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Alignment, Requirements, CBAP and MORE!!

globe_Mar17_150x135.pngGreat line-up of articles and blogs for this issue! From proper language of alignment to CBAP Soup to Nuts and everything in between, including a Letter from the IIBA President in the IIBA Insight section. I know that you’ll really enjoy this issue’s content.

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The Impact of Business Requirements on the Success of Technology Projects

Findings Review

Business requirements serve as the ultimate blueprint for IT project success. That’s no big surprise. What might surprise many are the contents of a first-of-its-kind Business Analysis Benchmark Report by IAG Consulting. Among other things, the report found that companies with poor requirements definition and management spend on average $2.24 million more per project on their major projects.

The Business Analysis Benchmark Report presents the findings from surveys of over 100 companies and definitive statistics on the importance and impact of business requirements on enterprise success with technology projects. The survey focused on larger companies and looked at development projects in excess of $250,000 where significant new functionality was delivered to the organization. The average project size was $3 million. The study has three major sections:

  • Assessing the Impact of Poor Business Requirements on Companies. Quantifying the cost of poor requirements. 
  • Diagnosing Requirements Failure. A benchmark of the current capability of organizations in doing business requirements and an assessment of the underlying causes of poor quality requirements 
  • Tactics for Tomorrow. Specific steps to make immediate organizational improvement.

In addition to the full text report, these sections have also been published as stand-alone white papers for ease of use. All can be accessed from www.iag.biz

The study provides a comprehensive analysis of business requirements quality in the industry and the levers for making effective change. The following issues are addressed in the report: the financial impact of poor quality requirements; the information needed to identify underlying issues critical to success; and, the data necessary to target specific recommendations designed to yield performance improvement.

The report finds two basic scenarios for companies:

a) Scenario 1: Project success is ‘Improbable’. Companies might be successful on projects, – but not by design. Based on the competencies present, these companies are statistically unlikely to have a successful project. 68% of companies fit this scenario.
b) Scenario 2: Project success is ‘Probable’. Companies where success can be expected due to the superior business requirements processes, technologies, and competencies of people in the organization. 32% of companies fit this scenario.

Impact1.gif

Almost everyone understands that requirements are important to project success. The data above demonstrates that, while people understand the issue, they did not take effective action in almost 70% of strategic projects.

Effective Business Requirements are a process – not a deliverable. The findings are very clear in this regard – companies that focus on both the process and the deliverables of requirements are far more successful than those that only focus on the documentation quality. Documentation quality can only assure that investment in a project is not wasted by an outright failure. The quality of the process through which documentation is developed is what creates both successes and economic advantage. To make effective change, companies must rethink their process of business requirements discovery.

The following are a few key findings and data from the study:

  1. Impact2.gifCompanies with poor business analysis capability will have three times as many project failures as successes. 
  2.  68% of companies are more likely to have a marginal project or outright failure than a success due to the way they approach business analysis. In fact, 50% of this group’s projects were “runaways” which had any 2 of: 
    • Taking over 180% of target time to deliver. 
    • Consuming in excess of 160% of estimated budget. 
    • Delivering under 70% of the target required functionality. 
  3. Impact3.gifCompanies pay a premium of as much as 60% on time and budget when they use poor requirements practices on their projects. 
  4. Over 41% of the IT development budget for software, staff and external professional services will be consumed by poor requirements at the average company using average analysts versus the optimal organization. 
  5. The vast majority of projects surveyed did not utilize sufficient business analysis skill to consistently bring projects in on time and budget. The level of competency required is higher than that employed within projects for 70% of the companies surveyed.

Almost 70% of companies surveyed set themselves up for both failure and significantly higher cost in their use of poor requirements practices. It is statistically improbable that companies which use poor requirements practices will consistently bring projects in on time and on budget. Executives should not accept apathy surrounding poor project performance – companies can, and do, achieve over 80% success rates and can bring the majority of strategic projects in on time and on budget through the adoption of superior requirements practices.

