This document provides a summary of business requirements for a new project. It includes sections on current and proposed business processes, information flows, security, performance, and availability requirements. It also outlines the system requirements, technical infrastructure needs, and questions to help understand environment needs. Dependencies, diagrams, and requirements traceability matrix are referenced. The document aims to define the needs of the new system from a business and technical perspective to guide the project.
Other requirements, requirement specification and mapcsk selva
The document discusses requirements for network design and engineering. It outlines three key characteristics that reflect a customer's needs: operational suitability, supportability, and confidence. Operational suitability measures how well a network can be configured and monitored by customers. Supportability measures how well a network can be maintained over its lifetime. Confidence measures a network's ability to deliver data without errors or losses. The document also discusses financial requirements, enterprise requirements, and the process of gathering and documenting network requirements from various sources.
Business requirements gathering and analysisMena M. Eissa
Business analysis and requirements management are a key to project success.
This workshop helps candidates perform better based on sharing real life experience with them.
This document discusses various techniques used in requirements gathering and analysis: focus groups, functional decomposition, interface analysis, interviews, lessons learned process, metrics and KPIs, non-functional decomposition, observation, organizational modeling, and problem tracking. It provides definitions and descriptions of each technique, what each can be used for, advantages and disadvantages. The overall document serves as a reference guide for different analysis methods that can be employed when developing software requirements.
This document provides a summary of business requirements for a new project. It includes sections on current and proposed business processes, information flows, security, performance, and availability requirements. It also outlines the system requirements, technical infrastructure needs, and questions to help understand environment needs. Dependencies, diagrams, and requirements traceability matrix are referenced. The document aims to define the needs of the new system from a business and technical perspective to guide the project.
Other requirements, requirement specification and mapcsk selva
The document discusses requirements for network design and engineering. It outlines three key characteristics that reflect a customer's needs: operational suitability, supportability, and confidence. Operational suitability measures how well a network can be configured and monitored by customers. Supportability measures how well a network can be maintained over its lifetime. Confidence measures a network's ability to deliver data without errors or losses. The document also discusses financial requirements, enterprise requirements, and the process of gathering and documenting network requirements from various sources.
Business requirements gathering and analysisMena M. Eissa
Business analysis and requirements management are a key to project success.
This workshop helps candidates perform better based on sharing real life experience with them.
This document discusses various techniques used in requirements gathering and analysis: focus groups, functional decomposition, interface analysis, interviews, lessons learned process, metrics and KPIs, non-functional decomposition, observation, organizational modeling, and problem tracking. It provides definitions and descriptions of each technique, what each can be used for, advantages and disadvantages. The overall document serves as a reference guide for different analysis methods that can be employed when developing software requirements.
Business analyst 101 program Mumbai IndiaDeepak Kadam
Business analyst Training and certification program Mumbai India
At Ziphertech we have designed a Training program
for students and graduates who aspire to become
business Analysts. A Business Analyst requires niche
skills to become successful in IT industry. Our program
has been designed by veteran IT industry experts who
have combined over 100 years of experience in IT
business analysis. This program will be conducted by
professional Business Analysts from IT industry with a
minimum experience level of 15 years.This program
ensures thorough training and grooming of skills for the candidate to become a
professional Business Analyst. And we never forget to mention that we have trained more
than 400 Business Analysts in just last 2 years.
Contact us - +919004939659 for more Info
The Art and Science of Requirements GatheringVanessa Turke
The document provides an overview of the process for gathering requirements for a project. It discusses the challenges of requirements gathering when stakeholders come from different backgrounds and submit varied documentation. It then outlines eight key steps to improving the requirements gathering process: scoping the project, conducting research, analyzing findings, modeling solutions, validating requirements, negotiating trade-offs, and managing the knowledge gap between experts and new clients. Traditional requirements focus on system operations while user stories emphasize customer value. The overall goal is to achieve consistent documentation that defines the project scope and meets stakeholder needs.
My goal with this talk was to provide developers and tech folks with an understanding of requirements gathering. Key concepts and resources that they can use to make their own coding practice better. Part of being a professional coder
Getting to the core, requirements gathering in the wildFemke Goedhart
Session slides as delivered on March 18th 2014 at Engage in Breda, The Netherlands by Sophie Lavignac-Le Madec & Femke Goedhart
Abstract: The basis of any good project is good requirements. Knowing what it is you are going to build / get determines whether your project will be a success or a flat out failure. In reality though the requirements phase is often trivialized or even forgotten. This session will give you tips & tricks as well as explain to you the basic techniques on how to effectively get to the core of the requirements, identify ways of prioritizing them and explain some core concepts of Functional and Technical design elements. Coming from a requirement gathering as well as development & customer point of view Femke & Sophie will take you through some of the real life examples they have come across and a lot of do's & don'ts they have seen (and despaired over)
Agile requirement gathering and elicitation techniques will be explained on this presentation. It is useful for Business Analysts and Agile practioners.
The document discusses requirements elicitation techniques used in business analysis. It defines requirements elicitation as actively engaging stakeholders to understand their needs rather than just gathering requirements. The document outlines key techniques for each stage of the requirements elicitation process: prepare for elicitation, conduct elicitation, document elicitation results, and confirm elicitation results. Common individual and group techniques are described such as interviews, observation, brainstorming, prototyping and interface analysis.
requirement gathering for EMR customizationZEESHAN ASIF
The document outlines requirements for customizing an electronic medical records (EMR) system developed by HP. It describes conducting interviews and questionnaires with doctors to gather feedback on needed improvements. Key areas identified include workflow management, specialist screens, diagnosis features, linking to diagnostic labs, connectivity to hospitalization records, and offline availability. The document makes recommendations for customizing the EMR for different specialties and adding features like integrated decision support, online/offline functionality, and compliance with medical legal standards.
The document discusses developing requirements that are SMART (Specific, Measurable, Attainable, Realistic, Time-Bound). It provides examples of weak requirements and improved versions that are SMART. Developing SMART requirements leads to budget/schedule benefits, quicker consensus, and less rework. Each element of SMART is defined, with clear descriptions and additional examples contrasting poor versus improved requirements.
