neumont presentation to roles class - 050108
DESCRIPTION
This is a presentation I gave to the Roles class at Neumont University on May 1, 2008TRANSCRIPT
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iRise Presentation for Neumont University
May 1, 2008
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A rigorous 237½ step process for the systemic discovery and definition of non-
functional requirements for safety-intensive systems based on statistical
methods and empirical observation
Neumont University
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A rigorous 237½ step process for the systemic discovery and definition of non-
functional requirements for safety-intensive systems based on statistical
methods and empirical observation
Neumont University
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Why being a BA is Fun *and* Important…
Business Analysis for Fun and Profit
Neumont University
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Developers are being off-shored, be a BA…
Business Analysis for Fun and Profit
Neumont University
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Business Analysis, Requirements and Simulation
Business Analysis for Fun and Profit
Neumont University
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The skills you need to displace stodgy old BAs already in the
workforce…
Business Analysis for Fun and Profit
Neumont University
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Be a BA
Business Analysis for Fun and Profit
Neumont University
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Tom HumbargerSenior Strategic Projects Manager
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Introduction
• Why do we need Business Analysts?
• What do they do?
• Frameworks, processes and taxonomies
• Simulation
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Objectives
• Provide you a glimpse into the world of a BA
• Introduce ideas that might lead you down some relevant personal research paths
• Introduce the concept of simulation as an enabler for application definition
• Whet your appetite…
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How well you communicate is determined not by how well you say things but by how well you are understood.
Andrew S. Grove
Chairman, Intel (’97 – ‘05)
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Different interpretations
Marketing Sales IT
FinanceManufacturingEngineering
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What the customer needs
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Defects cause challenges
Requirements56%
Code7% Other
10%
Design27%
- This data from James Martin
Over 50% of software defects are attributed to requirement errors
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Code1% Other
4% Design13%
Requirements82%
- This data from Dean Leffingwell
Defects cause rework
Over 80% of rework effort is spent on requirements related defectsOver 80% of rework effort is spent on requirements related defects
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- This data from I. Hooks
0 5 10 15 20 25
200
180
160
140
120
100
80
60
40
20
0
Per
cent
age
of C
ost O
verr
un
Requirements Process Costs as Percentage of Total Project Cost
0- 5% on Requirements ProcessResults in 80-200% Overrun
8-14% on Requirements ProcessResults in 0- 60% Overrun
Value of Investment in Requirements Process
Development Project
Requirements Management Impact
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Copyright © 2007 iRise, Inc. All Rights Reserved. www.irise.com- This data from Boehm: Software Engineering Economics
RequirementsRequirements
Analysis& Design
Coding
DevelopmentTestingAcceptance
Testing
ProductQuality
Production
What did Archimedes say?
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Copyright © 2007 iRise, Inc. All Rights Reserved. www.irise.com- This data from Boehm: Software Engineering Economics
RequirementsRequirements
Analysis& Design
Coding
DevelopmentTestingAcceptance
Testing
ProductQuality
Production
40-100x
30-70x
15-40x
10x
3-6x
1x
The Quality Lever
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Who is responsible for those requirements?
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The Business Analysts
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The User Experience Professionals
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The Product Managers
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The “Business Designers?”
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What is a Business Analyst or BA?
It’s hard to say…BA = Business Analysis UX = Usability ExperienceIA = Information ArchitectureID = Interaction DesignSA = Systems AnalysisWA = Workflow ArchitecturePM = Product Management or Project ManagerDA = Data AnalysisPA = Process AnalysisQA = Quality Analysis
Note – These are disciplines, not roles
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What does a business analyst do?
• Analyze & solve problems
• Understand the business
• Communicate effectively (write & speak)
• Manage client relationships
• Facilitate discussions
• Negotiate & build consensus
• Model data & processes
• Plan & manage activities
• Facilitate & develop business strategy
• Understand & manage organizational change
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What Roles Does A BA Play?
