Requirements Gathering And Management

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Requirements Gathering and Management Alan McSweeney

Method for IT Strategy and Architecture - Requirements “ What do Customers Really Want?”

Method for IT Strategy and Architecture - Requirements ,[object Object],[object Object],[object Object],[object Object],[object Object]

Method for IT Strategy and Architecture - Requirements ,[object Object],[object Object],[object Object],[object Object]

Method for IT Strategy and Architecture - Requirements ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

SD Method for IT Strategy and Architecture - Requirements ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Gather Analyse Stages and Activities of Requirements Methodology Review Requirements Development Requirements Management STAGES ACTIVITIES Assess Capture Change Assess Capture Change

Method for IT Strategy and Architecture - Requirements ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Method for IT Strategy and Architecture - Requirements ,[object Object],[object Object],[object Object]

System Dynamics Approach ,[object Object],[object Object],[object Object],Requirements Strategy Architecture Implementation Business Functional Technical Implementation

V Lifecycle Approach V Project Initiation Project Closure System Requirements System Testing High-Level Design Integration Testing Low-Level Design Component Testing Install and Implement Define Requirements and Solution Deliver Solution and Fulfil Requirements

Requirements Definition and Documentation ,[object Object],[object Object],Gather Analyse Review Assess Capture Change

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Requirements Classification ,[object Object],[object Object],[object Object],[object Object],[object Object]

Business Requirements ,[object Object],[object Object],[object Object],[object Object],[object Object]

Functional Requirements ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Technical Requirements ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Implementation Requirements ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Project Requirements ,[object Object],[object Object],[object Object]

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The role of solution architecture is to identify answer to a business problem and set of solution options and their components. There will be many potential solutions to a problem with varying degrees of suitability to the underlying business need. Solution options are derived from a combination of Solution Architecture Dimensions/Views which describe characteristics, features, qualities, requirements and Solution Design Factors, Limitations And Boundaries which delineate limitations. Use of structured approach can assist with solution design to create consistency. The TOGAF approach to enterprise architecture can be adapted to perform some of the analysis and design for elements of Solution Architecture Dimensions/Views.

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IT Function critical capabilities are key areas where the IT function needs to maintain significant levels of competence, skill and experience and practise in order to operate and deliver a service. There are several different IT capability frameworks. The objective of these notes is to assess the suitability and applicability of these frameworks. These models can be used to identify what is important for your IT function based on your current and desired/necessary activity profile. Capabilities vary across organisation – not all capabilities have the same importance for all organisations. These frameworks do not readily accommodate variability in the relative importance of capabilities. The assessment approach taken is to identify a generalised set of capabilities needed across the span of IT function operations, from strategy to operations and delivery. This generic model is then be used to assess individual frameworks to determine their scope and coverage and to identify gaps. The generic IT function capability model proposed here consists of five groups or domains of major capabilities that can be organised across the span of the IT function: 1. Information Technology Strategy, Management and Governance 2. Technology and Platforms Standards Development and Management 3. Technology and Solution Consulting and Delivery 4. Operational Run The Business/Business as Usual/Service Provision 5. Change The Business/Development and Introduction of New Services In the context of trends and initiatives such as outsourcing, transition to cloud services and greater platform-based offerings, should the IT function develop and enhance its meta-capabilities – the management of the delivery of capabilities? Is capability identification and delivery management the most important capability? Outsourced service delivery in all its forms is not a fire-and-forget activity. You can outsource the provision of any service except the management of the supply of that service. The following IT capability models have been evaluated: • IT4IT Reference Architecture https://www.opengroup.org/it4it contains 32 functional components • European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies • ITIL V4 https://www.axelos.com/best-practice-solutions/itil has 34 management practices • COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes • APQC Process Classification Framework - https://www.apqc.org/process-performance-management/process-frameworks version 7.2.1 has 44 major IT management processes • IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities The following model has not been evaluated • Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills

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Describes a complete and integrated approach to solution delivery that encompasses project management, project portfolio management, business analysis and solution architecture and design Effective solution delivery requires an integrated approach to projects across all key disciplines Project portfolio management Project management Business analysis Solution design Having silos of expertise that do not communicate or co-operate leads to significant risk

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Early engagement in the solution delivery process needs to occur before any solution delivery project is initiated. Its objective is to understand the scope, requirements, objectives, approach, options and to get a high-level understanding of the likely resources, timescale and cost required before starting the project Fundamentally, early engagement is about managing risk: • Risk of doing the wrong thing • Risk of doing it in the wrong way • Risk of underestimating complexity and scope of work • Risk of higher than expected cost of operation and maintenance • Risk of underestimating organisation change impact and organisation resistance • Risk through uncertainty Early engagement is not a requirements gathering exercise. Traditional requirements gathering requires substantial initial effort, resources and cost and for the business to commit without doubts, uncertainties and ambiguities being known. Early Engagement involves taking a not necessarily well-defined request from the business and creating an unambiguous set of solution options including their delivery and operation quickly and accurately This paper describes an approach to early engagement in the solution definition process.

