Wie ein guter Schuh, der passt Requirements-Tools agil

Wie ein guter Schuh, der passtRequirements-Tools agil einführenHandout-Version

Dr. Andreas Birk, Software.Process.Management

12. März 2019, REConf 2019, München

Software.Process.Management

Consulting house, based in Stuttgart, Germany

Network of senior software engineering experts

We help organizations to optimally align their software processes with their business goals

Member of pd7.group, one of the largest providers of ISPMA certification trainings on software product management

Dr. Andreas Birk

Founder & Principal Consultant

How software development & IT contribute to business success

Requirements Management, Agile Adoption, Software Product Management

Co-editor of the comprehensive, up-to-date directory of requirements tools at MakingOfSoftware.com/list-of-rm-tools

212 March 2019 Copyright © 2019, Software.Process.Management

http://makingofsoftware.com/list-of-rm-tools

Example Requirements ToolsALM / Quality Center, Micro FocuscodeBeamer ALM, Intland SoftwareDimensions RM, Micro FocusHelix RM, PerforceIBM Rational DOORS Next Generation, IBMJama Connect, Jama SoftwareJira Software, AtlassianPolarion Requirements, Siemens…

12 March 2019 Copyright © 2019, Software.Process.Management 3

Cal's Sensible Shoes by Thomas Hawk, CC BY-NC 2.0https://www.flickr.com/photos/thomashawk/243478211/

12 March 2019 Copyright © 2019, Software.Process.Management 4

Introduction of Tool-Based RM: Two Approaches

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Initiate &Prepare Evaluate & Select Introduce & Establish Use & Improve

Staged Evaluation & Introduction of Requirements Tool

Gradually Evolve & Improve Tool-Based Requirements Management

Evolutionary Introduction & Optimization of Requirements Tool

Initiate &Prepare

“Plan-Based”

“Agile”


Typical RM Tool Evaluation Approach

6

Feb Mar Apr May Jun Jul Aug Sep Oct Nov

Define Requirements Processes

Define Evaluation Criteria, Conduct Evaluation & Manage Evaluation

Define Longlist & Conduct Pre-Selection

Agree Upon Shortlist & Prepare Evaluation

Coordinate with IT Operations

Coordinate with Procurement

Customize Tools

Prepare & Conduct Pilot Projects

Prepare & Conduct Selection Decision

Plan & Prepare Rollout


Shortcomings of Plan-Based RM Tool Introduction

7

Feb Mar Apr May Jun Jul Aug Sep Oct Nov

Define Requirements Processes

Define Evaluation Criteria, Conduct Evaluation & Manage Evaluation

Define Longlist & Conduct Pre-Selection

Agree Upon Shortlist & Prepare Evaluation

Coordinate with IT Operations

Coordinate with Procurement

Customize Tools

Prepare & Conduct Pilot Projects

Prepare & Conduct Selection Decision

Plan & Prepare Rollout

No harvesting of low-hanging fruit

Staged approach does benefit little from ongoing learning and gained experiences

Upfront process definition often biased by previous practices

Tool-based RM solution often doesn’t tap the full potential of advanced RM practices

High overhead of planning and, quite often, re-planning

Long lead time until monetization of results

Upfront process definition often doesn’t take advantage of tool features

Predefined evaluation criteria often degrade during tool usage

Capabilities of tool-based RM solution can hardly be assessed based on tool features alone


RM Solution = RM Processes + RM Tool

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RM Processes RM Tool

Optimal Selection & Design of Tool Support

Optimal Benefit from Tool Capabilities


Scrum

Sprint Planning

Increment

Sprint1-4 Weeks

Agile Iteration Cycle (Sprint)

Sprint Review & Retrospective

Daily Scrum

Tasks

SprintBacklog

Backlog

Items

ProductBacklog

Backlog

Items

9

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Sutherland &Schwaber (2017)

Scrum Guide(Nov 2017 Version)Authoritative reference of the Scrum method


10

Value


11

Create value!

Stakeholder(s’) value(s)

Continuous flow of (fast) results

Incremental steps & stages

Iterative cycles, activities & learning

Driving change & improvement

Value


Steer Agile Projects by Vision, Goal & Value

12

Tool-Based Requirements Practices§ Information Structures§ Work Practices

RM Tool

Customization

Qualification & Enablement§ Guidelines§ Training§ etc.