• Analyst / Problem Solver
• Facilitator
• Negotiator
• Artist / Architect
• Planner
• Communicator
• Diplomat
• Expert / Consultant
• Strategist
• Revolutionary
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WYSIWYG
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WYSIWIS
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DWIM
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Business
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IT
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Business IT
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IT
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Business IT
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Grokking
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Can you grok it?
grok/, /grohk/ 1. To understand, usually in a global sense. Connotes intimate and exhaustive knowledge.
(From the novel "Stranger in a Strange Land", by Robert A. Heinlein, where it is a
Martian word meaning literally "to drink" and metaphorically "to be one with")
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Grokking
Not a whole lot of grokking going on…
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What causes this lack of grokking?
Ambiguity UncertaintyRap music
Creationism (aka BUFD)Timelines
Tooling/Support
Culture Creeping eleganceBanana problem
MisunderstandingUnclear Expectations
“That’s how it’s always been”
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Requirements
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What are requirements made of?
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Words…
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Words are little bombs…
“Words are little bombs, and they have a lot of energy inside them."
"I have this theory about words. There's a thousand ways to say `Pass the salt.’ It could mean, you know, `Can I have some salt?'; or it could mean, `I love you.'; It could mean `I'm very annoyed with you'; really, the list could go on and on.”
Christopher Walken
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Where do words or requirements come from?
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“Gathering” sounds easy, doesn’t it?
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Here’s a prettyorange requirement.I’ll take it back toThe office.
Tim Lister - Keynote Agile Development Conference 2004
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I think I may have a requirements management
problem…
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In reality, it means asking, digging, wrenching, pulling, cajoling, extracting,
wringing, bargaining, negotiating, begging, pleading…
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…beseeching, demanding, imploring, entreating, bartering, dealing, probing,
querying, mining, sweet-talking, requesting, inquiring…
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…searching, questioning, coaxing, appealing, enticing, arm-twisting, trading,
haggling, petitioning, wheedling…
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…(whew!)...
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Or the alternative…budgeting for goons
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…from people who, in the end, don’t really know what they need…
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…until they see it.
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…until they see it…
That’s not *exactly*
what I had in mind…
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IKIWISI
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Or maybe…it’s not until they try it…
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IKIWITI
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The sooner the users try it the better…
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The better the “try,” the more useful the feedback…
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Requirements Processes
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Wiegers’ Requirements Taxonomy (www.processimpact.com)
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Volere Requirements Process (www.volere.co.uk)
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BA BOK Knowledge Areas (www.theiiba.org)
Requirements Planning & Management
RequirementsGathering
RequirementsImplementation
RequirementsAnalysis &
Documentation
RequirementsCommunications
EnterpriseAnalysis
Fundamentals
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iRise G-A-V Framework (www.irise.com)
Application Definition Iterations
Business
Application Definition
RawRequirements
Implementation
Structured,Complete
Requirements
Intent, Vision,Goals, Rules
Analyst
IT
ConfirmationClarificationVision
RequirementsGathering
RequirementsAnalysis
RequirementsValidation
Validated,Simulated
Requirements
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iRise G-A-V Framework - Gathering
Application Definition Iterations
Business
Application Definition
RawRequirements
Implementation
Structured,Complete
Requirements
Intent, Vision,Goals, Rules
Analyst
IT
ConfirmationClarificationVision
RequirementsGathering
RequirementsAnalysis
RequirementsValidation
Validated,Simulated
Requirements
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RequirementsDocumentation
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IEEE Standard-based sample structure
1. Introduction1.1 Purpose1.2 Document Conventions1.3 Intended Audience and
Reading Suggestions1.4 Product Scope1.5 References