Making Organizational Improvement

The survey findings made it clear that there is no single silver bullet for making organizational improvement. CIOs must look at making improvement across all the areas of people, process, and tools used to support processes to gain organizational improvement. Only a systematic change to all areas of people, process and enabling tools yields material improvement. 80% of projects from the companies which had made these broad-based changes had successful projects.

The findings of the Business Analyst Benchmark describe both the poor state of the majority of companies surveyed, and, a path to performance improvement. To assist the executive reader, this report also analyzes the data for alternative actions which could be taken to make improvement to separate myth from actions that create benefit. The top three findings in this area can be used to change business results: 

  • Impact4.gif80% of projects where successful from companies with mature requirements process, technology and competencies. 
  • Auditing three 3 specific characteristics of business requirements documentation and forcing failing projects to redo requirements will eliminate the vast majority of IT development project failures. 
  • Elite requirements elicitation skills can be used to change success probabilities on projects.

These above survey findings and the underlying statistics are described in detail within the report. Overall, the vast majority of companies are poor at both establishing business requirements and delivering on-time, on-budget performance of IT projects. Satisfaction with IT and technology projects wanes significantly as the quality of requirements elicitation drops. This report is both a benchmark of the current state of business analysis capability, and, a roadmap for success.

The Bottom Line

The challenges in making quantum improvement in business analysis capability should not be underestimated. Organizations understand conceptually that requirements are important, but in the majority of cases they do not internalize this understanding and change their behavior as a result. The most successful of companies do not view requirements as a document which either existed or did not at the beginning of a project, they view it as a process of requirements discovery. Only companies that focus on both the process and the deliverables are consistently successful at changing project success rates.

For companies that have made the leap to the use of elite facilitation skills and solid process in requirements discovery there are significant benefits. Not only were these projects rarely unsuccessful, these projects are delivered with far fewer budget overruns and in far less time. The report describes the use of poor requirements process as debilitating. Using this word is perhaps unfair, since companies do not collapse as a result of poor quality analysis. In fact, IT organizations and the stakeholders involved will overcompensate through heroic actions to attempt to deliver solid and satisfactory results. However, ‘debilitating’ is an accurate word to describe the cumulative effect of years of sub-optimal performance in requirements analysis when results are compared to competitors who are optimal. Even leaving out the effect of high failure rates and poorer satisfaction with results, the capital investment in information technology of the companies with poor requirements practices is simply far less efficient than companies that use best requirements practices.

To illustrate this inefficiency of capital expenditure on technology at companies with poor requirements practices, use the average project in this study ($3 million):

  • The companies using best requirements practices will estimate a project at $3 million and better than half the time will spend $3 million on that project. Including all failures, scope creep, and mistakes across the entire portfolio of projects, this group will spend, on average, $3.63 million per project. 
  • The companies using poor requirements practices will estimate a project at $3 million and will be on budget less than 20% of the time. 50% of time, the overrun on the project both in time and budget will be massive. Across the entire portfolio of successes and failures, the companies with poor requirements practices will (on average) pay $5.87 million per project.

The average company in this study using poor requirements practices paid $2.24 million more than the company using best practices.

If overruns are common at your company, or if stakeholders have not been satisfied with more than five of the last ten projects larger strategic projects, there is definitely a problem and your company is likely paying the full poor requirements premium on every project.


Keith Ellis is a Vice President at IAG Consulting, specialists in eliciting and managing business requirements for technology initiatives. Mr. Ellis was co-founder of the elicitation company Digital Mosaic (merged with IAG in 2007) and has extensive experience in technology research, business analysis issues. He regularly publishes articles, white papers and other research findings in these areas. Mr. Ellis can be reached at (905) 842-0123 x228. Email IAG by accessing www.iag.biz and selecting contact us or call our North American Toll Free line: 800-209-3616

Writing Effective Project Requirements

Requirements are (or should be) the foundation for every project. Put most simply, a requirement is a need. This problem, this need, leads to the requirements, and everything else in the project builds off these business requirements.

Importance of Requirements
Requirements are considered by many experts to be the major non-management, non-business reason projects do not achieve the “magic triangle” of on-time, on-budget, and high quality. Very few projects do an effective job of identifying and carrying through the project and all the requirements correctly.