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The first part is available at: https://www.slideshare.net/alanmcsweeney/introduction-to-business-architecture-part-1. This material describes conducting a specific business architecture engagement. The engagement process is generic and needs to be adapted to each specific application and use. The engagement is a formal process for gathering information and creating a new business function model based on an analysis of that information. The objective is to create a realistic and achievable target business architecture to achieve the desired business change. Business architecture is a structured approach to analysing the operation of an existing business function or entire organisation with a view to improving its operations or developing a new business function, with a strong focus on processes and technology. Business architecture is not about business requirements – it is about business solutions and organisation changes to deliver business objectives.

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Your data has value to your organisation and to relevant data sharing partners. It has been expensively obtained. It represents a valuable asset on which a return must be generated. To achieve the value inherent in the data you need to be able to make it appropriately available to others, both within and outside the organisation. Organisations are frequently data rich and information poor, lacking the skills, experience and resources to convert raw data into value. These notes outline technology approaches to achieving compliance with data privacy regulations and legislation while providing access to data. There are different routes to making data accessible and shareable within and outside the organisation without compromising compliance with data protection legislation and regulations and removing the risk associated with allowing access to personal data: • Differential Privacy – source data is summarised and individual personal references are removed. The one-to-one correspondence between original and transformed data has been removed • Anonymisation – identifying data is destroyed and cannot be recovered so individual cannot be identified. There is still a one-to-one correspondence between original and transformed data • Pseudonymisation – identifying data is encrypted and recovery data/token is stored securely elsewhere. There is still a one-to-one correspondence between original and transformed data These technologies and approaches are not mutually exclusive – each is appropriate to differing data sharing and data access use cases The data privacy regulatory and legislative landscape is complex and getting even more complex so an approach to data access and sharing that embeds compliance as a matter of course is required. Appropriate technology appropriately implemented and operated is a means of managing and reducing risks of re-identification by making the time, skills, resources and money necessary to achieve this unrealistic. Technology is part of a risk management approach to data privacy. There is wider operational data sharing and data privacy framework that includes technology aspects, among other key areas. Using these technologies will embed such compliance by design into your data sharing and access facilities. This will allow you to realise value from your data successfully.

Data Privatisation, Data Anonymisation, Data Pseudonymisation and Differentia...

Data Privatisation, Data Anonymisation, Data Pseudonymisation and Differentia...

Data Privatisation, Data Anonymisation, Data Pseudonymisation and Differentia...

Solution architects must be aware of the need for solution security and of the need to have enterprise-level controls that solutions can adopt. The sets of components that comprise the extended solution landscape, including those components that provide common or shared functionality, are located in different zones, each with different security characteristics. The functional and operational design of any solution and therefore its security will include many of these components, including those inherited by the solution or common components used by the solution. The complete solution security view should refer explicitly to the components and their controls. While each individual solution should be able to inherit the security controls provided by these components, the solution design should include explicit reference to them for completeness and to avoid unvalidated assumptions. There is a common and generalised set of components, many of which are shared, within the wider solution topology that should be considered when assessing overall solution architecture and solution security. Individual solutions must be able to inherit security controls, facilities and standards from common enterprise-level controls, standards, toolsets and frameworks. Individual solutions must not be forced to implement individual infrastructural security facilities and controls. This is wasteful of solution implementation resources, results in multiple non-standard approaches to security and represents a security risk to the organisation. The extended solution landscape potentially consists of a large number of interacting components and entities located in different zones, each with different security profiles, requirements and concerns. Different security concerns and therefore controls apply to each of these components. Solution security is not covered by a single control. It involves multiple overlapping sets of controls providing layers of security.