Operational Platform

Stakeholders

Architecture of Future Tool-Based RM Solution

VisionGoal(Sprint / Release)

Stakeholder Value

Stakeholders

RM Team

SolutionIncrement

Sprint 1

Stakeholders

RM Team

SolutionIncrement

Subsequent Sprints …Sprint 2


RM Tool Stakeholder Map

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Requirements Management Tool Solution

Generic Stakeholder Map of Abstract Roles for “Tool-Based RM”

User

PersonsResponsible

Beneficiary(Team / Group)

Beneficiary(Individual)

Sponsor


RM Tool Stakeholder Map

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User



Sponsor

PersonsResponsible

ProjectManager

Department

ProjectManager

Pilot Project

ProductManager

Department

ProductManager

Pilot Project

ProjectManagerDivision

ProductManagerDivision

GeneralManagerDivision

Test ManagerDepartment

Test ManagerPilot Project

Development LeadPilot Project

RM ToolApplication Owner

RequirementsEngineer / RM Tool Admin

(RM Tool Focus)

RequirementsEngineer / RM Tool Admin(Process / Method Focus)

Quality ManagerDivision

ValidationEngineer

Pilot Project

Example Stakeholder Map for “Tool-Based RM”

Concrete Roles

Abstract Roles


Form Cross-Functional Core Team

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Core Team

Method Expert Design RM approach

Tool Expert Decide about tool customization

Business Expert Input needs and opinions of users(in this case: requirements engineers, business analysts)

Work with three roles from the very beginning:

MethodExpert

ToolExpert

BusinessExpert


Target Image for Planning Tool-Based RM

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RM Tool

Customization



Human Resources:Education &

Career Development

Relevant Organizational Functions for Support & Control

Elements of RM Tool Operation & UseKey Support Roles

Lead User

ProcessManager

IT OperationsAdministrator

ToolAdministrator

Procurement

Management

IT Operations


Incrementally Build RM Tool Solution

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User



Sponsor

PersonsResponsible

ProjectManager

Department

ProjectManager

Pilot Project

ProductManager

Department

ProductManager

Pilot Project

ProjectManagerDivision

ProductManagerDivision

GeneralManagerDivision

Test ManagerDepartment

Test ManagerPilot Project

Development LeadPilot Project

RM ToolApplication Owner

RequirementsEngineer / RM Tool Admin

(RM Tool Focus)

RequirementsEngineer / RM Tool Admin(Process / Method Focus)

Quality ManagerDivision

ValidationEngineer

Pilot Project

Concrete Roles

Abstract Roles


Incrementally Build RM Tool Solution: Agile Sprints

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Vision

Stakeholders

RM Team

SolutionIncrement

Sprint 1 Sprint 2 Sprint 3

Stakeholders

RM Team

SolutionIncrement

Stakeholders

RM Team

SolutionIncrement


RM Tool

Customization



StakeholdersSprint GoalsMarket Requirements for Product Managers in Pilot Project

Market Requirements for Product Managers on Department Level

Acceptance Tests in Pilot Project and on Department Level


Case Study: Prototype (Evaluation) & Piloting „RM with Jama“

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Mar Apr May Jun

20 May 2015Pilot presented

25 March 2015Kick-Off Meeting

Evaluation of Tool-Based RMInvestigate viability of tool

22 April 2015Decision: Pilot

Piloting of Tool-Based RMSet up RM solution in project context & collect experience

Install & consolidate Jama (on premises)

Customize & coordinate RM solution based on Jama

Coordinate & define requirements structures & intended RM approach

Document RM solution & user guidesEvaluation and introduction of tool-based requirements management (RM) with Jama

Rapid approach within less than three months, involving prototype and pilot projectProject at provider of software-based services, at team size of approx. 15 persons

Present & coordinate prototypical RM solution using external Jama evaluation instance


Case Study: Gradually Evolve RM Practices along with Increasingly Powerful Tool Support

Case study environment: Introduction of tool-based RM during an early phase of a large bidding/RFP and development project

The project initially had documented requirements using Microsoft Excel

In a first step towards tool-based RM practices, requirements structuring in Microsoft Excel was extended and enhanced

In parallel, additional requirements information was started to be documented in Atlassian Confluence

Subsequently, Atlassian Jira and add-on product Requirements Management for Jira (R4J, by ease solutions) were introduced, and requirements practices were further enhanced using this tool support

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Microsoft Excel(existing initial version)

Microsoft Excel(optimized version)

Atlassian Jira

Atlassian Confluence

Atlassian Jira withease solutions R4J*

* = Requirements Management for Jira (R4J)


Experience: Agile Board Makes Activities around Tool-Based RM Visible across the OrganisationDisplaying sprint planning and progress using an agile board makes activities on tool-based RM visible across the organization

This helps drawing attention to tool-based RM, which otherwise might easily become second-class citizen

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Scrum Board by Barcoo, CC BY 2.0https://www.flickr.com/photos/barcoo/5901417646/


Benefits Observed

Achieve relevant results fast

Focus activities and link them with direct value

Support and engage key stakeholders very rapidly

Ensure quality of tool selection

Ensure design of tool-based RM solution


Challenges to Be Mastered

Break down the work into valuable, workable sprints

Achieve understanding and support of agile approach

Attain stakeholder collaboration

Secure visibility at sponsors

Manage pull from too many stakeholders simultaneously


Thank you!

Contact

Dr. Andreas Birk

[email protected], LinkedIn, Google+www.swpm.de

Blog & Resources: MakingOfSoftware.com


Documents

Wie ein guter Schuh, der passt Requirements-Tools agil