The document discusses requirements management maturity levels, from incomplete (Level 0) to optimized (Level 5). It provides details on the characteristics and focus of each maturity level. Key differences are shown between lower and higher maturity levels in areas like budget, schedule, and requirements performance. Higher maturity levels are associated with improved project outcomes and lower waste. The document also outlines six capability areas that contribute to requirements management maturity: process, practices, technology, staff competency, organization, and deliverables.

1. REQUIREMENTSMANAGEMENTMATURITY Overview of the Maturity Model

2. Maturity Levels

4. On budget: 41% vs 81%

5. On time: 32% vs 82%(a capable and fully institutionalized requirements practice) (undefined, informal requirements practice) from 2009 IAG BA Benchmark Survey. N=437

8. Higher maturity companies dedicate more effort to ensuring that requirements are right versus their low requirements maturity counterparts. % of project budget spent on requirements from 2009 IAG BA Benchmark Survey. N=437

10. IAG believes this is too long and is the direct result of sub-optimal processes. Average weeks spent (per $1M project) on requirements definition* from 2009 IAG BA Benchmark Survey. N=437

12. An organization at Level 2 can cut waste by ¼ by improving their requirements maturity to Level 3 from 2009 IAG BA Benchmark Survey. N=437

13. Requirements Maturity Model

14. The Requirement Management Maturity Levels Level 0: Incomplete Characteristics No defined requirements process, practices No standardized templates for requirements deliverables No specialized requirements software tools used No Business Analyst position At this level, the practice of business analysis essentially does not exist. Requirements definition is not regarded as a necessary activity in the project management or application management lifecycles. Some areas may have some capable individuals involved in some requirements definition; however, it is generally unsupported.

15. The Requirement Management Maturity Levels Level 1: Performed Ad-Hoc Characteristics Informal requirements process often reliant on related standards Practices applied are based on individual skill and choice No defined requirements process, practices No standardized templates for requirements deliverables No specialized requirements software tools used Requirement activities are not defined across the organization, resulting in unpredictable, poorly controlled and inconsistent results There may be areas within the organization use industry or locally developed best practices, but there is no organizational direction and oversight.

16. The Requirement Management Maturity Levels Level 2: Defined Individual-Centric Characteristics All critical requirements activities are defined Select activities and standards (e.g., in elicitation and definition) being implemented Inconsistent use of process, techniques, technology and documentation standards Inconsistent results Focused on communication, training and development activities to lead to Level 3 At this level, formal definitions for the business analysis practice are introduced along with the provision of select standards. Although requirement activities are defined, and may be fully understood, there is little consistency above a team or project level.

18. Process and documentation standards mandated and managed through governance process

19. Formal organizational infrastructure

20. Requirements Management Office or Center of Excellence, etc.

21. More consistent and improved results

22. Focused shifts to institutionalization of standards through measurement and management activitiesAt this level, the business analysis practice is refined and begins to be integrated with application and project management lifecycles. Standard deliverables are produced, often with the support of requirements software tools. Practices and deliverable standards are managed centrally and routinely audited.

24. All requirements-related processes, practices and standards are integrated within project, product and application management workflows

25. Processes universally followed according to defined guidelines and standards

26. Practitioners fully trained and qualified

27. Achieving consistent, Tier 4 results¹Business analysis, requirements definition and management are recognized as essential value added capabilities in the application, product and project management lifecycles. ¹Target balanced scorecard measures for Level 4 organization

29. Process optimization

30. Advanced capabilities

31. Innovations and extensions

32. Evaluation and implementation of enhanced, advanced and/or emerging processes, methods, and technologies

33. Organization is able to adapt to quickly and easily adapt to changes or advancements in business, products or ITThe requirements organization is continually improving its processes, technology and people. Performance is measured, managed and optimized. Various continuous improvement, business process management and performance management systems are in place to manage and optimize how requirements are defined, managed and used to achieve the organization’s business objectives.

34. The Capability Areas Multiple Capability Areas Six Dimensions of Requirements Management Maturity

35. The Capability Areas Process Integration and management of the requirements lifecycle The level of definition, implementation, integration and management of the requirements lifecycle. Planning, elicitation, definition, analysis, change management and implementation May be applicable to multiple methodologies and/or development approaches The mature requirements organization follows a well defined requirements process (or processes) with clear standards and task definitions that are integrated with other practice areas throughout the organization, are consistently followed, and are measured, management and continuously improved upon.

36. The Capability Areas Process Integration and management of the requirements lifecycle

37. The Capability Areas Practices Requirements Practices & Techniques The definition and management of the various requirements practices and techniques. e.g., use-case modeling, facilitating requirements discovery sessions, writing user stories, data modeling, burn down charts, business rule definition, etc. In determining the maturity level, we look at : Definition: the extent and formality to which these techniques are defined within the organization Support: management support Performance: in terms of consistency, efficiency and effectiveness of the techniques used

38. The Capability Areas Practices Requirements Practices & Techniques

40. Implementation,

41. Support,

42. Standardization,

43. Integration,

44. Usage, and

45. Management of software tools in support of requirements authoring, modeling, definition and management.

46. The Capability Areas Technology Requirements Authoring and Management Tools

48. Change Leadership

49. Client Relationship Management

50. Consensus and Agreement Building

51. Requirements Planning

52. Requirements Elicitation & Analysis

53. Requirements Management

55. The Capability Areas Organization Infrastructure, Governance, Management and Support Organizational infrastructure supporting requirements definition and management. e.g., Business Analysis Team Requirements CoE BA Competency Center Requirements Management Office

56. The Capability Areas Organization Infrastructure, Governance, Management and Support

57. The Capability Areas Deliverables Work Products and Results The work products and deliverables of the requirements process. e.g., Document or Report Templates objects in a repository or requirements software tool The standardization and management of the outputs or results

58. The Capability Areas Deliverables Work Products and Results

59. Requirements Maturity Where are you? …and… Where should/could you be?