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Edwin Schumacher: “Everybody is a Requirements Engineer!” Session #1, 2009 www.productcampamsterdam.org The first European unconference for product managers and marketers.
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ProductCamp Amsterdam Session 1 Edwin Schumacher

Jan 22, 2015

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Edwin Schumacher: Everybody is a Requirements Engineer!

What is the desired end result? And more importantly: do all stakeholders share the same view on this? Questions that don't receive the appropriate attention or sometimes are not asked at all at the start of a project. Timelines and budgets take most of the attention. Solutions turn into needs. The point is that everybody needs to share the same view on the end result. So the question is how do you express the end result? Start at the end with SMART requirements!
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  • 1. Edwin Schumacher: Everybody is aRequirements Engineer! Session #1, 2009www.productcampamsterdam.orgThe first European unconference for product managers and marketers.

2. Everybody is a requirements engineerEdwin Schumacher Synergio B.V. [email protected] 3. A real-life example Copyright Synergio B.V. 1998 2007Copyright Synergio B.V. 1998 - - 2009 4. ObservationsRequirements management A specific job Supply side oriented A specific methodology Like a scientific discipline Specific function In the delivery organization Insufficiently exploitedCopyright Synergio B.V. 1998 2007 Copyright Synergio B.V. 1998 - - 2009 5. Our vision On working with requirementsCopyright Synergio B.V. 1998 2007 Copyright Synergio B.V. 1998 - - 2009 6. Mostly used paradigms Product oriented product management Which products or components need to be delivered? When do they need to be delivered? Product Breakdown Structure (PBS) Activity oriented project management What needs to be done first, what later? Who needs to do what by when? Work Breakdown Structure (WBS)Product Breakdown Structure Work Breakdown Structure Copyright Synergio B.V. 1998 2007Copyright Synergio B.V. 1998 - - 2009 7. A result oriented paradigmStartattheend Result oriented Why do we make thisinvestment? Result oriented Which capabilities willimprove with thisinvestment? Result Breakdown Structure When will we experiencethe benefits of this Activity oriented investment? Product oriented What are the exactbenefits we can expect? Use all paradigms Product Breakdown Structure Work Breakdown StructureCopyright Synergio B.V. 1998 2007 Copyright Synergio B.V. 1998 - - 2009 8. Benefits of a result oriented paradigm Increased focus on added value Better sponsorship Cost and benefits morevisible Improved manageability Clear distinction between projects en programs Clear distinction between Effectiveness Usability Manageability Easier collaborationCopyright Synergio B.V. 1998 2007 Copyright Synergio B.V. 1998 - - 2009 9. Thestartattheendparadigm What do you need? What is the desired end-result Do all persons involvedshare the same view onthis? What is possible? Which needs can berealized? Which needs are feasible? What will you get? Do client and contractoragree on what is asked forand what needs to bedelivered? How can we validate the endresult? Copyright Synergio B.V. 1998 2007 Copyright Synergio B.V. 1998 - - 2009 10. What do you need? Client responsibility Describe the need, not the solution Identify and quantify vagueness (fast, more, high, better..) Provide the requirements with importance and urgency Allocate requirements to a point in time Copyright Synergio B.V. 1998 2007Copyright Synergio B.V. 1998 - - 2009 11. Stay on trackManaging change During its life cycle a product will change a number of times Requirements Budget, resource, time changes Market, technology, competitive, price changes, How do you stay on track? Importance You know exactly what the most important requirements are Urgency You know exactly which requirements you need first Priority You know where you have the ability to accommodate the change and stay on track to achieve your goals You know exactly when your goals are at risk to be missed Copyright Synergio B.V. 1998 2007 Copyright Synergio B.V. 1998 - - 2009 12. What is possible? Supplier responsibility Realizability Allocate requirements to asolution = create a ProductBreakdown Structure(PBS) Describe characteristicsof the solution Demonstrate realizability Feasibility Allocate the requirementsto work = create a WorkBreakdown Structure(WBS) Describe characteristics ofthe work Demonstrate feasibilityCopyright Synergio B.V. 1998 2007Copyright Synergio B.V. 1998 - - 2009 13. Relate needs to solutions and activities Enable impact analysisCopyright Synergio B.V. 1998 2007 Copyright Synergio B.V. 1998 - - 2009 14. What will you get?Joint responsibility Validate the requirements against solutions Negotiations between client and supplier Make sure the result can be validated Create indicators Copyright Synergio B.V. 1998 2007Copyright Synergio B.V. 1998 - - 2009 15. Relate indicators to results Validating requirements Copyright Synergio B.V. 1998 2007Copyright Synergio B.V. 1998 - - 2009 16. Realizing the benefitsReturn on investment Changesideofthe house ChangeGoingconcern Formulate needs strategize exploit change use Deliver solutions Resultoriented Increased Goingconcernside demandinvestmentbenefits of the house Changeeffec Reducedcosttively Deploy solutions Use solutions Meetingthe MeetingSLAsneeds Reducedcost Benefitssupply Shortcycles Reducedcost Realized withinoperations design deploy After the solution isdelivermanagedeployed and whenused Copyright Synergio B.V. 1998 2007 Copyright Synergio B.V. 1998 - - 2009 17. SummaryHow Synergio views requirements management Vision Working with requirementsis a generic capability Best practice Start at the end withSMART requirements =result oriented 24 guidelines to writeSMART requirements Tools Support vision and bestpractices TopTeam requirementsmanagementCopyright Synergio B.V. 1998 2007Copyright Synergio B.V. 1998 - - 2009 18. Copyright Synergio B.V. 1998 2007Copyright Synergio B.V. 1998 - - 2009