Various studies, have shown that requirements are the biggest problem in projects. Projects fail due to requirements problems, the most defects occur during the requirements phase. Project teams need to do a much better job on requirements if they wish to develop quality software on-time and on-budget.

Furthermore, requirements errors compound as you move through a project. The earlier requirements problems are found, the less expensive they are to fix. Therefore, the best time to fix them is right when you are involved with gathering, understanding, and documenting them with your stakeholders (who should be the source of your project requirements).

The hardest requirements problems to fix are those that are omitted. This really becomes the requirements analyst’s dilemma. The analyst often does not know what questions to ask, and the stakeholder does not know what information the analyst needs. Since the analyst doesn’t ask, the stakeholder doesn’t state requirements.

The requirements phase is also considered by many experts to be the most difficult part of any project due to the following:

  • The requirements phase is where business meets (IT) information technology.
  • Business people and IT people tend to speak different “languages.”
  • Business: “It has been determined that if we convolute the thingamajig or maybe retroactive the thatamathing, our profitability may, if we are extremely lucky, rise beyond the stratospheric atomic fundermuldering.”

In other words, English is an ambiguous language, and we tend to speak and write in a manner that makes it even more ambiguous, convoluted, and unclear.

Building Valid Requirements
The requirements analyst truly is responsible for the failure or success of the requirements on a project. With that at stake, building valid requirements up front is crucial. The four steps to this goal are: elicitation, analysis, specification, and validation.

Elicitation
The term elicitation is the industry-accepted term for getting the requirements from the stakeholders. Elicitation, however, implies much more than just capturing or gathering the requirements from users.

The truth is, one of the surest ways to fail in requirements is to say to your users, “Give me your requirements,” then stand back and “catch” them.

Why doesn’t this work? The stakeholders are experts in their domains. While the analyst probably has more expertise in the IT domain, the two speak different languages. The stakeholders truly do not understand exactly what IT needs to be able to develop an effective system for them.

So the only way for a project to obtain comprehensive, correct, and complete requirements from all stakeholders is to truly elicit them. Elicit means to probe and understand the requirements, not just capture or gather them.

The reality is that the quality of the requirements depends on the quality of the solicitation of them by the analysts.

Analysis
Analysis involves refining (or analyzing) the stakeholder requirements into system, then software requirements. Analysis is a critical step, that is too often omitted or bypassed in projects.

Analysis is the critical transition from stakeholder or business terminology, to system or IT terminology. For example, stakeholders talk about “Monthly Marketing Report,” while systems talk about file “MoMktRpt.doc.”

Analysis involves brainwork, but it is not a magic process (nor is any other part of software engineering, for that matter). Analysis is usually done in conjunction with various modeling techniques. Modeling-creating diagrams using standard notations-allows analysts to more fully understand processes and data in a rigorous manner. This understanding allows them to convert the often non-rigid stakeholder requirements into more concise, rigid system and software requirements.

Common modeling techniques include the following:

  • Traditional systems
  • Dataflow diagrams to understand processes and activities
  • Entity-relationship diagrams to understand data
  • Object-oriented systems:
  • UML (Unified Modeling Language) diagrams, especially class diagrams for analysis, but also possibly collaboration diagrams

Specification
The specification sub-phase involves documenting the requirements into a well-formatted, well-organized document. Numerous resources are available to help with writing and formatting good requirements and good documents. For general writing assistance, books on technical (not general) writing should be used. A major resource is the set of IEEE Software Engineering Standards.

Validation
Once a requirements specification is completed in draft form, it must be reviewed both by peers of the author and by the project stakeholders in most cases. If detailed stakeholder requirements were written and signed off by the stakeholders, they may not need to participate in reviews of more technical system and software requirements. This presumes good traceability matrices are in place.

The specifications are reviewed by a group of people to ensure technical correctness, completeness, and various other things. Often checklists are used to ensure all requirements in all possible categories have been elicited and documented correctly.

Validation is actually a quality assurance topic. All documents produced throughout a project should undergo validation reviews.


