TRƯỜNG CÔNG NGHỆ VÀ THIẾT KẾ

KHOA CÔNG NGHỆ THÔNG TIN KINH DOANH

Chapter 8

DELIVERRING
REQUIREMENTS AND
BUSINESS SOLUTION

Giảng viên: ThS. Phạm Thị Thanh Tâm

Email: [email protected]
 DELIVERING REQUIREMENTS
(Textbook, Chapter 13)

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 OBJECTIVES

❖ Be able to:
− Understand tasks of “Delivering changes”
− Discuss factors affecting the delivery
approach
− Discuss system development lifecyles and
approaches.
− Identify roles in deliverying requirements
− Discuss techniques in planning, analyzing and
documenting the project work

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 AGENDA

• INTRODUCTION
1

• DELIVERING THE SOLUTION

2

• CONTEXT
3

• LIFECYCLE
4

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 AGENDA

• APPROACHES
5

• ROLES
6

• DELIVERABLES
7

• TECHNIQUES
8

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 INTRODUCTION
❖ Delivering the requirements could include
some or all of:
− Business process changes
− People changes
− Changes to organisational structure
− Changes to the IT systems

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 INTRODUCTION
❖ Business process changes: the business
processes may be altered to be simpler,
faster, more accurate or more effective.
❖ People changes: the jobs of the people
involved may be redefined and new tasks and
skills added. In turn, this gives rise to further
requirements for training, coaching or
mentoring, and to changes in the way people
are recruited and appraised.
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 INTRODUCTION
❖ Changes to organisational structure: often, posts
disappear, new ones are created and sections or
departments are merged or split. Sometimes,
introducing a new structure (projects, for
example) is seen as key to the business
improvements sought.
❖ Changes to the IT systems: the software that
supports the business processes may need to be
enhanced or replaced in order to provide the
features and information used by the
organisation.

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 DELIVERING THE SOLUTION

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 DELIVERING THE SOLUTION
❖ Context: the nature of the organisation and project that
will provide the basis for deciding how the solution will be
delivered.
❖ Lifecycle: the process adopted for developing and
implementing the solution.
❖ Approach: the methods and standards that are used
during the lifecycle.
❖ Roles: the key roles to be filled during the project.
❖ Deliverables: the products to be delivered by the project
team.
❖ Techniques: the management and development
techniques used to plan, analyse and document the
project work.
 CONTEXT

❖ Context is the nature of the organisation and the

project
❖ Context provide the basis for deciding how the
solution will be delivered
❖ Some issues to be considered:
− Organization culture

− Constraints

− Prioritised needs

− And more…

🡪 vary from project to project

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 CONTEXT

❖ The key factors:

− The culture and underlying philosophy of the
organization
− The business context for the proposed
changes
− Any constraints that impinge upon the project
− The prioritised needs of the business
− The drivers for the project

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 LIFECYCLE

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 LIFECYCLE

❖ Lifecycle: is the process adopted for

developing and implementing the solution

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 LIFECYCLE

❖ Systems development lifecycle:

− Waterfall
− ‘V’ model
− Extended ‘V’ model
− Incremental delivery
− Interative systems development
− Generic Agile model

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 LIFECYCLE

The waterfall lifecycle

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 LIFECYCLE

The ‘V’ model

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 LIFECYCLE

Extended ‘V’ model

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 LIFECYCLE

Incremental delivery

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 LIFECYCLE

❖ Interative systems development

− Evolutionary
− Empowerment and collaboration
− Fitness for purpose
− Testing all the time
− Re-factoring
− Incremental delivery
− Prioritisation
− Timeboxing
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 LIFECYCLE

❖ Generic Agile model

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 APPROACHES

❖ The approach: determines the methods and standards to

be adopted
❖ Considers 2 key issues:
− Delivery: do we require one delivery of the entire
solution or a phased delivery using incremental
releases?
− Development: there are two key questions to
answer.
▪ The need to work closely with the business users
during the development of the solution
▪ whether or not the requirements are clear and well
understood.

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 APPROACHES

❖ The approaches:
− Software development Approaches
▪ Unified Process
▪ Agile Approach
− Software package Approach

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 APPROACHES

❖ Unified Process:
− a generic software development process
− It is both an iterative and an incremental
approach
− using UML modelling techniques

❖ Phases:
− Inception
− Elaboration
− Construction
− Transition

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 APPROACHES

Unified Process

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 APPROACHES
❖ Agile approach:
− from the Agile Alliance
− Methods: DSDM Atern/Scrum
− provides a framework for developing IT systems
in an iterative and incremental way.
− Adaptive (value-driven) rather than predictive
(plan-driven)
▪ Focus on meeting business needs
▪ Requirements change often
▪ Small number of developers
▪ daily in-person meetings and close
collaboration
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 APPROACHES

❖ Agile approach:
− key techniques: evolutionary prototyping,
timeboxing and prioritisation
− the danger that the emerging prototype
systems are not documented properly 🡪
difficulties in live operation

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 APPROACHES

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 APPROACHES

❖ Software package approach

− Find commercial off-the-shelf (COTS)
solutions
− Advantages?
− Drawbacks?

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 ROLES

❖ Project manager;
❖ Business analyst;
❖ Developer;
❖ Tester.

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 DELIVERABLES

❖ Vary, depends on:

− the nature of the solution,
− the standards of the organisation
− and the lifecycle and approach adopted

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 DELIVERABLES

❖ Can be:
− Business change plan
− Communication plan
− Training approach and materials
− Revised job roles and descriptions
− Post-implementation review document
− Benefits realisation plan

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 TECHNIQUES

❖ A waterfall-based lifecycle requires:

− formal documentation that has been reviewed
and ‘signed off’
❖ Agile approaches:
− prototypes

❖ Organizations may have set templates:

− standards for modeling business processes
and IT requirements
❖ Development tools

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 DELIVERING
THE BUSINESS SOLUTION
(Textbook, Chapter 14)

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 AGENDA

• STAGES OF THE BUSINESS

CHANGE LIFECYCLE
1

• BA ROLE IN THE BUSINESS

CHANGE LIFECYCLE
2

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 STAGES OF THE BUSINESS
CHANGE LIFECYCLE
The business change lifecyle

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 STAGES OF THE BUSINESS
CHANGE LIFECYCLE
❖ Alignment: ensuring the organisation’s objectives and
strategy are aligned with the external business world
❖ Definition: uncover root causes of problems to
recommend relevant, feasible changes and define the
requirements
❖ Design: detailed specification, development and testing of
the solution
❖ Implementation: planning and preparation for the
deployment of the business changes.
❖ Realisation: review of the predicted business benefits with
a view to identifying

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 BA ROLE IN THE BUSINESS
CHANGE LIFECYCLE
❖ Design State
❖ Implementation stage
❖ Realisation stage
❖ Managing the business case

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 Design State

❖ Design State
− Design of the solution, and
− Develop and test of the software to
support the solution

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 Design State

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 Design State

❖ The POPIT model

− People – skill development
− Organisation – structures, measures and jobs
− Business process design
− Information and technology
▪ Design
▪ Development
▪ Testing

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 Design State

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 Implementation stage

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 Realisation stage

The benefits plan

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 Realisation stage

❖ Benefits dependency network

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 Managing the business case

❖ The business case needs to be managed

throughout the business change lifecycle.
❖ Each time a request for change arises, it is
important to review the business case to
ensure that it is still valid and to reflect the
impact of the change

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 Managing the business case

Benefits reviews
• Scheduled reviews
• Unscheduled reviews

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 Managing the business case

❖ Benefits Realisation Report

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 Q&A

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