change use – Deliver solutions • Result oriented • Increased • “Going concern” side  demand investment benefits of the house • Change effec‐ • Reduced cost tively – Deploy solutions – Use solutions • Meeting the • Meeting SLA’s needs • Reduced cost • Benefits supply • Short cycles • Reduced cost – Realized within operations design deploy – After the solution is deliver manage deployed and when used Copyright ©© Synergio B.V. 1998 2007 Copyright Synergio B.V. 1998 - - 2009
  17. 17. Summary How Synergio views requirements management • Vision – Working with requirements is a generic capability • Best practice – Start at the end with SMART requirements = result oriented – 24 guidelines to write SMART requirements • Tools – Support vision and best practices – TopTeam requirements management Copyright ©© Synergio B.V. 1998 2007 Copyright Synergio B.V. 1998 - - 2009
  18. 18. Copyright ©© Synergio B.V. 1998 2007 Copyright Synergio B.V. 1998 - - 2009

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