This document discusses best practices for business requirements documentation (BRD). It begins by listing reasons why BRD may be poorly drafted, such as a lack of understanding of the purpose of BRD or poor training. Poorly drafted BRD can result in issues like products not meeting user expectations or increased costs. The document then provides recommendations for improving BRD, such as focusing on simplicity and clarity, including graphical mockups, and establishing review and revision processes. It concludes by suggesting ways to learn more about effective BRD practices, such as reading books on the topic or joining a business analyst group.
Requirements Gathering for Project Management SuccessWG Consulting
Ever wonder why your project isn't going as smoothly as it could be? Do you know the 5 key components of a successful requirements gathering process? This presentation will help ensure your project gets started on the right foot.
Requirements Gathering: What Could Possibly Go Wrong?Eugene O'Loughlin
This document summarizes a presentation on requirements gathering. It discusses common problems business analysts face like resistance to sharing information and changing requirements. It also outlines why some projects fail, often due to poor requirements that lack a process orientation or understanding of how users define wants. The presentation recommends strategies like using templates and workshops to involve all departments. It emphasizes that each project is different and lessons learned include negotiating with stakeholders, conducting one-on-one interviews, and getting support from project managers.
The document discusses different types of documentation needed for software projects, including requirement documents. It describes how requirements can be gathered and documented in both traditional and Agile approaches. In Agile, user stories are used instead of traditional requirement documents. Examples of documenting requirements as user stories using mind mapping tools are provided. Other topics covered include requirement diagrams, techniques for gathering requirements, and tips for writing user stories.
Business Requirements Gathering - Current & Future StateJason Bargent
A simple one page template to gather functional requirements, summarising the current state, what works well, areas for improvement and proposed future state and how it will be implemented at a high level
In this presentation, you will know about the role and responsibilities of an Agile Business Analyst? What is the context and need for an Agile business Analyst
The document discusses requirements management (RM) best practices. It describes the goals of RM as eliciting stakeholder needs to develop clear requirements and administrating requirements tracking. It then outlines the key stages of RM - planning, elicitation, analysis, development, validation, acceptance, and administration. For each stage, it describes objectives, entry/exit criteria, activities, and techniques used. It emphasizes the importance of RM for reducing costs and defects.
Tool Kit: Requirements management plan (babok on a page)designer DATA
Methodology is a tool kit not a process – Choose wisely. Methodologies contain many tools and techniques, such as, process, data , use case and class modelling, sequence diagramming and state transition diagramming, prototyping and report templates. Not all these tools have to be used for every project.
So choose wisely and create your own fast path routes for completing different types of projects by preparing your own Business Analysis Project Planning Map. Build on your experiences and fine tune your product each time you undertake a new assignment.
http://www.tdan.com/view-articles/6089
Suresh Veluguri is a Business Analyst with over 5 years of experience in domains such as logistics, manufacturing, and telecom. He has expertise in requirements analysis, test management, and Agile methodologies. Currently working as a Business Analyst for HP on a project with Shell. Previously worked on projects with Vodafone and General Motors. Skilled in ALM tools, Quality Center, and various development methodologies.
The document discusses the role of a business analyst, including their responsibilities in requirements gathering, documentation, and user training. It outlines the skills required such as communication, analytical skills, and problem solving. It also covers the software development life cycle and methodologies like waterfall, spiral, iterative, and agile. Key business analysis techniques are described like requirements elicitation, documentation standards, and UML diagrams.
This slideshow, which discusses characteristics of effective user requirements by TeleLogic, was presented at a systems analyst staff meeting at ncen. Examples were from ncen projects.
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.
You may probably recognize the situation when a requirements professional is assigned to a new, challenging, agile project.
As Scrum does not know the role of a Requirements Engineer (RE) or Business Analyst (BA), the requirements professional will either become the Product Owner or be part of the Scrum Team (which consists of members with cross-functional know-how). Either way, the activities of requirements engineering will be executed in some way in an agile environment: that is handling requirements, often associated with user stories, eliciting needs from various stakeholders, documenting them accordingly, negotiating them and achieving acceptance and finally dealing with changes.
There is definitely a lot that goes on with requirements in Agile projects. Sometimes, you may not recognize that a practice used is nothing other than the basic method such as prioritisation; it becomes even more important and may be performed in a very similar way to traditional approaches (e.g. single-criterion classification or the Kano model), even if the result is represented as a sorted Product Backlog.
In this slideshare, the presenter will make some propositions about practices of the four major activities of requirements engineering (elicitation, documentation, validation, management) that may be implemented in a Scrum environment. This will be done by virtue of eliciting differences between the classic way of requirements engineering versus requirements engineering done in the Agile way published in the presenter's article at:
https://www.scrumalliance.org/community/articles/2017/august/requirements-engineering.aspx
Business analyst 101 program Mumbai IndiaDeepak Kadam
Business analyst Training and certification program Mumbai India
At Ziphertech we have designed a Training program
for students and graduates who aspire to become
business Analysts. A Business Analyst requires niche
skills to become successful in IT industry. Our program
has been designed by veteran IT industry experts who
have combined over 100 years of experience in IT
business analysis. This program will be conducted by
professional Business Analysts from IT industry with a
minimum experience level of 15 years.This program
ensures thorough training and grooming of skills for the candidate to become a
professional Business Analyst. And we never forget to mention that we have trained more
than 400 Business Analysts in just last 2 years.
Contact us - +919004939659 for more Info
The Art and Science of Requirements GatheringVanessa Turke
The document provides an overview of the process for gathering requirements for a project. It discusses the challenges of requirements gathering when stakeholders come from different backgrounds and submit varied documentation. It then outlines eight key steps to improving the requirements gathering process: scoping the project, conducting research, analyzing findings, modeling solutions, validating requirements, negotiating trade-offs, and managing the knowledge gap between experts and new clients. Traditional requirements focus on system operations while user stories emphasize customer value. The overall goal is to achieve consistent documentation that defines the project scope and meets stakeholder needs.