This information was drawn from Global Knowledge’s Requirements Development and Management course developed by course director and author Jim Swanson, PMP. Prior to teaching for Global Knowledge, Jim worked 25 years for Hewlett-Packard as a business systems developer, technical product support, and senior project manager. Prior to HP, Jim worked as a Geologist for the US Geological Survey.

 

Copyright © Global Knowledge Training LLC. All rights reserved.

The Top Nine Requirements Misconceptions: Why Arent YOU Doing Requirements Right?

“We don’t need to explore requirements—we know what we need!” “Hey, we’re using agile methods—we don’t need to define requirements!” “Oh, we don’t have time for requirements!” And so it goes. You’ve probably heard—and perhaps yourself offered—any number of excuses or rationales for not doing requirements right. No matter who makes these excuses—technical staff, the business sponsor, the project manager, or even business analysts—failing to carefully define your project’s requirements will put your project in peril. In my twenty years of working with projects, I’ve heard them all. Here are my top nine requirements misconceptions—and how you can refute them.

 

“We know what we need”

In practice, project team members mostly don’t know what users or customers need. Requirements development takes exploration and learning. It’s unrealistic to expect your team to understand requirements up front.

For one thing, users, product managers, customers, and other stakeholders don’t really know all their needs at the beginning. Requirements naturally thrash and evolve. Indeed, it’s wise to be suspicious of claims to the contrary. Remember, almost half of the requirements you specify never get implemented (Standish Group International, 2003b).

In many projects, the perception that requirements are known is mistaken. Most errors in delivered software (30% to 50%, depending on the study) originate from flawed requirements (Schwaber, 2006; Nelson et al., 1999; Leffingwell and Widrig, 1999; Lauesen and Vinter, 2001).

The top three risks that threaten successful e-projects all relate to requirements— constantly changing requirements, poor requirements specification, and customer involvement issues such as delayed approval, requirements thrashing, and poor communication (Rodrigues, 2001).

Don’t rely solely on product and business managers for defining user needs. Unless they are former users themselves, they will not understand direct user needs without inquiry and exploration. And rarely do product and business managers have the subject matter expertise you need to represent the entire set of requirements.

Ask yourself: have you solicited the voices of all your stakeholders? Do you know who all your stakeholders are? Have you prioritized conflicting needs? Have you explored both technical constraints and possibilities? You may think you know what the needs are, but your list may be shortened by technical realities or lengthened by technology possibilities.

What you think you know can hurt your project more than what you don’t know.

“We’ve got this covered. We’re [pick one: outsourcing/
using agile development methods/ buying a software package]”

Outsourcing, agile development methods, COTS solutions—these are often great ideas, but they don’t eliminate the need to develop excellent requirements. You still need to articulate requirements, adapting your requirements development practices to these scenarios.

The critical need for proper requirements development increases when you outsource your project. You need to communicate requirements with even more rigor when the development staff is not physically co-located with customers and project managers. In addition, you will need top-notch business analysts (Schwaber, 2006).

If you’re adopting agile practices, it doesn’t mean you don’t need requirements. In agile projects, iterations are driven by requirements. They don’t go away—they’re successively elaborated.

And if your product is large and complex, agile projects need to start with a requirements-driven product and release roadmap. From there, the team develops chunks of requirements—based on those roadmaps. Success with agile development means balancing suitable-quality requirements with speedy definition of needs.

Many organizations hope to accelerate delivery by seeking and installing software package solutions (commercial off-the-shelf software, or COTS). In that case, you still need to understand your requirements and the impact your project will have on your business process. Requirements should drive your choice as well as your implementation strategy.

“My staff already knows what good practices are”

Too many projects rely on written requirements, often viewed as the most important good practice. But written requirements are rife with ambiguity (unclear meanings). To top it off, project and product needs are rarely known up front.

In fact, writing textual requirements (“the system shall…”) is not the best way to understand your users’ needs. Textual requirements have their place when you need formal specifications, but most successful projects also adopt other techniques to explore business and user requirements.

Effective requirements development makes use of requirements models that are verified and validated continually and iteratively. Using good practices—such as requirements modeling, facilitated workshops, prototypes, scenario verification, and more—takes practice, coaching, and reinforcement.

