effective requirements definition and management for project success

8/14/2019 Effective Requirements Definition and Management for Project Success

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Stop the Pain: EffectiveStop the Pain: Effective

Requirements Definition andRequirements Definition and

Management for Project SuccessManagement for Project Success

Scott Derby, Esterline AVISTA

NDIA Systems Engineering ConferenceOctober 20-23, 2008


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AgendaAgenda

Why are good requirements so important?

What makes a good requirement?

Requirements definition

Managing change

Advantages in modeling

Effective prototyping

Summary Q & A


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Why Are Good Requirements SoWhy Are Good Requirements So

Important?Important?

Change Impact vs. Project Phase

Project Phase

Cost&

Schedu

leImpact


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Why Are Good Requirements SoWhy Are Good Requirements So

Important?Important? (cont.)(cont.) Requirements can be: Unrealistic

Incomplete Ambiguous

Contradictory

Un-testable Poorly managed

This leads to: Rework, delays, budget over-runs, unhappy

customers


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What Makes a Good Requirement?What Makes a Good Requirement?

Be S.M.A.R.T.*

Specific (concise, clear, unique)

Measurable

Achievable

Relevant

Testable

What vs. How

This leads to:

Less rework, shorter schedules, lower costs, happycustomers

*http://www.win.tue.nl/~wstomv/edu/2ip30/references/smart-requirements.pdf
http://www.win.tue.nl/~wstomv/edu/2ip30/references/smart-requirements.pdfhttp://www.win.tue.nl/~wstomv/edu/2ip30/references/smart-requirements.pdf


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Requirements DefinitionRequirements Definition

Consider interests of ALL stakeholders

Include all users in reviews End user

Development/Safety Team

Production/Maintenance Team

Verification/Validation Team

Dont forget: Traceability

Interface requirements


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Requirement LayersRequirement Layers

Start with high level concept and technical

requirements

Drill down adding more detail with each layer Highest level capabilities

Next n levels subsystems, architecture, high leveldesign, low level design

The number is subjective - depends on complexity

Stop when you have enough detail to build it, buy it,code it, and test it


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Requirements LayersRequirements Layers

Customer Requirements

System Requirements

Subsystem RequirementsTraceable System Requirements

Component/Part (H/W & S/W ) Req.

Verif./Valid. Procedures


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Managing ChangeManaging Change

During initiation: Define and formalize change control process (internal

and external) Define how legacy issues will be handled

Get to know the customer and learn their true

priorities

Good communications with stakeholders is key

(include Contract Administrators)


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Managing ChangeManaging Change (cont.)(cont.)

Effectively and formally evaluate and control

proposed changes

Hold the line even on small impact changes

Requirements vs. desirements (what is in the

contract?)

Identify and address errors/issues as early as

possible


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Advantages of Model BasedAdvantages of Model Based

DevelopmentDevelopment Early detection of errors in requirements anddesign

Proof of concept

Repeatable

Reduces impact of changes

Reduces cost of downstream activities (design,

code)


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Rapid PrototypingRapid Prototyping

Formalize the process to provide proof of

concept

Make it repeatable what if it works?

Emphasis of testing on core functionality,

doesnt address capabilities such as operationalenvironment


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SummarySummary

Create S.M.A.R.T. requirements

Communicate with stakeholders and dig deeper

for clarification of requirements

Formalize the change management process

Identify legacy issues at the start of the project Leverage modeling to detect errors early and

reduce downstream costs

Use prototyping to help test functionality


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Questions?Questions?

Contact Info:

Scott DerbyPrograms ManagerEsterline AVISTA

Phone (608)348-8815Fax (608)348-8819

[email protected]
mailto:[email protected]://www.avistainc.com/http://www.avistainc.com/mailto:[email protected]

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