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I NTRODUCTION About... In 2008, Kate Gwynne became the Business Analysis Practice Lead at State Auto Insurance, after more than 20 years of experience.

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Presentation on theme: "I NTRODUCTION About... In 2008, Kate Gwynne became the Business Analysis Practice Lead at State Auto Insurance, after more than 20 years of experience."— Presentation transcript:

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2 I NTRODUCTION About... In 2008, Kate Gwynne became the Business Analysis Practice Lead at State Auto Insurance, after more than 20 years of experience helping organizations successfully align and implement their business and IT initiatives. As Practice Lead, she has developed and implemented various initiatives to help define, build, and guide the State Auto Analyst Community, including a Business Analysis Academy geared towards improving the knowledge and enhancing the skills of State Auto’s 120+ Analysts. As an industry leader, Kate has been a guest speaker at numerous industry and corporate conferences, including most recently: Baldwin-Wallace College and the 2012 IIBA Central Indiana Professional Development Day. 2

3 I NTRODUCTION Duly Noted... While Kate, heretofore referred to as “Said Expert,” is employed at State Auto Insurance, furthermore and henceforth referred to as “Said Company,” the views and opinions expressed by Said Expert are not necessarily the views and opinions of Said Company. You can neither hitherto nor where-for-art-thou hold State Auto responsible for any comments hence forth. This presentation is an example of how implementing a requirements management program and best practices can improve aspects of projects. It is by no means prescriptive, nor does Said Expert promise that utilizing information in this presentation will be the sole variable that guarantees the success of your project. 3

4 A GENDA

5 I NDUSTRY S TATISTICS % Information obtained on industry websites such as CNet, Mindtools, and PMTips 5 Of projects...

6 I NDUSTRY S TATISTICS % Of projects fail to meet their schedules Information obtained on industry websites such as CNet, Mindtools, and PMTips 6

7 I NDUSTRY S TATISTICS... ?????????? Information obtained on industry websites such as CNet, Mindtools, and PMTips Top 5 reasons... 7

8 I NDUSTRY S TATISTICS... Information obtained on industry websites such as CNet, Mindtools, and PMTips Top 5 reasons... 8

9 T HE I MPACT OF M ISSED AND I NACCURATE R EQUIREMENTS Orange = The Project phase in which defects are typically introduced Orange = The Project phase in which defects are typically discovered Analysis & Design BuildTestDeploy & Support Analysis & Design BuildTestDeploy & Support * According to research performed by a national financial organization. 9

10 Orange = The Phase in which Defects are Typically Introduced Orange = The Phase in which Defects are Typically Discovered $ $$ $$ $ $$$$ $$$$ $$$$ $$$$$$$$$$ $$$$$$$$$$ $$$$$$$$$$ $$$$$$$$$$ $$$$$$$$$$ $$$$$$$$$$ $$$$$$$$$$ $$$$$$$$$$ $$$$$$$$$$ $$$$$$$$$$ $$$$$$$$$$ $$$$$$$$$$ $$$$$$$$$$ $$$$$$$$$$ $$$$$$$$$$ $$$$$$$$$$ $$$$$$$$$$ $$$$$$$$$$ $$$$$$$$$$ $$$$$$$$ $ = The Cost to Correct Mistakes 10 Analysis & Design BuildTestDeploy & Support Analysis & Design BuildTestDeploy & Support “…results show as much as a 200:1 cost ratio between finding and fixing errors before sign-off vs. finding and fixing requirements in the maintenance stages of the project.” * * According to research performed by a national financial organization. T HE C OST OF M ISSED AND I NACCURATE R EQUIREMENTS 10

11 A GENDA

12 R EQUIREMENTS M ANAGEMENT IS Planning & Monitoring Elicitation Management & Communication Analysis Solution Assessment & Validation The activities that control requirements development, including requirements change control, requirements attributes definition, and requirements traceability.

