Today s Webinar: The Future of Requirements Definition & Management WEBINAR SERIES WEBINAR SERIES

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1 Today s Webinar: The Future of Requirements Definition & Management presents the WEBINAR SERIES WEBINAR SERIES Featuring Bryan Fangman, Borland A Micro Focus Company

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7 Today s Webinar: The Future of Requirements Definition & Management presents the WEBINAR SERIES WEBINAR SERIES Featuring Bryan Fangman, Borland A Micro Focus Company

8 The Future of Requirements Definition and Management Bryan Fangman QAI Webinar March 13, 2013

9 Borland Caliber Requirements Definition & Management Senior Product Manager BRYAN FANGMAN

10 Overview Impacts of Agile on traditional requirements management and testing approaches the requirements bell curve How to use a visual approach to requirements definition for better requirements and aligned testing Trends in requirements definition and management 3

11 IMPACT OF AGILE ON REQUIREMENTS MANAGEMENT 4

12 Trends - Software project success The Standish Group International, Inc CHAOS Manifesto 5

13 2012 results represent the highest success rate in the history of the Research. The reasons for the increase in success rate are: Agile Process 22% CAGR Modernization Enterprise packages 6

14 7

15 Waterfall lifecycle Requirements Definition & Management 8

16 Requirements Definition & Management Elicitation Definition Management Approval Requirements Requirement s 9

17 Waterfall Project Management Strengths 1. Clear understanding of expected scope 2. Produces complete design and documentation 3. Clearly visible project history and evolution 4. Progress through stages is clearly visible 5. Definition up front allows understanding of what is fully expected 6. Enforces discipline by requiring completion of one stage before moving to the next 7. Staged approach is relatively easy to implement and understand Weaknesses 1. Mistakes in requirements leads to significant wasted effort 2. Business needs change as defined requirements wait for implementation 3. Great difficulty in adapting to change across phases 4. Defining full features up front is difficult 5. Estimating up front is often inaccurate 6. Visibility of detail across stages is limited (isolated by project roles) 7. Work occurs in cycles creating peaks and valleys of activity 8. Monumental review process 10

18 Agile Software Development 11

19 Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business people and developers must work together daily throughout the project. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. Agile Manifesto The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Working software is the primary measure of progress. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility. Individuals and interactions over process and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Respond to change over following a plan Simplicity--the art of maximizing the amount of work not done--is essential. The best architectures, requirements, and designs emerge from self-organizing teams. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. 12

20 Agile / Iterative / Scrum 13

21 Agile Project Management Requirements Strengths 1. Adapts to changing business needs in short cycles 2. Allows progress with limited information 3. Mistakes in requirements lead to limited wasted effort 4. Inclusive of all stakeholders across project 5. Provides clear status in the form of working software 6. Work occurs in a sustainable manner Weaknesses 1. Limited requirements change management / visibility 2. "Fail fast" approach knowingly introduces regular rework 3. Non-functional requirements are difficult to capture as user stories 4. "Agile" often implemented as ungoverned methodology 5. Project scope not clearly understood 6. Lack of structure and necessary documentation 7. Delivery focused 14

22 Agile is now widely recognized as a software lifecycle Agile was a pullback from very tightly managed and highly governed waterfall lifecycle Manifesto was required A radical change required a radical action Agilista Agile needs to fit for the enterprise Visibility History Traceability Governance Time to adapt be agile, don t do agile 15

23 Agile / Iterative / Scrum Requirements Definition Requirements Elicitation? Definition? Collaboration? Review? Versioning? Change Management? 16

24 Requirements Definition & Management Elicitation Definition Management Approval Requirements Requirement s 17

25 Two Life Cycles Working as One User Feedback Iterative Development Iterative Definition As structured as you need to be as Agile as you want to be 18

26 Agile requirements definition Requirements backlog Managed to enable consensus, visibility and governance Incremental definition Detail defined according to relative priority Definition work spent on low priority requirements is waste Definition work beyond that required for communication is waste Iteratively turn over "well formed" requirements / user stories Acceptance criteria for testing Defined, reviewed and approved Manage the backlog Success measured against business need not against development unit When is a product releasable?... Minimally marketable features 19

27 Defining Business Need - Requirement Non-functional requirements Fully formed Requirement Increasing Detail Use cases Business Need Driven Basic visualization Functional requirements Idea High level goals 20

28 Defining Development Unit User story Feature User story Breakdown for work Development Need Driven User story 21 Task

29 Agile Requirements Bell Curve Defining Business Features Defining Development Detail Only define up front what is required for process and communication 22

30 Incremental Definition = Practical Fidelity Definition beyond what is required for communication is waste 23

31 Pragmatic definition Defining Business Features WASTE Defining Development Detail Detail required for business clarity 24

