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Course 1 Requirements Definition Overview.pptx
- 1. 1 For Internal UseOnly Course 1: Requirements Definition Process Overview • Description – Introduction to the Requirements Definition process change for awareness • Audience – All IT Associates – Training not mandatory, but highly encouraged • Delivery of training – July 22 and 29 @8:00 CST 1-hour – calendar invites will be published • Number of sessions – 2 plus recorded version will be published Course 2: role based training for Business Analysts and possibly Business Relationship Managers will be available later during Q3 – “How to write quality requirements”
- 2. 2 IT Transformation ProgramOffice - July 2019 IT Requirements Definition Process Introduction
- 3. 3 For Internal UseOnly Today’s Speakers Joy McAdams Global Process Owner Michelle Quintana Global Process Lead
- 4. 4 For Internal UseOnly Before We Get Started The webinar session is being recorded – these will be made available on the IT Transformation Site. There will be a formal Q&A session with opportunity to ask questions towards the end of the session. Please mute your line to reduce background noise. Please be active and put any questions in the chat or ask during the presentation.
- 5. 5 For Internal UseOnly Agenda Requirements Definition Process, Key Changes & Benefits Next Steps Questions / Answers 01 02 03
- 6. 6 For Internal UseOnly 01 Requirements Definition High Level Process Review
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- 8. 8 IT Processes -How we work Operating Principles We rationalize, simplify and continuously improve our global way of working to hold ourselves accountable. We use a consistent and common working language to make it easy to win together across the globe. We articulate and keep focus on business Value while handing off with ease from one team to another. Mission Design and maintain processes that simplify and optimize our ways of working. Adopt industry- standard methods and practices to enable effective and efficient delivery of IT products and services. We create a consistent service experience across the world with a clear engagement model, roles, accountabilities and artifacts. We center on agility - being flexible, fluid and timely - to maximize business opportunity.
- 9. 9 Business Strategy & Capability Formulation Capability Prioritization& Analysis IT Business Value Management Requirements Definition Solution Architecture Application Design Application & Infrastructure Rationalization Planning Configuration Development Testing & QA Infrastructure Engineering & Build Release Management & Deployment 3rd Party Suppliers Business Customers & End Users IT Service Continuity Service Design Service Operations Service Transition IT Strategy Formulation Investment Planning Portfolio Management Enterprise Architecture & Platform Strategy IT Risk Management Strategy M&A / Divestiture Services Information Security Governance & Compliance Information Security Risk Management Threat Management & Response Information Security Engineering Identity & Access Management Recovery Planning & Compliance IT R&D and Innovation Data & Analytics Program & Project Management ENGAGE PLAN BUILD RUN STRATEGIZE SECURE IT Transformation Program: IT Process Model IT Governance IT Process Management Supplier Management Organizational Change Mgt & Training IT ENABLEMENT IT Service Framework IT Performance Reporting & Management Requirements Definition Manish Khatri Technology Business Management INTEGRATION POINTS IT Process Executive
- 10. 10 For Internal UseOnly IT ExComm IT Global Process Executive IT Global Process Owner (Accountable) IT Global Process Lead (Responsible) • Defines and communicates the vision for IT process • Prioritizes and drives process-related investment decisions and implementation • Governs the end-to-end IT process across the PepsiCo enterprise • Develops and translates the IT process strategy into goals, objectives & roadmap • Facilitates design, adoption and adherence of end-to end IT process across PepsiCo • Ensures process compliance with all regulatory, company and audit requirements • Monitors IT process performance and provides input into process-related decisions • Enters IT process and information into Navvia Process Designer tool • Administers and maintains the end-to-end IT processes across PepsiCo IT Process Executive IT Process Owner IT Process Lead Manish Khatri Joy McAdams Michelle Quintana Program and Project Management Global Process Roles
