This slideshow highlights the need to budget adequate time and resources to the requirements management process early in the project execution lifecycle and the importance of a mature requirements management process to ensure project success.

2. • A reason why the requirements management
process tends to be often unstructured with a
relatively shorter duration is because it is
primarily viewed as a documentation activity.
• It is also seen to only have a supportive role
in the context of broader project execution.
• The underlying assumption (albeit an
incorrect one) is that there will be little material
impact even if the requirements process is
rushed through or that requirements can be
detailed out subsequently without any adverse
impact on the project.
• This paper highlights the need to budget
adequate time and resources to the
requirements management process early in the
project execution lifecycle and the importance
of a mature requirements management process
to ensure project success.
Introduction :

3. • The quality and capability of the requirements management process followed in an
organization can be essentially measured through the functional effectiveness of project
implementation and whether the same was achieved within the defined budgetary and
time limits.
• Studies conducted to assess the relationship between an organization’s requirements
management process maturity and the success of projects indicate a strong correlation.
• Moreover, there is statistical evidence of improvement in project performance metrics as
an organization moved up the requirements maturity chain (IAG Consulting, 2009).
• The lack of complete detailed requirements and a change management plan are
considered to be the most common causes of project failure (Oberg, Probasco, & Ericsson,
2000).
Some Key Metrics :

4. Some Key Metrics :
Requirements Discovery and Management Maturity of Organization.
Source: Business Analysis Benchmark, 2009

5. Some Key Metrics :
• The amount of time and effort an organization spends at the requirements stage varies
based on the size and complexity of the concerned project, but typically this is predicted to
lie around the 10% mark.
• However, this proportion tends to be on a much higher side when only projects that
achieved business expectations within the initial estimates of cost and schedule are
considered.
• A sample study in the telecommunication and banking industries indicated that most
successful projects spent 28% of their resources on requirements management (Hofmann
& Lehner, 2001).

6. Some Key Metrics :
Requirements Effort versus Total Project Effort (Personnel Strength).
Source: Hofmann & Lehner, 2001

7. Requirements Management in Product Selection Context :
• An aspect especially relevant in a product selection scenario is the strong preference
clients may have towards particular products and vendors.
• The consequent impact in such a situation is that product selection dictates requirements
definition and refinement rather than business requirements directing product selection
and implementation.
• Product biases may often be influenced by economic considerations, but it is more likely
that such not so well thought out choices may actually hurt even financially when a slightly
longer time horizon is considered.
• It is true that in most instances, requirements cannot be fully defined at the beginning of
the project and that may lead to some unwillingness to devote serious time on carefully
drafting out a comprehensive requirements document.
• What is most necessary in this case is avoidance of a rigid insistence at the outset for a
final version and agreeing upon a basic criterion to move the work ahead without
compromising on the quality of effort spent on requirements investigation.

8. Requirements Management in Product Selection Context :
• What this means is that requirements management in general and more particularly in a
product selection context ought to be really well discussed out, and the views of all
potential parties that may be impacted by the new product have to be factored in.
• It is obvious that multiple stakeholders bring the need to investigate diverse business
aspects, constraints and perspectives; so some critical pain areas need to be identified,
agreed upon and prioritized for resolution.
• Moving beyond the internal considerations, an external evaluation of the organization’s
ability is also essential and then a business case for further course of action may be built
around the organization’s unique strengths and weaknesses.
• The importance of having a comprehensive requirements package prior to product
selection is covered in full detail in Maveric’s Point Of View titled “Importance of
Requirements Management in the Product Selection Process”.

9. Requirements Management in Product Selection Context :
• The next step in the requirements management lifecycle is building further upon the
agreed scope and needs to identify specific players who will co-ordinate on various aspects
– business, technical and administrative.
• The requirements gathered may have to be refined through additional questionnaires
and interviews and the channels and protocol for multiple rounds of communication must
be clear.
• The point that needs to be emphasized here is every bit of energy expended at this stage
is worth it because of its potential to prevent huge rework at a later point.

10. Pitfalls of Improper Requirements Management Process :
• An improperly and arbitrarily conducted requirements analysis process may not only
lead to non-fulfillment of functionality due to inaccurate choices of products and
implementation mechanisms but also cause significant budget overruns.
• Studies indicate that about 70% of quality related defects are introduced at the
requirements and design stage but a majority are detected only at user acceptance stage
leading to a sharp credibility question (Hewlett-Packard, 2008).
• Such delayed realization may lead to more than 50% higher redevelopment and
maintenance costs (IAG Consulting, 2009).
• It is no surprise then that organizations at a higher requirements maturity level
outperform peers significantly on the return on assets (ROA) parameter.

11. Pitfalls of Improper Requirements Management Process :

12. The Importance of Non-Functional Requirements :
• One of the key aspects of requirements definition that gets overlooked is non-functional
requirements (also referred to as “ancillary requirements” by author Mr. Murali
Chemuturi).
• Key aspects include performance, scalability and reliability related requirements.
• When non-functional requirements are being specified, it is important to ensure that
future business needs are factored in and the right stakeholders are involved in this
process.
• While business users would be best positioned to weigh in on performance and
scalability related requirements, portfolio and enterprise architects should be roped in to
provide their views on other aspects including reliability and backup related features.

13. Conclusion :
• Finally, it is important to underline that a mature requirements management process
and excellent requirements analysts together only can form the potent mix to lay the
foundation of successful achievement of business goals.
• A deficiency in either process or people is a setback, and both these facets need the
support of a strong intent to devote time and energy.
• Requirements management is not just a static documentation exercise but an
evolutionary activity that needs a committed, structured and dynamic approach.

14. Bibliography :
• Hewlett-Packard. (2008). Reducing risk through requirements-driven quality
management: an end-to-end approach. Hewlett-Packard Development Company, L.P.
• Hofmann, H., & Lehner, F. (2001). Requirements Engineering as a Success Factor in
Software Projects. IEEE Software.
• IAG Consulting. (2009). Business Analysis Benchmark.
• Oberg, R., Probasco, L., & Ericsson, M. (2000). Applying Requirements Management with
Use Cases. Rational Software Corporation.