Solution Security Architecture

Solution Security Architecture

Solution Security Architecture

Automation is a technology trend IT architects should be aware of and know how to respond to business requests as well as recommend automation technologies and solutions where appropriate. Automation is a bigger topic than just RPA (Robotic Process Automation). Automation solutions, like all other technology solutions, should be subject to an architecture and design process. There are many approaches to and options for the automation of business activities. Too often automation solutions are tactical applications layered over existing business systems The objective of all IT solutions is to automate manual business processes and their activities to a certain extent. The requirement for RPA-type applications arises in part because of automation failures within existing applications or the need to automate the interactions with or integrations between separate, possibly legacy, applications. One of the roles of IT architecture is to always seek to take the wider architectural view and to ensure that solutions are designed and delivered within a strategic framework to avoid, as much as is practical and realistic, short-term tactical solutions and approaches that lead to an accumulation of design, operations and support debt. Tactical solutions will always play a part in the organisation’s solution landscape. The objective of these notes is to put automation into its wider and larger IT architecture context while accepting the need for tactical approaches in some instances. These notes cover the following topics: • Solution And Process Automation – The Wider Technology And Approach Landscape • Business Processes, Business Solutions And Automation • Organisation Process Model • Strategic And Tactical Automation • Deciding On The Scope Of Automation • Digital Strategy, Digital Transformation And Automation • Specifying The Automation Solution • Business Process Model and Notation (BPMN) • Sample Business Process – Order To Cash • RPA (Robotic Process Automation)

Solution Architecture And (Robotic) Process Automation Solutions

Solution Architecture And (Robotic) Process Automation Solutions

Solution Architecture And (Robotic) Process Automation Solutions

These notes discuss the related topics of Data Profiling, Data Catalogs and Metadata Harmonisation. It describes a detailed structure for data profiling activities. It identifies various open source and commercial tools and data profiling algorithms. Data profiling is a necessary pre-requisite activity in order to construct a data catalog. A data catalog makes an organisation’s data more discoverable. The data collected during data profiling forms the metadata contained in the data catalog. This assists with ensuring data quality. It is also a necessary activity for Master Data Management initiatives. These notes describe a metadata structure and provide details on metadata standards and sources.

Data Profiling, Data Catalogs and Metadata Harmonisation

Data Profiling, Data Catalogs and Metadata Harmonisation

Data Profiling, Data Catalogs and Metadata Harmonisation

This document compares published COVID-19 mortality statistics for Ireland with publicly available mortality data extracted from informal public data sources. This mortality data is taken from published death notices on the web site www.rip.ie. This is used a substitute for poor quality and long-delayed officially published mortality statistics. Death notice information on the web site www.rip.ie is available immediately and contains information at a greater level of detail than published statistics. There is a substantial lag in officially published mortality data and the level of detail is very low. However, the extraction of death notice data and its conversion into a usable and accurate format requires a great deal of processing. The objective of this analysis is to assess the accuracy of published COVID-19 mortality statistics by comparing trends in mortality over the years 2014 to 2020 with both numbers of deaths recorded from 2020 to 2021 and the COVID-19 statistics. It compares number of deaths for the seven 13-month intervals: 1. Mar 2014 - Mar 2015 2. Mar 2015 - Mar 2016 3. Mar 2016 - Mar 2017 4. Mar 2017 - Mar 2018 5. Mar 2018 - Mar 2019 6. Mar 2019 - Mar 2020 7. Mar 2020 - Mar 2021 It focuses on the seventh interval which is when COVID-19 deaths have occurred. It combines an analysis of mortality trends with details on COVID-19 deaths. This is a fairly simplistic analysis that looks to cross-check COVID-19 death statistics using data from other sources. The subject of what constitutes a death from COVID-19 is controversial. This analysis is not concerned with addressing this controversy. It is concerned with comparing mortality data from a number of sources to identify potential discrepancies. It may be the case that while the total apparent excess number of deaths over an interval is less than the published number of COVID-19 deaths, the consequence of COVID-19 is to accelerate deaths that might have occurred later in the measurement interval. Accurate data is needed to make informed decisions. Clearly there are issues with Irish COVID-19 mortality data. Accurate data is also needed to ensure public confidence in decision-making. Where this published data is inaccurate, this can lead of a loss of this confidence that can exploited.

Comparison of COVID-19 Mortality Data and Deaths for Ireland March 2020 – Mar...

Comparison of COVID-19 Mortality Data and Deaths for Ireland March 2020 – Mar...

Comparison of COVID-19 Mortality Data and Deaths for Ireland March 2020 – Mar...

This analysis looks at the potential impact that large numbers of electric vehicles could have on electricity demand, electricity generation capacity and on the electricity transmission and distribution grid in Ireland. It combines data from a number of sources – electricity usage patterns, vehicle usage patterns, electric vehicle current and possible future market share – to assess the potential impact of electric vehicles. It then analyses a possible approach to electric vehicle charging where the domestic charging unit has some degree of decentralised intelligence and decision-making capability in deciding when to start vehicle charging to minimise electricity usage impact and optimise electricity generation usage. The potential problem to be addressed is that if large numbers of electric cars are plugged-in and charging starts immediately when the drivers of those cars arrive home, the impact on demand for electricity will be substantial.