2. Overall Description2.1 Product Perspective2.2 Product Functions2.3 User Classes and Characteristics2.4 Operating Environment2.5 Design & Implementation Constraints2.6 User Documentation2.7 Assumptions and Dependencies
3. External Interface Requirements 3.1 User Interfaces3.2 Hardware Interfaces3.3 Software Interfaces3.4 Communications Interfaces
4.System Features4.1 System Feature 1
4.1.1 Description and Priority4.1.2 Stimulus/Response
Sequences4.1.3 Functional Requirements
4.x System Feature x
5.Other Nonfunctional Requirements5.1 Performance Requirements5.2 Safety Requirements5.3 Security Requirements5.4 Software Quality Attributes
6.Other RequirementsAppendix A: GlossaryAppendix B: Analysis ModelsAppendix C: To Be Determined
ListCopyright Process Impact. Karl Wiegers. 2001. All rights reserved. In Search of Excellent Requirements0 02/2001
1-69
Software Requirements Specification
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Volere-based sample structure
PROJECT DRIVERS1. The Purpose of the Project 2. Client, Customer and other
Stakeholders3. Users of the Product
PROJECT CONSTRAINTS4. Mandated Constraints5. Naming Conventions and Definitions6. Relevant Facts and Assumptions
FUNCTIONAL REQUIREMENTS7. The Scope of the Work8. The Scope of the Product9. Functional and Data Requirements
NON-FUNCTIONAL REQUIREMENTS10. Look and Feel Requirements 11. Usability and Humanity Requirements12. Performance Requirements13. Operational Requirements14. Maintainability and Support Requirements15. Security Requirements16. Cultural and Political Requirements17. Legal Requirements
PROJECT ISSUES18. Open Issues 19. Off-the-Shelf Solutions20. New Problems 21. Tasks 22. Cutover23. Risks24. Costs25. User Documentation and Training26. Waiting Room27. Ideas for Solutions - Suzanne and James Robertson
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Process Impact - sample structure
Table of Contents
Revision History
1. Introduction1.1 Purpose1.2 Project Scope and Product Features1.3 References
2. Overall Description2.1 Product Perspective2.2 User Classes and Characteristics2.3 Operating Environment2.4 Design and Implementation Constraints2.5 User Documentation2.6 Assumptions and Dependencies
3. System Features3.1 Order Meals3.2 Create, View, Modify, and Delete Meal
Subscriptions3.3 Register for Meal Payment Options3.4 Request Meal Delivery3.5 Create, View, Modify, and Delete Cafeteria
Menus
4. External Interface Requirements
4.1 User Interfaces4.2 Hardware Interfaces4.3 Software Interfaces4.4 Communications Interfaces
5. Other Nonfunctional Requirements5.1 Performance Requirements5.2 Safety Requirements5.3 Security Requirements5.4 Software Quality Attributes
Appendix A: Data Dictionary and Data Model
Appendix B: Analysis Models
- Karl Wiegers
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Words…
• Are a cumbersome way to communicate
• Lack precision
• Require mental translation
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Density doesn’t equal fidelity.
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Comprehension can’t be calculated in words per square inch.
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Understanding isn’t measured in lbs. per feature.
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Because it’s hard to “try” a document…
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Have we automated the right things?
• Specification generation• Analytics and drill-down reporting• Traceability and impact analysis• Requirement meta-data and auditing• Use Cases, UML…• State Transition Diagrams• Specification languages (LOTOS, Z,
Planguage…)• Etc…
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Are we thinking outside the box?
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Visualize
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Sharing a mental model isn’t easy…unless you make it easy for people to
see the what they mean.
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What industries use visualization?
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Architects visualize success
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Boeing visualizes success
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GM visualizes success
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What is visualization?
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Visualizations are just models of reality
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What if…
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…non-developers could create interactive simulations of the software product before coding? Every time.
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And they could create prototypes with both the speed and agility (roughly) of paper prototyping…
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…and imbue them with the richness possible in a coded prototype?
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So, why not visualize software?
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Viola - CAD for software!
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How could we use visualization to facilitate the evaluation and feedback loops necessary for a good design process?
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Could we use visualization to generate excitement with both the users and the executive sponsors of a project?
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Could we use visualization to ensure we’re building the right software?
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Are we outside the box yet?
