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How UPS Delivers Modern Requirements Management
November 5, 2015
Pedro Alvarez
UPS –Business Analysis Practice Manager
© Copyright 2014 United Parcel Service of America, Inc. UPS, the UPS brandmark and the color brown are registered trademarks of United Parcel Service of America, Inc. All rights reserved.
• UPS at a Glance
• The UPS Business Analysis Prac6ce
• UPS Requirements Defini6on & Management
• Requirements Traceability
• Adop6ng a Requirements Defini6on & Management Tool
• Tool Adop6on Success
Topics for Discussion
© 2015 United Parcel Service of America, Inc. UPS and the UPS brand mark are trademarks of United Parcel Service of America, Inc.. All rights reserved.
© Copyright 2014 United Parcel Service of America, Inc. UPS, the UPS brandmark and the color brown are registered trademarks of United Parcel Service of America, Inc. All rights reserved.
UPS at a Glance
© 2014 United Parcel Service of America, Inc. UPS and the UPS brand mark are trademarks of United Parcel Service of America, Inc.. All rights reserved.
• The world’s largest package delivery company
• Leading global supply chain and logis6cs provider
• $58 billion (US) corpora6on
• 18 million packages daily
• 9.8 million daily customers
• Serve 220+ countries and territories
• Every address in North America & Europe
• $1 Billion IT Budget
• $58.2 million tracking requests per business day
© 2015 United Parcel Service of America, Inc. UPS and the UPS brand mark are trademarks of United Parcel Service of America, Inc.. All rights reserved.
© Copyright 2014 United Parcel Service of America, Inc. UPS, the UPS brandmark and the color brown are registered trademarks of United Parcel Service of America, Inc. All rights reserved.
UPS at a Glance
© 2015 United Parcel Service of America, Inc. UPS and the UPS brand mark are trademarks of United Parcel Service of America, Inc.. All rights reserved.
435
58.2 4.6
9.8
99,892
1,990 5,461 73,774
2014 DELIVERY VOLUME
© Copyright 2014 United Parcel Service of America, Inc. UPS, the UPS brandmark and the color brown are registered trademarks of United Parcel Service of America, Inc. All rights reserved.
Award Winning Team
© 2014 United Parcel Service of America, Inc. UPS and the UPS brand mark are trademarks of United Parcel Service of America, Inc.. All rights reserved. © 2015 United Parcel Service of America, Inc. UPS and the UPS brand mark are trademarks of United Parcel Service of America, Inc.. All rights reserved.
• Informa(onWeek Elite 100: #1 Overall Most Innova(ve Users of Business Technology, 2015
• Computerworld: Premier 100 IT Leaders – 2015, 2014, 2013
• CIO Magazine: CIO 100, Business Intelligence for ORION, 2014
• Supply & Demand Chain Execu(ve 100 Award for ORION, 2014
• Postal Technology Interna(onal Awards for ORION (last mile delivery), 2014
• CITE Awards – Auto Arrive and Depart (AAD), 2013
• Associa(on of Telecommunica(on Professionals (ATP), 2013
• Mobile Enterprise Magazine’s 2013 Mobilizer Award
• Informa(onWeek 500: Most Innova(ve Users of Business Technology, 2013
• Technology Associa(on of Georgia Excalibur Awards Finalist, 2013
• E3 Award, 2013
• Informa(onWeek 500: #8 Overall Most Innova(ve, 2012
• Informa(onWeek 500: Business Innova(on award for UPS My Choice, 2012
• Technology Associa(on of Georgia Excalibur Awards Finalist, 2012
• Enterprise CIO Forum: Transforma(onal CIO Leadership Award, 2012
© Copyright 2015 United Parcel Service of America, Inc. UPS, the UPS brandmark and the color brown are registered trademarks of United Parcel Service of America, Inc. All rights reserved. © 2015 United Parcel Service of America, Inc. UPS and the UPS brand mark are trademarks of United Parcel Service of America, Inc.. All rights reserved.
© Copyright 2014 United Parcel Service of America, Inc. UPS, the UPS brandmark and the color brown are registered trademarks of United Parcel Service of America, Inc. All rights reserved.
UPS Business Analysis Practice
• Established in 2008
• Formed by ground-‐up BA Community
• A federated model
• A lean enterprise-‐level team
• Prac6ce Leads throughout porZolios
• Standards, oversight, training, mentoring, and support for 275 BAs worldwide
• Maturity model for business analysis
• Responsible for support and adop6on of tools
• 3 founda6onal pillars: People, Process, Tools
© 2015 United Parcel Service of America, Inc. UPS and the UPS brand mark are trademarks of United Parcel Service of America, Inc.. All rights reserved.
