estimating the requirements determination of a project
DESCRIPTION
This webinar presented a good balance between stressing the business basis for requirements, and an approach to estimating what it will take to obtain them in a product initiative. Considering the three levels of requirements: •Business Requirements - "Why the project is being undertaken." •User Requirements - "What users will be able to do with the product." •Engineering Requirements - "What engineers need to develop." Success is going to be about getting the upstream business requirements right, and then ensuring logical flow between downstream activities.TRANSCRIPT
Copyright © 2010 Fish, Gilbert & Associates, LLC, All Rights Reserved http://www.hfgilbert.com.
The Business Basis forSoftware Requirements
andEstimating the
Requirements Determination Portionof a
Product Development Project
By Harry F. Gilberthttp://www.hfgilbert.com
Copyright © 2010 Fish, Gilbert & Associates, LLC, All Rights Reserved http://www.hfgilbert.com.
Purposes
• Provide a solid understanding of the business basis for requirements, and,
• How to estimate the time and resources needed to conduct the requirements determination phase of a software development project.
• While primarily focused on software development, the concepts here are applicable to the development of any product, not just software.
Copyright © 2010 Fish, Gilbert & Associates, LLC, All Rights Reserved http://www.hfgilbert.com.
Getting it Wrong
Copyright © 2010 Fish, Gilbert & Associates, LLC, All Rights Reserved http://www.hfgilbert.com.
Formal requirements come from three sources
Business
Product
User
Level 1:Why the project
is being undertakenfrom a business perspective
Level 3:What developers
need to build
Level 2:What users will be ableto do with the product
Market
Copyright © 2010 Fish, Gilbert & Associates, LLC, All Rights Reserved http://www.hfgilbert.com.
Context of Requirements Determination Estimating
Why is requirements estimating performed?
• Respond to a request for estimate• Help client to define the scope of a project• Define resources, skills, and effort • Fit schedule and resource availability
Copyright © 2010 Fish, Gilbert & Associates, LLC, All Rights Reserved http://www.hfgilbert.com.
Context of Requirements Determination Estimating
When is estimating performed?• Pre-planning • Response to request• Negotiations
Limits of the estimate:• Covers only the requirements determination part
of a development projectPlan
Define
Design
Deploy
Test
Maintain Retire
RequirementsDetermination
Construct
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Understandthe
problem
Requirements Determination and the Systems Life Cycle
Work from the abstract to the concrete:
Scope
High-Level (Business) Requirements
Detailed (System) Requirements
DesignConstructTestImplement….
WHY
WHAT
HOW
RequirementDetermination
Solvethe
problem
Estimate
Copyright © 2010 Fish, Gilbert & Associates, LLC, All Rights Reserved http://www.hfgilbert.com.
Understanding the Scope Statement
FunctionalSummary
ContextDiagrams
FeatureSet
BusinessObjectives
Scope Statement
Interfaces toExternal
Environment
InterfaceswithinClient
Environment
BusinessProcess
Diagrams
Industry Process and
Data Frameworks
This is the scope of the solutionrather than the project scope.
Scope Statement
Identifies the key business features of the proposed
solution, and the systems, agents and organizations
which define the boundaries for the solution.
Copyright © 2010 Fish, Gilbert & Associates, LLC, All Rights Reserved http://www.hfgilbert.com.
Understanding High-Level Requirements
Business (High-Level) Requirements
A collection of statements that identify the breadth of what a
solution must provide in order to meet the business needs.
Provides an overview of end-to-endbusiness activities, identification
of functions and interfaces,applicable business policies,
and non-functional constraints.
Business Requirements
SystemInterface
Requirements
FunctionalRequirements
Non-FunctionalRequirements(Constraints)
UserRequirements
ConceptualBusiness
Data Model
BusinessRequirements
InitialUseCaseID,
Summary,Actor List,Diagrams
IdentifyBusiness
Rules
BusinessPolicies
Enhancement or supportprojects may have logicaldata models available at
this level also
Information Flow within Requirements Determination
FunctionalSummary
ContextDiagrams
FeatureSet
BusinessObjectives
Scope Statement
Interfaces toExternal
Environment
InterfaceswithinClient
Environment
BusinessProcess
Diagrams
Industry Process and
Data Frameworks
SystemInterface
Requirements
FunctionalRequirements
Non-FunctionalRequirements(Constraints)
UserRequirements
ConceptualBusiness
Data Model
BusinessRequirements
InitialUseCaseID,
Summary,Actor List,Diagrams
IdentifyBusiness
Rules
BusinessPolicies
Enhancement or supportprojects may have logicaldata models available at
this level also
Business Requirements
SafetyRequirements
QualityAttributes
SecurityRequirements
PerformanceRequirements
Non-Functional Requirements (Constraints)
UserRequirements
SystemInterface
Requirements
BusinessRules
FunctionalRequirements
System Requirements
LogicalBusiness
Data Model
UseCasesEstimate
Copyright © 2010 Fish, Gilbert & Associates, LLC, All Rights Reserved http://www.hfgilbert.com.