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“Visualization is now a proven strategy across many industries that enables business and IT
stakeholders to more effectively communicate their needs and give everyone involved the ability to "test drive" and fully experience
applications prior to development. “
iRise definition of visualization
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iRise Vision
“By 2020 all business software will be visualized prior to development, the same
way that visualization is a common practice in the design of every car, airplane and
semiconductor today “
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Kinesthetic
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Variable Fidelity
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Immersive
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Compelling
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Very low fidelity…
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Low fidelity
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Medium fidelity
Drug Dose
Drug ABCDrug DEF
100 mg200 mg
Route Freq Indication Last Dose Comment
Current Medication List
------------
------------
------------
------------
------------
Add Delete Modify Save No Change Cancel
Consistent function with other EMR design, e.g. allergy documentation
User will be able to make all changes then Save
Last Updated: Date/timeUpdated By: Name/Title
Show Brand (Generic) name
When possible.
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High fidelity
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Or the alternative…
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Ultra-high fidelity
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"Few things are harder to put up with than the annoyance of a good example.”
- Mark Twain
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Finally…another mission statement
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Gather• Ask “Why” 5 times to get out of the weeds
• Use a variety of approaches to engage different kinds of stakeholders
• Begin with open-ended questions - use close-ended questions to drill down to specifics
• Use whatever methods are at your disposal to help stakeholders visualize the solution
Analyze • Checklists for requirements quality
• Capture Priority and some measure of cost/complexity to rank requirements
• Rank requirements!
• Use pivot tables to rank / group / drill down on requirements
Validate• Checklists for ambiguity reviews
• When someone gives you a requirement - ask how they’d test it, right up front
• Help stakeholders visualize the solution to make sure you’re on the right track
Manage / Process• Implement RM in a staged approach - 80/20 rule first
• Fine tune templates based on freely available templates (Use Google!)
• Provide visibility to get the most possible eyes on requirements
Some pretty good BA practices
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Careerbuilder.com job openings stats
• “business analyst” – 3,962 job openings» CA – 400» TX – 338» NY – 280» IL – 230» UT – 20
• “software engineer” – 5,134 job openings» CA – 740» IL – 311» TX – 298» NY – 286» UT - 36
As of 4/30/08
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Business Analyst from Salary.com
Business Systems Analyst IReviews, analyzes, and evaluates business systems and user needs. Formulates systems to parallel overall business strategies. May require an associate's degree in a related area and 0-2 years of experience in the field or in a related area. Has knowledge of commonly-used concepts, practices, and procedures within a particular field. Relies on instructions and pre-established guidelines to perform the functions of the job. Works under immediate supervision. Primary job functions do not typically require exercising independent judgment. Typically reports to a manager.
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SW Engineer from Salary.com
Entry Level Software EngineerDesigns, modifies, develops, writes and implements software programming applications. Supports and/or installs software applications/operating systems. Participates in the testing process through test review and analysis, test witnessing and certification of software. Requires a bachelor's degree in a related area and 0-2 years of experience in the field or in a related area. Has knowledge of commonly-used concepts, practices, and procedures within a particular field. Relies on instructions and pre-established guidelines to perform the functions of the job. Works under immediate supervision. Primary job functions do not typically require exercising independent judgment. Typically reports to a manager.
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Business Analyst Resources
• International Association of Business Analysts (IIBA)» www.theiiba.org
• Usability Professionals Association (UPA)» www.upassoc.org
• Project Reference» http://www.projectreference.com/
• Volere Requirements Resources» http://www.volere.co.uk/
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www.mycatalyze.org
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http://www.facebook.com/group.php?gid=18509427840
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Other Links
• Catalyze – www.catalyze.org • IIBA – www.theiiba.org• UPA – www.upassoc.org
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Other iRise Links
• iRise Website – www.irise.com• iRise Blog – www.irise.com/blog• Product Tour -
www.irise.com/products/2007_tours/index.php• iRise Video Contest – www.irisevideo.com
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In closing…always remember…
Quidquid latine dictum sit, altum sonatur.
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In closing…always remember…
Quidquid latine dictum sit, altum sonatur.
- Whatever is said in Latin sounds profound.
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Business IT
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Business IT
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Questions?
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Thank you!