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Thismodulewewillfocusonstakeholders

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Theobjec8vesofthismodulearetoprovidemethodstovalidatetheneedor

opportunitystatement,toprovideanunderstandingofthedifferentkindsof

stakeholders.Youwilllearnhowtoiden8fystakeholderexpecta8onsandtocreatea

setofstakeholderrequirementsinthevoiceofthecustomer.Lastlyyouwill

understandhowtocategorizestakeholderrequirementsascapabili8es(e.g.

func8ons),characteris8cs(overallnon-func8onalrequirements,e.g.performance).No8cethatweusethetermVoiceoftheCustomerbecausethatisawidelyused

term,however,wemeanVoiceoftheStakeholderforthisclass.

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Transla8ngtheneedoropportunityintostakeholderrequirementsisacri8calini8al

stepintheprocess,ifdoneimproperlythefinalsystemmaymeetallthesystem

requirementsbutitmaynotmeettheneed.Inotherwords,thesystemisbuiltright,

butnottherightsystemisbuilt.TheVoiceoftheCustomerisoneconceptthatcan

beappliedtoensuretherightsystemisbuilt;conceptengineeringisanother.

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Aswegothrougheachstepoftheroadmapandthesystemengineeringthought

processbecomesclearer,youmayfindthattheoriginalneedstatementdoesnot

adequatelyexpresstheneed.Asaresult,youwillprobablyendupchangingor

itera8ngtheneedstatementseveral8mesthisisanormalpartoftheprocess!

EberhardtRech8nwasahighly-respectedsystemsengineerandsystemsarchitect.WhileattheJetPropulsionLaboratory,hewaschiefarchitectofNASA'sDeepSpace

Network,anetworkoflargeantennasandcommunica8onsystemsforcontrolling

andcommunica8ngwithdeep-spaceprobes.HewasalsodirectoroftheDefense

AdvancedResearchProjectsAgency(DARPA),aswellaspresidentandCEOofthe

AerospaceCorp.Heauthoredtwobooks,"SystemsArchitec8ng,Crea8ngand

BuildingComplexSystems,"and"TheArtofSystemsArchitec8ng."

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Againthedetailedroadmapofthetechnicalprocessesthatwearefollowing,asseen

inthepriormodule.Wehavenowmovedinsidetheprimaryopera8onal

environment(thatisthespacewearetarge8ngas:opera8onal)Nowthatwehave

selectedthecustomerneedtoaddress,thenextstepontheroadmapistoiden8fy

thekeystakeholdersandtheirrequirements;theupperle,topbluebox.

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Thesearemul8plecategoriesofstakeholders,withimportantdis8nc8ons:

Ac8vestakeholdersinteractwiththesystemonceitisopera8onalandinuse

theyprovideinputsto,andreceiveoutputsfrom,thesystemofinterest.Both

humanusersandexternalsystemsthatinteractwiththe(yet-to-be-defined)system

ofinterestwhenitisopera8onalareconsideredac8vestakeholders.

Passivestakeholdersprovideimportantrequirements,constraints,orotherwiseinfluencethesystem,buttheydonotinteractwithorusethesystem

whenitisopera8onal.

Acustomerorsponsor(payer)canbeeitheranac8veorapassive

stakeholder.Customerandsponsormaybeusedinterchangeablybutitiscri8calto

knowwhoispaying!

Aswewillseeinalatermodule,ac8vestakeholderinterac8onswillbefully

describedinsequencediagramsorusecasescenariosthatdefinethedesired

behaviorofthesystem.

Sincebydefini8on,passivestakeholdersdonotinteractwiththesysteminuse,they

arenotincludedintheusecasescenariosorsequencediagrams.

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Besurepauseandreviewthislistofsomeofthecategoriesofstakeholders.For

projects,itisimportantthatyouhavefullyiden8fiedthestakeholdersforyour

system,bothac8veandpassive.ThepaperbyIanAlexandercalledBeingClear.is

anexcellentresource,andisprovidedinalatermodule.

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Nowthatwehavethelistofstakeholders,andhavecreatedthecategories

(ac8ve,passive,customer),wewillexamineiden8fyingstakeholderexpecta8ons.

Thatis,howdoweknowwhatthestakeholderexpectstodo,andother

characteris8csthattheywant.Whydotheywantthese?

Weareintheupperlebluebox,boomsec8on.

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Asstakeholderrequirementsaresolicited,itisimportanttodis8nguishbetween

capabili8es(orfunc8ons)requiredtobeperformedversuscharacteris8cswhichare

proper8esandtypicallynon-func8onal.Forexample,animportantcapabilityofan

ATMistobeabletowithdrawmoney24hoursaday.ButanATMsystem

characteris8cistobeavailable99.99%ofthe8me,24hours7daysaweek.