Copyright © 2010 Fish, Gilbert & Associates, LLC, All Rights Reserved http://www.hfgilbert.com.
How to estimate requirements time and resources
• Estimating the requirements determination phase of a development project is an iterative process
• It requires cooperative interaction between the client, the project / program management, and the requirements determination team
Copyright © 2010 Fish, Gilbert & Associates, LLC, All Rights Reserved http://www.hfgilbert.com.
Estimating Requirements Determination Activities
The estimate can not and does not include:• Tasks outside of requirements determination• Work performed by 3rd party suppliers• Impact of resource unavailability *• Impact of quality or availability of documentation not
meeting commitments*• Changes to overall scope after project is initiated*• Changes to complexity discovered during the
requirements determination work sessions*
* These items are handled via change request
Copyright © 2010 Fish, Gilbert & Associates, LLC, All Rights Reserved http://www.hfgilbert.com.
Critical Success Factors for Accurate Estimates
• Defined business goals, context, and rationale.• Functionally decomposed business model.• Analysis of functional complexity.• Skilled, trained RD team following process and
methodology.• Committed SMEs and stakeholders providing business,
regional, user, and technical knowledge.• Participants have adequate time for preparation and
participation to follow planned work session schedule.• Adequate physical / communication facilities.• Regional and cultural issues are considered.• Quality is built into the requirements determination
process, not “inspected in” afterward
Copyright © 2010 Fish, Gilbert & Associates, LLC, All Rights Reserved http://www.hfgilbert.com.
Functions
Decompose the project scope into functions• A function designed to perform a business purpose
• What something is used for, how it is expected to perform. • A not-yet-formalized requirement, or set of requirements.
• Functions must align to business goals and objectives. • Example:
Functions such as “Provide Payments to Contractors” and “Enable Schedulers to Estimate and Schedule Jobs” should align with one or more business goals such as “Provide Accurate Estimates for Prospective Customers,” or with an objective such as “Ninety Percent of All Estimate Requests will result in a Scheduled Job.”
Copyright © 2010 Fish, Gilbert & Associates, LLC, All Rights Reserved http://www.hfgilbert.com.
Features
Functions decompose into features• Features are the characteristics and implementation details
of functions
• Features align to functions
• They are based on user requirements, business rules, constraints, and quality attributes*
• Features determine the complexity of functions
* Non-functional requirements used to evaluate the performance of a system.
Copyright © 2010 Fish, Gilbert & Associates, LLC, All Rights Reserved http://www.hfgilbert.com.
Deriving Functions from a Scope Statement
• Maintain a list of authorized schedulers• Add, View, Edit, Report
• Maintain a list of authorized contractors and the contractor’s location and area of operation
• Browse, View, Query, Add, Edit, Status, Report, Define area of operation
• Maintain a list of jobs and the area in which the job is performed
• Browse, View, Query, Add, Edit, Status, Report
Functions
Features
Statement“We need to allow schedulers to be able toassign contractors to jobs within thecontractor’s local area”
Copyright © 2010 Fish, Gilbert & Associates, LLC, All Rights Reserved http://www.hfgilbert.com.
• Preliminary discussions• Discussions with customer and Subject Matter
Experts, which lead to a Project Profile• Context and Business Process Model diagrams• Existing requirements documentation• Existing system documentation• Decomposition of existing screens
• Service Request documentation• Project Charter• Project Description• Question and response documents
• Detailed requirements estimating negotiations
Where to obtain information for Plan & Define estimates?
Copyright © 2010 Fish, Gilbert & Associates, LLC, All Rights Reserved http://www.hfgilbert.com.
Business Process Modeling
Process: A series of activities with a defined deliverable(Example: the goal of a Sales Process is a signed contract)
Activity: A sub-process, function, or objective within the process(Example: Identify a potential customer)
Task: A component of an activity(Example: Establish creditworthiness)
Step: An action taken to accomplish a task(Example: Look up the credit history)
• A business accomplishes its goals and needs through processes.• A process consists of activities assigned to resources• Resources perform tasks (consisting of steps).
