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Requirements management by Dr Matthew Bell
The document discusses requirements management and provides guidance on defining requirements effectively. It covers determining stakeholders and scope, structuring requirements hierarchically, ensuring requirements are unambiguous and verifiable. Principles of requirements management include engaging stakeholders, capturing needs not solutions, and using requirements to set expectations and acceptance criteria. Effective requirements management is presented as key to developing the right solution and managing projects successfully.
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Requirements management by Dr Matthew Bell
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- 2. Introduction • What, Why,When and Who? • Principles, Methods and Issues • Stakeholder Management • Management • Acceptance • Verification and Validation
- 3. What are Requirements TheIndustry Service Provider The Long Term Programme Started 10 years ago The Modern User The University Grad Or IT Lover
- 4. What are Requirements Beware:We perceive things in Solutions not in Requirements
- 5. What are Requirements Whatthe ‘User’ says? What does the ‘User’ Need? What ‘Capabilities’ are required to provide the ‘User’ Need? I want a Tough Book to review Maintenance Actions in the Field Portable access to real time Maintenance Information on site Interfacing Systems Requirements Training Requirements Data Analytics Commination Network Infrastructure Integration to Other Users Integration for Reporting
- 6. Who are theUsers? • Be aware of the Multiple Perspectives • Different Users have different Perspectives on their ‘Wants’ and ‘Needs’ • Who are the Users? • It may not just be the End-User • Look across the Capabilities Required Set the Scope and Understand the Perspectives
- 7. In Scope –Maintenance Systems What are Requirements • What is the Scope of the Requirements? USER System High Level Capabilities USER System USER System Client Information Systems Supplier Training Organisation Measures of Effectiveness Service Life 15 Years Measures of Performance Operating Profiles Traceability – User, System, Interfaces
- 8. What are Requirements •Definition: • A requirement is a need, expectation, or obligation. It can be stated or impliedby an organization, its customers, or other interestedparties. ISO 9000:2015
- 9. What are Requirements •The Software canmanage maintenance schedule periodicity • The User wouldlikeall first line maintenance periodicities • The User would like all first line maintenance periodicities andassets • The User would a User Friendly Interface • The Software shall provide access to 10,000 records from 09:00- 17:00 hours Format - Clarity Ambiguous - Verifiable Measure of Performance - Attainable Two Requirements
- 10. What are Requirements •The User Shallbe able to manage maintenance schedule periodicity • MoP: First Line and Second Line maintenance iaw Maintenance Policy Documentation. • The User Shallbe able to aggregate Maintenance Information • MoP: First and Second line records within 20 seconds, including Component Asset data iaw with Standard xyz Verifiable? – Can it be Tested Constraints – ProvenanceAttainable – Performance, Cost, Technology Unambiguous – Clear no jargon, “What” not “How” Format – “Shall”
- 11. What are Requirements •Necessary – Duplication, Over Specification • Attainable – Realistic, MoEs, MoPs • Verifiable – Can they be Tested or Proved – Who proves a Database’s User Friendliness? • Traceable – To Key User Requirements, Mandatory, Safety, Legislative, External • Unambiguous – “Shall” and Systems Technical Language • Formatted – Is it a vehicle, platform, system of car? Use the same Terms and Record them
- 12. Why Capture Requirements 1.How can you Accept a product without knowing the expectations or exit criteria? 2. How can you Handover to the Client / Sponsor if you don’t know what your Handing Over? 3. So, how can you design and build a project if you don’t know the User Needs or Expectations? 4. How can you design and build a project if you don’t know the Requirements translated from the User Needs?
