Requirements management and IBM Rational Jazz solutions

Essentials of IBM Rational DOORS Next Generation V4.01
Requirements management and IBM Rational Jazz solutions 1© Copyright IBM Corporation 2013
Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
© Copyright IBM Corporation 2013
Requirements management and IBM Rational Jazz solutions
Contents
Module overview 1-2
Requirements drive today’s
complex projects 1-3
Complexities in software delivery
compounded by market pressures 1-4
What contributes to project success? 1-5
The requirements paradigm is changing 1-6
Levels of requirements 1-7
Requirements support the project lifecycle 1-8
Requirements definition and management
practices 1-9
Key requirements for an RM system (and project
lifecycle) 1-10
The Rational solution for Collaborative Lifecycle
Management 1-11
IBM® Rational®
DOORS Next Generation 1-12
Requirements Management and
the IBM Rational Jazz solution 1-13
Further information 1-14
Module summary 1-15

2 © Copyright IBM Corporation 2013
Module overview
After you complete this module, you should be able to
explain these concepts:
 How requirements fit in the development process
 Key principles of requirements definition and management
 How you can manage requirements by using IBM Rational
requirements management tools

Requirements drive today’s complex projects
Banking, finance,Banking, finance,
InsuranceInsurance
AutomotiveAutomotive
Urban planning..Urban planning..EnergyEnergy Aerospace, defenseAerospace, defenseHealth care,Health care,
medical devicesmedical devices
Telecommunications,Telecommunications,
consumer electronics..consumer electronics..
The complexity of projects is
compounded by market needs:
•Complex multiplatform systems and
applications
•Increased mandates
•Globally distributed product and
supply chain

Source: Numerous sources, see speaker notes for details
Complexities in delivery compounded by market pressures
4
2010 Spending in U.S. on governance,
risk and compliance was $29.8 billion
Increasing
Mandates
62% of projects fail to meet
intended schedule
Unpredictability
in Software Delivery
50% of outsourced projects
are expected to under perform
Globally Distributed Software
and Product Supply Chains
Complex, Multi -platform
Systems and Applications
62% of companies have agile projects
requiring integration with legacy systems
30% of project costs are due to rework
and poor execution of requirements
Changing Requirements
and Time to Market
Cost
Reduction
70% budget locked in maintenance and
37% of projects go over budget
2010 Spending in U.S. on governance,
risk and compliance was $29.8 billion
Increasing
Mandates
62% of projects fail to meet
intended schedule
Unpredictability
in Software Delivery
50% of outsourced projects
are expected to under perform
Globally Distributed Software
and Product Supply Chains
-platform
Systems and Applications
62% of companies have agile projects
requiring integration with legacy systems
30% of project costs are due to rework
and poor execution of requirements
Changing Requirements
and Time to Market
Cost
Reduction
70% budget locked in maintenance and
37% of projects go over budget
Finding new ways to innovate through software and systems is
not an easy task. Systems and applications are more powerful
and impactful than ever, but they are also more complex, and
harder to build, verify, and manage. This complexity, along
with the need for faster delivery that is driven by today’s
competitive markets, makes software-driven innovation
challenging.
Approximately 60% of software projects fail to meet the
intended schedule (see Sources section). Failure in software and
systems delivery has serious, sometimes catastrophic,
consequences . Some failures result in significant human harm.
Others , such as security breaches that undermine businesses,
violate regulations, or lead to product recalls, can have
catastrophic brand and business implications.
In addition, consequences exist when expectations and market
windows are missed .All of these points lead to one question:
how do we achieve more predictable business outcomes for
software and systems delivery projects?
Sources:
•“62% of companies have agile projects requiring
integration with legacy systems” - DDJ State of the
IT Union Survey November 2009, Scott W. Amble,
Ambysoft - www.ambysoft.com/scottAmbler.html
•“50% of outsourced projects are expected to under
perform” - BusinessWeek Commentary: “Shifting
Work Offshore? Outsourcer Beware”:
http://www.businessweek.com/magazine/content/0
4_02/b3865028.htm
•“49% of budgets suffer overruns and 62% fail to
meet their schedule” - Two reasons Why IT
Projects Continue To Fail (March 20, 2008) -
http://advice.cio.com/remi/two_reasons_why_it_proj
ects_continue_to_fail - Referencing: "TCS have a
white paper available on their WEB site called
Evolving IT from ‘Running the Business’ to
‘Changing the Business’"
•“62% of software projects fail to meet intended
schedules” - IBM CEO Study, 2008, The Enterprise
of the Future
•2010 Spending in U.S. on governance, risk and
compliance was $29.8 billion -
Source http://searchcompliance.techtarget.com/
news/article/0,289142,sid195_gci1375707,00.ht
ml
•“30% of project costs are due to rework and poor
execution of requirements” -Managing Software
Requirements By Dean Leffingwell, Don Widrig
“And since rework typically consumes 30%-50%
of a typical project ... it follows that requirements
errors can easily consume 25%— 40% of the total
project
http://www.stickyminds.com/sitewide.asp?Function
=FEATUREDCOLUMN&ObjectType=ARTCOL&Obj
ectId=12529&btntopic=artcol