13 Benefits of Improving Requirements Management 13

14 Benefits of Improving Requirements Management Expands Bandwidth Establishes Clear Expectations Improves Estimates Reduces Scope Creep Increases speed to market Reduces project costs Increases likelihood of achieving business value for chosen solutions 14

15 A GENDA

16 3 K EY C OMPONENTS

17 3 K EY C OMPONENTS Technology Process People 17

18 PEOPLE PROCESS TECHNOLOGY PEOPLE PROCESS TECHNOLOGY C URRENT S TATE F UTURE S TATE

19 PEOPLE PROCESS TECHNOLOGY PEOPLE Role descriptions are not consistent across the enterprise. Not all Analysts have the necessary skills to meet the project objectives. PROCESS TECHNOLOGY C URRENT S TATE F UTURE S TATE

20 PEOPLE Roles and skills support project objectives. PEOPLE Roles and skills support project objectives. PROCESS TECHNOLOGY PEOPLE Role descriptions are not consistent across the enterprise. Not all Analysts have the necessary skills to meet the project objectives. PROCESS TECHNOLOGY C URRENT S TATE F UTURE S TATE

21 PEOPLE Roles and skills support project objectives. PEOPLE Roles and skills support project objectives. PROCESS TECHNOLOGY PEOPLE Role descriptions are not consistent across the enterprise. Not all Analysts have the necessary skills to meet the project objectives. PROCESS TECHNOLOGY C URRENT S TATE F UTURE S TATE Set Expectations Provide Education

22 PEOPLE Roles and skills support project objectives. PEOPLE Roles and skills support project objectives. PROCESS TECHNOLOGY PEOPLE Role descriptions are not consistent across the enterprise. Not all Analysts have the necessary skills to meet the project objectives. PROCESS TECHNOLOGY C URRENT S TATE F UTURE S TATE Set Expectations Provide Education Processes are not consistent across departments or like projects. No way to measure process effectiveness.

23 PEOPLE Roles and skills support project objectives. PEOPLE Roles and skills support project objectives. PROCESS TECHNOLOGY PEOPLE Role descriptions are not consistent across the enterprise. Not all Analysts have the necessary skills to meet the project objectives. PROCESS TECHNOLOGY C URRENT S TATE F UTURE S TATE Set Expectations Provide Education Processes are not consistent across departments or like projects. No way to measure process effectiveness. Processes are scalable, consistent, repeatable, effective, and well- documented.

24 PEOPLE Roles and skills support project objectives. PEOPLE Roles and skills support project objectives. PROCESS TECHNOLOGY PEOPLE Role descriptions are not consistent across the enterprise. Not all Analysts have the necessary skills to meet the project objectives. PROCESS TECHNOLOGY C URRENT S TATE F UTURE S TATE Set Expectations Provide Education Processes are not consistent across departments or like projects. No way to measure process effectiveness. Processes are scalable, consistent, repeatable, effective, and well- documented. Align Requirements Activities with Project Objectives Implement Best Practices

25 PEOPLE Roles and skills support project objectives. PEOPLE Roles and skills support project objectives. PROCESS TECHNOLOGY PEOPLE Role descriptions are not consistent across the enterprise. Not all Analysts have the necessary skills to meet the project objectives. PROCESS TECHNOLOGY C URRENT S TATE F UTURE S TATE Set Expectations Provide Education Processes are not consistent across departments or like projects. No way to measure process effectiveness. Processes are scalable, consistent, repeatable, effective, and well- documented. Align Requirements Activities with Project Objectives Implement Best Practices Numerous tools used across organization. Manual activities. Too much / too little documentation.

26 PEOPLE Roles and skills support project objectives. PEOPLE Roles and skills support project objectives. PROCESS TECHNOLOGY PEOPLE Role descriptions are not consistent across the enterprise. Not all Analysts have the necessary skills to meet the project objectives. PROCESS TECHNOLOGY C URRENT S TATE F UTURE S TATE Set Expectations Provide Education Processes are not consistent across departments or like projects. No way to measure process effectiveness. Processes are scalable, consistent, repeatable, effective, and well- documented. Align Requirements Activities with Project Objectives Implement Best Practices Numerous tools used across organization. Manual activities. Too much / too little documentation. Consistent tools and templates support project objectives. Reporting enables decision making.

