lean requirements engineering: experiences · requirements engineering. lean requirements...

© Siemens Healthcare Diagnostics Inc. 2014 All rights reserved.Arnold Rudorfer, Siemens and Dr. Christof Ebert, VectorAnswers for life.

Lean Requirements Engineering: Experiences

OOP, Munich, 6. Feb. 2014

© Siemens Healthcare Diagnostics Inc. 2014 All rights reserved.Arnold Rudorfer, Siemens and Dr. Christof Ebert, Vector

Contents

Goals

Brief look on Siemens and Vector

Product development challenges

Lean Requirements Engineering

Results and Summary

Further Information


Contents

Goals



Results and Summary

Further Information


Goals

Provide an overview of current requirements engineering challenges and solutions in an industry context

Apply lean approaches to requirements engineering

Show concrete benefits and lessons learned


Business Challenges – Vector Client Survey 2014


Product Development Challenges

Need toindustrialize

productdevelopment

Cost reduction

Robust products

EfficiencyImprovement

Innovation

Application- and Product Life-cycle Management Tools


Focus of this talk

Platforms

Globally Integrated Systems


Contents

Goals



Results and Summary

Further Information


INFORMATIONTECHNOLOGY Soarian® Health Information

Solutions syngo® Suite Diagnostics IT

IMAGING, THERAPY SYSTEMS, & CLINICAL PRODUCTS Computed Tomography Magnetic Resonance Angiography & X-ray Molecular Imaging Ultrasound Urology Women's Health Radiation Therapy

Siemens HealthcareEnhancing Patient Outcomes

CLINICAL DIAGNOSTICS Automation Blood Gas Clinical Chemistry Diabetes Diagnostics IT Drug Testing Hematology Hemostasis Immunoassay

Integrated Microbiology Molecular Plasma Proteins Urinalysis

Diagnosis Treatment Follow-up


Siemens Healthcare Diagnostics A Global Leader in Key Market Segments

Largest Installed Base of Analytical Automation

Chemistry

Diagnostics ITLab AutomationMolecular and Microbiology Point of Care

Hematology Hemostasis Immunoassay


Vector Consulting Services

… as a group offers a comprehensive portfolio in engineering tools, software, services and consulting

… serves companies across the world with over 1200 employees and sales of well over 200 Mio € pa

… with its consulting supports clients on interim management, lean and agile, development processes and tools, organizational change management

… with clients such as Accenture, Alcon, Audi, BMW, Bombardier, Bosch, Daimler, Denso, ESA, Hyundai, IBM, JCI, Lufthansa, MAN, Munich RE, Porsche, Siemens, Thales, Vodafone, Zeiss

www.vector.com/consultingRailway &

Transportation

IT & Telecom

Automotive

Aviation & Defense

Energy &Environment

Medical &Healthcare


Contents

Goals


Project syngo.via

Business challenges


Results and Summary

Further Information

Contents

Goals



Results and Summary

Further Information


Four pressing pain-points to look at …

3. Traditional life-cycle does not allow for flexible adaptations

4. Too many frictions and interface overheads

1. Engineering artifact structure does not facilitate market valuation

2. Complex architecture cannot be controlled by product management


Solutions:

A. Feature Model

B. Value-based Ranking of Features and variants

Pain point 1: Engineering artifact structure does not facilitate market valuation

Selected issues: Domain model for imaging

platform partially complete Scope for release planning

difficult to define Need to short development

lifecycle – outdated requirements


Solution A: Feature Model

Highest Level

Hierarchical View

Graphical View

Benefits: Higher level abstraction of grouping of

requirements into sellable units: From 5,000

product requirements to 800+ features

(factor ~ 6) Visual domain model for workflows (tree &

graphical)

Reduction of change effort by ca. 30% (*)

Less time to understand the system

Hierarchical relationships enable mapping of

stakeholder requests and dependencies

Basis for introducing variability management

and reducing variant cost

Feeds the product backlog

(*) Source: Estimates from product managers


Solution B: Value-based Ranking of Features and Variants

Characteristics: Ranking is used to determine the release

backlog Main criteria for ranking are business value,

technical risk and effort, with short-term (project) vs. long-term (product, technical debt) perspectives

Benefits:

Only those features with the highestbusiness value are implemented

Upfront variant management and reductionof life-cycle cost

Clustering of related features allowsparallelization of development

Simulation of optimal release plan


Solutions:

C. Architecture Model Mapping

D. Graphical Modeling of Major Workflows

Pain point 2: Complex architecture cannot be controlled by product management

Selected issues: Business needs not consistently linked to

features/ requirements; dependencies between features not easily visible

Too much variability in software architecture

Lack of a clear ranking of requirements according to business value


Solution C: Architecture Model Mapping

Characteristics: Identifies links between features and their

implementation Explicit modeling of variability in the

architecture

Benefits: Architectural decisions motivated by features

and product-line variability

Enable reduction of architectural complexity

Support impact analysis for (de-) scoping sessions

Early identification of architectural risks

Improved accuracy of early effort estimates

Reduction of number of scoping sessions

F

F F F

SWF SWF SWF SWF SWF SWF SWF

S

SS SS SS

C C C C C C

Feature Model

Architecture Model


Characteristics: Used to describe clinical workflows that

consist of a collection of steps in a defined sequence together

Show related pre-/post-conditions, business rules, performance aspects, etc.