What contributes to project success?
Problem analysis
 Understand the problem
 Create a clear statement of business objectives
 Gain stakeholder agreement
Requirements elicitation
 Identify who will use the system
 Elicit the value that the system will provide and how the system will be used
Requirements analysis, specification, and validation
 Organize requirements
 Specify requirements clearly and completely
 Review and validate requirements with stakeholders to achieve a shared vision
and concurrence
Requirements management
 Manage expectations, changes, and errors
 Control scope creep
 Enlist all team members
 Identify and capture metrics that help manage the project and mitigate risk
To help projects succeed, pay attention to the
points that major institutes and standard
bodies, such as INCOSE, SEI, and Standish
report, are making:
•Involve users and stakeholders early and
throughout the development cycle.
•Obtain a clear statement of the objectives.
•Record and confirm requirements.
Do not waste time solving the wrong
problem. Make sure that you understand all of
the users’ needs. Use cases are a way to
organize requirements from a user’s
perspective. One use case contains all of the
requirements that a user needs to accomplish
a particular task. The use-case model is the
collection of all of the individual use cases.
Because use cases are specified from the
user’s perspective, the use-case model is ideal
for communicating the functionality and
behavior of the proposed system to the
customer or user. How do you know that
you are developing the right system? Ask the
users and the customer if the use-case model
represents what they want to do with the
system. The use-case model is also key to
developing the right system. By using a use-
case model, you can answer these questions:
• What do your designers design? They
design a system that helps users do the
tasks that are specified in the use-case
model.
• What do your testers test? They test the
system to ensure that it performs all of
the use cases.
• What does the user documentation
contain? It documents how to do all of
the tasks in the use cases.
In your current requirements management
process, do you need help in these areas ?

The requirements paradigm is changing
Needs-driven: functional
groups provide input
From
Needs strategic: collaborative
dialogue on differentiation
To
Stakeholders are not directly
involved: analysts and delegates
engage
Direct involvement in solution
discussions and review
Multiple quality control stages to
inspect and fix errors
Visualization and scenarios
reduce downstream issues
Seek parity, satisfy all
stakeholders equally
Active negotiation and trade-offs
are driven by business case
Scope: Stakeholder needs are
collected, consolidated, and
prioritized
Scope: Ongoing negotiation of
requirements and priorities as
customer and project team learn
more and business priorities
change
In the new paradigm, all stakeholders
are directly involved with the
definition, elaboration, and
prioritization of requirements.
More visualization and scenarios help
stakeholders quickly understand and
raise relevant issues.
Prioritization is key. Prioritization
involves making difficult choices and
trade-offs that are supported by a
strong business case.
Project methodologies that recognize
and embrace the inevitability and
value of ongoing negotiation and
adaptation to change are more likely
to deliver customer value on
schedule. Thus, the new paradigm
increases the emphasis on iterative
and agile approaches.

