requirements management maturity - Waterloo Wellington IIBA ...

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20 Νοε 2013 (πριν από 3 χρόνια και 8 μήνες)

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Keith Ellis

Vice President Marketing

IAG Consulting

© IAG Consulting 2009


1

Tough Question

"Why are we doing
this requirements
stuff?!"

2

What are we going to talk about?

o
Some FACTS About VALUE from The Business
Analysis Benchmark


2009


o
Dispel some Myths that get in the way of making
improvement


o
Look at the future of BAs and make some
predictions

© IAG Consulting 2009


3

A CANDID DISCUSSION ON VALUE

Are you a great BA?

Does your BA
FUNCTION

deliver Great Value?

What is the difference between these?

4

MYTHBUSTING: CIOs Can’t Just Hire Good People and Expect

the Problem of Poor Requirements to go Away

40%
45%
50%
55%
60%
65%
70%
75%
80%
85%
Per Cent of
Projects On
Time
Per Cent of
Projects On
Budget
Per Cent of
Projects
Delivering
Required
Functionality
Per Cent of
Projects
Meeting
Business
Objectives
Performance of Level
3 Skilled People in a
Level 2 Maturity
Organization
Performance of Level
2 Skilled People in a
Level 3 Maturity
Organization
N=437

Source: Business Analysis Benchmark, 2009

Lower skilled people in higher maturity companies OUTPERFORM

Higher skilled people in lower maturity companies

© IAG Consulting 2009


5

Define ‘Requirements Maturity’?

o
What elements would
you look at to determine
if an organization was
Mature in Requirements
Definition and
Management?

6

Requirements: Are
NOT

a Document

Documentation

What is produced

Process

Who does what,
when

Techniques

How are the
steps done?

Organization

Develop services,
resources,

framework

Technology

Tools to enable

analyst productivity

or management

Staff

Knowledge, skill

and ability of
workforce

Company
Needs

© IAG Consulting 2009


7

What is Requirements Maturity?

Level 1


Performed

(Ad
-
hoc)

Level 2


Defined

(Individual
-
centric)

Level 3


Implemented

(Consistent)

Level 4


Institutionalized

(Part of culture)

Level 5


Continuously optimizing

(Adaptive)

Levels of Maturity:

© IAG Consulting 2009


8

Most Organizations are Level 1 or 2

Almost
75%
of organizations have
not implemented consistent
requirements discovery &
management practices, let alone
institutionalized these practices across
the enterprise.

© IAG Consulting 2009


9

Maturing Requirements is Valuable

Requirements Discovery & Management Maturity of Organization

In % of all
projects

A

B

C

D

A

B

C

D

N=437

Source: IAG Business Analysis Benchmark, 2009

© IAG Consulting 2009


Every Measure of Effectiveness Improves as Maturity Improves

10

Average Cost of a $250,000 Project by Maturity Level

$356K

$343K

$309K

$274K

$261K

$257K

Maturity Level

N=437

Source: Business Analysis Benchmark, 2009

Poor Requirements Affect Both

Development and Maintenance Budgets

Difference between
these two numbers
is Requirements
Maturity waste…

About $1 in $3
spent.

© IAG Consulting 2009


11

What Happens on Large Projects?

Maturity Level

N=437

Source: Business Analysis Benchmark, 2009

62%

37%

% of Development Budget Consumed by Poor Requirements Practices

© IAG Consulting 2009


12

Comparison of Project Success Rates:

Maturity Level of Organization in Requirements Discovery & Management

VERSUS Method of Development Utilized

Requirements
Discovery &
Management
Maturity

Per Cent of
Projects that
are Successful

N=437

Source: Business Analysis Benchmark, 2009

MYTH BUSTING #2: Requirements Are Still CRITICAL

Regardless of your Development Approach

© IAG Consulting 2009


13

SO


WHAT’S THE VALUE OF BA’S

Have I answered the Question?

14

Where does RM Improvement Impact?