- 11. 11 For Internal UseOnly Global Process Owner – Key Point of Contact Clear engagement model, roles, accountabilities and artifacts I have an idea to improve our ways of working I need to engage in the process to get my work done I have a role in the process and am responsible for doing it the right way Involved in the execution of the process want to share thoughts on how to improve value The Global Process Owner or ‘GPO’, is accountable for designing a process, monitoring performance and delivering continuous improvement. Role Accountabilities DEVELOPS AND TRANSLATES PROCESS STRATEGY INTO OPERATING GOALS, OBJECTIVES AND A ROADMAP MONITORS PROCESS PERFORMANCE AND ELEVATES RECOMMENDATIONS ON PROCESS DECISIONS This role interacts with… Other Global Process Owners Partners with Global Process Executive and Global Process Lead Associates in process-specific roles Consumers of the process Associates with ideas to improve our ways of working For more information… Search ‘IT Process Roles’ on mypepsico.com Why would I reach out to this role? Joy McAdams Manager, PMO – Methodology & Compliance
- 12. 12 Process Summary andChange Vision The process of eliciting, analyzing, documenting and managing conditions or capabilities needed by stakeholders to achieve an objective of a new service and/or upgrades to existing services • Provide clear direction towards a product's purpose while creating a shared understanding among business and technical teams - delivery aligned to business and IT strategy • Focus consistently on business needs to maximize project value through clear documentation, prioritization and active management of requirements- focus resources on the right things • Single, iterative PepsiCo SAFe RD process • Concise Waterfall RD process that reduces late phase, high-cost changes. Requirements Definition Process Change Vision
- 13. 13 Requirements Definition Scope •Requirements Definition Process • Agile • Waterfall • Requirements management during the life of the project • Management of requirements after project closure, throughout the remainder of the product management lifecycle • Program and Project Management • SDLC (System Development Lifecycle (Agile/Waterfall) activities: • Application Design, Configuration, Development, Test & QA • Release Management & Deployment Scope Out of Scope
- 14. 14 Requirements Definition –What’s Changing Historical New Process What’s Changing Shifting to a disciplined Requirements approach to maximize Value for PepsiCo Requirements Definition processes that is underutilized and undervalued Undefined and inconsistently used PepsiCo Agile Requirements Definition process Old, cumbersome Waterfall Requirements Definition process Unclear integrations/accountabilities with other processes Confusion on roles, responsibilities and inadequate training A Requirements Definition process that is directly tied to and enhances IT Business Value Management A single, iterative PepsiCo SAFe Requirements Definition process for all project tiers Modernized and concise Waterfall Requirements Definition process that enables product management Defined clear integrations with newly implemented processes in IT PepsiCo Framework and PepsiCo Agile Model (PAM) Role clarity with training and execution needs identified
- 15. 15 Benefits to Organization Reducedproject risk, cost, and realize higher value through active prioritization and peer reviews of requirements Enabled adoption of PepsiCo Agile Model (PAM) Requirements Definition process across all project tiers leveraging Agile Enhanced Value Management through traceability of requirements to value enablers Process appropriately applied according to the type of project methodology and framework Process that ensures product purposes are aligned with business and IT strategy Process that enables effective product management
- 16. 16 Requirements Definition KeyRoles and Responsibilities 16 • This role is will work with the business to define functional, non-functional, user requirements and business process flows. They will map requirements and support test case scenario development and testing. They also help to identify test data needs. BRM Business Analyst PepsiCo Agile Model (PAM) • Functioning as the primary liaison between the service provider and consumers of services • Coordination of reviews and design of all requests • Oversight responsibility for the ongoing communication of customers as relates to Request Management process and use of the request catalog • An Agile team is a cross-functional group of people who have the responsibility to define, build, test, and where applicable deploy. Requirements Definition is in integral component of an Agile Team success and will mimic many Business Analyst expectations.