32 Different for every organization, project, requirement Detailed requirements Light weight requirements Regardless of level of rigor in the organizational process, requirements must be managed 25

33 Agile Requirements Definition and Delivery Two lifecycles working as one Iterative requirements definition Iterative requirements delivery (Agile development) Less waste by assuring business and delivery are in alignment Fail fast and less frequently Pragmatic definition - only define enough detail to satisfy organizational needs and delivery clarity Anything beyond is waste 26

34 Agile Aligned to Business Need Objectives Sprints Tasks Business Requirements Stakeholder Requirements Visualizations (Scenarios and Simulations) Templates, Checklists, Best Practices Why and What Functional Requirements Solution Requirements Delivery User Stories User Stories Tasks Tasks Tasks Tasks Usability Performance Reliability Reusable Requirements Security Safety Flexibility Non-Functional Requirements User Stories How and When Tasks Tasks Tasks

35 VISUAL APPROACH FOR REQUIREMENTS DEFINITION 28

36 Why Visualizations? Real-time updates and impact analysis Document-centric approach vs. item-based approach Traces in document tables and spreadsheets aren t adequate for large projects Facilitates more efficient reviews Visual Use Cases can be validated (scenarios) Foundation for UAT test cases Flexibility and Usability - flow diagrams can be easier to navigate helping to find content Mistakes can be easier to identify in a visualization Easier to make associations between requirements and business processes Easier to spot missing Use Cases in business process Provide multi-faceted view of the requirements for better understanding Identify dependencies between requirements Agile is ideal for the visual approach 29

37 Unified Modeling Language (UML) Language used to visually specify the design of software systems (Object Management Group 2007) Unified Modeling Language (UML) combines techniques from: data modeling (entity relationship diagrams) business modeling (work flows) object modeling component modeling It can be used with all processes, throughout the software development life cycle, and across different implementation technologies Adoption in organizations for requirements modeling has been slow due to the complexity of models; not ideal for modeling business benefit, user actions and business rules 30

38 Requirements Modeling Language (RML) RML is a language designed specifically to visually model requirements for easy consumption by executive, business, and technical stakeholders (Visual Models for Software Requirements by Joy Beatty and Anthony Chen, Microsoft Press 2012) Simplifies existing models and is specifically aimed at modeling software requirements RML Models: Objectives Models Business Objectives Models Objective Chains Key Performance Indicator Models Requirements Mapping Matrices Feature Trees Systems Models Ecosystem Maps System Flows User Interface Flows Display-Action-Response Models Decision Tables Decision Trees System Interface Tables People Models Org Charts Use Cases Roles and Permissions Matrices Process Flows Data Models Business Data Diagrams Data Flow Diagrams Data Dictionaries State Tables State Diagrams Report Tables 31

39 Key Visualizations Storyboards What are we trying to do? What is the sequence of steps? Who is involved at each step? What are the alternate paths and decisions being made? Goal: Validate the process flow sequence, activity steps (requirements), decisions (business rules) Simulations How will the application be organized? How do we want the application to flow? How do we want it to look? Goal: Validate the organization and usability of the user interface, functional flow and behavior by role 32

40 Storyboards 33

41 Storyboards (continued) 34

42 Simulations 35

43 Test Case Generation 36

44 Tracing to Business Requirements 37

45 Alignment with Agile Delivery 38

46 TRENDS IN REQUIREMENTS MANAGEMENT TOOLS 39

47 The Future of RDM and Agile Tools Visualizations will become increasingly important for requirements elicitation and validation Testing will cover requirements at the time of definition as well as the incremental deliverables in each supporting story As Agile practices become more managed, Agile requirements/stories will trace to an increasing number of related elements More stakeholders will become actively involved in the elicitation and approval process as tools improve efficiency 40

48 The Future of RDM and Agile Tools (cont) The majority of individuals participating in the requirements management process will use web-based and mobile solutions Organizations will become more efficient in centralizing, standardizing and reusing requirements The accuracy of the initial and ongoing time/cost estimations will improve and occur earlier in the lifecycle 41

49 Best Practices for Requirements Visualization Adopt a visual process that conforms to your preferred methodology Ensure the framework does not constrict productivity Respect roles that are not traditionally Agile Find a tool that fits within your methodology Allow each role to work with the tools they want Avoid restrictive workflows and rules Use visualizations at the appropriate level of detail (practical fidelity) Ensure maximum participation when reviewing storyboards and simulations; identify issues earlier in the process Simulate and get consensus before you build it! Use collaborative tools to ensure feedback is shared and associated to the visualizations Expand visibility between Agile assets and related artifacts for real-time impact analysis 42

