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1、Reducing Project Risk through Managing and Measuring RequirementsJenny LiuBorland大中华区董事总经理Borland Process Optimization Background Global Leader in process improvement services:Recognized(Measurement,CMM/CMMI authors,Gartner)Innovative(AD Improvement Roadmap,Business Process Maturity approach)Experie
2、nced(consultants average 20+years in software/systems management)Connected(Strong,broad,global alliances)Proven(Successful helping clients at all levels of maturity,all industries)Focused(Process improvement is our primary business)Open(related models:PMBOK,ISO 9001:2000,COBiT,ITIL,and others)Servic
3、esAppraisalsBusiness ProcessApplication DevelopmentHR,PMOAdvisory ServicesHow to get startedProcess improvement/implementationTraining30+CoursesWorkshops on process management2The Triad of SuccessUndisciplinedTECHNOLOGYTECHNOLOGYSDOPEOPLEPEOPLEInefficientSDOPEOPLEPEOPLEPROCESSPROCESSAmateurTECHNOLOG
4、YTECHNOLOGYSDOPROCESSPROCESSSoftware Delivery Optimizationsolutions for all three componentsof successful development:Technology powerful tools Process coordination and discipline People ability to executeTECHNOLOGYTECHNOLOGYSDOPEOPLEPEOPLEPROCESSPROCESS3IT Project Managers Universe A Complex Risk A
5、renaPMApplication DevelopmentOperationsBusinessReducing Project Risk through Managing and Measuring Requirements46666%NOT NOT SUCCESSFULSUCCESSFUL5454%OVER OVER BUDGETBUDGET70%70%LATELATECANCELLEDCANCELLED3030%Project Results are PoorSource:THE STANDISH GROUP 20035Impact of Requirements on ProjectsS
6、ource:Standish GroupRework Costs are High Even for Successful Projects!Application development organizations typically spend about 40%of their development effort on rework7Compounding Requirements CostsUnder-scopedrequirementsand effortBusinessApplicationDevelopmentSystemsIntegrationServices&Operati
7、onsUnsatisfiedrequirementsRushedproductplatformsreworkvalueaddingworkExcessiveIn-servicereworkreworkvalue workDefects andreworkDevelopmentoverloadreworkvalueaddingwork8Defect Repair CostsThe cost of repairing a defect goes up substantially when it crosses a phase boundary requirements defects are co
8、stly!Customer XYZ Defect Repair CostsSeptember 20049Requirements Issues Impact OutsourcingReasons Why Outsourcing Did Not Meet Expectations10Managing Risks11Todays IT Risk EnvironmentFundamental shift underway in risk perception and managementTraditional risk management Managed in silosDisconnected
9、from business goalsViewed as a cost of business,a burden to overcomeFocus on controls,limiting growth and innovationNew risk managementApproach risk holistically,cross-enterpriseBalance risk management with risk taking Leverage risk for competitive advantage Enable risk taking to create new revenue
10、opportunities and operational differentiationFocus on enabling revenue streams and continuing business operations12Todays IT Risk EnvironmentCompetitive demands increase risk exposure&creates new risk profileCost pressures Requirement to perform faster and cheaper on fewer resourcesCorporate scandal
11、s create unprecedented legal risk,control and governanceSarbanes-Oxley Basel IIRisk can be a competitive advantageManaged risk taking leads to innovation and market advantageLeverage risk for new products,new services,new business models,new forms of competition13Three Forms of Risk ManagementLoss a
12、nd Cost ControlTraditional aspect of risk managementFocus on ensuring minimal loss and minimal cost of lossInnovation and Entrepreneurship Focus on balancing innovation and risk Increase competitiveness without impacting business performanceStewardship and Responsibility GovernanceFocus on upholding
13、 local and international lawStrong overlap with shareholder issues14Risk Management ProcessAddressAssessAnalyzeManageConduct broad review of potential risk sourcesIdentify project risksLearnDetermine potential impact and probability of occurrencePrioritize risks in order of exposureApply proper risk
14、 management solutions Proactive deterrence Manage project at riskPrepared resolutionRegularly monitor and update risk scenariosTake contingency action if identified problems ariseCapture ongoing program informationTrack historical success to improve future execution15Risk Management ProcessAddressAs
15、sessAnalyzeManageConduct broad review of potential risk sourcesIdentify project risksLearnDetermine potential impact and probability of occurrencePrioritize risks in order of exposureApply proper risk management solutions Proactive deterrence Manage project at riskPrepared resolutionRegularly monito
16、r and update risk scenariosTake contingency action if identified problems ariseCapture ongoing program informationTrack historical success to improve future execution16Control in a Risky EnvironmentRange of Acceptable OutcomesExecution IntervalRange of Possible OutcomesIn ControlOut of ControlProjec
17、t Time17IT Project Managers Universe Sources of Requirements RisksPMApplication DevelopmentOperationsBusinessBusiness RequirementsUser RequirementsSystem/Architecture RequirementsFunctionalRequirementsNon-FunctionalRequirementsProcess and SkillRequirementsOperationalRequirements18Techniques for Iden
