Improving Requirements Management

1. Improving Requirements Management Developing a Roadmap to Success Presented by: Kate Gwynne, CBAP, CSM

2. Introduction • About . . . • In 2008, Kate Gwynne became the Business Analysis Practice Lead at State Auto Insurance, after more than 20 years of experience helping organizations successfully align and implement their business and IT initiatives. As Practice Lead, she has developed and implemented various initiatives to help define, build, and guide the State Auto Analyst Community, including a Business Analysis Academy geared towards improving the knowledge and enhancing the skills of State Auto’s 120+ Analysts. • As an industry leader, Kate has been a guest speaker at numerous industry and corporate conferences, including most recently: Baldwin-Wallace College and the 2012 IIBA Central Indiana Professional Development Day.

3. Introduction • Duly Noted . . . • While Kate, heretofore referred to as “Said Expert,” is employed at State Auto Insurance, furthermore and henceforth referred to as “Said Company,” the views and opinions expressed by Said Expert are not necessarily the views and opinions of Said Company. You can neither hitherto nor where-for-art-thou hold State Auto responsible for any comments hence forth. • This presentation is an example of how implementing a requirements management program and best practices can improve aspects of projects. It is by no means prescriptive, nor does Said Expert promise that utilizing information in this presentation will be the sole variable that guarantees the success of your project.

4. Agenda • Industry Statistics • Requirements Management • Current and Future State • Roadmap to the Future • Sustaining the Change

5. Industry Statistics . . . 62 % Of projects . . . Information obtained on industry websites such as CNet, Mindtools, and PMTips

6. Industry Statistics . . . 62 % Of projects fail to meet their schedules Information obtained on industry websites such as CNet, Mindtools, and PMTips

7. Industry Statistics . . . • ? • ? • ? • ? • ? Top 5 reasons. . . Information obtained on industry websites such as CNet, Mindtools, and PMTips

8. Industry Statistics . . . • Lack of stakeholder involvement • Long or unrealistic time schedules • Scope creep • No change control system • Missed, inaccurate, no requirements Top 5 reasons. . . Information obtained on industry websites such as CNet, Mindtools, and PMTips

9. The Impact of Missed and Inaccurate Requirements Analysis & Design Build Test Deploy & Support Analysis & Design Build Test Deploy & Support Orange = The Project phase in which defects are typically introduced Orange = The Project phase in which defects are typically discovered 9 * According to research performed by a national financial organization.

10. The Cost of Missed and Inaccurate Requirements $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ “…results show as much as a 200:1 cost ratio between finding and fixing errors before sign-off vs. finding and fixing requirements in the maintenance stages of the project.” * $$$$$$$$$$$$$$$$$$$$$$$$ $$$$$ $ Analysis & Design Build Test Deploy & Support Analysis & Design Build Test Deploy & Support Orange = The Phase in which Defects are Typically Introduced Orange = The Phase in which Defects are Typically Discovered 10 $ = The Cost to Correct Mistakes * According to research performed by a national financial organization.

11. Agenda • Industry Statistics • Requirements Management • Current and Future State • Roadmap to the Future • Sustaining the Change

12. Requirements Management is . . . The activities that control requirements development, including requirements change control, requirements attributes definition, and requirements traceability.

15. Agenda • Industry Statistics • Requirements Management • Current and Future State • Roadmap to the Future • Sustaining the Change

16. 3 Key Components

17. 3 Key Components

18. Current State Future State • PEOPLE PEOPLE • PROCESS • PROCESS • TECHNOLOGY • TECHNOLOGY

19. Current State Future State • PEOPLE • Role descriptions are not consistent across the enterprise. • Not all Analysts have the necessary skills to meet the project objectives. PEOPLE • PROCESS • PROCESS • TECHNOLOGY • TECHNOLOGY

20. Current State Future State • PEOPLE • Role descriptions are not consistent across the enterprise. • Not all Analysts have the necessary skills to meet the project objectives. PEOPLE Roles and skills support project objectives. • PROCESS • PROCESS • TECHNOLOGY • TECHNOLOGY

21. Current State Future State • PEOPLE • Role descriptions are not consistent across the enterprise. • Not all Analysts have the necessary skills to meet the project objectives. PEOPLE Roles and skills support project objectives. Set Expectations Provide Education • PROCESS • PROCESS • TECHNOLOGY • TECHNOLOGY

22. Current State Future State • PEOPLE • Role descriptions are not consistent across the enterprise. • Not all Analysts have the necessary skills to meet the project objectives. PEOPLE Roles and skills support project objectives. Set Expectations Provide Education • PROCESS • PROCESS • Processes are not consistent across departments or like projects. • No way to measure process effectiveness. • TECHNOLOGY • TECHNOLOGY

23. Current State Future State • PEOPLE • Role descriptions are not consistent across the enterprise. • Not all Analysts have the necessary skills to meet the project objectives. PEOPLE Roles and skills support project objectives. Set Expectations Provide Education • PROCESS • PROCESS • Processes are scalable, consistent, repeatable, effective, and well-documented. • Processes are not consistent across departments or like projects. • No way to measure process effectiveness. • TECHNOLOGY • TECHNOLOGY

