Change Management Requirements Engineering & Project Management Lecture 10

J.Nawrocki, Change Management XPrince Roles and Changes Project Manager Analyst Architect Changing requirements Team dynamics

J.Nawrocki, Change Management Agenda CMM and Change Management Requirements Management Practices Situational Leadership Introduction XPrince Team Project Lifecycle The Analyst Role The Architect Role The Project Manager Role Scaling up Conclusions

J.Nawrocki, Change Management Agenda CMM and Change Management Requirements Management Practices Situational Leadership Introduction XPrince Team Project Lifecycle The Analyst Role The Architect Role The Project Manager Role Scaling up Conclusions

J.Nawrocki, Change Management Software Configuration Item (SCI) SCI = “Information that is created as part of the software engineering process.” [R.Pressman] Types of SCIs: computer programs (source code or exec) documents (also requirem. specification) data (e.g. test cases) if (a > b) a-= b;  18 27

J.Nawrocki, Change Management Baseline [IEEE ] A specification or product that has been formally reviewed and agreed upon, that thereafter serves as the basis for further development, and that can be changed only through formal change control procedures. SpecificationDesignCodeTest cases

J.Nawrocki, Change Management Base- line Baseline or SCI? Engineering Change it! Change control SCI FTR SCI Baseline library Baseline

J.Nawrocki, Change Management SCCB Software Configuration Control Board (SCCB) Authorises: the establishment of software baselines, the identification of configuration items, the creation of products from the baseline library. Represents the interests of the project manager and all groups affected by changes to baselines. Reviews and authorises changes.

J.Nawrocki, Change Management CMM & Change Management Ac5. Change requests & problem reports for all SCIs are initiated, recorded, reviewed, approved, and tracked according to a documented procedure. Remove 2nd floor!

J.Nawrocki, Change Management Change Control Change request Err User S.C. Manager Change request Developer Change report SCCB Deci- sion

J.Nawrocki, Change Management Change Control Change request Err Change request Developer Change report SCCB Deci- sion Change request P. Manager UserS.C. Manager

J.Nawrocki, Change Management Change request Change request number: Sender: Sender’s Date: Urgency: Importance: Description: Evaluator: Evaluate by: Type (in/external)

J.Nawrocki, Change Management Change report Change request number: Evaluator: Evaluator’s Date: Urgency: Importance: Is the change justifiable? Main risk factors: Possible implementor: Change implement. effort (expect): Change evaluation effort (actual):

J.Nawrocki, Change Management Agenda CMM and Change Management Requirements Management Practices Situational Leadership Introduction XPrince Team Project Lifecycle The Analyst Role The Architect Role The Project Manager Role Scaling up Conclusions

J.Nawrocki, Change Management Requirements Management The requirements document Requirements elicitation Reqs analysis & negotiation Describing requirements System modelling Requirements validation Requirements management RE for critical systems BasicIntermAdv

J.Nawrocki, Change Management Basic guidelines Requirements management Uniquely identify each requirement

J.Nawrocki, Change Management Basic guidelines Requirements management Tag Uniquely identify each requirement

J.Nawrocki, Change Management Basic guidelines Requirements management Uniquely identify each requirement Define policies for requirements management Requirements Management Policy Goal : Understand the requirements Obligatory practices : 1. Define specialised terms using the template available at

J.Nawrocki, Change Management Basic guidelines Requirements management Uniquely identify each requirement Define policies for requirements management Define traceability policies

J.Nawrocki, Change Management Traceability policy Traceability information Who is responsible Problems Visions Requirements (FURPS) Acceptance test cases User documentation Design Code

J.Nawrocki, Change Management Basic guidelines Requirements management Uniquely identify each requirement Define policies for requirements management Define traceability policies Maintain a traceability manual

J.Nawrocki, Change Management Intermediate guidelines Requirements management Use a database to manage requirements Define change management policies Identify global system requirements

J.Nawrocki, Change Management Advanced guidelines Requirements management Identify volatile requirements Record rejected requirements

J.Nawrocki, Change Management Change management styles Disciplined (formal) Agile (informal)

J.Nawrocki, Change Management Agenda CMM and Change Management Requirements Management Practices Situational Leadership Introduction XPrince Team Project Lifecycle The Analyst Role The Architect Role The Project Manager Role Scaling up Conclusions

J.Nawrocki, Change Management Management Styles Democratic, people-oriented Autocratic, result-oriented

J.Nawrocki, Change Management Effective Management Goal setting Praising Reprimanding

J.Nawrocki, Change Management Goal Setting Specific and measurable Motivating Attainable Relevant Trackable SMART

J.Nawrocki, Change Management Praising Catch people doing things right. Praise them. Do it frequently.

J.Nawrocki, Change Management Reprimanding Critisize the behaviour, not the person. Talk about the facts. Gossips and impressions must be checked. Concentrate on most important aspects of the problem. 1. Present the problem. 2. Say what you feel. 3. Break for a moment. 4. Express your positive attitude towards the person.

J.Nawrocki, Change Management Motivation Dynamics Time Motivation

J.Nawrocki, Change Management Skills and Knowledge Time Skills

J.Nawrocki, Change Management Management Dynamics Directive MotivatingDetached

J.Nawrocki, Change Management Summary Disciplined approach to change managment (CMM) Requirements management practices Team dynamics management

J.Nawrocki, Change Management Questions?

J.Nawrocki, Change Management Quality assessment 1. What is your general impression? (1 - 6) 2. Was it too slow or too fast? 3. What important did you learn during the lecture? 4. What to improve and how?