50 Conclusion Using a visual approach to requirements definition can lead to a more complete set of quality requirements earlier in the lifecycle Agile is well suited for visual modeling for elicitation and validation prior to application development Agile stories require alignment to business requirements to ensure business objectives are met Real-time impact analysis requires effective traceability 43

51 Bryan Fangman Senior Product Manager (301) THANK YOU! QUESTIONS? 44

52 Borland Company Information Borland Website For additional information regarding: Presentation content Scheduling a demonstration Integrating requirements and agile delivery Products and services Speaking engagements Please contact: Anthony Gow Inside Sales Representative anthony.gow@microfocus.com (248)

53 Contact Information Bryan Fangman Senior Product Manager (301) Mark Kulak Director of Development (248)

54 Borland s Approach We are Open... to the way you want to work and to the investments you have already made in your ALM tooling We are Agile... in how we work with you, responding quickly to your changing requirements, bringing the benefits of Agile to existing processes We are Enterprise... in our scale and understanding, satisfying even the largest of organizations 47

55 Our Own Award-winning Agile Transformation Borland received an Info World Top 100 Innovation Award for transitioning its own development organization to agile The award recognizes Borland s Agile Transformation as an IT project that exemplifies intelligent, creative use of technology to meet business and technical objectives. Like most organizations considering a large-scale Agile shift, Borland faced a major process renovation while still needing to execute on an aggressive product roadmap. As Borland began to scale its Agile efforts across an organization with more than 350 developers in five geographic locations, teams needed a better way to collaborate, share information and manage their work. At the same time, management needed visibility in order to establish a baseline for performance and be able to measure the progress and benefits of the transition to Agile. 48

56 Validated by Partners - Microsoft The ideas we have shared are being echoed throughout the industry. * See full article in upcoming inaugural issue of ALM magazine 49

57 Waterfall, Agile, others we can help! BORLAND SOLUTIONS

58 Borland Solutions Caliber Requirements Elicitation SilkCentral SilkMobile On Device test automation Storyboards Create Test Case Scenarios Test Management ios, Android, BlackBerry Prototyping SilkTest Test Case Generation Glossaries Baselines Synchronize Requirements and Create Test Cases Test Execution Defect Tracking Execute Tests and Collect Results Regression Testing Automated Functional Testing SilkPerformer Approvals Traceability Synchronize Issues Test Reporting Performance Metrics Automated Load Testing Cloud Execution Synchronize and Trace Requirements StarTeam Source Control Continuous Build and Test Issue and Task Management Development Metrics Agile Project Management 51

59 Requirements Management and Traceability Caliber Author Reuse requirements across projects Integrate with code development and testing tools for verification and validation Understand the impacts of change and alignment to business objectives through traced relationships 52

60 Scenarios and Simulations Caliber Visualize Visual clarity reduces process ambiguity Identifies missing or wrong underlying assumptions Stakeholder feedback improves quality of requirements Establishes a common vision and shared responsibility Visualization brings activities, actors and requirements together within their context 53

61 Collaborate, Review and Discuss Caliber Review View requirements, attributes, traces via web License free model assures maximum participation of stakeholders Online discussions tied to requirements Same discussions available from Author, Visualize and Review Additional functionality Baselines Filters Search 54

62 Test Integration and Management Silk Central Test Management Silk Central provides a unified framework for the integration of requirements, test automation tools Unit Functional Performance Dashboard Reporting Manual execution planning Highlight risk mitigation and quality goals Configuration testing Video and image capture SAP Testing 55

63 Application Performance Testing Silk Performer Powerful, easy, cost-effective Open - offering leading Web 2.0 and broad enterprise application support Agile - easiest to use load testing solution with a short learning curve for rapid releases Enterprise - gain confidence in the performance and stability of your mission-critical applications Leading Web 2.0 support Mobile testing Cloud integration Rich reporting and analysis Server monitoring Enterprise application support Workflows & wizards Accurate real-life user simulations 56

64 Mobile Application Testing Silk Mobile Mobile app testing simple, visual, powerful Easiest mobile testing tool ensures your mobile apps get to market in half the time Robust combination of native, image and text based recognition technology increases the usability of your apps Complete solution handling functional and performance testing makes your mobile apps perform better The way your users use it gestures support Broad mobile OS platform support No hacking required Native object recognition Optical character recognition Easy to use because it s visual Easy to read execution reports 57

65 Requirements Delivered StarTeam Agile Organize, prioritize and manage Agile teams product backlogs Plan sprints, task out the work and then track progress through the sprint Get comprehensive visibility of all Agile assets Integrate and trace to formal requirements 58

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