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This describes a structured approach to validating data used to construct and use an operational risk model. It details an integrated approach to operational risk data involving three components: 1. Using the Open Group FAIR (Factor Analysis of Information Risk) risk taxonomy to create a risk data model that reflects the required data needed to assess operational risk 2. Using the DMBOK model to define a risk data capability framework to assess the quality and accuracy of risk data 3. Applying standard fault analysis approaches - Fault Tree Analysis (FTA) and Failure Mode and Effect Analysis (FMEA) - to the risk data capability framework to understand the possible causes of risk data failures within the risk model definition, operation and use

Operational Risk Management Data Validation Architecture

Operational Risk Management Data Validation Architecture

Operational Risk Management Data Validation Architecture

These notes describe a generalised data integration architecture framework and set of capabilities. With many organisations, data integration tends to have evolved over time with many solution-specific tactical approaches implemented. The consequence of this is that there is frequently a mixed, inconsistent data integration topography. Data integrations are often poorly understood, undocumented and difficult to support, maintain and enhance. Data interoperability and solution interoperability are closely related – you cannot have effective solution interoperability without data interoperability. Data integration has multiple meanings and multiple ways of being used such as: - Integration in terms of handling data transfers, exchanges, requests for information using a variety of information movement technologies - Integration in terms of migrating data from a source to a target system and/or loading data into a target system - Integration in terms of aggregating data from multiple sources and creating one source, with possibly date and time dimensions added to the integrated data, for reporting and analytics - Integration in terms of synchronising two data sources or regularly extracting data from one data sources to update a target - Integration in terms of service orientation and API management to provide access to raw data or the results of processing There are two aspects to data integration: 1. Operational Integration – allow data to move from one operational system and its data store to another 2. Analytic Integration – move data from operational systems and their data stores into a common structure for analysis

Data Integration, Access, Flow, Exchange, Transfer, Load And Extract Architec...

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This analysis compares some data areas - Economy, Crime, Aviation, Energy, Transport, Health, Mortality. Housing and Construction - for Ireland for the years 2019 and 2020, illustrating the changes that have occurred between the two years. It shows some of the impacts of COVID-19 and of actions taken in response to it, such as the various lockdowns and other restrictions. The first lockdown clearly had major changes on many aspects of Irish society. The third lockdown which began at the end of the period analysed will have as great an impact as the first lockdown. The consequences of the events and actions that have causes these impacts could be felt for some time into the future.

Ireland 2019 and 2020 Compared - Individual Charts

Ireland 2019 and 2020 Compared - Individual Charts

Ireland 2019 and 2020 Compared - Individual Charts

This describes the use of published death notices on the web site www.rip.ie as a substitute to officially published mortality statistics. This analysis uses data from RIP.ie for the years 2014 to 2020. Death notice information is available immediately and contains information at a greater level of detail than published statistics. There is a substantial lag in officially published mortality data.

Analysis of Irish Mortality Using Public Data Sources 2014-2020

Analysis of Irish Mortality Using Public Data Sources 2014-2020

Analysis of Irish Mortality Using Public Data Sources 2014-2020

This analysis compares some data areas - Economy, Crime, Aviation, Energy, Transport, Health, Mortality. Housing and Construction - for Ireland for the years 2019 and 2020, illustrating the changes that have occurred between the two years. It shows some of the impacts of COVID-19 and of actions taken in response to it, such as the various lockdowns and other restrictions. The first lockdown clearly had major changes on many aspects of Irish society. The third lockdown which began at the end of the period analysed will have as great an impact as the first lockdown. The consequences of the events and actions that have causes these impacts could be felt for some time into the future.