27 PEOPLE Roles and skills support project objectives. PEOPLE Roles and skills support project objectives. PROCESS TECHNOLOGY PEOPLE Role descriptions are not consistent across the enterprise. Not all Analysts have the necessary skills to meet the project objectives. PROCESS TECHNOLOGY C URRENT S TATE F UTURE S TATE Set Expectations Provide Education Processes are not consistent across departments or like projects. No way to measure process effectiveness. Processes are scalable, consistent, repeatable, effective, and well- documented. Align Requirements Activities with Project Objectives Implement Best Practices Numerous tools used across organization. Manual activities. Too much / too little documentation. Consistent tools and templates support project objectives. Reporting enables decision making. Provide Accelerators

28 A GENDA

29 Step 3 examples: Automation Automate manual activities Provide reports linking initiatives to strategic objectives Trace requirements from problem identification to solution development and implementation and finally to business satisfaction with implemented solution Requirements Management Roadmap 29 People: Roles and skills support project objectives. Process: Processes are scalable, consistent, repeatable, effective, and well- documented. Technology: Consistent tools and templates support project objectives. Reporting enables decision making. People: Role descriptions are not consistent across the enterprise. Not all Analysts have the necessary skills to meet the project objectives. Process: Processes are not consistent across departments or like projects. No way to measure process effectiveness. Technology: Numerous tools used across organization. Manual activities. Too much / too little documentation. Baseline Current State Baseline Current State Desired Future State Desired Future State Step 1 examples: Requirements Mgmt Framework Coordinate advisory group or steering committee to provide guidance and perspective Develop communication plan Establish scalable requirements mgmt framework Determine input / output to external and internal processes and methodologies Create document repository for templates, training materials, and job aides Step 1 examples: Requirements Mgmt Framework Coordinate advisory group or steering committee to provide guidance and perspective Develop communication plan Establish scalable requirements mgmt framework Determine input / output to external and internal processes and methodologies Create document repository for templates, training materials, and job aides Step 2 examples: Training Program Develop training and coaching program Update role descriptions so skills required match project demands Establish and implement knowledge sharing opportunities Step 2 examples: Training Program Develop training and coaching program Update role descriptions so skills required match project demands Establish and implement knowledge sharing opportunities

30 Measuring Success: Baseline is 30 minutes per test case on current projects for QA team to manually develop test cases. Establish reports that track time from completed/approved requirements to test case development. Goals: Reduce time to create test cases by integrating requirements management tool with QA team’s testing tool. A UTOMATE M ANUAL A CTIVITIES M EASURING S UCCESS

31 Steps Milestones Q2Q3Q4 Requirements Mgmt Framework Coordinate advisory group or steering committee to provide guidance and perspective Develop communication plan Establish scalable requirements mgmt framework Determine input / output to external and internal processes and methodologies Create document repository for templates, training materials, and job aides Training Program Develop training and coaching program Update role descriptions so skills required match project demands Establish and implement knowledge sharing opportunities Automation Automate manual activities Provide reports linking initiatives to strategic objectives Trace requirements from problem identification to solution development and implementation and finally to business satisfaction with implemented solution R EQUIREMENTS M ANAGEMENT R OADMAP T IMELINE

32 A GENDA

33 M ANAGING C HANGE Hurdle #1Hurdle #2 33

34 Resistance to Change Not managing the People side of change M ANAGING C HANGE 34

35 S USTAINING THE C HANGE Provide a culture of continuous change Define how success will be measured Encourage idea exchange for ways to improve Communicate with perspective and transparency Be a change leader Learn from the past, be in the present, live for the future Be fueled by passion and inspire passion in others Be self-motivated Take time to understand people Develop strong communication skills Be committed to continuous improvement 35

36 T HANK YOU ! Please feel free to contact me at: or 36


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