Following sound requirements processes, actively involving users, documenting requirements appropriately, validating and verifying requirements, and managing requirements changes—all these skills and techniques are essential to successfully reduce the many risks associated with requirements errors (Leishman and Cook, 2002).

“We can’t afford to get training or consulting”

Roughly one-third of your software project budget is consumed fixing requirements errors. That means you’re spending about $150,000 of your $500,000 project fixing defects or errors that originate from your requirements (Schwaber, 2006; Nelson et Al., 1999; Leffingwell and Widrig, 1999; Weinberg, 1997).

The earlier you discover these errors—missing, wrong, conflicting, and ambiguous requirements—the cheaper it is to fix them. Finding and fixing a requirements error during the requirements phase might cost you $25 to $100. If you don’t find it until the construction or testing phase, fixing that same error is going to cost you $500 to $1000 (20 to 40 times more). Left undetected, that requirements error will cost you as much as 300 to 1,000 times more. That $25 cost becomes $10,000! (Reifer, 2007)

For every dollar you invest in your staff learning good requirements practices that incorporate customer collaboration, you can get a 10:1 return on investment (Jones, 1996a).

You cannot afford not to correct your requirements deficiencies.

Pay now—or pay more, later!

“It will take too much time to do things differently, to take time out for training, or get project help from the outside”

Yes, there will be a learning curve. This is a normal part of change and learning. But there are things you can do to accelerate the process. Schedule formal training to coincide as closely as possible with the project work. Provide real-time coaching to the team. Set up sponsorship contracts so that new practices and behaviors are reinforced in the organization—both top-down and bottom-up. Find out from your staff what they need from you to be successful with requirements, and provide it.

And remember, some requirements work is better than none. On complex projects, one study showed that investing even 10% in the effort before freezing requirements reduces cost overruns significantly (NASA Comptroller Office, reported in Hooks and Farry, 2001).

Many organizations are turning to external service providers, outsourcing their development efforts. And they are learning that highly skilled business analysts who can develop and manage requirements are essential to successful outsourcing (Henschen et al., 2007; Light, 2005).

“Users don’t know what they want”

Users are not supposed to know what they want. Understanding user needs is both an art and a science—a combination of discovery, interrogation, exploration, and decision making.

Involving users in requirements development is widely recognized as one of the—if not THE—most important factor for project success. Yet business people, as well as IT people, continue to complain about their inability to work effectively together to define the right requirements.

Healthy collaboration with users is crucial—and it doesn’t just happen. Both sides of the relationship—business and IT—are accountable to co-develop the right requirements in the most efficient and effective manner possible.

That’s why great analysts employ an appropriate combination of requirements elicitation techniques. It’s one of their most valued skills. These elicitation skills, married with artful choices in requirements models, go a long way toward active and productive user involvement.

Sponsors who pay for the development (product managers, marketing managers, or internal business managers) also need to be engaged. This doesn’t take unlimited time and money. Not all requirements are created equal. User priorities need to be evaluated continually if the team is to make smart product development choices.

“Customers are too busy to participate in requirements work with us”

IT needs to employ techniques that make good use of business people’s time and actively engage them in requirements work. At the same time, business people need to fully participate in defining their requirements. If you do it right, good practices for effective user involvement sell themselves.

Here are some ways to do it right. Represent user needs in ways that “sing” to users and customers. Use a variety of elicitation techniques. Verify and validate requirements as you proceed. And, importantly, conduct continual requirements retrospectives to get feedback that will allow you to adapt your requirements practices.

“Our users are distributed. We can’t get everyone’s requirements”

User requirements are the focal point of your product. When users are scattered, you still need to identify the various types of users, understand their needs, and determine how you might need to alter requirements based on location.

When your users are geographically distributed or there are vast numbers of them, you may have to rely on surrogate users or subject matter experts who can research user needs. Find a small sample of representative users from various locations who are important to product success. Then adapt your elicitation practices to make efficient use of these users in requirements development and verification.