18、tifying RisksBrainstormingReview possible sources of risk and brainstorm specific risks they could create for your projectReview potential adverse outcomes for your project and brainstorm how they might ariseSourcesRisksOutcomes19Another Approach:Using Project Risk FactorsSources of Project Risk Ong
19、oing team activities Individual and teamRisk Factors Capture corporate learning Use Risk Cues help determine whether risk is high/medium/low Improve historical team risk management PMApplication DevelopmentOperationsBusiness20Risk Factor Table FormatDocumented RequirementsRequirements Management Tra
20、iningRequirements Management Toolsrequirements are not documented,are out of date,or are only in the minds of some of the stakeholdersthere is little or no support or training for those responsible for managing a projects requirementsthere is little or no tool support for managing the requirementsso
21、me of projects requirements are documented(such as the functional requirements),at least on an informal basishelp is available to project members responsible for managing requirements when they need ittools are available for managing important aspects of the requirements Risk FactorLow Risk CueMediu
22、m Risk CueHigh Risk Cueall of the projects requirements are well documented and available to support project planningmembers of the project development group and other affected groups are trained to perform their requirements management activitiesappropriate tools are provided for managing requireme
23、nts.Reviewing Risk FactorsSelect an appropriate set of factors(e.g.,Requirements-related)Examine each risk factor and rate its relevanceHigh-suggests a potentially high threat riskMedium-may suggest a risk to the projectLow-no apparent risk to project from thisNA-factor is not applicable to projectN
24、I-need more information;check with expertsTBD-need to have project proceed further;revisit later22Factors Help You FocusAll risks thousandsRisks indicated by Factor Tables-hundredsRisks rated High-dozensRisks to be managed-ten or so23Requirements Risk Exercise Application Development RisksFocus on r
25、isks specifically within IT Application DevelopmentEvaluate each risk factor and mark High,Medium or Low in relation to your project or a strategic project within your organization.Application DevelopmentSystem/Architecture RequirementsFunctionalRequirementsProcess and SkillRequirements24Requirement
26、s Risk Exercise:Application Development Risks-1Application DevelopmentSystem/Architecture RequirementsFunctionalRequirementsProcess and SkillRequirements#Risk FactorRisk CuesRatingLowMedHighL M HNA1 Requirements StabilityLittle or no change to baseline requirementsSome changes expected,%change manag
27、eableRapidly changing or no baseline available2 Requirements ManagementResourcesFunding and resources are assigned to manage project requirementsRequirements are managed on an informal or ad hoc basis,in the“margins”There is no explicit attempt manage requirements and changes to them.3 System interf
28、aces/dependenciesClearly defined,the context is well understoodSome elements are understood,others not yet comprehendedNo clear understanding of how the whole system comes together,overall fit to architecture25Requirements Risk Exercise:Application Development Risks-2Application DevelopmentSystem/Ar
29、chitecture RequirementsFunctionalRequirementsProcess and SkillRequirements#Risk FactorRisk CuesRatingLowMedHighL M HNA4 Requirements Based PlanningDocumented requirements are used as the basis for planningAttempts are made to keep requirements and work plans consistentPlans and work activities are n
30、ot directly related to requirements5 Requirements ManagementToolsAppropriate tools are provided for managing requirementsTools are available for managing important aspects of the requirementsThere is little or no tool support for managing requirements6 Commitments and ChangeDates&resources are re-ev
31、aluated&appropriately negotiated based on reqts.changesWhen requirements change,commitments are informally assessed and sometimes negotiatedRequirements may be changed without changing dependent commitments.26Requirements Risk Exercise:Application Development Risks-3Application DevelopmentSystem/Arc
32、hitecture RequirementsFunctionalRequirementsProcess and SkillRequirements#Risk FactorRisk CuesRatingLowMedHighL M HNA7 Requirements TraceabilityRequirements(including changes)are traced through design,test and deployment.Testers trace requirements to test casesNo processes in place to trace requirem
33、ents and changes through the life cycle.8 Requirements Development/Management Skills and ExperienceExtensive skills and experience with projects like thisSome skills and experience with similar projectsLittle skills and experience with similar projects9 Requirements Process MaturityRepeatable,measur