My goal with this talk was to provide developers and tech folks with an understanding of requirements gathering. Key concepts and resources that they can use to make their own coding practice better. Part of being a professional coder
Getting to the core, requirements gathering in the wildFemke Goedhart
Session slides as delivered on March 18th 2014 at Engage in Breda, The Netherlands by Sophie Lavignac-Le Madec & Femke Goedhart
Abstract: The basis of any good project is good requirements. Knowing what it is you are going to build / get determines whether your project will be a success or a flat out failure. In reality though the requirements phase is often trivialized or even forgotten. This session will give you tips & tricks as well as explain to you the basic techniques on how to effectively get to the core of the requirements, identify ways of prioritizing them and explain some core concepts of Functional and Technical design elements. Coming from a requirement gathering as well as development & customer point of view Femke & Sophie will take you through some of the real life examples they have come across and a lot of do's & don'ts they have seen (and despaired over)
Agile requirement gathering and elicitation techniques will be explained on this presentation. It is useful for Business Analysts and Agile practioners.
The document discusses requirements elicitation techniques used in business analysis. It defines requirements elicitation as actively engaging stakeholders to understand their needs rather than just gathering requirements. The document outlines key techniques for each stage of the requirements elicitation process: prepare for elicitation, conduct elicitation, document elicitation results, and confirm elicitation results. Common individual and group techniques are described such as interviews, observation, brainstorming, prototyping and interface analysis.
requirement gathering for EMR customizationZEESHAN ASIF
The document outlines requirements for customizing an electronic medical records (EMR) system developed by HP. It describes conducting interviews and questionnaires with doctors to gather feedback on needed improvements. Key areas identified include workflow management, specialist screens, diagnosis features, linking to diagnostic labs, connectivity to hospitalization records, and offline availability. The document makes recommendations for customizing the EMR for different specialties and adding features like integrated decision support, online/offline functionality, and compliance with medical legal standards.
The document discusses developing requirements that are SMART (Specific, Measurable, Attainable, Realistic, Time-Bound). It provides examples of weak requirements and improved versions that are SMART. Developing SMART requirements leads to budget/schedule benefits, quicker consensus, and less rework. Each element of SMART is defined, with clear descriptions and additional examples contrasting poor versus improved requirements.
This document discusses best practices for business requirements documentation (BRD). It begins by listing reasons why BRD may be poorly drafted, such as a lack of understanding of the purpose of BRD or poor training. Poorly drafted BRD can result in issues like products not meeting user expectations or increased costs. The document then provides recommendations for improving BRD, such as focusing on simplicity and clarity, including graphical mockups, and establishing review and revision processes. It concludes by suggesting ways to learn more about effective BRD practices, such as reading books on the topic or joining a business analyst group.
Requirements Gathering for Project Management SuccessWG Consulting
Ever wonder why your project isn't going as smoothly as it could be? Do you know the 5 key components of a successful requirements gathering process? This presentation will help ensure your project gets started on the right foot.
Requirements Gathering: What Could Possibly Go Wrong?Eugene O'Loughlin
This document summarizes a presentation on requirements gathering. It discusses common problems business analysts face like resistance to sharing information and changing requirements. It also outlines why some projects fail, often due to poor requirements that lack a process orientation or understanding of how users define wants. The presentation recommends strategies like using templates and workshops to involve all departments. It emphasizes that each project is different and lessons learned include negotiating with stakeholders, conducting one-on-one interviews, and getting support from project managers.
The document discusses different types of documentation needed for software projects, including requirement documents. It describes how requirements can be gathered and documented in both traditional and Agile approaches. In Agile, user stories are used instead of traditional requirement documents. Examples of documenting requirements as user stories using mind mapping tools are provided. Other topics covered include requirement diagrams, techniques for gathering requirements, and tips for writing user stories.
Business Requirements Gathering - Current & Future StateJason Bargent
A simple one page template to gather functional requirements, summarising the current state, what works well, areas for improvement and proposed future state and how it will be implemented at a high level
In this presentation, you will know about the role and responsibilities of an Agile Business Analyst? What is the context and need for an Agile business Analyst
The document discusses requirements management (RM) best practices. It describes the goals of RM as eliciting stakeholder needs to develop clear requirements and administrating requirements tracking. It then outlines the key stages of RM - planning, elicitation, analysis, development, validation, acceptance, and administration. For each stage, it describes objectives, entry/exit criteria, activities, and techniques used. It emphasizes the importance of RM for reducing costs and defects.
Tool Kit: Requirements management plan (babok on a page)designer DATA
Methodology is a tool kit not a process – Choose wisely. Methodologies contain many tools and techniques, such as, process, data , use case and class modelling, sequence diagramming and state transition diagramming, prototyping and report templates. Not all these tools have to be used for every project.
So choose wisely and create your own fast path routes for completing different types of projects by preparing your own Business Analysis Project Planning Map. Build on your experiences and fine tune your product each time you undertake a new assignment.
http://www.tdan.com/view-articles/6089
Suresh Veluguri is a Business Analyst with over 5 years of experience in domains such as logistics, manufacturing, and telecom. He has expertise in requirements analysis, test management, and Agile methodologies. Currently working as a Business Analyst for HP on a project with Shell. Previously worked on projects with Vodafone and General Motors. Skilled in ALM tools, Quality Center, and various development methodologies.
The document discusses the role of a business analyst, including their responsibilities in requirements gathering, documentation, and user training. It outlines the skills required such as communication, analytical skills, and problem solving. It also covers the software development life cycle and methodologies like waterfall, spiral, iterative, and agile. Key business analysis techniques are described like requirements elicitation, documentation standards, and UML diagrams.
This slideshow, which discusses characteristics of effective user requirements by TeleLogic, was presented at a systems analyst staff meeting at ncen. Examples were from ncen projects.