24. Current State Future State • PEOPLE • Role descriptions are not consistent across the enterprise. • Not all Analysts have the necessary skills to meet the project objectives. PEOPLE Roles and skills support project objectives. Set Expectations Provide Education • PROCESS • PROCESS Align Requirements Activities with Project Objectives Implement Best Practices • Processes are scalable, consistent, repeatable, effective, and well-documented. • Processes are not consistent across departments or like projects. • No way to measure process effectiveness. • TECHNOLOGY • TECHNOLOGY

25. Current State Future State • PEOPLE • Role descriptions are not consistent across the enterprise. • Not all Analysts have the necessary skills to meet the project objectives. PEOPLE Roles and skills support project objectives. Set Expectations Provide Education • PROCESS • PROCESS Align Requirements Activities with Project Objectives Implement Best Practices • Processes are scalable, consistent, repeatable, effective, and well-documented. • Processes are not consistent across departments or like projects. • No way to measure process effectiveness. • TECHNOLOGY • TECHNOLOGY • Numerous tools used across organization. • Manual activities. • Too much / too little documentation.

26. Current State Future State • PEOPLE • Role descriptions are not consistent across the enterprise. • Not all Analysts have the necessary skills to meet the project objectives. PEOPLE Roles and skills support project objectives. Set Expectations Provide Education • PROCESS • PROCESS Align Requirements Activities with Project Objectives Implement Best Practices • Processes are scalable, consistent, repeatable, effective, and well-documented. • Processes are not consistent across departments or like projects. • No way to measure process effectiveness. • TECHNOLOGY • TECHNOLOGY • Numerous tools used across organization. • Manual activities. • Too much / too little documentation. • Consistent tools and templates support project objectives. • Reporting enables decision making.

27. Current State Future State • PEOPLE • Role descriptions are not consistent across the enterprise. • Not all Analysts have the necessary skills to meet the project objectives. PEOPLE Roles and skills support project objectives. Set Expectations Provide Education • PROCESS • PROCESS Align Requirements Activities with Project Objectives Implement Best Practices • Processes are scalable, consistent, repeatable, effective, and well-documented. • Processes are not consistent across departments or like projects. • No way to measure process effectiveness. • TECHNOLOGY • TECHNOLOGY • Numerous tools used across organization. • Manual activities. • Too much / too little documentation. • Consistent tools and templates support project objectives. • Reporting enables decision making. Provide Accelerators

28. Agenda • Industry Statistics • Requirements Management • Current and Future State • Roadmap to the Future • Sustaining the Change

29. Requirements Management Roadmap Baseline Current State Desired Future State • People: • Role descriptions are not consistent across the enterprise. • Not all Analysts have the necessary skills to meet the project objectives. • Process: • Processes are not consistent across departments or like projects. • No way to measure process effectiveness. • Technology: • Numerous tools used across organization. • Manual activities. • Too much / too little documentation. • People: • Roles and skills support project objectives. • Process: • Processes are scalable, consistent, repeatable, effective, and well-documented. • Technology: • Consistent tools and templates support project objectives. • Reporting enables decision making. • Step 3 examples: Automation • Automate manual activities • Provide reports linking initiatives to strategic objectives • Trace requirements from problem identification to solution development and implementation and finally to business satisfaction with implemented solution • Step 2 examples: Training Program • Develop training and coaching program • Update role descriptions so skills required match project demands • Establish and implement knowledge sharing opportunities • Step 1 examples: Requirements Mgmt Framework • Coordinate advisory group or steering committee to provide guidance and perspective • Develop communication plan • Establish scalable requirements mgmt framework • Determine input / output to external and internal processes and methodologies • Create document repository for templates, training materials, and job aides

30. Measuring Success Automate Manual Activities • Goals: • Reduce time to create test cases by integrating requirements management tool with QA team’s testing tool. • Measuring Success: • Baseline is 30 minutes per test case on current projects for QA team to manually develop test cases. • Establish reports that track time from completed/approved requirements to test case development.

31. Requirements Management Roadmap Timeline

32. Agenda • Industry Statistics • Requirements Management • Current and Future State • Roadmap to the Future • Sustaining the Change

33. Managing Change Hurdle #1 Hurdle #2

34. Managing Change Resistance to Change Not managing the People side of change

35. Sustaining the Change • Provide a culture of continuous change • Define how success will be measured • Encourage idea exchange for ways to improve • Communicate with perspective and transparency • Be a change leader • Learn from the past, be in the present, live for the future • Be fueled by passion and inspire passion in others • Be self-motivated • Take time to understand people • Develop strong communication skills • Be committed to continuous improvement

36. Thank you! Please feel free to contact me at: Kate.Gwynne@StateAuto.com or Kgwynne@hotmail.com