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Forexample,letsconsidertheno8onanddis8nc8onofcapabili8esand

characteris8cs,inthecontextofarobo8cmissiontocollectsoilsamplesfromMars

andreturnthemtoEarth.

Letsask,Whatfunc8ons,orcapabili8es,mustbeperformed?First,we

havetobeabletolaunchoursoil-collec8onsystem,andgetittoMars.Bythesame

token,itmustbecapableofleavingMarsandreturningtoEarth.

Next,arethefunc8onsorcapabilitytocollectsoilsamples,onceitisonMars.

Furthermore,itmustbecapableofscoopingupthosesamplesfromdifferentdepths

belowthesurface.

Considertherestofthebulletsonthisslide.No8cethattheyallspecifysome

func+ontobeperformedasopposedtohowwellitmustperformthefunc8on,or

howmuchthemissioncosts,orwhatthemissionschedulelookslike.Thisisthe

dis8nc8onbetweencapabili8esandcharacteris8cs.

*NotethatherethestakeholderisNASA,butitisbothanac8veandpassive

stakeholder.ThismissionisoperatedbyNASAJPLsotheywouldbeanac8vestakeholder.ThedeveloperandfunderisNASAAmes,andthelaerispassiveand

thecustomer/sponsor(payer).Thepayingstakeholder(e.g.fundingsource)couldbe

eitherac8veorpassive,ingeneral.

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Hereisarepresenta8vesetofcharacteris8csourstakeholderswanttoseeinordertoreturnsamplesfromMarstoEarth.

Inthefirstbullet,wespecifyhowmanykilogramsofMar8ansoilwewant

returnedtoEarth.Thatsaperformanceexpecta8on(characteris8c)thatdescribeshowwellwewanttoperformthefunc8onsofcollec8ngsoilsamplesandreturning

themtoEarth.(Bytheway,itslikelythatcollec8ngandreturning20kgtoEarthisverymuchmorechallengingthanreturning20grams.)

Alsoonthisslidearecharacteris8csthatspecifycostandschedule.No8cetoothatprobabilityofmissionsuccess(reliability)isalsospecified.Thetradi8onalili8es(reliability,availability,maintainability,supportability,etc.)areallcharacteris8cs.

Some8mes,itshardtotellwhetherastakeholderexpecta8onshouldbeclassifiedasacapabilityorcharacteris8c.Dontworrytoomuchaboutthatatthisstageoftheprocess.Themostimportantthingistocapturealltheimportantexpecta8ons,especiallythosethatwilldrivethesystemdesign.Later,whenwebegintodoourfunc8onalarchitectureofoursystem,itwillbecomeveryclear

whichoftheexpecta8onsareactuallycapabili8es.*NotethatherethestakeholderisNASA,butitisbothanac8veandpassive

stakeholder.ThismissionisoperatedbyNASAJPLsotheywouldbeanac8vestakeholder.ThedeveloperandfunderisNASAAmes,andthelaerispassiveandthecustomer/sponsor(payer).

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TheVoiceoftheCustomerinterviewsareforbridgingthegapbetweenthe

customer'sstatedrequirements-thatoenassumeasolu8on-andtherealneed

andtheassociatedrequirements.Ideally,theteammeetsthecustomerface-to-face

andasksaseriesofopen-endedques8ons.Theseques8onsaresolu8on

independent.VoiceoftheCustomerisastructuredprocessthatleveragesverba8m

transcriptsofthecustomerswordsandobserva8onstakenfromtheinterviewstodevelopinnova8vesolu8onstothecustomersneeds.

TheprocesscalledVoiceoftheCustomer(VOC)includescapturingexpecta8onsfrom

allthestakeholders(ac8veandpassive),aswellasthepayingcustomers.

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Customerinputcomesintwoforms:requirementvoices,asdescribedhere,and

requirementimages.

Requirementsvoicesareexplicitneeds,andaretypicallystatedasIneed.or

myorganiza8onfinds.frustra8ngandweneed..No8cethateventheexamples

attheboomoftheslidearenotyetstatedinsolu8on-independentterms.Given

thefirstrequirement,I'dask,"Whatcommunica8onsfeaturesdoyouactuallyuseatwork?Howwouldyouusethosefeaturesathome?"Giventhesecond,I'dask,"Why

doyouneedamanual?WhyisithardtoaddanISDNline?"Thegoalistogetas

completeanunderstandingoftheneedaspossible,independentofanysolu8onto

theneed.