Benefits:

Increase expressiveness of clinical workflows to describe dynamic behaviors

Early analysis of stakeholder requests from customers; joint modeling sessions to describe the needs from the customer‘s point of view Reduction of review times due to visual

approach (~ -40%) (*)

(*) Source: Estimates from product managers

Solution D: Graphical Modeling of Major Workflows


Solutions

E. Incremental Requirements Engineering and Project Management

Pain point 3: Traditional life-cycle does not allow for flexible adaptations

Selected issues to deal with: V-model life-cycle provides visibility

on milestones but does not allow for stepwise refinement

Late changes of features due to customer and market inputs create high rework


Solution E: Incremental Requirements Engineering and Project Management

From Feature Model

Characteristics: High-level features are elaborated

when needed – just enough specification before implementation Top-ranked features will be refined

and assigned for implementation

Benefits:

Min. 25% reduction of upfront requirement engineering work, just-in-time (*) Elimination of unnecessary hand-offs

between development roles Ca. 20% reduction of life-cycle time

through concurrent engineering (**)(**) Source: Experience of agile clinical/ financial information systems projects(*) Source: MS Team Foundation Server Business Case, May 2010


Process-Adaption: From V-Model to Scrum-based Development

„Old“ V-Model Process

Implementation

D2 D3 D4

ITStart Commit Accept

ITEndD2 D3 D4

Scrum-Based Process Model

Specification+ Plan

DesignInput

DesignInput

Feasibility

Plan

Doneness

Implementation+ Test + Repair

Test+ Repair

Readiness

Test+ Repair

System-test

System-test


Selected solutions:

Empower people by delegating decision to product core team

Optimize value streams by having clear and complete responsibilities

Pain point 4: Too many frictions and interface overheads

Selected issues to deal with:

Too many “decision-makers” need to be involved – without taking responsibility and leadership

Low motivation of teams due to complicated interfaces and lots of rework


Solution F: Empower People and Optimize Value Streams

Characteristics:

Empowered product core team with keyfunctions and with clear responsibilities, leadby product management

Transparent roadmapping and portfoliomanagement to ensure awareness acrossproduct and market silos

Benefits:

Product core team decides based on business needs. Less handovers betweendisconnected functions in their silos

Portfolio visibility and transparency to marketing and sales

CustomerSales, pre-bidMarketingProduct managementSales, contracting EngineeringOperations, prepOperations, releaseServiceIntegration, buildIntegration, packaging


Contents

Goals


Project syngo.via

Business challenges


Results and Summary

Further Information

Contents

Goals



Results and Summary

Further Information


Summary on Major ChangesLean Requirements Engineering

Feature model Value-based ranking of

features and variants Graphical modeling of

major workflows Architecture model

mapping Incremental requirements

Engineering and project management

Empower people and optimize value streams


ResultsBusiness Case – Contribution of Levers

Source: A business case for FORE, IEEE SW special edition, September/ October 2012

Description of Benefit Distribution ofBenefits

Prod

uct

Def

nitio

n Tracing with less effort (based on feature model‘s nature, no verticals)

More effective stakeholder management (less scopingsessions, reduction in review time and effort)

25%

Proj

ect

Plan

ning Transparency and easy overview on product functionality

Empower people and optimize value streams

23%

Des

ign Reduction of product complexity

(transparent modeling of product lines and productvariability)

7%

Test

More effective Testing

Easier bug-fixing

45%


ResultsBusiness Case – NPV Projection

NPV Projection Benefits are realized across engineering workflows: Product Definition, Project Planning, Design and Test

Break-even reached in 2nd year of this change project

Business case can only be carried out with a complete technical concept

Business case depends on environment. Sensitivity analysis on risks shows that the effort is worthwhile even when not all aspects are implemented

Source: A business case for FORE, IEEE SW special edition, September/ October 2012


Key Take-Aways

Cost and efficiency improvement must start with business-oriented requirements engineering.

Lean Requirements Engineering combines value focus with architecture development and process efficiency.

Start with few components where complexity and variability is controlled based on trade-off between short-term (project, cash-flow) and long-term (product, technical debt, TCO) cost-benefit.

Measuring value and business benefits is necessary to judge what is working and what not.

Introducing Lean Requirements Engineering needs profound organizational change management due to the impacted stakeholders and business processes.


Contents

Goals


Project syngo.via

Business challenges


Results and Summary

Further Information

Contents

Goals



Results and Summary

Further Information


Documented Experiences and Best Practices from Various Industry Projects

Link to web site McGrawHill

English language:

Software & Systems Requirements Engineering: In Practice2009McGrawHill

German and Chinese language:

SystematischesRequirements Engineering 5. edition, 2014Dpunkt.verlag

Link to web site Dpunkt


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lean requirements engineering: experiences · requirements engineering. lean requirements...

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