1. Team Skill 3 – Organizing Requirements & Product Management (Chapters 15-17 of the requirements text ) Sriram Mohan/Steve Chenoweth RHIT 1

2. Outline Organizing Requirements Vision Document Product Management 2

3. Organizing Requirements Why should we organize requirements? Requirements are rarely captured in a single document. Why? ◦ Complex systems ◦ Families of products ◦ Marketing and business goals ◦ Legal and other extraneous requirements 3

4. Complex Systems Dividing requirements for complex systems into subsystems 4

5. Product Families A series of products with closely related requirements A new way of viewing software products ◦ Investing in infrastructure to build product families ◦ Commonality analysis – used to determine if use of a product line will be beneficial A typical strategy – 2 layers of development ◦ One “Platform” and many “Application” groups 5

6. Example Families Toyota automobiles and trucks ◦ A single “chassis” supports many “models” in a “family” IBM 360/370 computers ◦ The 370-158 and 370-168 were built out of much of the same hardware, from boxes to chips. Software? 6

7. Outline Organizing Requirements Vision Document Product Management 7

8. 8 Let’s start with some vision… Do it first, Then the “lessons” might sound familiar… Get out a blank sheet of paper and something to write with. Put your name on it. In 1 minute, verbally sketch your beliefs about the “story” shown at right – 2 years from now – What did it become? Pass it to your left In 1 min, write your reaction to what you see written Return it to the author …From a project description in 371/372 last year. “ This project would enable a user to share the real-time contents and actions of their computer screen with any remote user or group of users… ”

9. Purpose Comprehensive description of the product High level abstraction of the problem and the solution. Provides “common goals and a common playbook.” Internal to the development organization ◦ Includes “why this is good for us to do” ◦ Like, “It will lead to a new general product” Describes the plan for future releases 9

10. Vision Document Template Introduction User Description Product Overview Feature Attributes Product Features Use Cases Supplementary Specifications Documentation Requirements Glossary 10

11. Changing Requirements How do you handle changing requirements in a vision document? ◦ Delta vision  Includes things that have changed and contextual information Legacy Systems 11

12. Outline Organizing Requirements Vision Document Product Management 12

13. Rationale Every project needs an individual champion or a small champion team to advocate for the product. The product manager drives the whole product solution: the application itself, support, user conveniences, documentation, and the relevant commercial factors. Every project is driven off its funding -- Usually, the product manager is an internal “client” who hands out the money for internally sponsored projects 13

14. Tasks The Product Manager does high-level tasks – ◦ Listens to all the stakeholders ◦ Negotiates amongst them ◦ Manages and funds project people ◦ Communicates features and releases to the outside world ◦ Advocates the product to everyone ◦ “Owns” the vision statement! “to help software teams build products that customers want to buy” 14

15. Driving the Product Vision 15

16. Where the Product Manager fits… An example – p. 187

17. Maintaining the Road Map 17

18. Product Plan Product Services and support Commercial terms Positioning 18

19. Positioning Position Statement Branding Nice demo of the product 19 For(target customer) WhoStatement of need The(product name)Is a (product category) ThatStatement of key benefit UnlikeRival product Our productA list of differences