34、able processes for defining and managing requirementsRequirements baseline established,but changes not consistently managedRequirements processes documented,but not followed 27Requirements Risk Exercise Debrief Application Development RisksAdditional Comments:Industry standards provide AD best pract
35、ices for evaluating risksCMMICOBITPMBOK/PRINCE 2Identified risks can be used to adjust projects AD approachLife Cycle(e.g.,Agile vs.non-Agile)Technology Support(e.g.,Traceability)Staffing Mix(e.g.,Requirements Analysts)Project Plans/SchedulesTogether with measurement history,can help predict/adjust
36、projects outcomeApplication DevelopmentSystem/Architecture RequirementsFunctionalRequirementsProcess and SkillRequirements28CMMI Requirements Process AreasRequirements ManagementGoals,and PracticesSG 1 Manage RequirementsRequirements are managed,and inconsistencies with project plans and work produc
37、ts are identified SP 1.1 Obtain an Understanding of Requirements SP 1.2 Obtain Commitment to Requirements SP 1.3 Manage Requirements Changes SP 1.4 Maintain Bi-directional Traceability of Requirements SP 1.5 Identify Inconsistencies Between Project Work and RequirementsRequirements DevelopmentGoals,
38、and PracticesSG 1 Develop Customer RequirementsStakeholder needs,expectations,constraints,and interfaces are collected and translated into customer requirements.SG 2 Develop Product RequirementsCustomer requirements are refined and elaborated to develop product and product component requirements.SG
39、3 Analyze and Validate RequirementsThe requirements are analyzed and validated,and a definition of required functionality is developed.29Requirements Risk Exercise 2:Business-Related Project RisksBusinessBusiness RequirementsUser RequirementsBusiness refers to organization looking to use technology
40、to enhance/evolve its process Business processes directly impacts the quality and reliability of the requirements of the businessMarch 2005 American Productivity and Quality Center(APQC)Study:Borland partnered to understand“Emerging Practices in Business Process Management”Identified critical succes
41、s factors for success transformation of business processesAdditional goal:validate BPMM Concepts30APQC Borland StudyBest Practice PartnersAir Products and Chemical Inc.Coors Brewing Co.Deere&Co.Northrop Grumman Space TechnologyOperations Management International,Inc.Sponsoring OrganizationsAmerican
42、Express Co.Aramco Services Co.Caterpillar Inc.Cemex,S.A.de C.V.ChevronTexaco Corp.ConocoPhillipsExxonMobil Corp.Gartner Inc.Halliburton Energy Services GroupIBM Corp.International Truck and Engine Corp.Johnson&JohnsonLifeWay Christian ResourcesMetLife Inc.Northrop Grumman Integrated SystemsPetroleo
43、Brasileiro S.A.(Petrobras)Ricoh Corp.Sears,Roebuck and Co.Telstra Corp.Ltd.The ServiceMaster Co.U.S.Department of StateThe Williams Companies Inc.Xcel Energy Inc.31Requirements Risk Exercise:Business-Related Project RisksBusinessBusiness RequirementsUser Requirements#Risk FactorRisk CuesRatingLowMed
44、HighL M HNA1 Business SponsorshipBusiness Leaders visibly engaged,aligns with bus.objectivesSome commitment,bus.leaders involved on issues when askedTechnology push.Project IT-initiated without specific business commitment2 Business User InvolvementUsers highly involved,provide significant inputUser
45、s play minor role,moderate impactMinimal or no user involvement,little user input3 Business Process OwnerThe business process owner sponsoring the project owns the budget and business users The sponsor manages the budget and has matrix responsibility,but doesnt own usersThe process owner doesnt own
46、the budget or the users.32Requirements Risk Exercise:Business-Related Project RisksBusinessBusiness RequirementsUser Requirements#Risk FactorRisk CuesRatingLowMedHighL M HNA4Link to Business StrategyProject results linked to corporate strategy via performance scorecardThe project is strategic,but do
47、es not have a measurable tie to overall strategyThe link to corporate business strategy is not explicitly defined and measured.5Roles and Responsibilities in Business ProcessDocumented work responsibilities and clear accountabilitiesRoles in some areas is well documented,but others are not.Roles are
48、 often confused and lines of accountability are not clear.6Managing the MatrixOrganization perceives the business process as end-to-endViews as a series of sub processes involving multiple functions Views processes existing within functional units(e.g.,purchasing)33Requirements Risk Exercise:Busines
49、s-Related Project RisksBusinessBusiness RequirementsUser Requirements#Risk FactorRisk CuesRatingLowMedHighL M HNA7Business Process Management FrameworkComprehensive framework is used to drive improvementSome elements exist such as process model,Governance structure,improvement methodology,perf.manag
50、ement No framework exists to set context of business process changes8Process MaturityThe standard end-to-end business process is mature and can be tailored to fit evolving business needs.Some parts of the process(and some operational units)are mature,but many are not.The end-to-end process is immatu