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Animageisaverbal,impressionis8ccharacteriza8onofthe

customersenvironmentthatdescribeswhatlifeislikeforthemand/orwhat

mo8vatesthem.Imagesevoketheforcesplaceduponworkers,externalforcessuch

ascostpressure(Itsaproblem--iftheyarenotdialing,Iamlosingmoney)and

internalforcessuchasstress(Theleadingedgeissome8mesascaryplacetobe).

Imagesareanycustomerstatementsorobserva8onsthatdescribethecontextandcondi8onofuse.Imagesimplyproductrequirements,butdonot

specifythemdirectly.Imagesspecifyhowtherequirementsmaybeinterpreted,or

whatmayberequiredinthesalesprocess.Animageconjuresthevisual

representa8onofthecustomersenvironment,likeabsorbingascenethroughthe

lensofavideocamera.Imagescangiveaddi8onalcontexttotheproblemandini8ate

newlinesofinquiry.Inthelastexample,wemightask,Whatdoyoumeanbypulse?

Whyisthepulseimportanttoyourwork?

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Nowletsreviewtheseapproaches.

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Ofcourse,thisDilbertpanelisprobablyNOTthebestapproachtosolitcitstakeholder

requirements!

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Scenarios,stories,anduserexperienceswhenar8culatedappropriatelycanbe

verypowerfulrepresenta8onsofstakeholderexpecta8ons.

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Theflyonthewallapproachwasini8allyadoptedbytheMedicalImaginggroup

withinGeneralElectric.Developers,systemarchitects,engineerswereplacedwithin

hospitalsandlaboratoriestoobservefromtheinsidehowtheimagingequipment

wasbeingusedbythedoctorsandtechnicians.Whatwasworkingwell?Whatwas

notworkingwell?Howwelldidtheequipmentandothersystemsintegratewiththe

overallworkflow?HowcouldGEimprovethevalueproposi8onofitssystemstothedoctors,technicians,thebusinesssideofthehospitalsandlabs,andsoon.The

approachwasverysuccessful,andaffordedthedevelopmentteamuniqueinsightsto

allowveryfocusedandtargetedsystemimprovements,developmentofnew

solu8ons,beerintegra8onoftheequipmentintotheoverallworkflow.Basedon

thissuccess,anumberofotherGEbusinessunitshavesinceadoptedthisapproach

asastandardapproachtounderstandstakeholderexpecta8ons.

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AnotherexampleoftheflyonthewallapproachistheJapaneseteamwholivedin

Californiatoeffec8velymodelthelifestyleofthemarketsegmenttheywere

targe8ng.Presspauseandreadthisslide.

Anotherfascina8ngexample,fromadifferentangle,ispresentedinClayton

Christensen's"TheInnovator'sDilemma".Inthis1959case,theHondacorpora8on's

Los-Angeles-basedmotorcyclesalesteamquiteaccidentallyuncoveredahuge,un-metmarketneed--thedirt-bike.Itcameaboutwhenthisthree-personJapanese

team,senttoliveinanapartmentinLosAngeles,becamefrustratedattheirlackof

successincompe8ngagainstestablishedcompanieslikeHarley-Davidsoninselling

large"roadbikes."Oneday,theteamchieftookhislileHondaSuperCubu8lity

bikeoutonthedirttrailseastofLA,justtoventhisfrustra8on.Aerheandhis

colleaguesdidthisafew8mes,theywereno8cedbythelocals,whowantedtoknow

howthey,too,couldgetthosebikes.Theteamlistened,andsodidthecorpora8on.

Dirt-bikingcaughtoninabigway.AndthathelpedtheHondaCublinebecamethe

most-producedmotorcycleinhistory.

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SomewouldargueVoiceoftheCustomer/Stakeholderinterviewingisexclusivelyamarke8ngfunc8on.Whilemarke8ngplaysanimportantroleandmaywelleventakethelead,ifsystemsengineersarenotanintegralpartoftheteam,misunderstandingsmayoccurandimportantopportuni8escanbemissed.Thepurposeofthisprocessistogetadeeperunderstandingofthecoreissuesthatthecustomerexperiencesandtoensurethatthevoiceofthecustomerisheard,unfiltered,bytheteam.Thisisalsoanopportunityforreal8mefeedback.Pauseandreadthisslide.Thereareaddi8onalNotesexplainingaccountabili8esofthedifferentfunc8ons.IntheExploresec8on,therearefurtherdetailsaboutinterviewingtechniques.Belowaremoredetailsaboutthepurposeforstakeholderinterviewsandtheroles/accountabili8esofdifferentgroupswhoshouldbeaending.Purpose:Buildsskillsthatensuresthecustomerexperiencerevealsanunderstandingofthecustomersenvironmentandunstatedrequirementsthatenablessolu8onswithclearpointsofdifference-usestheProjectPlantotargetthebestinterviewees-validatesinterviewguide-probestheintervieweesdeeplytounderstandthecoreissuesofthecustomerexperience-ensuresthatthevoiceofthecustomerisheard,unfiltered,byteam-providesteamwithafacetofacecustomertouchpointforreal8mefeedback-preparesteamfortheimagediagrammingstepfollowingtheinterviews