Ireland – 2019 And 2020 Compared In Data

Ireland – 2019 And 2020 Compared In Data

Ireland – 2019 And 2020 Compared In Data

This reviews the Open Group’s IT4IT Reference Architecture (https://www.opengroup.org/it4it) with respect to other operational frameworks to determine its suitability and applicability to the IT operating function. IT4IT is intended to be a reference architecture for the management of the IT function. It aims to take a value chain approach to create a model of the functions that IT performs and the services it provides to assist organisations in the identification of the activities that contribute to business competitiveness. It is intended to be an integrated framework for the management of IT that emphasises IT service lifecycles. This paper reviews what is meant by a value-chain, with special reference to the Supply Chain Operations Reference (SCOR) model (https://www.apics.org/apics-for-business/frameworks/scor). the most widely used and most comprehensive such model. The SCOR model is part of wider set of operations reference models that describe a view of the critical elements in a value chain: • Product Life Cycle Operations Reference model (PLCOR) - Manages the activities for product innovation and product and portfolio management • Customer Chain Operations Reference model (CCOR) - Manages the customer interaction processes • Design Chain Operations Reference model (DCOR) - Manages the product and service development processes • Managing for Supply Chain Performance (M4SC) - Translates business strategies into supply chain execution plans and policies It also compares the IT4IT Reference Architecture and its 32 functional components to other frameworks that purport to identify the critical capabilities of the IT function: • IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities • Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills • European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies • ITIL IT Service Management https://www.axelos.com/best-practice-solutions/itil • COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes

Critical Review of Open Group IT4IT Reference Architecture

Critical Review of Open Group IT4IT Reference Architecture

Critical Review of Open Group IT4IT Reference Architecture

This analysis seeks to determine if there are excess deaths that occurred in Ireland in the interval Jan – Jun 2020 that can be attributed to COVID-19. Excess deaths means deaths in excess of the number of expected deaths plus the number of deaths directly attributed to COVID-19. On the other hand a deficiency of deaths would occur when the number of expected deaths plus the number of deaths directly attributed to COVID-19 is less than the actual deaths. This analysis uses number of deaths taken from the web site RIP.ie to generate an estimate of the number of deaths in Jan – Jun 2020 in the absence of any other official source. The last data extract from the RIP.ie web site was taken on 3 Jul 2020. The analysis uses historical data from RIP.ie from 2018 and 2019 to assess its accuracy as a data source. The analysis then uses the following three estimation approaches to assess the excess or deficiency of deaths: 1. The pattern of deaths in 2020 can be compared to previous comparable year or years. The additional COVID-19 deaths can be added to the comparable year and the difference between the expected, actual from RIP.ie and actual COVID-19 deaths can be analysed to generate an estimate of any excess or deficiency. 2. The age-specific mortality rates described on page 16 can be applied to estimates of population numbers to generates an estimate of expected deaths. This can be compared to the actual RIP.ie and actual COVID-19 deaths to generate an estimate of any excess or deficiency. 3. The range of death rates per 1,000 of population as described in Figure 10 on page 16 can be applied to estimates of population numbers to generates an estimate of expected deaths. This can be compared to the actual RIP.ie and actual COVID-19 deaths to generate an estimate of any excess or deficiency.

Analysis of Possible Excess COVID-19 Deaths in Ireland From Jan 2020 to Jun 2020

Analysis of Possible Excess COVID-19 Deaths in Ireland From Jan 2020 to Jun 2020

Analysis of Possible Excess COVID-19 Deaths in Ireland From Jan 2020 to Jun 2020

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AXA XL - Insurer Innovation Award Americas 2024

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presentation ICT roal in 21st century education

presentation ICT roal in 21st century education

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Manulife - Insurer Transformation Award 2024

Manulife - Insurer Transformation Award 2024

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Axa Assurance Maroc - Insurer Innovation Award 2024

Axa Assurance Maroc - Insurer Innovation Award 2024

Axa Assurance Maroc - Insurer Innovation Award 2024

Requirements Gathering And Management

1. Requirements Gathering and Management Alan McSweeney

2. Method for IT Strategy and Architecture - Requirements “ What do Customers Really Want?”

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10. V Lifecycle Approach V Project Initiation Project Closure System Requirements System Testing High-Level Design Integration Testing Low-Level Design Component Testing Install and Implement Define Requirements and Solution Deliver Solution and Fulfil Requirements

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Hinweis der Redaktion

SD have defined the architecture of methodologies. All development work is based upon this architecture. Key components of this architecture are : Process Structure : Stages-Activities-Tasks Roles: who does what Techniques: Best practice ways of doing things Deliverables: what gets produced Tools: Checklists, templates, etc.
Requirements methodology is one on the methods within the IT Strategy & Architecture process group. Its not a large complex methodology, but it is extremely important, so stands on its own. It is tightly integrated to the Project Management methodology.
The management stage is iterative in nature, being able to be performed many times. This is because changes cannot be predicted. Note that the development stage can start very early on in the project lifecycle.
Having a standard approach to specifying requirements gives us the opportunity to fine engineer the process and so keep making it better. The nirvana is always to get all the requirements perfectly specified and agreed, first time.
Who has ever heard of a project where there are no customer requirements? But the methodology is flexible, and bits can be changed or taken out to suit.