For some products, it’s best to combine surveys and other research methods with deeper representative user involvement.

Regardless of the approach you take, ignoring user needs is a recipe for disaster.

“We got the book We’ll just follow that”

Reading a book (e.g. The Software Requirements Memory Jogger) helps. It gives you awareness and knowledge. Reading does not, however, enable you to apply skills without practice and reinforcement.

Many business and requirements analysts are not trained and skilled in the toolkit of requirements development and management practices they need to be successful (Schwaber, 2006).

Analysts with extensive experience are more successful than novices in analyzing and uncovering user needs. Expert analysts demonstrate the ability to select among elicitation techniques based on the situation and integrate multiple models to represent requirements (Hickey and Davis, 2003).

Gaining expertise in requirements saves time and effort, reducing your total cost of application ownership (Light, 2005).

Training and coaching accelerate the learning curve and will earn you savings in time and money.

Copyright: Ellen Gottesdiener 04/23/07

Ellen Gottesdiener, Principal Consultant, EBG Consulting, helps you get the right requirements so your projects start smart and deliver the right product at the right time. Her book Requirements by Collaboration: Workshops for Defining Needs describes how to use multiple models to elicit requirements in collaborative workshops. Ellen’s most recent book, The Software Requirements Memory Jogger describes essentials for requirements development and management. In addition to providing training and consulting services, Ellen speaks at and advises for industry conferences, writes articles, and serves on the Expert Review Board of the International Institute of Business Analysis (IIBA) Business Analysis Body of Knowledge™ (BABOK™). You can subscribe to EBG Consulting’s free monthly eNewsletter Success with Requirements (http://www.ebgconsulting.com/newsletter.php) for practical guidance and requirements-related news. When you sign up, you’ll receive a free .pdf article by our Senior Associate, Mary Gorman, on an essential requirements modeling technique.

References
Henschen, Doug, David Stodder, Penny Crosman, Michael Mcclellan, Neal Mcwhorter, and David Patterson. 2007. “Seven Trends for 2007.” Intelligent Enterprise, January. See http://www.intelligententerprise.com/showArticle.jhtml?articleID=196603897

Hickey, Ann M., and Alan M. Davis. 2003. “Elicitation Technique Selection: How Do Experts Do It?” Proceedings 11th International IEEE Requirements Engineering Conference. September.

Hooks, Ivy F., and Kristin A. Farry. 2001. Customer-Centered Products: Creating Successful Products through Requirements Management. Amacom.

Jones, Capers. 1996a. Patterns of Software Systems Failure and Success. Thomson Computer Press.

Lauesen, Soren, and Otto Vinter. 2001. “Preventing Requirement Defects: An Experiment and Process Improvement.” Requirements Engineering, June 6:37-60.

Leffingwell, Dean. 2003. “Calculating the Return on Investment from More Effective Requirements Management.” IBM Developer Works, December.

Leishman, Theron R., and David Cook. 2002. “Requirements Risk Can Drown Software Projects.” Crosstalk: The Journal of Defense Software Engineering, April.

Light, Matt. 2005. “Agile Requirements Definition and Management Will Benefit Applications Development.” Gartner RAS Core Research Note G00126310, Gartner, April 18.

Nelson, Mike, James Clark, and Martha Ann Spurlock. 1999. “Curing the Software Requirements and Cost Estimating Blues.” The Defense Acquisition University Program Manager Magazine, November–December.

Reifer, Donald J. 2007. “Profiles of Level 5 CMMI Organizations.” Crosstalk: The Journal of Defense Software Engineering, January.

Rodrigues, Alexandre G. 2001. “Project Goals, Business Performance, and Risk.” Cutter Consortium e-Project Management Advisory Service Executive Update, 2(7).

Schwaber, Carey. 2006. “The Root of the Problem: Poor Requirements.” IT View Research Document, Forrester Research, September.

Standish Group International, Inc. 2003b. Standish Group Study. Reported by Jim Johnson, chairman, XP 2002 Conference.

Weinberg, Gerald M. 1997. Quality Software Management, Volume 4: Anticipating Change. Dorset House.

04/23/07