Business Need Processes Activities Tasks
Operational Definitions
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1. Produce & DeliverProduct
BusinessNeeds
1.1. Plan & Acquire Resources
1.2. Convert Resources toProducts
1.3.Processes
1.1.1. ObtainMaterials &Supplies
1.1.2.ScheduleProduction
1.1.3.
1.1.1.1. Complete Purchase Order
1.1.1.2. Send Order to Supplier
1.1.1.3.
Activities
Tasks
2. 3.
Business Process Decomposition
Steps…..
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Level 2
Level 1Level 3
Multi-Level and End-to-End Business Process Models
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Multi-Level and End-to-End Business Process Models
Sales Process – page 1 of 2
DevelopInterest
4.1 Determine customer audience
4.2 Assemble presentation team
4.3 Prepare demonstration materials and equipment (if needed)
4.4 Give Level 2 presentation, detailed presentation, and / or demonstration. Marketing reviews presentation / demonstration
4.5 Provide follow-up information (e.g., contact information, meeting schedules)
4.6 Review & track. Inform account, marketing, sales, and support organizations of presentation results (Stop or Continue)
44
AttractInterest
3.1 Determine customer audience
3.2 Assemble presentation team
3.3 Give Level 1 presentation. Marketing reviews presentation
3.4 Provide follow-up information (e.g., further offerings detail, preview material for next presentation)
3.5 Review & track. Inform account, marketing, sales, and support organizations of presentation results (Stop or Continue)
33
For immediate opportunities Proceed to Identify Opportunity
IdentifyCustomer
1.1 Gather contact information for account and sales executives and customer
1.2 Gather customer information
1.3 Determine sales approach
1.4 Review & track.
11New
Business
ContactCustomer
2.1 Call account executive2.2 Call sales executive2.3 Provide follow-up
information (e.g., service line portfolio)
2.4 Educate and coordinate activity with account and sales executives
2.5 Send customized contact letter to customer. Marketing reviews letter
2.6 Call customer2.7 Provide follow-up
information (e.g., brochures, etc.)
2.8 Review & track. Inform account, marketing, sales, and support organizations of contact results (Stop or Continue)
22
For immediate opportunities Proceed to Identify Opportunity
IncrementalBusiness
Client Example
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Sales Process – page 2 of 2
PursueOpportunity
6.1 Pursuit team meets and follow-up with customer to define opportunity (repeat as needed)
6.2 Account, marketing, sales, and support organizations produce proposal for customer. Marketing reviews proposal
6.3 Delivery organizations are notified of potential staffing requirements and availability date
6.4 Respond to customer inquiries and requests for further information
6.5 Assist customer with purchasing process requirements and responds / negotiates as needed
6.6 Review & track. Inform account, marketing, sales, and support organizations of pursuit status. (Stop or Continue)
66
CloseSale
7.1 Delivery team identified7.2 Business Partner
Agreements are formalized between account and delivery organizations
7.3 Delivery team leaders meet with customer to define project and develop Statement of Work, if necessary (repeat as needed)
7.4 Customer signs Statement of Work, if necessary - delivery begins
7.5 Account establishes billing arrangements with customer
7.6 Review, document & track. Inform account, marketing, sales, and support organizations of deal results
77
IdentifyOpportunity
5.1 Support and delivery organizations meet and follow-up with customer to identify opportunities (repeat as needed)
5.2 Account, marketing, sales, and support organizations prioritize identified opportunities (Stop or Continue)
5.3 Pursuit team is organized to further define opportunity for proposal development
5.4 Review, document & track. Inform account, marketing, sales, and support organizations of identified opportunities
55RenewalBusiness
Client Example
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Copyright © 2010 Fish, Gilbert & Associates, LLC, All Rights Reserved http://www.hfgilbert.com.
Project Profile
A formal set of interviewquestions asked to
better understand thepurpose of a project
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Project Profile
Can be created pre- or post-Service Request
Copyright © 2010 Fish, Gilbert & Associates, LLC, All Rights Reserved http://www.hfgilbert.com.
Extract from Project Charter and Scope Documents
PROJECT SCOPE
This project will determine best practices and products to develop a product track and trace application that meets the global requirements of each user region (Asia Pacific, North America, Europe) in our corporation. This includes manufacturing, assembly, and co-located joint venture and supplier operations.