ToolsandProductsof

theVOCProcess: NeedSupportFrom:Skilledinterviewers En8reProjectTeamInterviewguide MarketResearchInterviewschedule MarketResearchCustomertranscripts MarketResearchCustomerimages En8reProjectteam

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TheIcebergprincipleispredicatedontheobserva8onthatthecustomermaynotknowhowtobestformulatetheirrequesttogetwhattheyneed.Thecustomersexpressedinforma8oncontainsabout10%oftheinforma8on;theother90%isbelowthesurface.OnegoaloftheVoiceoftheCustomeristohelpthecustomerreformulatetheirrequestbybringingthekeyinforma8ontothesurfacebyusing

probingques8onsandac8velistening.TheFiveWhysisanexcellenttechniqueforproblemsolvingandisusedinrootcauseanalysis-theno8onisthatifyouaskwhyfive8mesyouwillalwaysgettotherootcause.Probingwillprovidethemostfer8ledata-Probedeeplytogettothetruerequirements.

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Inthiscase,customerswereabletoactuallyexperiencedthevariousproductsand

providedimmediatefeedbackaboutgoodfeatures,un-necessaryfeatures,etc.

SeethereferenceinNotes.

Reference:

hp://books.google.com/books?id=m9q4tCPAzPYC&pg=PA163&lpg=PA163&dq=Product+Value+Analysis+ron

+Sears&source=bl&ots=PKqkpaXWe0&sig=TUnGoI_9ppu2Z_D0WG5myFng4&hl=e

n&ei=sO2tS9KBBISdlg~mfCPAQ&sa=X&oi=book_result&ct=result&resnum=1&ved=0

CAYQ6AEwAA#v=onepage&q=&f=false

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InDemocra8zingInnova8on,EricVonHippelprovidesacomprehensiveanalysis

andanengagingargumentforcustomer-centeredinnova8ons.Usercentered

innova8onprocessesoffergreatadvantageoverthemanufacturer-centricinnova8on

developmentsystems.Usersthatinnovatecandevelopexactlywhattheywant,

ratherthanrelyingonmanufacturerstoactastheir(oenveryimperfect)agents

andadvancedusersandinnova8vecustomercanmoredirectlydevelopwhattheywant,ratherthanhavingdevelopmentorganiza8onsactastheiragents

Reference:

hp://books.google.com/books?

id=OZCpFX_7JesC&printsec=frontcover&dq=democra8zing+innova8on+eric+von

+hippel&hl=en&src=bmrr&sa=X&ei=sPmT-2tAuKK6QHvhN1K&ved=0CDoQ6AEwAA#

v=onepage&q=democra8zing%20innova8on%20eric%20von%20hippel&f=false

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LastletstakealookatJAD.

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JointApplica8onDevelopmentorJADwasdevelopedbyIBM.JADisamethodof

engagingthecustomerorend-userindefiningrequirements,bymeansof

collabora8veworkshops.Itrequiresacollegialandclose-workingrela8onship

betweencustomersanddevelopers,withafocusedintent.Onthedownside,it

requiresfacilitatorsandstaffexperiencedintheJADtechniques,andalsoacri8cal

mass(andmostimportantly)andrightmixofthecustomersanddevelopers.

Reference:hp://searchsowarequality.techtarget.com/defini8on/JAD

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So,letslookatasimpleexampleoftheprocessonhowtocapturestakeholder

requirements:

FirstbeginwiththeStakeholdersRequirementsVoice.(Fromtranscripts)Weneed

tobeabletousethenewscreenswithoutalotofnewdocumenta+onortraining;

movingthebuEonsaroundandmakingitpreEydoesntdoit.

Thensupportthestakeholder/customervoicewithCustomerImages,e.g.Lostopportunity:Thesepeoplewhoareusingthenewscreensareanswering60%ofall

callsandlosing40%

Fromthestakeholderrequirementsandtheimages,generateKeyWordsbasedon

stakeholderexperience(e.g.datascreens,input,output,viewing,customer

service,informa8onaccess,documenta8on,training)

Nowyouarereadytostartwri8ngtheStakeholderRequirements,inthiscasethe

beerversion,becauseitismorespecific,is:Thescreenlookssimilartoexis8ng

screens,withaminimumnumberofdifferences(good).