Business
Domain

Technology
Domain

Business
Analyst
Productivity

Efficiency in
Achieving Business
Objectives

Major
Change
Efficiency

IT Development
Efficiency

© IAG Consulting 2009


15

What Impact Does Requirements Maturity Have on

Business Stakeholder Groups?

Level
2
Level
3
Level
4
Level
5
Maturity Levels
Capabilities
Level
1
Process
1.5
2.3
Staff
Competency
Technology
1.9
2.1
Practices and
Techniques
Process
2.1
Organization
1.2
Deliverables/
Results
Here

Here

Going from

to

Project
Success

Rate:

49%

89%

Projects that
Hit Business

Objectives

of Development:

54%

83%

The Level 1 organization pays the following Premium:


35% more Time required to get to Equivalent Functionality on the
AVERAGE

project


56% more Time to get to Equivalent Functionality on Strategic (larger) projects
**

** From IAG Business Analysis Benchmark
-

2008 Study

to

to

81.6%

53.7%

© IAG Consulting 2009


16

Illustration…

o
Two F500 organizations… One
Level 4, one is Level 1


o
1,200 people

o
Each person gets 1 objective/year

o
Each objective gets the company $25,000 per
year ($2000 ish per month) in incremental
revenue once achieved

o
Each $500K in new revenue means the
organization can add 1 person.


o
BY HOW MUCH DOES THE L4
OUTPERFORM THE L1 after 10 years

$0
$50,000,000
$100,000,000
$150,000,000
$200,000,000
$250,000,000
1
4
7
10
Difference in Revenue

© IAG Consulting 2009


17

Average Difference Between ROA of Respondent and

ROA of Respondent’s Industry Peer Group



by Maturity Level


Level 1
Level 2
Level 2.5
Level 3
Level 3.5
Level 4
+0%
+1%
+2%
+3%
+4%
+5%
+6%
+7%
+8%
+9%
+10%
Average Differential
ROA versus Industry
Peers
N=141

Source: Business Analysis Benchmark, 2009

Source: Reuters (comparative industry data)

High Maturity Companies Outperform…

© IAG Consulting 2009


18

On Which Does the BA have the Bigger Impact?

Business
Domain

Technology
Domain

or

19

LET’S TALK ABOUT THE FUTURE

OF THE BUSINESS ANALYST

Predictions…

20

Some Thoughts on the Future of BAs

o
The BA role will always struggle:


People understand the need for great requirements but tend
not to take effective action


The role has responsibility without authority


The role is impacted by BOTH business optimization
methodology trends AND Dev methodology trends


There are certain activities that are very high value


and
certain activities that are very low value


As industry maturity rises… so to does the role become more
demanding

21

My Predictions…

o
Lots more Level 4/Level 5 organizations and the emergence of

ultra
-
high RM success stories

o
Emergence of 'professional' BA creates barriers to entry

o
We'll see a fracturing of the value chain:


Low value tasks:
decentralized, outsource, offshore, automate


High value tasks: centralized, broader role, ‘essential services’

o
Far

FAR

FAR faster requirements elicitation

o
Tool explosion… then shakeout to fewer, more holistic, tools

o
Emergence of mass collaboration expertise

o
Rise in team
-
centric accountability organizational models

o
A swing back to data flow analysis


which seems to be getting lost in
the shuffle


22

Closing Thoughts

o
Great requirements are not a document

o
Assess your current level of requirements definition &
management maturity


be systematic about
improvement

o
Focus: Understand the services your requirements
organization offers. Value? Quality?



© IAG Consulting 2009


23

When you do answer the tough question…

"Why are we doing this
requirements stuff?!"

o
Impact on Timeliness

o
Impact on Budget

o
Impact on achieving Objectives

o
Impact on achieving Project Success

o
Impact on reducing Risk

o
Impact on Legislative Compliance

o
Impact on IP Protection

o
Impact on Organizational Competitiveness


Catalyze your benefits

24