Levels of requirements
Use-case
model
Vision
Supplementary
Specifications
• Features
• Functional requirements
• Non-functional requirements, including
constraints.
• Use cases or user-story elaborations
User
perspective
System
perspective • User interface specification
• User interface
• Storyboard
• Software specification
• System or subsystem specification
UI Sketch
High-level business
requirements
,
• Business goals and objectives
• Business processes (as-is versus to-be)
• Stakeholder needs
• Glossary
• Business rules
Glossary
Business
perspective
Stakeholder
needs
Business
processes
Problem
space
Storyboard
System
specification
System requirements
Software
specification
Solution
space
Different levels of abstraction require different
context elaboration that together support the
solution. Here are some examples:
Business level:
• The focus is on the business functions and
processes that are required to meet strategic and
business goals.
Solution level
• The focus is on a technology-enabled solution that
supports business processes.
• Creating the solution involves the collaboration of
two or more systems necessary to address the full
set of stakeholder requests and needs for a project.
System and design level
• The focus is on one system in the context of the
overall solution
• The scope is limited to one system as it should be
defined by the Architecture Reference Model
The terms on this slide can be used in various ways. The
emphasis on these terms can vary within the domains.
• A good example is the comparison between
features and functional requirements. Features are
stated in terms of value to a stakeholder. Features
are the answer to this question: “What problem is
being solved?” Line items focal point is how the
solution will be implemented.
The features that are defined in the Vision Statement are
input to defining software requirements:
• Supplementary requirements
• Use cases
The features and Vision Statement are defined in the
inception phase of the project. After the feature set is
defined and agreement has been reached with
stakeholders, more detailed software requirements are
defined. Software requirements include use cases and
supplementary requirements.
Use cases are a sequence of actions that a system
performs that yields a result of value. The primary
purpose of the use case is to capture the required system
behavior from the perspective of the end-user to achieve
one or more goals. Use case flows are invaluable in the
following areas:
• Customers might define or approve the
description of the system’s behavior.
• Software or system architects identify
architecturally significant functions.
• Testers might identify test cases.
• Analysts, designers, and the implementation
team work according to the required system
behavior and allow for the refinement of that
behavior.

Requirements support the project lifecycle
Change and
configuration
QualityRequirements
Design
Collaboration and visibility between teams is essential to project success.
Architect Engineer Analyst Developer Quality professional Deployment engineer
Manage all system requirements with
full traceability across the lifecycle
Quality management
Achieve “quality by design” with an
integrated, automated testing process
Architecture& design
Use modeling to validate
requirements, architecture, and design
throughout the development process
Collaboration, planning, &change
management
Collaborate across diverse
engineering disciplines and
development teams

Requirements definition and management practices
Source: Karl Wiegers
ValidationSpecificationAnalysisElicitation
Rewrite
Reevaluate
Clarify Correct and close gaps
 Traceability
 Change management
 Tracking and reporting
Requirements are
managed and
controlled
Requirements definition
 Elicitation
 Analysis
 Specification
 Validation
Requirements
are captured and
analyzed
Requirements definition:
• Get requirements right
• Define the problem and conceptualize
solutions
• Maintain the context of business needs
Requirements management:
• Trace requirements to objectives, tests, and
designs
• Understand the impact of change
• Track and report on requirements

Key requirements for an RM system and project lifecycle
Granularity
Hierarchy
Traceability
AttributesCollaboration
Reporting
Security
History
Eight key features are needed for a
requirements management tool:
1. Granularity of information: Manage
each requirement on its own. Examples:
Is it clear? Is it complete? Has it been
tested? Has it been implemented?
2. Hierarchy of data: Organize
information in a logical and hierarchical
manner.
3. Traceability between elements: Link to
specific requirements, not the document
as a whole
4. Attributes: Use attributes to expand
different aspects of the data. For
example, you can use attributes to
answer these questions: “Has the
requirement been approved?” “What is
its priority?”
5. Collaboration between stakeholders:
Involve stakeholders , who might include
customers, the product manager, the
business, engineers, and the test team.
6. Reporting: Use reporting to keep
stakeholders informed, manage scope
creep and dropped requirements, depict
compliance.
7. History: Track history to know what
changes were made, when, and by
whom.
8. Security: Control access to information.