© Copyright 2014 United Parcel Service of America, Inc. UPS, the UPS brandmark and the color brown are registered trademarks of United Parcel Service of America, Inc. All rights reserved.
UPS Business Analysis Practice
• People • Formal training
• Internal cer6fica6on program for all UPS BAs
• Maturity model for business analysis
• Process • Standard Requirements Defini6on &
Management Process (RDM)
• Cons6stent standards and common language for BAs / Stakeholders
• Tools • Enterprise standard Visualiza6on tool and
diagramming tool
• Requirements tool deployed enterprise wide in 2015
© 2015 United Parcel Service of America, Inc. UPS and the UPS brand mark are trademarks of United Parcel Service of America, Inc.. All rights reserved.
© Copyright 2014 United Parcel Service of America, Inc. UPS, the UPS brandmark and the color brown are registered trademarks of United Parcel Service of America, Inc. All rights reserved.
Requirements Definition and Management
PDD BRD
FRD
RTM
Architecture0Deliverables
Design0Deliverables
Test0Deliverables
RTM
Project0Management0Plans
© 2015 United Parcel Service of America, Inc. UPS and the UPS brand mark are trademarks of United Parcel Service of America, Inc.. All rights reserved.
30 – 65% of all defects are introduced in the requirements phase!
© Copyright 2014 United Parcel Service of America, Inc. UPS, the UPS brandmark and the color brown are registered trademarks of United Parcel Service of America, Inc. All rights reserved.
Requirements Definition and Management
Feasibility
Analysis
+
3.0Develop / Update Project Glossary
+
20.0Baseline & Centralize
Requirements
Project Approved forFeasibility Phase
+
1.0Capture Project
Information
+
2.0Define Project Objectives
and Area of Study
Requirementsapproved
+
3.0Develop / Update Project Glossary
+
5.0Define Essential
Business Processes+
4.0Develop As-is Business
Process Model
+
6.0Define Business Requirements
+
7.0Define Business
Rules
+
8.0Develop Requirements
Visualization
+
18.0Conduct Formal
Requirements Review
+
19.0Capture and Manage Requirements Defects
BRD rejected
FRDrejected
+
10.0Produce Business Requirements Doc
~
+
12.0Develop Use Cases
+
11.0Develop To-be Business
Process Model
+
13.0Define Application
Requirements
+
8.0Develop Requirements
Visualization
+
21.0Manage Requests
for Change
~
No changes toBase-lined Requirements
Changes toBase-lined
Requirementsrequested
+
9.0Develop Requirements
Traceability
+
15.0Produce Functional
Requirements Document
+
14.0Develop Business Data
Dictionary
+
9.0Develop Requirements
Traceability
Peer Reviews
+
17.0Conduct Team Lead Review
+
16.0Conduct Peer
Review
Peer Reviews
+
17.0Conduct Team Lead Review
+
16.0Conduct Peer
Review
Project Approved forAnalysis Phase
+
14.0Develop Business Data
Dictionary
The UPS RDM Process
© 2015 United Parcel Service of America, Inc. UPS and the UPS brand mark are trademarks of United Parcel Service of America, Inc.. All rights reserved.
© Copyright 2014 United Parcel Service of America, Inc. UPS, the UPS brandmark and the color brown are registered trademarks of United Parcel Service of America, Inc. All rights reserved.
Requirements Definition and Management
The UPS RDM Process
• A guide for excellent requirements
• Procedures for Elici6ng, Documen6ng, and Managing requirements
• Standard set of tasks
• Required deliverables
• Quality standards
• Requirements wri6ng Paderns
• Aligned with BABOK Knowledge Areas and Techniques
PDD BRD
FRD
RTM
Architecture0Deliverables
Design0Deliverables
Test0Deliverables
RTM
Project0Management0Plans
© 2015 United Parcel Service of America, Inc. UPS and the UPS brand mark are trademarks of United Parcel Service of America, Inc.. All rights reserved.
© Copyright 2015 United Parcel Service of America, Inc. UPS, the UPS brandmark and the color brown are registered trademarks of United Parcel Service of America, Inc. All rights reserved. 12 12
Requirements Definition and Management
“A Business Rule is a rule which governs the business. A Business Requirement is a
requirement of the business.”
© 2015 United Parcel Service of America, Inc. UPS and the UPS brand mark are trademarks of United Parcel Service of America, Inc.. All rights reserved.