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Theformofthefinal,wrienstakeholderrequirementshouldcontainasubject,verb,

andmodifier.

Thesubjectisalwayswrienfromthestakeholdersperspec8ve.Examplesofthe

subjectmightbetheend-userorthesystemadministrator.

Theverborac8on,describesthemissingfunc8onality.

Themodifiersshouldbequan8fiableormeasurable.Thisisar8culatedinafullsentence:thestudentwantstoreadtheweeklydiscussion

ques8onswithlessthan3clicksfromanywhereonthescreen

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Asweallknow,itsimportanttogettherequirementsrightthefirst8me.Most

requirementserrorswillnotbediscoveredduringproductdesign.Whatthismeans

isthat,ifwestartwithmissingrequirementsorincorrectfacts,thereisnothingabout

thedesignprocessthatislikelytorevealthis.Itismorelikelythattheserequirement

errorswillshowupinSystemtest(ifwe'relucky)oraerdeploymentinthefield.

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Whatitcomesdowntois:reallyknowingthecustomerbecomeacustomer

advocate.Thissetofpragma8cprincipleswascompiledaspartofagroupsystems

engineeringeffortinINCOSEandwaseditedbyJoeDeFoe.Eachitemrepresentsa

principlethateitherledtosuccessfulsystemsengineeringwhenfollowed,orledto

difficul8eswhenignored.Aspragma8cprinciples,thesedonotrepresentacomplete

systemsengineeringprocessbutratherpiecesofgoodadviceforthesystemsengineer.Youmightwanttoprintthisoutforfuturereference.

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Consideringorganiza8onsusingaleanoragileapproach.Whatshouldbe

consideredwithstakeholdersandexpecta8ons?Thisup-frontworkiscri8calto

successfulprojects,butthelevelofdetailshouldbebalancedbytheamountof

understandingandtheriskassociatedwithchangesintheenvironment.The

iden8fica8onandinclusionofstakeholdersintheprocessup-frontisakeyfactorin

successfulsystemengineering:byprovidingvalueearly,forexampleviasimula8onsorearlycapabili8es.Maintaincontactwiththestakeholdersthroughregularreviews

andprogressdemonstra8ons.Mostimportantly,con8nuetovalidatethesolu8on

concept/constraints,and(re)nego8aterequirementsastechnicalissuesarisethat

impactstakeholderwincondi8ons.

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Thisconcludesourlecture(s)oniden8fyingstakeholders,understandingtheir

expecta8onsandwri8ngstakeholderrequirements.

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LetslookattheOnlinePurchasingneedagainfromthelastmodule.Thenwewill

determinestakeholdersandtheirexpecta8onsforonlinepurchasingcapability.

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HereistheneedforonlinepurchasingConsumersneedawaytoeasilybrowseand

purchaseamul8tudeofproductsovertheinternet.

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Ontheleisalistofac8vestakeholdersforonlinepurchasing.Thesearethe

stakeholderswhowillactuallyusethesolu8ononceitisopera+onal.Notethat

externalsystems(e.g.Financialins8tu8ons,Shippingcompanies)arealsoconsidered

stakeholders.Notethatthepayingcustomerisclearlydelineated(corp

management).Payingcustomerscanbeeitherac8veorpassivestakeholders,butin

thisexampletheyareac8ve.

Ontherightsideisalistofpassivestakeholders.Thesearestakeholderswho

influencethesolu8onviarequirementssuchasstandardsandregula8ons(e.g.FCC,

DOT,Taxauthori8es),compe8tors,anddevelopers,testers.

Last,notethatoneofthestakeholderswasaddedaerconceptselec8on(in

thenextmodule).Thisitera8onoccursasthesolu8onisselected,andthroughoutthe

designofthesolu8on,asmoreisunderstood.Itiscri8calthatthestakeholderlist

andexpecta8onsarekeptup-to-datetoensuretraceabilitybetweenthesystem

requirements/designandthestakeholders/needs/expecta8ons.

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Thisslideandthenextlistrepresenta8veexamplesofac8vestakeholder

requirementsandexpecta8ons.Thesearewrienfromtheviewofthestakeholder

becausesolu8onsarenotyetknown.

Notethatbothcapabili8es(func8ons)andcharacteris8cs(overall

performance,ili8es,etc)areincluded.Notesolu8on-free.

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Thiscontainsexamplesofpassivestakeholderrequirements.