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.
You may probably recognize the situation when a requirements professional is assigned to a new, challenging, agile project.
As Scrum does not know the role of a Requirements Engineer (RE) or Business Analyst (BA), the requirements professional will either become the Product Owner or be part of the Scrum Team (which consists of members with cross-functional know-how). Either way, the activities of requirements engineering will be executed in some way in an agile environment: that is handling requirements, often associated with user stories, eliciting needs from various stakeholders, documenting them accordingly, negotiating them and achieving acceptance and finally dealing with changes.
There is definitely a lot that goes on with requirements in Agile projects. Sometimes, you may not recognize that a practice used is nothing other than the basic method such as prioritisation; it becomes even more important and may be performed in a very similar way to traditional approaches (e.g. single-criterion classification or the Kano model), even if the result is represented as a sorted Product Backlog.
In this slideshare, the presenter will make some propositions about practices of the four major activities of requirements engineering (elicitation, documentation, validation, management) that may be implemented in a Scrum environment. This will be done by virtue of eliciting differences between the classic way of requirements engineering versus requirements engineering done in the Agile way published in the presenter's article at:
https://www.scrumalliance.org/community/articles/2017/august/requirements-engineering.aspx
Development is a critical component of the original implementation of E-Business Suite, and continues with ongoing Support.
-Development is the set of activities surrounding the definition, design, construction, testing and implementation of components of a software solution.
-For our discussion purposes, the software solution in question extends core functionality provided by Oracle EBS modules.
-Even a “vanilla” implementation - where customization is explicitly avoided - may entail a substantial automated data conversion effort, which requires a software solution.
The document discusses benchmarking and function points as metrics for software projects. It defines benchmarking as comparing business processes and performance metrics to industry best practices. It outlines the benchmarking process which includes identifying what to benchmark, creating a team, collecting data from other organizations, analyzing gaps, and implementing an action plan. The document also discusses function points as a standardized software metric that measures functionality rather than lines of code. It notes the strengths and weaknesses of using function points for economic and quality analyses in software projects.
In this presentation you will learn how Farm Credit Services of America/Frontier Farm Credit transformed their quality practices and tooling to bring visibility and consistency to Enterprise Quality, including: testing as a team approach, creating an automated test architecture, measuring progress with dashboards and standardizing on a set of testing tools.
The document discusses agile metrics and how they can be used to measure various aspects of agile processes and support continuous improvement. It begins by outlining purposes of metrics such as alignment, workflow improvement, quality, and trust. It then discusses what can and should be measured both quantitatively and qualitatively. Key aspects that can be measured include effort, time, components, tests, events, data, quality, perceptions, and attitudes. The document advocates measuring aspects that are most important and valuable to the organization. It provides examples of metrics for agile principles, processes, performance, value, and flow. Overall, the document promotes using metrics to increase visibility, alignment, quality, and improvement in agile systems.
This document provides an overview of a webinar on using Innoslate for requirements management. The webinar agenda includes where requirements come from, what makes a good requirement, the difference between requirements management and analysis, and a live demonstration of Innoslate's features to support requirements analysts and managers. Key Innoslate features that support requirements management and analysis are highlighted.
Requirements engineering process in software engineeringPreeti Mishra
Requirement Engineering (RE) involves understanding what customers want through tasks like elicitation, negotiation, and specification. RE helps establish requirements that provide a solid foundation for design and construction. The key RE tasks are inception to understand the problem, elicitation by drawing out requirements, elaboration by creating analysis models, negotiation to agree on a realistic solution, specification to formally describe requirements, validation to check for errors or issues, and management of changing requirements. RE helps software engineers better understand problems to solve through participation with customers, managers, and end users.
This document discusses requirements analysis and design. It covers the types and characteristics of requirements, as well as the tasks involved in requirements engineering including inception, elicitation, elaboration, negotiation, specification, validation, and management. It also discusses problems that commonly occur in requirements practices and solutions through proper requirements engineering. Additionally, it outlines goals and elements of analysis modeling, including flow-oriented, scenario-based, class-based, and behavioral modeling. Finally, it discusses the purpose and tasks of design engineering in translating requirements models into design models.
This document provides an overview of agile methodology for software development. It discusses how agile practices arose in response to the limitations of traditional waterfall approaches. The core principles of agile include valuing individuals and interactions, working software, customer collaboration, and responding to change. Agile methods embrace changing requirements, frequent delivery of working software, collaboration between business and technical teams, self-organizing teams, and continuous improvement.
Presentation slides from my BABOK Study Group that I led.
Those materials will help you pass BABOK certification exams. Study Group was aimed at individuals self preparing to CCBA or CBAP exams.
Please visit my blog: http://zubkiewicz.com/
The document discusses software quality assurance. It defines software quality and lists important quality attributes. It states that quality assurance requires organization-wide policies and project-specific standards. Quality assurance activities include reviews, testing, enforcing standards and measurement. Reviews help validate quality and find issues. Quality assurance can improve reliability and reduce costs, but also requires additional resources.
This job posting is for a Senior Software Test Engineer position. The responsibilities include defining testing requirements, authoring test cases for complex issues, tracking project testing, assisting other testers, and participating in strategic planning. A bachelor's degree in computer science, software engineering, or related field is required along with 5+ years of software testing experience and expert knowledge of QA processes and methodologies.
The document discusses various definitions and views of software quality. It defines quality as an effective software process that creates a useful product providing value to both producers and users. Quality is discussed from perspectives including performance, features, reliability, and conformance. Dimensions of quality proposed by Garvin and McCall's quality factors are summarized. The document also covers topics like the software quality dilemma, cost of quality, quality and risk, and achieving software quality through engineering methods, project management, and quality control/assurance.