The system architecture will be scalable in design to support both low and high volume plants.
The system interfaces will be required to meet the needs of both in plant and off-site manufacturing operations. The reporting toolbox will be compliant with Quality and Engineering business owner requirements to track local, regional and global common parts from birth to end-product fielding.
PROJECT SCOPE
This project will determine best practices and products to develop a product track and trace application that meets the global requirements of each user region (Asia Pacific, North America, Europe) in our corporation. This includes manufacturing, assembly, and co-located joint venture and supplier operations.
The system architecture will be scalable in design to support both low and high volume plants.
The system interfaces will be required to meet the needs of both in plant and off-site manufacturing operations. The reporting toolbox will be compliant with Quality and Engineering business owner requirements to track local, regional and global common parts from birth to end-product fielding.
Client Example
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PROJECT OBJECTIVES – Business FunctionalityDesign a software application that supports one global business process for shipping zero defect parts. These plan and define efforts shall include but not limited to:
1.Build a set of manufacturing quality requirements in accordance to be approved by the Corporate Manufacturing Committee
2.Build a set of manufacturing quality requirements in accordance with Corporate Quality Procedures. These plan and define efforts should include but not limited to:
a. Trace quality data for all corporate-made components. b. Trace the following quality on-site manufacturing operations: load, unload, component
marriage points, component divorce points, scrap, rework, hot test, cold test, racking, storage, shipping.
c. Trace manufacturing operations performed off-site of the plantd. Trace storage locations both plant on-site and off-site e. Trace manufacturing process operations performed off-site f. Trace supplier in-bound material. This requirement is dependent on global labeling
standards and therefore may remain as a requirement for future execution.g. Create business case for trace functionality at casting plants.h. Traceability of software versions used in the product
3.Capability to support stand alone manufacturing plants or those manufacturing plants collocated with assembly operations
PROJECT OBJECTIVES – Business FunctionalityDesign a software application that supports one global business process for shipping zero defect parts. These plan and define efforts shall include but not limited to:
1.Build a set of manufacturing quality requirements in accordance to be approved by the Corporate Manufacturing Committee
2.Build a set of manufacturing quality requirements in accordance with Corporate Quality Procedures. These plan and define efforts should include but not limited to:
a. Trace quality data for all corporate-made components. b. Trace the following quality on-site manufacturing operations: load, unload, component
marriage points, component divorce points, scrap, rework, hot test, cold test, racking, storage, shipping.
c. Trace manufacturing operations performed off-site of the plantd. Trace storage locations both plant on-site and off-site e. Trace manufacturing process operations performed off-site f. Trace supplier in-bound material. This requirement is dependent on global labeling
standards and therefore may remain as a requirement for future execution.g. Create business case for trace functionality at casting plants.h. Traceability of software versions used in the product
3.Capability to support stand alone manufacturing plants or those manufacturing plants collocated with assembly operations
Extract from Project Charter and Scope Documents
Client Example
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• Traceability of software versions in allmodules as shipped
• Expanded traceability to support off line processing
• Traceability of purchased parts
WinTerm
Flow
RepairLoop
Load Test
InOut
CareandRack
ECV/Button Up-
Production Inventory
Shipping
QUALITY
Expanded traceability by lot number
Expanded containment capability for internal or commercial customers
•Campaign Manager•Repairs & Quality Gates•Export and Import Serial Numbers•Retrieve Serial Number History
CDM
• Support of shipping processes for delivery off or on campus• Expanded traceability for off-site locations
WinTerm
Report Admin.
Plant Configuration Data & Reporting
CDMExpanded traceability of common products across regions
Extract from Customer Overview Diagrams
Track and Trace Program OverviewTrack and Trace Program Overview
Client Example
Copyright © 2010 Fish, Gilbert & Associates, LLC, All Rights Reserved http://www.hfgilbert.com.
• Traceability of software versions in allmodules as shipped
• Expanded traceability to support off line processing
• Traceability of purchased parts
WinTerm
Flow
RepairLoop
Load Test
InOut
CareandRack
ECV/Button Up-
Production Inventory
Shipping
QUALITY
Expanded traceability by lot number
Expanded containment capability for internal or commercial customers
•Campaign Manager•Repairs & Quality Gates•Export and Import Serial Numbers•Retrieve Serial Number History
CDM
• Support of shipping processes for delivery off or on campus• Expanded traceability for off-site locations
WinTerm
Report Admin.