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- 18. 18 For Internal UseOnly Next Steps and How to Stay Engage 02 Sample Text This is a sample text. Insert your desired text here. Next Steps STAY INFORMED! • Participate in role based training: Business Analyst Role & BRM Training in August. Communication will be sent via Yammer • Visit Navvia to learn about IT Processes (all IT associates have Read access – GPID required) • Review recording of this training session • Learn about complementary IT Process areas – Agile Foundation Training for IT people managers in July and global IT employees starting in August. You will be notified when this training is available for you later this month • Program/Project Management Training – PMG Implementation phase kickoff deck – PMG Implementation phase kickoff recorded session in Stream – Global Project Management Yammer Group
- 19. 19 For Internal UseOnly Next Steps and How to Stay Engage 02 Sample Text This is a sample text. Insert your desired text here. Next Steps STAY INFORMED! • Business Relationship Managers (BRM) and Value Management Training – Advancing the Business Relationship Management Practice – Webinar- IT Business Value Management • Information Technology website – IT portal – IT Teams (located in IT portal) • PepsiCo Agile Model – PAM portal – Practicing Agile Yammer Group
- 20. For Internal UseOnly Stay up to date on the IT Process Transformation Program Keep up to date on the program by visiting the IT Process Transformation Site Share your feedback in the Global IT Yammer Group
- 21. For Internal UseOnly IT Process Framework – Value Management Click link here to see IT Process Framework details
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- 23. 23 Appendix Questions asked duringtraining 1. Out of Scope processes are being worked but not as part of Requirements 2. What will teams do differently for waterfall? - Keith Corder a. Role training in near future for Business Analysts, and possibly BRM's or Delivery Leads will include any new artifacts, training materials, etc. Invites communicated via yammers – September time-frame b. For Agile, RD team will partner with PAM when their training roles out 3. Is BA role similar to Product Owner in PAM? - Praveen Dwivedi a. BA is a role that gathers business requirements; PO would provide insight into product backlog 4. Can I get link to Navvia? Yes. -- Joe Salituro 5. Over last year or so, I am in BRM role and listening to Value Assurance training, PPM Clarity tool -- are all these efforts part of the same IT Transformation? Yes -The IT Transformation - IT Processes -- Requirements Definition touches several of the other IT processes. PPM Clarity for project management, but new requirements will use a new tool - TBD. - Joe Salituro 6. Which Agile tool will be used going forward for SAFe? - Praveen Dwivedi - this is outside our RD scope, but looks to be AzDevOps 7. What is timing to see a BA assigned to projects? BA is a role, not necessarily a job. People currently have the BA role assigned to them, but it may not be a specific person assigned as a BA. The BA should be able to understand the RD process and attend trainings. Brenda Bryan-Wood
Editor's Notes
- #2 Course 2: role based training for Business Analysts and possibly Business Relationship Managers will be available later during Q3 – “How to write quality requirements”
- #9 The Process Transformation Program recognizes that in order to enable the vision behind PepsiCo’s Operating Model and Strategy, we must shift they way we work and the way we think about our work in IT. The Program identified key challenges, our burning platform for change, that must be addressed. These challenges negatively impact our ability to provide the expected Value to PepsiCo. Our vision is to work in simple and effective ways, work in consistent ways across the globe, and work in a way that keeps business Value as the driver of how we act and think.
- #11 Each IT process area has been assigned a set of roles that are accountable for the overall strategy and quality of the process, ensuring that the process is performed as documented and is meeting its objectives. For each IT process, there will be an accountable IT-ExComm who will sign off on key deliverables For each IT process there has been named a IT Global Process Executive and a IT Global Process Owner We also will have IT Global Process leads for all of the process areas, but not all GPLs have been named as of yet The IT Global Process Executives will be responsible for setting the vision, prioritizing investment decisions and governance The IT Global Process Owners will be accountable for designing the IT process and monitoring performance The IT Global Process Leads will be responsible for entering the process and associated information into the Navvia Process Designer tool and maintaining the process
- #12 As we focus in on being accountable for the way we work, we have put in place the new role of Global Process Owner. GPOs are assigned to each of our Level 3 processes and some Level 4 processes that are part of our IT Process Framework. GPOs are accountable for our processes being efficient, effective, Value-producing and consistent across the globe. As we design and launch each process area, IT associates will begin to understand roles and the processes within which we work.