Best Practices For Identifying Offshore VendorsD2E CONSULTING
This document provides best practices for identifying offshore vendors. It discusses risks involved in offshoring like quality issues, data security risks, and operational inefficiencies. It recommends selecting the right vendor through a vetting process, establishing expectations, and implementing a governance framework. Training is needed for both clients and vendors in areas like cross-cultural communication. Key factors in choosing a vendor include reputation, competence, compatibility, and certifications. The document outlines a vendor selection process and provides tips like ensuring communications are consistent and visiting potential vendor sites. It introduces D2E Consulting, which provides offshore outsourcing frameworks and leadership.
Adressing nfr-with-agile-practices (english) - dec 16thmarwakhalid
The document discusses addressing non-functional requirements with agile practices. It defines non-functional requirements as specifying how well functional requirements must behave. Non-functional requirements are divided into external quality, like performance and usability, and internal quality, like maintainability and testability. External quality is addressed through expectations, which impose measurable constraints. Internal quality is ensured through engineering practices applied during development. The document provides examples of expectations and practices and recommends storing requirements and linking them to ensure they are addressed.
06 business and functional requirementsNamita Razdan
This document discusses business and functional requirements for a training session on requirements analysis. It defines requirements, explains the difference between business and functional requirements, and where they come from. Best practices for writing requirements are covered, such as documenting one requirement at a time and mapping each to objectives. The document also discusses prioritizing requirements using MoSCoW and where requirements come from, such as stakeholders and business analysts. An exercise is included to have participants document functional requirements.
This document outlines a model for a sustainable agile transformation within an organization. It begins with an overview of agile basics and scaling agile approaches. It then discusses why agile transformations are difficult, focusing on achieving safety from different stakeholder perspectives. The model proposes defining an operational framework structured around teams, products, and services. It recommends introducing change incrementally, starting with independent pilot teams, and measuring improvement through coaching and assessment. The transformation aims to tie back to business drivers like predictability, quality, and early return on investment.
End-to-end pipeline agility - Berlin Buzzwords 2024Lars Albertsson
We describe how we achieve high change agility in data engineering by eliminating the fear of breaking downstream data pipelines through end-to-end pipeline testing, and by using schema metaprogramming to safely eliminate boilerplate involved in changes that affect whole pipelines.
A quick poll on agility in changing pipelines from end to end indicated a huge span in capabilities. For the question "How long time does it take for all downstream pipelines to be adapted to an upstream change," the median response was 6 months, but some respondents could do it in less than a day. When quantitative data engineering differences between the best and worst are measured, the span is often 100x-1000x, sometimes even more.
A long time ago, we suffered at Spotify from fear of changing pipelines due to not knowing what the impact might be downstream. We made plans for a technical solution to test pipelines end-to-end to mitigate that fear, but the effort failed for cultural reasons. We eventually solved this challenge, but in a different context. In this presentation we will describe how we test full pipelines effectively by manipulating workflow orchestration, which enables us to make changes in pipelines without fear of breaking downstream.
Making schema changes that affect many jobs also involves a lot of toil and boilerplate. Using schema-on-read mitigates some of it, but has drawbacks since it makes it more difficult to detect errors early. We will describe how we have rejected this tradeoff by applying schema metaprogramming, eliminating boilerplate but keeping the protection of static typing, thereby further improving agility to quickly modify data pipelines without fear.
Analysis insight about a Flyball dog competition team's performanceroli9797
Insight of my analysis about a Flyball dog competition team's last year performance. Find more: https://github.com/rolandnagy-ds/flyball_race_analysis/tree/main
The Ipsos - AI - Monitor 2024 Report.pdfSocial Samosa
According to Ipsos AI Monitor's 2024 report, 65% Indians said that products and services using AI have profoundly changed their daily life in the past 3-5 years.
06-04-2024 - NYC Tech Week - Discussion on Vector Databases, Unstructured Data and AI
Round table discussion of vector databases, unstructured data, ai, big data, real-time, robots and Milvus.
A lively discussion with NJ Gen AI Meetup Lead, Prasad and Procure.FYI's Co-Found
4th Modern Marketing Reckoner by MMA Global India & Group M: 60+ experts on W...Social Samosa
The Modern Marketing Reckoner (MMR) is a comprehensive resource packed with POVs from 60+ industry leaders on how AI is transforming the 4 key pillars of marketing – product, place, price and promotions.
ViewShift: Hassle-free Dynamic Policy Enforcement for Every Data LakeWalaa Eldin Moustafa
Dynamic policy enforcement is becoming an increasingly important topic in today’s world where data privacy and compliance is a top priority for companies, individuals, and regulators alike. In these slides, we discuss how LinkedIn implements a powerful dynamic policy enforcement engine, called ViewShift, and integrates it within its data lake. We show the query engine architecture and how catalog implementations can automatically route table resolutions to compliance-enforcing SQL views. Such views have a set of very interesting properties: (1) They are auto-generated from declarative data annotations. (2) They respect user-level consent and preferences (3) They are context-aware, encoding a different set of transformations for different use cases (4) They are portable; while the SQL logic is only implemented in one SQL dialect, it is accessible in all engines.
#SQL #Views #Privacy #Compliance #DataLake
Global Situational Awareness of A.I. and where its headedvikram sood
You can see the future first in San Francisco.
Over the past year, the talk of the town has shifted from $10 billion compute clusters to $100 billion clusters to trillion-dollar clusters. Every six months another zero is added to the boardroom plans. Behind the scenes, there’s a fierce scramble to secure every power contract still available for the rest of the decade, every voltage transformer that can possibly be procured. American big business is gearing up to pour trillions of dollars into a long-unseen mobilization of American industrial might. By the end of the decade, American electricity production will have grown tens of percent; from the shale fields of Pennsylvania to the solar farms of Nevada, hundreds of millions of GPUs will hum.
The AGI race has begun. We are building machines that can think and reason. By 2025/26, these machines will outpace college graduates. By the end of the decade, they will be smarter than you or I; we will have superintelligence, in the true sense of the word. Along the way, national security forces not seen in half a century will be un-leashed, and before long, The Project will be on. If we’re lucky, we’ll be in an all-out race with the CCP; if we’re unlucky, an all-out war.