Plant Configuration Data & Reporting
CDMExpanded traceability of common products across regions
Extract from Customer Overview Diagrams
Track and Trace Program OverviewTrack and Trace Program Overview
Client ExampleFunctional Groupings Functions
Traceability of software version inall module as shipped
Expanded traceability to support off-line processingTraceability of purchased parts
TraceabilityTraceability of common products across regionsTraceability by lot number
Expanded containment capability for internal or commercial customersSupport of shipping processes for deliver on- or off-campusExpanded traceability for off-site locations
Quality Quality functions
Global Multi-lingual / global support
Reporting Expanded reporting capability
Analysis of Vendor Capabilities
COTS Analysis Comparison to project requirements
COTS vendor short-list selection
Copyright © 2010 Fish, Gilbert & Associates, LLC, All Rights Reserved http://www.hfgilbert.com.
Extract from Existing or Prototype Screens
Plant Overview
Client Example
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Prioritizing Functions
• Prioritization is essential to successfully estimate requirements determination activities.
• Prioritization is the process of assigning a precedence that orders or ranks one function or requirement over another.
• Prioritization allocates resources to the most important requirements and facilitates making decisions about which to implement and when to implement them.
Copyright © 2010 Fish, Gilbert & Associates, LLC, All Rights Reserved http://www.hfgilbert.com.
Prioritization Benefits
• Helps stakeholder focus • Surfaces trade-offs among competing project
goals • Minimizes politics and personal biases • Improves communications • Creates stakeholders buy-in• Control scope creep• Framework for ongoing prioritization• Plan software releases
Copyright © 2010 Fish, Gilbert & Associates, LLC, All Rights Reserved http://www.hfgilbert.com.
High-level overview of requirements estimating process
1. Work with the scope statement, process models, other documentation, and the customer to get a reasonably clear idea of the project
2. Break the solution down into functional groups, component functions and the complexity of each (features)
3. Prioritize the functionality (at this point requirements not uncovered)
4. Consider cultural and environmental issues, and the knowledge and availability of participant stakeholders
5. Consider the skills needed to do the requirements determination
6. Estimate the raw effort hours needed to elicit and document the requirements
7. Adjust the raw effort hours for cultural and environmental factors
8. Calculate the man-hours based on resourcing9. Calculate calendar time based on schedules, and cost10. Iterate, negotiate.
Copyright © 2010 Fish, Gilbert & Associates, LLC, All Rights Reserved http://www.hfgilbert.com.
Quality / Availability of Business Process Models
Copyright © 2010 Fish, Gilbert & Associates, LLC, All Rights Reserved http://www.hfgilbert.com.
Functional Groupings Functions
Traceability of software version inall module as shipped
Expanded traceability to support off-line processingTraceability of purchased parts
TraceabilityTraceability of common products across regionsTraceability by lot number
Expanded containment capability for internal or commercial customersSupport of shipping processes for deliver on- or off-campusExpanded traceability for off-site locations
Quality Quality functions
Global Multi-lingual / global support
Reporting Expanded reporting capability
Analysis of Vendor Capabilities
COTS Analysis Comparison to project requirements
COTS vendor short-list selection
Client ExampleEstimating Functional Requirements
Copyright © 2010 Fish, Gilbert & Associates, LLC, All Rights Reserved http://www.hfgilbert.com.
Client ExampleEstimating Functional Requirements
Complexity = Number and Complexity of Features such as screens,reports, calculations, rules, constraints
Business Requirements Functions Complexity Need BPM Use
CasesExternal
InterfacesBusiness
RulesQuality
AttributesBusiness
RequirementsSystem
Requirements
Traceability of software version in engine or transmission module as shipped
M Yes 1 1 3 3 3 5
Expanded traceability to support off-line processing
M Yes 1 1 3 3 3 5
Traceability of purchased parts M Yes 1 5 3 3 3 5
Traceability Traceability of common products across regions
M Yes 1 3 3 3 3 5
Traceability by lot number M Yes 1 1 3 3 3 5Expanded containment capability for internal or commercial customers
M Yes 1 5 3 3 3 5
Support of shipping processes for deliver on- or off-campus
None No 0 0 0 0 0 0
Expanded traceability for off-site locations
None No 0 0 0 0 0 0
Quality Quality functions M Yes 1 0 3 3 3 5Global Multi-lingual / global support M Yes 1 0 3 3 3 5
Reporting Expanded reporting capability H Yes 1 2 5 5 5 10Analysis of Vendor Capabilities None No 0 0 0 0 0 0
COTS Analysis Comparison to project requirements None No 0 0 0 0 0 0COTS vendor short-list selection None No 0 0 0 0 0 0
Standard Nonfunctional From Nonfunctional Tab 15 0 0 0 15 15 15 45
Functional Groupings
Copyright © 2010 Fish, Gilbert & Associates, LLC, All Rights Reserved http://www.hfgilbert.com.
