Webinar 3: Five Essentials to Requirements Management

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1 | 2/28/2019 © Copyright 2006-2018 Inflectra Corporation
Master Five Essentials to
Requirements Management
Journey into Agile with Inflectra
By: Sriram Rajagopalan
We will be starting the webinar shortly, please stand by…
All phones will be automatically on mute until the Q&A.
Webinar Starts at 2:00 PM Eastern Time Zone

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Meet the Speaker
Dr. Sriram Rajagopalan
Education
Work
Experience
Training &
Certification
Teaching
Experience
PhD, MBA, MS, BE
PfMP, PgMP, PMP, SP,
RMP, ACP, CSM, CSPO,
ACC, CSD, SCT, CSOXP,
SSBB, Instructional
Designer, Speaker,
Writer, and Author
Software Engineer,
Team Leader,
Business Analyst,
Project Manager,
Scrum Master, Agile
Coach, Director,
Vice President
Several
Colleges in the
US, India, &
Vietnam

®
Introduction
 Today’s webinar is part of the 5-part series on “Journey
into Agile with Inflectra”
 Each webinar is 1-hour long. We will reserve time at the end
for questions
 The webinars introduce the concept using a tool
 There is some expectation on your part to setup access
with the SpiraTeam®
 The completion certificate is based on specific requirements
and passing a certification quiz

®
Agile By Inflectra Certificate Course
Start
Register for Webinar
Attend
View Archive when
available
Experiment with SpiraTeam
Pass Quiz
Do for all 5 webinars
Receive Certificate
http://www.inflectra.com/Ideas/Entry/agile-by-inflectra-faqs-certificate-course-771.aspx
No
Yes
End

®
Journey into Agile with Inflectra
Five Principles
to Application
Lifecycle
Management
Master Four
Ceremonies to
deliver Agile
projects better
Master Five
Essentials to
managing your
requirements
Cutting the
Costs and
improving the
Quality
Excellence
through
Reporting in
Agile Projects

®
Requirements: Simple or Complex?
53%
49%
33%
0%
10%
20%
30%
40%
50%
60%
Lack of formal process to validate requirements
in an unbiased manner
Resources available to perform integrated
requirements management
Leadership's stand on requirements
management as a critical competency for
strategic success
PMI Pulse of Profession Survey
PMI claims the number of projects with increasing complexity raised from 35% in 2013 to 41% in 2018.

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Requirements
When properly implemented and supported, the
critical competency of developing and managing
requirements enables the organization to meet
stakeholder expectations, improve project
performance, meet organizational benefits, and
achieve tangible business outcomes.
(PMI, 2016, pg. 2)
Project Management Institute (2016). Requirements Management: A Practice Guide. Newtown Square, Pennsylvania.
When properly implemented and supported, the
critical competency of developing and managing
requirements enables the organization to meet
stakeholder expectations, improve project
performance, meet organizational benefits, and
achieve tangible business outcomes.
(PMI, 2016, pg. 2)

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Predictions for Managing Requirements
 Will grow more complicated
 Will promote modeling to prove observations
 Global expansion of more standards and regulations
focusing on predictability
 More organizations will invest in integrated requirements
management solutions
 The best tools and platforms will be value driven and not
feature driven

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Requirements Management Trends
Bidirectional
Traceability
Transparency
in Managing
Change
Collaboration
with all
Stakeholders
Efficient reuse
of projects and
processes
Integration with
different tools
Agility in
Requirements
Management
Flexibility
towards
Compliance

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Use Systems Thinking to see the Big Picture
Where are you
today?
Where do you
want to go?
Why do you want
to be there?
What are you
willing to prove
by going there?
What are you
willing to give up
getting there?
How do you
know you have
reached?

®
More Awesome
Value
Very Good
Value
Awesome
Value
Projects
Outputs
Produce
Capabilities
Portfolio
Realized
Benefits Meets
Strategic
Objectives
Programs
Outcomes
Generate
Benefits
Relate to the Essential Needs

®
Requirements have a Lifecycle
Needs
Assessment
Requirements
Management
Requirements
Elicitation
Requirements
Analysis
Requirements
Monitoring
Solution
Evaluation

®
Be Strategic about
Requirements Gathering
Starting
the
Problem
Half
Solved
Be Strategic about
Requirements Gathering
Starting
the
Problem
Half
Solved

®
Needs Assessment
SWOT
PESTLE
TOE
(My own minimal analysis approach)
PESTLEED

®
Requirements Management
Business
Case
CharterRoadmap
Benefits
Register
Justifies
decision with
formal benefits
and future
opportunities
Authorizes the
person to
manage work
and use
resources
Identifies
specific
benefits, time
period,
measures
Visual view of
functionality,
dependencies,
and milestones

®
Requirements Elicitation
Customer
Value Add
Business
Value Add
Technical
Value Add
Process
Value Add
Non-Value
Add
1. What does the paying customer want?
2. What exciters can we add to keep the customer with us?
1. What types of documentation / training needed for users?
2. Are compliance documents needed to sustain business?
1. How to technology current to avoid risks from shelf-life?
2. How to avoid technical debt making platforms stable?
1. What types of elements to retire that add no-value?
2. What types of process and procedure waste to eliminate?
1. How to increase effectiveness by operational excellence?
2. How to enhance efficiency by continuous improvement?

