Speed Creation meets IREB (International Requirements Engineering Board). A presentation of Matthias Pohle and Sven Krause,

1. Matthias Pohle Sven Krause
Matthias.Pohle@swisscom.com Sven.Krause@zuehlke.com
Follow on twitter: http://www.twitter.com/speedcreation
Exchange knowledge in the blog: http://www.facebook.com/speedcreation

2.  Initial Situation
 Collaboration model
 Speed-Creation Process
 Lessons learned & key success factors
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3. In today`s time knowledge is spread. Project members come from different
locations and different fields of work.
Also people often work on several projects simultaniously and have only few time for
every project. A lot of time is wasted due to travel and familiarisation.
This leads to an efficiency loss and longer project development cycles. Workshops
need to be repeated and Project members get replaced. At the end Project the
project hauls 5-7 month for the business requirements instead of the planned 2.
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4. That sounds like a good project
idea. Customer will like the new
product for sure. But what does
Degree of fullfiment
he want from us? What are his
detailed requirements
Heureka! I got a regarding the sub-project I`m
rough idea, anlyzed working in?
the customers needs
and set goals for my
100 % project!
? ? ?! ? ?? ?!
80 %
? ? ? ?! ? ?? ?!
Sub Project Technology
? ? ?! ? ?? ?!
Sub Project Processes
? ? ?! ? ?? ?!
Idea Champion
Sub Project IT
5%
Sub Project Goto Market
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5. In a small group we set the
Due to the preliminary work
fundamentals and describe the
during speed creation we now
idea more detailed. Therewith
Degree of fullfiment know what the project is all
it`s easier for the procet team
about. We understood where
to understand the idea and
Heureka! I got a we have to focus on in our
work on the detailed
rough idea, anlyzed sub projects.
specifications
the customers needs
and set goals for my
100 % project!

80 %

Sub Project Technology
Speed Creation
Speed Creation Sub Project Processes


Idea Champion
Sub Project IT
5%
Sub Project Goto Market
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6. Day 1 

Project introduction - Pitch & Feedback
Workshop I (Initial Situation & Customer Needs)
 Workshop II (Goals & Scope)
 Workshop III (Cap on expenses, Target group & Barriers,
SWOT)
 Jury presentation & Feedback
Workshop IV (commercial offering, pricing)
Day 2

 Workshop V (Use-Case Overview)
 Workshop VI (Use-Case table specifications )
 Management jury & Feedback
Day 3 

Workshop VII (General Requirements I / OF)
Workhsop VIII (Generell Requirements II / AB)
 Final presentation
 Speed Coach Feedback & next steps
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7.  During the Speed Creation works a small team agile
 To assure the quality the team will guarantee daily by the jury
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8. WIN We speed up projects
WIN We create a commen understanding and conserve it into the
documentation
WIN We ease feasibility und fasten the implementation
WIN We cultivate cross organisational teambuilding
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9. 1. Expectation Management
2. Customized Speed-Creations
3. Concentrated work without distraction
4. Feedback from the juries
5. Multidisciplinary speed creation team
6. The Product Managers responsibility for the BC-BRS
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10. Follow on twitter: http://www.twitter.com/speedcreation
Exchange knowledge in the blog: http://www.facebook.com/speedcreation
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11. Sven Krause
Zuehlke Management Consultants AG
Wiesenstrasse 10a, CH- 8952 Schlieren
+41 79 597 52 89 - sven.krause@zuehlke.com
https://www.xing.com/profile/Sven_Krause2
«Scientists tell us that the fastest animal on earth – with a top
speed of 120 feet per second – is a cow that has been
dropped out of a helicopter» (Dave Barry)
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12. Die Land-Scape zum Werkzeugkasten ist komplex. Wir haben viele verschiedene Analysen und Methoden.
Oft gibt es Redundanzen zwischen einzelnen Tools & Templates. Der Werkzeugkasten ist akademisch
wertvoll, aber zu kompliziert für die effiziente Anwendung in einem Wirtschaftsunternehmen.
Für die Speed-Creation-Session wurde die Land-Scape daher konsolidiert. Ergebnis ist das neue Template
des BC-BRS (inkl. einem Kapitel Projektauftrag). Hier werden die 15 Workshop-Module der Speed-Creation-
Session dokumentiert.
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14. Tipps:
 Highlevel Use-Cases sind die der Kundenerlebniskette (Produkt bestellen, etc….
 Identifikation der Use-Cases zweiter Detaillierungsebene mit offenem Brainstorming
 Ausgestaltung der Use-Cases via Spezifikationstabelle (Tabellenstruktur dient einem zielgerichteten
Brainstorming
 Use-Cases immer rein aus Kundeninteraktionssicht mit der Firma ls Blackbox beschreiben (eventuell
Kundeninteraktionsguidance zu Hilfe nehmen)
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