Client ExampleEstimating Functional Requirements
Complexity = Number and Complexity of Features such as screens,reports, calculations, rules, constraints
Business Requirements Functions Complexity Need BPM Use
CasesExternal
InterfacesBusiness
RulesQuality
AttributesBusiness
RequirementsSystem
Requirements
Traceability of software version in engine or transmission module as shipped
M Yes 1 1 3 3 3 5
Expanded traceability to support off-line processing
M Yes 1 1 3 3 3 5
Traceability of purchased parts M Yes 1 5 3 3 3 5
Traceability Traceability of common products across regions
M Yes 1 3 3 3 3 5
Traceability by lot number M Yes 1 1 3 3 3 5Expanded containment capability for internal or commercial customers
M Yes 1 5 3 3 3 5
Support of shipping processes for deliver on- or off-campus
None No 0 0 0 0 0 0
Expanded traceability for off-site locations
None No 0 0 0 0 0 0
Quality Quality functions M Yes 1 0 3 3 3 5Global Multi-lingual / global support M Yes 1 0 3 3 3 5
Reporting Expanded reporting capability H Yes 1 2 5 5 5 10Analysis of Vendor Capabilities None No 0 0 0 0 0 0
COTS Analysis Comparison to project requirements None No 0 0 0 0 0 0COTS vendor short-list selection None No 0 0 0 0 0 0
Standard Nonfunctional From Nonfunctional Tab 15 0 0 0 15 15 15 45
Functional Groupings
Copyright © 2010 Fish, Gilbert & Associates, LLC, All Rights Reserved http://www.hfgilbert.com.
Client ExampleEstimating Functional Requirements
Complexity = Number and Complexity of Features such as screens,reports, calculations, rules, constraints
Business Requirements Functions Complexity Need BPM Use
CasesExternal
InterfacesBusiness
RulesQuality
AttributesBusiness
RequirementsSystem
Requirements
Traceability of software version in engine or transmission module as shipped
M Yes 1 1 3 3 3 5
Expanded traceability to support off-line processing
M Yes 1 1 3 3 3 5
Traceability of purchased parts M Yes 1 5 3 3 3 5
Traceability Traceability of common products across regions
M Yes 1 3 3 3 3 5
Traceability by lot number M Yes 1 1 3 3 3 5Expanded containment capability for internal or commercial customers
M Yes 1 5 3 3 3 5
Support of shipping processes for deliver on- or off-campus
None No 0 0 0 0 0 0
Expanded traceability for off-site locations
None No 0 0 0 0 0 0
Quality Quality functions M Yes 1 0 3 3 3 5Global Multi-lingual / global support M Yes 1 0 3 3 3 5
Reporting Expanded reporting capability H Yes 1 2 5 5 5 10Analysis of Vendor Capabilities None No 0 0 0 0 0 0
COTS Analysis Comparison to project requirements None No 0 0 0 0 0 0COTS vendor short-list selection None No 0 0 0 0 0 0
Standard Nonfunctional From Nonfunctional Tab 15 0 0 0 15 15 15 45
Functional Groupings
Copyright © 2010 Fish, Gilbert & Associates, LLC, All Rights Reserved http://www.hfgilbert.com.
Client ExampleEstimating Functional Requirements
Complexity = Number and Complexity of Features such as screens,reports, calculations, rules, constraints
Business Requirements Functions Complexity Need BPM Use
CasesExternal
InterfacesBusiness
RulesQuality
AttributesBusiness
RequirementsSystem
Requirements
Traceability of software version in engine or transmission module as shipped
M Yes 1 1 3 3 3 5
Expanded traceability to support off-line processing
M Yes 1 1 3 3 3 5
Traceability of purchased parts M Yes 1 5 3 3 3 5
Traceability Traceability of common products across regions
M Yes 1 3 3 3 3 5
Traceability by lot number M Yes 1 1 3 3 3 5Expanded containment capability for internal or commercial customers
M Yes 1 5 3 3 3 5
Support of shipping processes for deliver on- or off-campus
None No 0 0 0 0 0 0
Expanded traceability for off-site locations
None No 0 0 0 0 0 0
Quality Quality functions M Yes 1 0 3 3 3 5Global Multi-lingual / global support M Yes 1 0 3 3 3 5
Reporting Expanded reporting capability H Yes 1 2 5 5 5 10Analysis of Vendor Capabilities None No 0 0 0 0 0 0
COTS Analysis Comparison to project requirements None No 0 0 0 0 0 0COTS vendor short-list selection None No 0 0 0 0 0 0
Standard Nonfunctional From Nonfunctional Tab 15 0 0 0 15 15 15 45
Functional Groupings
Copyright © 2010 Fish, Gilbert & Associates, LLC, All Rights Reserved http://www.hfgilbert.com.