© Copyright 2015 United Parcel Service of America, Inc. UPS, the UPS brandmark and the color brown are registered trademarks of United Parcel Service of America, Inc. All rights reserved. 13
Requirement Type BABOK ClassificaOon
Project ObjecOve –
Organiza6on / Customer goals; reasons for the project; measurable
Business Requirement
Business Requirement –
Business capability desired by the Project Sponsor and Stakeholders; bridge to solu6on requirements; technology and design independent
Stakeholder Requirement
FuncOonal Requirement –
System behavior; WHAT the system must do in response to condi6ons / triggers; HOW the system must behave; Not how the system must be designed
Solu6on Requirement – Func6onal Requirement
Non-‐funcOonal Requirement –
Constraints to system func6onality; Quality of service requirements; Govern system behavior; Categorized in types
Solu6on Requirement – Non-‐func6onal Requirement
Business Rule –
Condi6ons that govern work; business constraints; technology and design independent perspec6ve; categorized in types
N/A
13
Requirements Definition
© 2015 United Parcel Service of America, Inc. UPS and the UPS brand mark are trademarks of United Parcel Service of America, Inc.. All rights reserved.
© Copyright 2015 United Parcel Service of America, Inc. UPS, the UPS brandmark and the color brown are registered trademarks of United Parcel Service of America, Inc. All rights reserved. © 2015 United Parcel Service of America, Inc. UPS and the UPS brand mark are trademarks of United Parcel Service of America, Inc.. All rights reserved.
© Copyright 2015 United Parcel Service of America, Inc. UPS, the UPS brandmark and the color brown are registered trademarks of United Parcel Service of America, Inc. All rights reserved. 15 15
Requirements Management
• Requirements Traceabililty
• Impact Analysis
• Change Management
Requirements Traceability
Business Problem /
Opportunity
Project Objectives
Business Requirements
Business Rules
Functional Requirements
Non-functional Requirements
Functional Requirements
Non-functional Requirements
Non-functional Requirements
© 2015 United Parcel Service of America, Inc. UPS and the UPS brand mark are trademarks of United Parcel Service of America, Inc.. All rights reserved.
© Copyright 2015 United Parcel Service of America, Inc. UPS, the UPS brandmark and the color brown are registered trademarks of United Parcel Service of America, Inc. All rights reserved. 16 16
Requirements Quality
Project ObjectivesProject
Objectives
Business RequirementsBusiness
Requirements
Functional RequirementsFunctional
RequirementsUse CasesUse Cases
BusinessRules
BusinessRules
Business Problem / Opportunity
Business Problem / Opportunity
Non-‐functional Requirements
Non-‐functional Requirements
Recommended traceability.
Required traceabilityBusiness Initiative
Business Initiative
Context Level Diagram
Context Level Diagram
External Agent
External Agent
Essential Business Processes
Essential Business Processes
CapabilityCapabilityBusiness Process
DiagramBusiness Process
Diagram
BusinessData EntityBusiness
Data Entity
User Interface Requirement
User Interface Requirement
Reporting RequirementReporting
Requirement
Service Level Agreement
Service Level Agreement
Business RequirementsBusiness
RequirementsUse CasesUse Cases
PDD/Scope Item
PDD/Scope Item
Can Trace Downstream to All Items
© Copyright 2015 United Parcel Service of America, Inc. UPS, the UPS brandmark and the color brown are registered trademarks of United Parcel Service of America, Inc. All rights reserved. © 2015 United Parcel Service of America, Inc. UPS and the UPS brand mark are trademarks of United Parcel Service of America, Inc.. All rights reserved.
Adopting a Requirements Definition & Management Tool
© Copyright 2015 United Parcel Service of America, Inc. UPS, the UPS brandmark and the color brown are registered trademarks of United Parcel Service of America, Inc. All rights reserved.
Dilbert, August 9, 1999 * Copyright 1999, Scott Adams
© 2015 United Parcel Service of America, Inc. UPS and the UPS brand mark are trademarks of United Parcel Service of America, Inc.. All rights reserved.
Requirements Definition & Management Tool
© Copyright 2015 United Parcel Service of America, Inc. UPS, the UPS brandmark and the color brown are registered trademarks of United Parcel Service of America, Inc. All rights reserved. 19 19
Problem Statements
• Document-‐centric requirements management
• Manual, labor-‐intensive Requirements Traceability
• Inefifcient Requirements Change and Impact Analysis
• Very lidle requirements reuse
• Fragmented collabora6on among BAs
• Inconsistent feedback and approval processes
• Duplica6on of effort
Requirements Definition & Management Tool
© 2015 United Parcel Service of America, Inc. UPS and the UPS brand mark are trademarks of United Parcel Service of America, Inc.. All rights reserved.
