Requirements Management

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Information about Requirements Management
Business & Mgmt

Published on December 22, 2008

Author: royroebuck


One World Information System Requirements Management for the Enterprise What, Why, How, and At What Cost? Roy Roebuck Enterprise Engineer

One World Information System Executive View – The What and Why (Public Release) Rationale and Implications

One World Information What Is a Requirement? System In general terms, a Requirement is a “stated need” for some capability consisting of: Requirement Resources, Quantities of i.e., People, Information, How Many? Resources Funds, Skills, Materiel, How Good? To Conduct Processes, Having Specific Services, Facilities, Space, To Implement Functions, Qualities Energy Within Organization Units, To Conduct i.e., Inputs, How? For Organizations, Processes Controls/Constraints, Outputs, Mechanisms At Locations, To Implement i.e., Executive, Production and Why / Rationale? At Given Times. Functions Support Programs and Projects What Mission with specific Missions Outcomes? A Specification is Within i.e., Office, Teams, Roles, What Team, or Organization Positions Role? a highly detailed and Units coherent Requirement, For i.e., Government or Private Whose Authority or Organizations with specific Purposes/Vision Higher Mission? whose Solution can At Locations i.e., Physical, Political, Virtual Where? be Tested and Proven. At Specific i.e., Past, Present, Future When? For How Times Long? 6/10/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 3

One World General Requirements Process, Information System From Concept to Reality Requirement Space Solution Space Concept Reality Open Close Open Close Narrow Narrow Requirements Requirement Statements and Models Solution Evaluation Criteria and/or System Requirement Specifications Solution Design Solution Implementation Solution Deployment 6/10/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 4

One World Requirements Management Information System • Why Do We Need Requirements Management? – Implemented Solutions Often Don’t Match Initial and Updated Requirements – Requirements Often Don’t Represent the Evolving Mission/Purpose/Vision – Requirements Are Often Lost or Distorted During Handoffs between Concept, Specification, Implementation, and Acceptance, and Operation efforts (i.e., between the dream and the reality) – Left Hand / Right Hand Unaware (Duplicate and Conflicting Efforts Across the Mission Area – Poor Situational/Context Awareness) • How Do We Implement Requirements Management? – Consistent Life Cycle Process, Designed and Viewed From Top to Bottom, Implemented from Bottom to Top • What’s The Costs/Benefits of Requirements Management – Costs: Far Less Than Current Collection of Duplicative, Fragmented Efforts – Benefits • Human: Increased Common Skills and Situational Awareness, Less Frustration, More Things Work as Expected • Business: Increased Economies of Scale, Consistency, and Quality • IT: Systems More Integratable, Simpler to Operate, Simpler to Maintain, and More Consistent (Architecture-based) 6/10/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 5

One World Information Requirements and Solutions System An Overview • Requirements Management carries an endeavor from concept to reality • Requirements come from all scales of the enterprise, and encompass everything from the most specific product feature to the highest enterprise Mission Statement • Requirements Management is part of each level of the enterprise • Strategic Management and Integration is at the core of Requirements Management and takes place across all levels of the enterprise 6/10/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 6

One World Information Strategic Management Life Cycle System (Applies at All Enterprise Levels) Organization, Function, Contract, Program, or Project Mission Strength, Weakness, Vision Opportunity, and Goals Threat (SWOT) Performance Measures (e.g., Service Levels, Deliverables, Objectives) Assessment Strategies (e.g., Plans, Requirement Management, Portfolios, Contracts) Baseline Operations Analysis (i.e., Functions and Programs) Products/Services Activities/Systems Costs/Benefits Initiatives (i.e., New/Improved Functions Via Projects) Investment Cost Performance Impact Operations Cost Impacts Implemented Plans Value Chain (Products, Customers, Suppliers, Actual Performance Partners, Authorities, Performance Assessment Public, Internal Performance Review Analysis) Performance Adjustment 6/10/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 7

One World Enterprise Management (EM) Context Information System Hardware & Software IT Systems me nt IT Infrastructure nage Integration dM a IT Architecture of Strategies Delegate Resource (Funds, Information, People, etc.) Strategy Functional (e.g., Personnel, Facility, EC) Strategy Enterprise Infrastructure Enterprise (EB) Architecture Enterprise Management (EM) The process for enterprise, functional, hardware, and software engineering must be consistent so their results can be consistent. These consistent detail results can then be: •integrated into systems built with a consistent process, which can be •integrated into infrastructures built with a consistent process, which can be •integrated using an architecture built with a consistent process, which can be •integrated as strategies built from a consistent process, which can be •integrated as enterprise missions managed with a consistent process. •Rationale for standards = Inconsistency undermines the potential for integration. (e.g., the DoD Common Operating Environment (COE) as an IT infrastructure was independently critiqued for not being integrated with the DOD Mission, even after the DoDAF/C4ISR was implemented. The COE was originally focused on the System View, with only a limited Technical View, and almost no Operational View) •Each of the EM layers above represents a major career/education/skill area. 6/10/2003 One World Information System (OWIS) Proprietary and Copyright 1982-2003 8

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