Everyone is now talking about AI, but few have the faintest glimmer of what is about to hit them. Nvidia analysts still think 2024 might be close to the peak. Mainstream pundits are stuck on the wilful blindness of “it’s just predicting the next word”. They see only hype and business-as-usual; at most they entertain another internet-scale technological change.
Before long, the world will wake up. But right now, there are perhaps a few hundred people, most of them in San Francisco and the AI labs, that have situational awareness. Through whatever peculiar forces of fate, I have found myself amongst them. A few years ago, these people were derided as crazy—but they trusted the trendlines, which allowed them to correctly predict the AI advances of the past few years. Whether these people are also right about the next few years remains to be seen. But these are very smart people—the smartest people I have ever met—and they are the ones building this technology. Perhaps they will be an odd footnote in history, or perhaps they will go down in history like Szilard and Oppenheimer and Teller. If they are seeing the future even close to correctly, we are in for a wild ride.
Let me tell you what we see.
1. Presented at a SA staff meeting at NCEN
by Liz Lavaveshkul
Source: TeleLogic
2. What is requirements management?
“The purpose of requirements
management is to establish a
common understanding between
the customer and the … project …
This agreement with the customer
is the basis for planning and
managing the … project.”
The Capability Maturity Model for Software (CMM) from the
Software Engineering Institute at Carnegie Mellon University.
www.sei.cmu.edu/cmm
3. Why is RM so important?
Approximately 60 – 70% of projects failures
result from poor requirements gathering,
analysis, and management.
-- Mela Group, March 2003
4. Why bother with Requirements?
• To show what results the users want
• To communicate and focus team members
on clear goals
• To tell decision-makers what is required
vs. desired
• To allow the design to be optimized
5. Why bother with Requirements?
• To supply confidence in the system
THOUGHOUT its development
• To check that the system and all its parts
do what is wanted
• To prevent over design or omitted needs
• To control development and outsourcing
6. Why do you need requirements
management?
• The status of the project is never clear until we find
we’ve missed project milestones
• We have very little formal development process
• The objectives always seem to change at the worst
times
• Change is very costly and time consuming for us
• We have difficulty communicating intent between
departments
• We end up over-engineering our solutions, which is
costly
Do any of the following statements seem familiar?
7. Why do you need requirements
management?
• We have trouble testing against original intent and stated
need
• We are never sure whether our tests are full and
complete
• Our test cycles are often too long and costly
• Our customers often include design in the requirements
• We have difficulty organizing requirements into smaller
manageable sets
8. Who should use a RM tool?
• Systems Engineers
demand functionality
• Highly advanced requirements
management and analysis
• Distributed users
demand collaboration
• Analyst/Architect
demand a common
language
• Reviewers demand
instant access from
any location
• Interested in central set of
requirements accessed
globally
• Need for multi-disciplines to
communicate more efficiently
• Not so advanced, mainly
interested in review
functionality
9. The Benefits of Requirements
Management
• Satisfaction
• Integration
• Testability
• Communication
• Visibility
• Change control
• Quality
• Optimization
• Compliance
10. The Benefits of Requirements
Management
• Satisfaction: real business needs met
• Integration
• Testability
• Communication
• Visibility
• Change control
• Quality
• Optimization
• Compliance
11. The Benefits of Requirements
Management
• Satisfaction: real business needs met
• Integration: the pieces work together
• Testability
• Communication
• Visibility
• Change control
• Quality
• Optimization
• Compliance
12. The Benefits of Requirements
Management
• Satisfaction: real business needs met
• Integration: the pieces work together
• Testability: know what to test the delivery against
• Communication
• Visibility
• Change control
• Quality
• Optimization
• Compliance
13. The Benefits of Requirements
Management
• Satisfaction: real business needs met
• Integration: the pieces work together
• Testability: know what to test the delivery against
• Communication: consistent ideas of what the
solution is for
• Visibility
• Change control
• Quality
• Optimization
• Compliance
14. The Benefits of Requirements
Management
• Satisfaction: real business needs met
• Integration: the pieces work together
• Testability: know what to test the delivery against
• Communication: consistent ideas of what the solution is for
• Visibility: managers can take a global
view
• Change control
• Quality
• Optimization
• Compliance
15. The Benefits of Requirements
Management
• Satisfaction: real business needs met
• Integration: the pieces work together
• Testability: know what to test the delivery against
• Communication: consistent ideas of what the solution is for
• Visibility: managers can take a global view
• Change control: the impact of change
can be assessed
• Quality
• Optimization
• Compliance
16. The Benefits of Requirements
Management
• Satisfaction: real business needs met
• Integration: the pieces work together
• Testability: know what to test the delivery against
• Communication: consistent ideas of what the solution is for
• Visibility: managers can take a global view
• Change control: the impact of change can be assessed
• Quality: we know what quality means for
the business
• Optimization
• Compliance
17. The Benefits of Requirements
Management
• Satisfaction: real business needs met
• Integration: the pieces work together
• Testability: know what to test the delivery against
• Communication: consistent ideas of what the solution is for
• Visibility: managers can take a global view
• Change control: the impact of change can be assessed
• Quality: we know what quality means for the business
• Optimization: we deliver only what is wanted
• Compliance: demonstrate compliance with regulatory authorities and SOX
18. The Benefits of Requirements
Management
• Satisfaction: real business needs met
• Integration: the pieces work together
• Testability: know what to test the delivery against
• Communication: consistent ideas of what the solution is for
• Visibility: managers can take a global view
• Change control: the impact of change can be assessed
• Quality: we know what quality means for the business
• Optimization: we deliver only what is wanted
• Compliance: demonstrate compliance with
regulatory authorities and SOX
19. Types of Requirements
• User Requirements – define
the results the users expect
from the system
• System Requirements –
define what the system must
do to satisfy the users
• Design Requirements –
define all of the components
necessary to achieve the
system requirements
“The homeowner shall hear an
alarm when smoke is
detected.”
“The alarm will produce a
sound between 125 – 155
dBA.”