- 13. Why Capture Requirements •No Time, No Resource, No Funding ? • You can build a solution: • Is it the right Solution? • Are you wasting Effort? • Do you know really? • Do you know the User Needs? • Or are they your Needs? It stops on Handover and Acceptance
- 14. Why Capture Requirements •Range of Project Failures 50 – 70 % due to poor or no requirements definition • Divergent Expectations – Lack of Stakeholder Engagement and Understanding • User Needs: • Understanding • Translation into Neutral Format • Level of Performance and Effectiveness • Capabilities • Scope included or missing
- 15. Why Capture Requirements •Sets a common agreement of what is Expected for Success • Takes all Stakeholders perception into account • It provides a logical structure to Plan from • It provides a logical structure to develop and deliver your products from • It sets a framework for acceptance • It sets expectations at the start of project initiation of handover criteria
- 16. Time Restricted Requirements ConceptAssessment Demonstration Manufacture In-Service Disposal Capability Requirements Acquisition Requirements Production Requirements Support Requirements Disposal Requirements Functional Non-Functional Context Requirements Environmental Safety Systems Services Operations Organisation Domain
- 17. Who captures Requirements •Requirements Manager • Systems Engineering Team • Requirements Management and Database Administration
- 18. Principles and Methods Conceptof Operation Requirements Detailed Specs Implement Acceptance & Validation System Verification Integration & Test Capability Scope Stakeholders System Modelling Design Methodology Verify Design - Analysis Verify Design - Integration Test Validate Solution Validate Capabilities Multiple Use Cases Gap Analysis Risk Mitigation Opportunity Management Assurance Systems of Systems User Expectations Needs
- 19. Issues to address •Involve all Stakeholders – Not just the Easiest to engage • Scope and Time Constraints – Objectives and Aims • Get the Buy-In and Endorsement • Stakeholder Engagement – Plan it, have a Strategy • Engage Stakeholders – Continually Develop and Communicate • Ensure Stakeholders understand the Intent and Requirements
- 20. Stakeholder Management Maintenance Team Operations Team Flight Planning AndOpsSupply Chain Corporate External Freight Forwarder Suppliers Suppliers Suppliers Design Engineers Developers DBAs Support Develop Configuration Assets Configuration Safety Operations Feedback Configuration Maintenance Actions Defects Skills
- 21. Stakeholder Management • SystemsConstruction – Strategic bigger picture • Understand the Scope • Understand the Time Boundaries – Lifecycle Phases • Understand the Capabilities • Map out the Stakeholders • Problems are Wicked – General no one Solution • Users have multiple Diverse Viewpoints
- 22. Stakeholder Management Observer • Understandthe bigger picture • Understand the Dynamics • Map the engagement plan • Who has influence, power and is supportive? • Who needs developing, training and engaging? • What's the message, deliver a direct communication message? • Does the balance of power change across the Lifecycle?
- 23. Stakeholder Management Participative • Executethe Engagement Plan • Embed into the Users domain • Translate their Needs and Solutions • Use Requirements Language and Anatomy • No personal inflections • Agile and Adaptable – Communication Language
- 24. Stakeholder Management • Externalisation– Observer and Document • Participative – Understanding the User • Management of Perceptions and Unification • Language and Communication Methods • We don’t see what we see ; We see what we Perceive Einstein and Heisenberg
- 25. Managing Requirements • ProjectScope • Small – Large • Single or Multiple Requirements Sets • Duration – 2 weeks or 20 years? • Spreadsheet or Relational Database? • Update and Assurance
- 26. Managing Requirements Flash toBang • Quick Capture • Small Stakeholder Group • One Requirements Manager • Single Engineering and Test Teams • One-Off Deliver Capture Plan Deliver Verify Validate
- 27. Managing Requirements Long LeadTime • Cyclical Capture “Axial Development” • Large Multiple Stakeholder Group • Many Requirements Managers - Integration • Multiple Systems and Test Teams • Incremental and Phased Delivery Capture Plan Deliver Verify Validate
- 28. Structuring Requirements • FitUsers Understanding – Stakeholders • Multiple Views – Cut - sets • Think Visualisation Capabilities Functions Engineering Maintenance Tooling Systems Functions Information Defects Assets Change
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- 30. External Structuring Requirements Capabilities A AA A A A A AA A A A A A A AA A A A A A A AA A A A A A A AA A A A • Functional / Non-Functional – Views – Logical • Hierarchical • Relational – Interdependent • External – Relational or Non-Relational Capabilities A A A Non-Relational Relational Traceability – User, System, Interfaces
- 31. Testing Requirements • SetsResource Required • Sets Expectations for Acceptance • Define Exit Criteria • Verify During Assessment • Are we building the right Solution? • Validate Demonstration onwards • Have we built the right Solution? Verification Documentation Modelling Analysis Validation Inspection System Assurance Capability Assurance Lifecycle Time (t) Simulation Product Assurance
- 32. Summary • Requirements –Help you fight the battle • They help you understand your own biases • They help the User understand their needs • Enables you to be more effective in developing the Solution • Enables you to manage the developing Solution more effective • Enables you plan your Efforts, Resources, Risks, Opportunity's and Success Upfront investment for longer term gains – Set the Vision and Direction
- 33. This presentation wasdelivered at an APM event To find out more about upcoming events please visit our website www.apm.org.uk/events