Client ExampleEstimating Functional Requirements
Complexity = Number and Complexity of Features such as screens,reports, calculations, rules, constraints
Business Requirements Functions Complexity Need BPM Use
CasesExternal
InterfacesBusiness
RulesQuality
AttributesBusiness
RequirementsSystem
Requirements
Traceability of software version in engine or transmission module as shipped
M Yes 1 1 3 3 3 5
Expanded traceability to support off-line processing
M Yes 1 1 3 3 3 5
Traceability of purchased parts M Yes 1 5 3 3 3 5
Traceability Traceability of common products across regions
M Yes 1 3 3 3 3 5
Traceability by lot number M Yes 1 1 3 3 3 5Expanded containment capability for internal or commercial customers
M Yes 1 5 3 3 3 5
Support of shipping processes for deliver on- or off-campus
None No 0 0 0 0 0 0
Expanded traceability for off-site locations
None No 0 0 0 0 0 0
Quality Quality functions M Yes 1 0 3 3 3 5Global Multi-lingual / global support M Yes 1 0 3 3 3 5
Reporting Expanded reporting capability H Yes 1 2 5 5 5 10Analysis of Vendor Capabilities None No 0 0 0 0 0 0
COTS Analysis Comparison to project requirements None No 0 0 0 0 0 0COTS vendor short-list selection None No 0 0 0 0 0 0
Standard Nonfunctional From Nonfunctional Tab 15 0 0 0 15 15 15 45
Functional Groupings
Copyright © 2010 Fish, Gilbert & Associates, LLC, All Rights Reserved http://www.hfgilbert.com.
Client ExampleEstimating Functional Requirements
Complexity = Number and Complexity of Features such as screens,reports, calculations, rules, constraints
Business Requirements Functions Complexity Need BPM Use
CasesExternal
InterfacesBusiness
RulesQuality
AttributesBusiness
RequirementsSystem
Requirements
Traceability of software version in engine or transmission module as shipped
M Yes 1 1 3 3 3 5
Expanded traceability to support off-line processing
M Yes 1 1 3 3 3 5
Traceability of purchased parts M Yes 1 5 3 3 3 5
Traceability Traceability of common products across regions
M Yes 1 3 3 3 3 5
Traceability by lot number M Yes 1 1 3 3 3 5Expanded containment capability for internal or commercial customers
M Yes 1 5 3 3 3 5
Support of shipping processes for deliver on- or off-campus
None No 0 0 0 0 0 0
Expanded traceability for off-site locations
None No 0 0 0 0 0 0
Quality Quality functions M Yes 1 0 3 3 3 5Global Multi-lingual / global support M Yes 1 0 3 3 3 5
Reporting Expanded reporting capability H Yes 1 2 5 5 5 10Analysis of Vendor Capabilities None No 0 0 0 0 0 0
COTS Analysis Comparison to project requirements None No 0 0 0 0 0 0COTS vendor short-list selection None No 0 0 0 0 0 0
Standard Nonfunctional From Nonfunctional Tab 15 0 0 0 15 15 15 45
Functional Groupings
Copyright © 2010 Fish, Gilbert & Associates, LLC, All Rights Reserved http://www.hfgilbert.com.