“The alarm will be produced by
part # 123-45-678.”
20. Writing a requirement
• Uses complete sentences
• States subject and predicate
– Subject is a user type or the system under consideration
– Predicate is a condition, action, or intended result
• Consistent use of language
• Specifies:
– Desired goal or result (User requirement)
– Function (System requirement)
– Constraint (either)
• Contains a success criterion or other
measurable indication of the quality
21. Language
• Use consistent language, for example:
– “Shall,” “will,” or “must” are mandatory
– “Should” is optional, but omission must be justified
– “May” is desirable
• Use consistent terminology
– Define terms – use a Glossary
– Avoid using the same name for different things
– Avoid using different names for the same thing
22. Anatomy of a Good User Requirement
“The Internet user shall be able to access their
current account balance in less than 5 seconds.”
Defines a user type
Defines a positive end result
“To be” verb
Performance criteria
23. Anatomy of a Good User Requirement
• This requirement sentence identifies a specific
user and end result that is wanted within a
specified time.
“The Internet user shall be able to access their
current account balance in less than 5 seconds.”
Defines a user type “To be” verb
Defines a positive end result Performance criteria
The challenge is to seek out the user type, end result, and
success measure in every requirement you define.
24. Anatomy of a Good User Requirement
• It also defines the success in measurable
terms: “access … account balance in less
than 5 seconds.”
“The Internet user shall be able to access their
current account balance in less than 5 seconds.”
Defines a user type “To be” verb
Defines a positive end result Performance criteria
The challenge is to seek out the user type, end result, and
success measure in every requirement you define.
25. Characteristics of a Good Requirement
• Correct
• Complete
• Clear
• Consistent
• Verifiable
• Traceable
• Feasible
• Modular
• Design-Free
• Positive
26. Characteristics of a Good Requirement
• Correct
• Complete
• Clear
• Consistent
• Verifiable
Technically and legally possible
27. Characteristics of a Good Requirement
• Correct
• Complete
• Clear
• Consistent
• Verifiable
Technically and legally possible
Expresses a whole idea or statement
28. Characteristics of a Good Requirement
• Correct
• Complete
• Clear
• Consistent
• Verifiable
Technically and legally possible
Unambiguous and not confusing
Expresses a whole idea or statement
29. Characteristics of a Good Requirement
• Correct
• Complete
• Clear
• Consistent
• Verifiable
Technically and legally possible
Unambiguous and not confusing
Expresses a whole idea or statement
Not in conflict with other requirements
30. Characteristics of a Good Requirement
• Correct
• Complete
• Clear
• Consistent
• Verifiable
Technically and legally possible
Unambiguous and not confusing
Expresses a whole idea or statement
Not in conflict with other requirements
It can be determined that the system
meets the requirement
31. Characteristics of a Good Requirement
• Traceable
• Feasible
• Modular
• Design-Free
• Positive
Uniquely identified and can be tracked
32. Characteristics of a Good Requirement
• Traceable
• Feasible
• Modular
• Design-Free
• Positive
Uniquely identified and can be tracked
Can be accomplished within cost & schedule
33. Characteristics of a Good Requirement
• Traceable
• Feasible
• Modular
• Design-Free
• Positive
Uniquely identified and can be tracked
Can be changed without excessive impact
Can be accomplished within cost & schedule
34. Characteristics of a Good Requirement
• Traceable
• Feasible
• Modular
• Design-Free
• Positive
Uniquely identified and can be tracked
Can be changed without excessive impact
Can be accomplished within cost & schedule
Does not impose specific solution on design
(i.e., implementation free)
35. Characteristics of a Good Requirement
• Traceable
• Feasible
• Modular
• Design-Free
• Positive
Uniquely identified and can be tracked
Can be changed without excessive impact
Can be accomplished within cost & schedule
Does not impose specific solution on design
(i.e., implementation free)
Written in the affirmative, not the negative
36. Requirements Should be Correct
• The requirement should be technically and
legally achievable
– Have studies been completed?
– Does the technology exist?
– Will the implementation of the requirement stay within
existing legal guidelines?
37. Requirements Should be Correct
A correct requirement is one which does not try to
achieve some “pie in the sky” objective.
For example, the
requirement “The system
shall be 100% reliable” is
technically not achievable.
38. Requirements Should be Correct
A requirement may be technically achievable, but
not necessarily legally feasible because it may be
outside the framework of existing legal regulations.
For example, allowing the
user to access private
information online, without
the necessary security
checking, is technically
achievable, but is contrary to
current federal regulations.
39. Requirements Should be Complete
• Express a whole idea or statement
– Is the requirement standalone?
– Is the requirement dependent on preceding
requirements at that level of achievement?
– Is the requirement necessary for subsequent
requirements at that level of development?
40. Requirements Should be Complete
A complete requirement should not depend on
other requirements to be implemented. If a
requirement states “The radar system shall track
aircraft,” it leaves the reader asking “How many?
Inbound or outbound?”
41. Requirements Should be Complete
Also, beware of multiple requirements contained
within a single statement. For example, “The
system shall determine the number of users
online at all times and pass the number of users
to the system administrator who shall have the
ability to disconnect users from the Internet.”
42. Requirements Should be Complete
Instead, the statement can be broken down into
atomic statements:
Beware of multiple requirements contained within a single statement.
For example, “The system shall determine the number of users
online at all times and pass the number of users to the system
administrator who shall have the ability to disconnect users from
the Internet.”
“The system shall maintain a log of online users.”
“The system shall provide log information to the system
administrator.”
“The system shall allow the system administrator to
disconnect user(s) from the network.”
43. Requirements Should be Clear
• The requirement should be unambiguous
and not confusing
– Use words that are not confusing
– Use a commonly agreed set of terms
– The construct of the sentence should be standard
– Use definite, concrete terms
– Omit needless words
– Avoid language the target reader may not understand
– Do not overwrite
44. Requirements Should be Clear
When writing a requirement, always strive to
maintain clarity. An excellent reference is “The
Elements of Style” by Strunk and White.