© Copyright 2015 United Parcel Service of America, Inc. UPS, the UPS brandmark and the color brown are registered trademarks of United Parcel Service of America, Inc. All rights reserved. 20 20
Requirements Definition & Management Tool
© 2015 United Parcel Service of America, Inc. UPS and the UPS brand mark are trademarks of United Parcel Service of America, Inc.. All rights reserved.
ObjecOves
• Support the UPS RDM process
• Provide means to create complete Traceability
• Eliminate the use of requirements documenta6on over 6me
• Facilitate impact analysis and change management
• Promote reusability and foster collabora6on
• Provide single approach to reviews and approval process
• Develop Enterprise libraries for Business Processes, Business Rules, Business Capabili6es
© Copyright 2015 United Parcel Service of America, Inc. UPS, the UPS brandmark and the color brown are registered trademarks of United Parcel Service of America, Inc. All rights reserved. 21 21
Tool Vendor EvaluaOon
• Spent 2 years looking before making investment
• Conducted reasearch – prepared several RFPs • Conducted Pilots on 3 different tools
• Desired features
• Usability
• Flexibility for different types of users (BAs vs. Stakeholders)
• A tool that shows value right away – can be sold to the stakeholder community, not just BAs
© 2015 United Parcel Service of America, Inc. UPS and the UPS brand mark are trademarks of United Parcel Service of America, Inc.. All rights reserved.
Requirements Definition & Management Tool
© Copyright 2015 United Parcel Service of America, Inc. UPS, the UPS brandmark and the color brown are registered trademarks of United Parcel Service of America, Inc. All rights reserved. 22 22
Why Jama?
• Designed with usability as a founda6on
• Review Center, Collabora6on, and Traceability were important features for the BA community
• Easy to design and configure
• Other tools didn’t align with our expecta6ons on usage or value
• Jama scored the highest across the 25 evalua6on criteria we used
• The only tool to be endorsed across all the PorZolios
© 2015 United Parcel Service of America, Inc. UPS and the UPS brand mark are trademarks of United Parcel Service of America, Inc.. All rights reserved.
Requirements Definition & Management Tool
© Copyright 2015 United Parcel Service of America, Inc. UPS, the UPS brandmark and the color brown are registered trademarks of United Parcel Service of America, Inc. All rights reserved. 23 23
Guiding Principles for Pilot and Deployment
1. Meet current requirements, but think about the big picture and the future
2. We will need to make some compromises
3. Don’t let the perfect be the enemy of the good
• There are going to be some things we don’t like
• Focus on where we will be beder off
4. We will learn and evolve as we use the tool
5. Understand the needs of our stakeholders
• Don’t make it an academic exercise for the Business Analysts
Requirements Definition & Management Tool
© 2015 United Parcel Service of America, Inc. UPS and the UPS brand mark are trademarks of United Parcel Service of America, Inc.. All rights reserved.
© Copyright 2015 United Parcel Service of America, Inc. UPS, the UPS brandmark and the color brown are registered trademarks of United Parcel Service of America, Inc. All rights reserved. 24 24
Enterprise-‐wide Deployment
• Obtained execu6ve approval and support for a limited pilot then full deployment
• Posi6oned that there is no choice but to use the tool
• Involved porZolio BAs in the design and configura6on of the environment
• Developed a deployment plan to meet immediate needs and build founda6on for expansion
• Developed a training plan based on the deployment needs
• Gave porZolios the op6on to train all at once, or just in 6me
• Applied a train-‐the-‐trainer approach
Requirements Definition & Management Tool
© 2015 United Parcel Service of America, Inc. UPS and the UPS brand mark are trademarks of United Parcel Service of America, Inc.. All rights reserved.
© Copyright 2015 United Parcel Service of America, Inc. UPS, the UPS brandmark and the color brown are registered trademarks of United Parcel Service of America, Inc. All rights reserved. 25 25
Challenges
• Applying a mature process to a tool
• Built a mature process over 6me then now asked people to change again
• Needed to allow for flexibility while remaining consistent
• Selling the tool • This is not a change to current processes – it’s
a tool to increase efficiency
• Custom configura6on to accommodate robust rules for requirements management
© 2015 United Parcel Service of America, Inc. UPS and the UPS brand mark are trademarks of United Parcel Service of America, Inc.. All rights reserved.