Client ExampleEstimating Functional Requirements
Complexity = Number and Complexity of Features such as screens,reports, calculations, rules, constraints
Business Requirements Functions Complexity Need BPM Use
CasesExternal
InterfacesBusiness
RulesQuality
AttributesBusiness
RequirementsSystem
Requirements
Traceability of software version in engine or transmission module as shipped
M Yes 1 1 3 3 3 5
Expanded traceability to support off-line processing
M Yes 1 1 3 3 3 5
Traceability of purchased parts M Yes 1 5 3 3 3 5
Traceability Traceability of common products across regions
M Yes 1 3 3 3 3 5
Traceability by lot number M Yes 1 1 3 3 3 5Expanded containment capability for internal or commercial customers
M Yes 1 5 3 3 3 5
Support of shipping processes for deliver on- or off-campus
None No 0 0 0 0 0 0
Expanded traceability for off-site locations
None No 0 0 0 0 0 0
Quality Quality functions M Yes 1 0 3 3 3 5Global Multi-lingual / global support M Yes 1 0 3 3 3 5
Reporting Expanded reporting capability H Yes 1 2 5 5 5 10Analysis of Vendor Capabilities None No 0 0 0 0 0 0
COTS Analysis Comparison to project requirements None No 0 0 0 0 0 0COTS vendor short-list selection None No 0 0 0 0 0 0
Standard Nonfunctional From Nonfunctional Tab 15 0 0 0 15 15 15 45
Functional Groupings
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Client ExampleEstimating Functional Requirements
Complexity = Number and Complexity of Features such as screens,reports, calculations, rules, constraints
Business Requirements Functions Complexity Need BPM Use
CasesExternal
InterfacesBusiness
RulesQuality
AttributesBusiness
RequirementsSystem
Requirements
Traceability of software version in engine or transmission module as shipped
M Yes 1 1 3 3 3 5
Expanded traceability to support off-line processing
M Yes 1 1 3 3 3 5
Traceability of purchased parts M Yes 1 5 3 3 3 5
Traceability Traceability of common products across regions
M Yes 1 3 3 3 3 5
Traceability by lot number M Yes 1 1 3 3 3 5Expanded containment capability for internal or commercial customers
M Yes 1 5 3 3 3 5
Support of shipping processes for deliver on- or off-campus
None No 0 0 0 0 0 0
Expanded traceability for off-site locations
None No 0 0 0 0 0 0
Quality Quality functions M Yes 1 0 3 3 3 5Global Multi-lingual / global support M Yes 1 0 3 3 3 5
Reporting Expanded reporting capability H Yes 1 2 5 5 5 10Analysis of Vendor Capabilities None No 0 0 0 0 0 0
COTS Analysis Comparison to project requirements None No 0 0 0 0 0 0COTS vendor short-list selection None No 0 0 0 0 0 0
Standard Nonfunctional From Nonfunctional Tab 15 0 0 0 15 15 15 45
Functional Groupings
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Estimating Non-Functional Requirements
Non-functional requirements do not directly address a client business or application need. They address:
A property the end product must possess, such as safety or availabilityThe standards by which it must be created The supporting structure that makes it possible The architecture or regulatory environment in which it must exist
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Estimating Non-Functional Requirements
NF Requirement
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Estimating Non-Functional Requirements
NF Requirement
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Estimating Non-Functional Requirements
NF Requirement
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Estimating Non-Functional Requirements
NF Requirement
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Estimating Non-Functional Requirements
NF Requirement
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Estimating Non-Functional Requirements
NF Requirement
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Estimating Non-Functional Requirements
NF Requirement
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Estimating Non-Functional Requirements
NF Requirement
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Estimating Resource Requirements
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Estimating Resource Requirements
ResourceSkills
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Estimating Resource Requirements
Planning
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Estimating Resource Requirements
BusinessProcessModeling
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Estimating Resource Requirements
Preparation
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Estimating Resource Requirements
JAD
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Estimating Resource Requirements
RequirementsManagement
Entry
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Estimating Resource Requirements
QualityAssurance
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Estimating Resource Requirements
Revision
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Estimating Resource Requirements
ProcessDelay
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Estimating Resource Requirements
ResourceSource
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Environmental Correction Factors
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Number of JAD Participants
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Location of Work Sessions
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Languages spoken
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Cultural Considerations
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Quality of Existing Documentation
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Customer / SME Knowledge
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Number of 3rd Party Vendors
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Prototyping / Visualization part of RD Activities
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Number of User Locations
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Number of Supporting Locations
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Number of Impacted Customer Groups
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Number of Impacted Vendor Groups
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Working Session (JAD) Working Environment
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Estimate Summary
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Review
• It is necessary to understand the underlying business needin order to estimate and gather good requirements with which to satisfy the underlying business need.
• In order to obtain quality results, the requirements determination and estimating activities need to follow solid processes and methodologies.
• It is possible to estimate the time and resources needed for the requirements determination phase of a development project.
• While primarily focused on software development, the concepts presented here are applicable to the development of any product, not just software.
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Questions
Harry F. [email protected]
http://www.hfgilbert.com