For example, don’t “utilize” a function,
rather “use” a function.
45. Requirements Should be Clear
When you use the word “system,” do all the readers
have the same understanding of the word?
If you try to impress your readers with
arcane grammar only used in graduate-
level English classes, you will most likely
confuse and irritate them, as they will
have to reach for the dictionary too many
times.
46. Requirement Should be Consistent
• The requirement should not be in conflict
with other requirements
– Are there redundancies?
– Are the same terms used throughout?
– Are all requirements referencing the same dictionary?
– Requirements repeated in many sections can be
pulled into a common requirements set to avoid
duplication
47. Requirements Should be Verifiable
• Verification Methods:
– Testing
– Analysis
– Demonstration
– Inspection
48. Requirements Should be Verifiable
• It can be determined that the system
meets the requirement using one of the
standard verification methods:
• Testing: Usually the most
comprehensive of the verification
methods. This is also commonly referred
to as “white box” testing.
This method tests not only the output,
but also how the output is achieved,
considering the unique internal
deviations as a result of different states
and nodes.
49. Requirements Should be Verifiable
• Analysis: This method generally uses
mathematical algorithms
(expressed nowadays in computer
simulations) to ensure the
requirement is met.
50. Requirements Should be Verifiable
• Demonstration: also known as
“black box” testing, where the
system is given input, and the output
is compared against the expected
results.
51. Requirements Should be Verifiable
• Inspection: As the name implies,
this method checks or inspects the
system to ensure conformity to the
requirement.
52. Requirements Should be Verifiable
• You should always ask, “Is the
requirement testable?”
• When the requirement is implemented and
the system is built, you need to verify that
the system, indeed, does what is required
of it.
– To verify the system, people generally use
one of the four classic verification methods
mentioned previously. (Testing, Analysis,
Demonstration, and Inspection)
53. Requirements Should be Traceable
• The requirement should have a unique
identifier and traced to its origin.
– Ensures completeness
– Prevents “scope creep”
– It is a specific goal in any Requirements Management
process
– Allows quick impact assessment when requirements
change
54. Requirements Should be Traceable
• A primary aim of any requirements
management process is traceability of
requirements.
How much traceability?
100%!
55. Requirements Should be Traceable
• According to Standish Group, 52% of
required functionality is never included in
the finished system. Then, when system
testing commences, you discover the
missing functionality. You then have to not
only fix the system to accommodate the
missing functionality, but you have to test
all of the other requirements again to
ensure that the fixed requirement will not
break any existing functions (commonly
referred to as regression)
56. Requirements Should be Traceable
• When requirements change, as they
almost always do, the impact must be
accessed to ensure that the potential
change will still satisfy the parent
requirements and not adversely impact the
child requirements.
57. Requirements Should be Feasible
• The requirement should be written so as to
be achievable within cost and schedule
– Do you have the resources?
– Do you have the time?
– Do you have the right people?
58. Requirements Should be Feasible
A requirement may be technically achievable, but
way beyond the scope of current project
resources.
For example, you have a requirement that states,
“The system shall maintain a 99.9% mean time
between failures,” but the costs of achieving
99.9% reliability may be so exorbitant that the
other requirements may not be implemented due
to insufficient resources.
59. Requirements Should be Modular
• The requirement should have limited
cross-referencing interdependency.
– Group similar requirements together
– The use of a standardized outline structure helps
tremendously with achieving modularity.
60. Requirements Should be Modular
This allows the requirement to be changed
without excessive impact. For example,
the I.E.E.E. 12207 standard contains the
different outline templates for the various
types of requirements in a system, from
the Concept of Operations (CONOPS) to
the Software Test Plan (STP).
61. Requirements Should be Modular
• When you use these templates, you
achieve several goals:
– You start achieving modularity
– You are starting to standardize your process
62. Requirements Should be Design-Free
• The requirement should be
implementation-free
– Avoid design
– Describe what is required, not how it would be
implemented
– The requirement should be written with enough detail
to satisfy the level above
– The requirement should be written at a level of
abstraction to be design free for the next level below
63. Requirements Should be Design-Free
• During requirements development, we tend to want to
jump right into the design of the system
• Instead of trying to describe the desired functionality or
stakeholder wants, we tend rather to state how the
system will be implemented. Many times, this leads to
increased cost and complexity because the optimal
design space has now been restricted.
• For example, a system requirements document may
state: “The network shall use an ATM protocol.” This
constrains the design of the network to use ATM
technology, when another protocol may be the more cost
effective solution.
64. Requirements Should be Positive
• Requirements should be written in the
affirmative.
– Reduces the chances of having two requirements say
the same thing.
– Reduces the possibility of two requirements being
inconsistent — one stating something in the
affirmative and one in the negative but with different
conditions or numeric values
– Helps with the verification — it is much easier to test
to a positive statement where something observable
will happen as a result of a user action
65. Requirements Should be Positive
– A negative statement that a user action or
statement that something will not result in a
condition would be more difficult to test and
observe
– Less chance of misinterpretation, especially in
the case of double or multiple negatives
66. Requirements Should be Positive
For instance, instead of stating:
“No unsuccessful login attempts will go
unrecorded.”
Try rather:
“All unsuccessful login attempts shall be
recorded.”
68. Rate this Requirement
“The Order Entry system provides for quick,
user-friendly and efficient entry and
processing of all orders.”
Is this a good requirement? If not,
recommend an improvement.
69. Rate this Requirement
“Invoices, acknowledgements, and shipping
notices shall be automatically faxed during
the night, so customers can get them first
thing in the morning.”
Is this a good requirement? If not,
recommend an improvement.
70. Rate this Requirement
“The system OS shall be upgraded in one
whack.”
Is this a good requirement? If not,
recommend an improvement.
71. Rate this Requirement
“The ATM user shall be able to view the
current account balance after an update
within 5 seconds.”
Is this a good requirement? If not,
recommend an improvement.