The Rational solution for lifecycle management
IBM® solution
for Collaborative Lifecycle Management (CLM)
Open Lifecycle Integration Platform
ArchitectEngineerAnalystDeveloperQuality professionalDeployment engineer
Seamless
integration of
application
lifecycle tools
Powered by the
Jazz™
technology
platform
Change and
Configuration
QualityRequirements
Design
Transparency
and open
collaboration
among teams
across the
lifecycle
The Rational solution for Collaborative
Lifecycle Management (CLM) seamlessly
combines application lifecycle tools to
support software delivery teams. The
Rational solution for Application
lifecycle management and project
development combines application
lifecycle tools to address System and
Software Engineering (SSE) needs.
The solutions are based on Jazz technology,
which provides an open platform for
collaborative software delivery.
Built on web technology and Open Services
for Lifecycle Collaboration (OSLC)
standards, the Jazz platform provides an
extensible architecture that is designed to
make project delivery more collaborative,
productive, and transparent.

IBM Rational DOORS Next Generation
OSLCOSLCRM ServicesRM Services
Team ServerTeam Server
COTS databaseCOTS database
 Requirements visibility and traceability across the lifecycle
 Open integration architecture built on Jazz Team Server
 Integrations through Open Services for Lifecycle Collaboration (OSLC)
Publish
Publish
Publish
Change
Management
Services
Quality
Management
Services
Architecture
Management
Services
Requirements
Management
Services
Publishing
Services
Additional
Services
Consume
Consume
Consume
Consume
Consume
RationalRational
DOORS NextDOORS Next
GenerationGeneration
(Web client)(Web client)
RationalRational
DOORS NextDOORS Next
GenerationGeneration
(Rich client)(Rich client)
The Jazz technology platform is a scalable, extensible
team collaboration platform for seamlessly integrating
tasks across the software lifecycle.
The Jazz technology platform is based on a client-server
architecture.
• Jazz Team Server, which normally runs on a
secured server-class machine, hosts a set of services
and a repository.
• Remote clients communicate with Jazz Team
Server over the network by using HTTP.
IBM® Rational® DOORS Next Generation has server
and web client.
Note: Throughout this course, Rational DOORS Next
Generation is referred to as the Requirements
Management (RM) application.
Rational DOORS Next Generation supports these
activities :
Address the whole requirements lifecycle: Users
elicit, define, elaborate, organize, and analyze
requirements throughout the requirements lifecycle.
Work for the whole team: Users access a common
repository with a web client and collaborate
globally, keeping information transparent.
Function across the whole project lifecycle: In the
context of the Rational solution for Collaborative
Lifecycle Management (CLM) and the Jazz
platform, teams coordinate software development
activities from business needs to system delivery.
Rational DOORS Next Generation is highly flexible and
adaptable, and supports a range of project methodologies.
It comes with defined project templates to support these
approaches:
• Traditional development
• Use-case development
• Agile or scrum development
You can customize Rational DOORS Next Generation on
a project-by-project basis.

The RM application offers
capabilities on Jazz Team Server for
information technology and systems
and software engineering.
The application provides
requirements definition, management,
collaboration, planning, task
management, reporting, and lifecycle
traceability.
The collaborative platform supports
these activities:
(1) Early requirements
definition by using text and
visual notations
(2) Development and
management of specifications
by using modules
Single-server Jazz solution for
requirements, design, development,
quality management. This server
uses a COTS database. This solution
provides a common Jazz UI across
tools
Requirements Management and the IBM Rational Jazz solution
Definition
Rich-text documents
Diagrams: Process, Use Case
Storyboards, UI sketching & flow
Project glossaries
Templates
Collaboration
Review &
Approval
Discussions
Email Notification
Visibility
Customizable dashboards
Analysis views
Collections
Milestone tracking & status
Management
 Structure, Attributes/Types
 Traceability, Filtering, Tags
 Baselines, Change History
 Reuse (reqs & types)
 Reporting Metrics & Doc.
Planning
Integrated planning
Effort estimation
Task Management
Lifecycle
 Central requirements, test, &
development repository
 Common administration and
role-based user licensing
 Warehouse reporting

Further information
Jazz community website
 www.jazz.net
 A community and developer-support website that includes
wikis, developer blogs, discussion forums, product
downloads, and more.
IBM developerWorks® Rational area
 www.ibm.com/developerworks/rational
 A technical resource and professional network that includes
product documentation, technical articles, online discussions,
user groups, and more.

Module summary
In this module, you learned these concepts:
 The key principles of requirements definition and
management
 How the IBM Rational requirements management tools that
are based on Jazz technology support requirements
management across the lifecycle

Requirements management and IBM Rational Jazz solutions

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