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Concise State actionable information without any unnecessary information
Unambiguous There should not be more than one way to interpret the same information
Realistic Deliverable within the constraints of scope, schedule, cost, quality, and available resources
Testable Requirements should withstand a “pass” or “fail” criterion
Atomic Every requirements should be unique
Independent Understanding the requirement shouldn’t depend on another requirement
Necessary Removing the requirement should actually affect the system/product
Requirements Analysis – Raise the CURTAIN*
* An approach that I came up

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Requirement Types
Functional Requirements
• Functionality of the System
• Type of Users
Non-Functional Requirements
• Specific behaviors beyond user requirements
• Organizational Considerations enforcing policy and procedure compliance
Domain Requirements
• The environment where the system operations
• Interoperability within the human and system components

®
Use Cases or User Stories
What’s common?
• Describe accomplishing a goal
What’s the difference?
• User stories are short-term and result-oriented
• Use cases describe the interrelationships among user and
system needs

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Exploring Use Cases and User Stories
Use Cases
• Prerequisite
• Description
• Actor
• Basic Flow
• Alternative Flow
• Exception Flow
• Post-Condition
User Stories
• Card
• Conversation
• Confirmation
• User Stories lack the context
to a larger goal
• User Stories lack
completeness encompassing
all aspects of a goal
• User Stories do not forecast
what work may be coming up

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Use Case and User Stories Relationship
Use Case A
Use Case K
Use Case M
Product BacklogRoadmap
Iteration Backlog
Review
Need Features Design Element
Quality
Use Case
User Stories
Market
ResearchUse Case Z

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Categories of Requirements
Requirements
Product
Portability Reliability Usability Efficiency
Storage
Performance
Business
Delivery
Compliance
Safety
Privacy
Standards
External
Ethical
Marketing
Communication
Legal and
Regulatory

®
Whether you are Project Manager finalizing the
scope of work for a project or a Product
Manager/Owner developing the strategy with
long-term roadmap and managing execution
with short-term backlog, simple approach
needed to navigate along the ocean of
requirements ambiguity.
Five Essentials to managing Requirements

®
Requirements Analysis & Monitoring
Stated
P
Actual
erceived
Cultural
Exploited

®
Clear specific needs
are often explicitly
expressed
THE NEED
STATED
This is still not the easiest. Often
mentioned directly by the client but if they
are not articulating well, then it needs
more attention.

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THE NEED
Values gained by
choosing a product often
as implicitly expected but
not stated explicitly
PERCEIVED
This involves research for product and market
penetration. In other words, what makes the
customer come back to us? What are the exciters?
How do we sustain it?

®
THE NEED
Satisfaction associated
with the expected benefits
met by unspoken and
spoken needs
ACTUAL
This is where solution evaluation performing the
voice of customer and voice of business comes in
handy. In other words, have the “stated or perceived”
needs been met? What “actual needs” did we miss?

®
THE NEED
Needs other than direct
features and benefits
setting the decisions apart
ahead of competition
CULTURAL
We are focusing on product and market diversification.
How can we improve engagement and promote
stickiness with our products? We can evaluate those
deferred decisions and see if they need to be revisited.

®
THE NEED
Needs that have
vulnerabilities from abuse
and misuse preferring not
to be exposed to and so
to be avoided
EXPLOITED
Here, we need to use observations, patterns and
insights to see how our products and services are
abused and misused. Creating abuser stories for
extreme persona is a start.

®
S
Success Criteria
Not just priority but also a pre-negotiated
customer acceptance criteria
Well articulated criteria on when work will
be accepted downstream within teams
Well understood criteria on when additional
work or investment will not be made
E
Entry Criteria
E
Exit Criteria
Solution Evaluation: SEE through Delivery

®
Demo Time
 Let us explore specific areas on how SpiraTeam® supports
requirements

®
Summary
Requirements have a lifecycle
• See the Big Picture using Systems Thinking
• Understand Requirements have to be analyzed through
Use cases and User Stories
• Use SPACE for higher-order requirements gathering
• Categorize requirements and evaluate various types of
users/system interfaces

®
Q & A
 Please feel free to ask
questions
Course Administration
Ms. Thea Maisuradze
marketing@inflectra.com
Content
Dr. Sriram Rajagopalan
sriram@inflectra.com.

®
Next Steps
1. Take the post-webinar quiz (link in email)
2. Register for the 4th webinar of the series!
Thank you for watching!

Webinar 3: Five Essentials to Requirements Management

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