Requirements Definition & Management Tool
© Copyright 2015 United Parcel Service of America, Inc. UPS, the UPS brandmark and the color brown are registered trademarks of United Parcel Service of America, Inc. All rights reserved. 26 26
Challenges
• Applying a mature process to a tool
• Built a mature process over 6me then now asked people to change again
• Needed to allow for flexibility while remaining consistent
• Selling the tool • This is not a change to current process – it’s a
tool to increase efficiency
• Custom configura6on to accommodate robust rules for requirements management
© 2015 United Parcel Service of America, Inc. UPS and the UPS brand mark are trademarks of United Parcel Service of America, Inc.. All rights reserved.
Requirements Definition & Management Tool
Do not overwhelm and frustrate your end users!
© Copyright 2015 United Parcel Service of America, Inc. UPS, the UPS brandmark and the color brown are registered trademarks of United Parcel Service of America, Inc. All rights reserved. 27 27
Benefits We are Tracking • Both the tangible and the not directly quan6fiable
Tool Adoption Success
© 2015 United Parcel Service of America, Inc. UPS and the UPS brand mark are trademarks of United Parcel Service of America, Inc.. All rights reserved.
Value Lever Description Re-Use Reduce time and effort with reuse of artifacts from a previous release
Traceability Creation Create multi-leveled associations between requirements, across projects; facilitates impact and coverage analysis
Historical Information Address requests for view of current state; Expect time savings, increased accuracy and improve quality in project estimates
Documentation Rework Reduce time in creating documentation; eliminate duplicate effort
Impact Analysis Reduce time and increase quality in planning and estimating based on impact (for both RFCs and new requirements)
Cross-functional Collaboration
Reduce number of work sessions, duration, and frequency; eliminate duplicate sessions with same stakeholders
Knowledge Transfer Reduce/eliminate re-work with an enterprise library of requirement artifacts; facilitate knowledge sharing for new team members
Requirement Reviews Streamline requirements reviews with targeted content; obtain feedback and receive required approvals; eliminate “marathon” review sessions
© Copyright 2015 United Parcel Service of America, Inc. UPS, the UPS brandmark and the color brown are registered trademarks of United Parcel Service of America, Inc. All rights reserved. 28 28
What We are Learning
• It’s a gradual change – of process and of mind
• Hard to get away from document templates
• BAs and stakeholders s6ll want to produce documenta6on
• Documenta6on should become an output of the data in the tool
• Consistency and structure gets you out of the gate – Flexibility will ul6mately yield success
• Define a change process for tool configura6on
• BAs and stakeholders are re-‐learning how to define and manage requirements
Tool Adoption Success
© 2015 United Parcel Service of America, Inc. UPS and the UPS brand mark are trademarks of United Parcel Service of America, Inc.. All rights reserved.
© Copyright 2015 United Parcel Service of America, Inc. UPS, the UPS brandmark and the color brown are registered trademarks of United Parcel Service of America, Inc. All rights reserved. 29 29
Tool Adoption Success
Clear expectaOons
Tools support your process – not define it
Structured Flexibility Balance – Not Rigidity
© 2015 United Parcel Service of America, Inc. UPS and the UPS brand mark are trademarks of United Parcel Service of America, Inc.. All rights reserved.
Use common sense – Avoid the angry mob
Take-‐aways
© Copyright 2015 United Parcel Service of America, Inc. UPS, the UPS brandmark and the color brown are registered trademarks of United Parcel Service of America, Inc. All rights reserved. 30 30
Tool Adoption Success
© 2015 United Parcel Service of America, Inc. UPS and the UPS brand mark are trademarks of United Parcel Service of America, Inc.. All rights reserved.
© Copyright 2015 United Parcel Service of America, Inc. UPS, the UPS brandmark and the color brown are registered trademarks of United Parcel Service of America, Inc. All rights reserved. 31 31 © 2015 United Parcel Service of America, Inc. UPS and the UPS brand mark are trademarks of United Parcel Service of America, Inc.. All rights reserved.
QuesOons?
© Copyright 2015 United Parcel Service of America, Inc. UPS, the UPS brandmark and the color brown are registered trademarks of United Parcel Service of America, Inc. All rights reserved. 32 32
Thank You!
© 2015 United Parcel Service of America, Inc. UPS and the UPS brand mark are trademarks of United Parcel Service of America, Inc.. All rights reserved.