RDM Keynote: Better Requirements. Better Management. Better Results
RDM Keynote:Better Requirements. Better Management.Better ResultsRobin BaterRequirements Definition & Management Community of Practice Architect,IBM Rational SoftwareNRDM02RDM01 2009 IBM Corporation
IBM Rational Software Conference 2009What are you delivering?Rational Software ConferenceRDM012
IBM Rational Software Conference 2009Agenda Introductory comments Some perspective Strategy and roadmapRDM013
IBM Rational Software Conference 2009The usual disclaimer This presentation includes comments on futureproduct direction and strategy Plans are based on best information availableand may change in the futureRDM014
IBM Rational Software Conference 2009Agenda Introductory comments Some perspective Why RM? Challenges in Systems and IT delivery The Development Lifecycle and whereour capabilities fit Strategy and roadmap overviewRDM015
IBM Rational Software Conference 2009Why RM?More agilityBetter projectgovernanceCope withcomplexityControlproject scopeBetter tractualcompletenessGet to marketfasterDeliver whatthe contractorvalue chainRDM01Lower risk ofproject failureManage changeMeetcompliancemandates6
IBM Rational Software Conference 2009The RM marketplace moves in two directionsSystems DomainIT Domain Key Drivers Increasing complexity Innovation from more embedded software Need faster time to market Key drivers Lower cost / do more with less Better meet customer needs Need faster time to market Market response Aspire to Product Line Engineering Complex sub-contractor scenarios Getting it right the first time Rational strategic focus Product Lifecycle Management (PLM) Product Line Engineering (PLE)RDM01 Market response Aspire to agility Business-driven development Rational strategic focus “More agile” across the lifecycle7
IBM Rational Software Conference 2009A “requirements view” across the lifecycleFor Programs, Projects, Products, Systems and Systems-of-SystemsIBM Integrated Requirements Management SolutionCapture Analysis Validation Change Management Traceability Impact Analysis Reporting & Metrics MonitoringBusiness AnalysisIdeasProduct/Solution Analysis & ImplementationAnalysisRequirements Definition Traceability - manage compliance (atevery level) Improve ability and efficiency inmanaging change Reduce defects and cost of recall / inservice modifications Quality improvements – higher usersatisfaction Cope with higher complexityRDM01ImplementationTest & MaintenanceRequirements Management Common repository – use the latestversions and know where they are Use of attributes provide for reporting Supply chain better visibility of solution andcompliance to customer requirements easier validation of deliverable(s) Reduce the need for re-training whenstaff move projects8
IBM Rational Software Conference 2009A unified platform can dramatically improve thebusiness process of software deliveryMaintaining status reportsmanually can cost a project upto 15% of its resourcesAnalystRequirementsManagementChange& ConfigurationManagementBetter alignment ofenterprise objectives andsolution efforts can result ina 17% erQualityManagementBeing able to collaborateon work items, defectsand build errors canreduce wasted rework by15%9
IBM Rational Software Conference 2009Agenda Introductory comments Some perspective Strategy and roadmap Looking aheadRDM0110
IBM Rational Software Conference 2009Our intent Deliver world-class requirementsdefinition and managementcapabilities to both systems- and IToriented customers Deeply integrate requirements intothe development lifecycle Help you use requirements as alanguage of continuous stakeholderand business interaction Protect customer investment inRequisitePro and DOORS Deliver value incrementally,especially the “hard” items Enable new value adoption at yourown speed – evolution not revolutionRDM0111
IBM Rational Software Conference 2009Evolution of DOORS: This year200820092010 DOORSGreater stakeholder involvement and GDD productivityWith DOORS Web Access edit capabilityStandardize communication between RM toolsEnabling RM in complex subcontractor scenariosWith Requirements Interchange Format (RIF)Facilitate requirements-driven quality managementWith DOORS-RQM integrationExploit common Rational publishing systemWith Rational Publishing Engine (RPE)RDM0112
IBM Rational Software Conference 2009Evolution of DOORS: Looking Ahead200820092010 DOORSInfuse DOORS with JazzAs an accelerator in solving the “hard problems” Replace DOORS server with Jazz server and COTS database Evolve and modernize the DOORS client Add sophisticated capabilities such as Product Line EngineeringExploit common Rational reporting systemWith Rational InsightRDM0113
IBM Rational Software Conference 2009Evolution of Requirements Composer: This year200820092010 Requirements ComposerEngage stakeholdersWith web client, review and approval, specification publishingMaintain focus on business needs and evolving requirementsWith baselines, standard and customizable reporting (using RPE),dashboards, and integrations with DOORS, RTC, RQM, RequisiteProRDM0114
IBM Rational Software Conference 2009Software Delivery Platform (with one example)Team LeadProject Insight and AnalysisREST APITests built fromrequirementsChanges; notificationTester finds defects,generates work itemWork items implementrequirementsAnalystTesterREST APIREST APIRequirementsDefects closedagainst requirementsRequirementsComposerDefect statusQualityManagementQualityManagerREST APIChange &ConfigurationManagementTeam ConcertArchitectDeveloperREST APIDiscoveryData nal ServicesStorageCore ServicesOpen Lifecycle ServicesRDM0115
IBM Rational Software Conference 2009RRC: open commercial developmentGo seeit now! Have discussion with developers and community Download betas and early drivers Report defects or request enhancements Stay omposer/RDM0116
IBM Rational Software Conference 2009Evolution of Requirements Composer: Looking ahead200820092010 Requirements ComposerFocus on optimizations for the analystDeep Word integration, beyond RequisiteProAutomation for validation and prioritizationAuthoring acceleratorsContribute to seamless RD RMA platform to support manyrequirements approachesRDM0117
IBM Rational Software Conference 2009Evolution of RequisitePro: This year200820092010 RequisiteProExploit common Rational reporting systemLifecycle reports and measurements with Rational InsightExploit common Rational publishing systemWith Rational Publishing Engine (RPE), the replacementfor Rational SoDARDM0118
IBM Rational Software Conference 2009Evolution of RequisitePro: Looking Ahead200820092010 RequisiteProDeliver early benefits of Rational investments inRM on JazzSupplement existing use of RequisitePro with baselines,revisions, review & approval using a new RM capability on JazzGrow these RM investments into a next-generationRequisitePro Enabling an evolutionary approach for RequisitePro customers Becoming an eventual successor to the current code baseRDM0119
IBM Rational Software Conference 2009IBM Rational partner solutions for RequirementsProvides software product linesupport for requirementsmanagement and software modelsProvide seamless connectivitybetween DOORS & projectmanagement systemsDOORSSeamlessly integrates DOORSwith leading PLM solutions suchas PTC Windchill Maximize the productivityand effectiveness of yourDOORS users throughenhanced traceabilityValidate business requirementsvisually for desired outcomeRequisiteProValidate business requirementsvisually for desired outcomeEliminate risk of project failurewith visual requirementsdefinition through simulationRequirementsComposerRDM0120
IBM Rational Software Conference 2009Summary: Protecting your investments inDOORS and RequisitePro Evolutionary introduction ofrequirements innovation Modernizing your requirementstools with Jazz technology Innovations in a consumablefashionRDM0121
IBM Rational Software Conference 2009Collaboration OpportunitiesDesign Partner ProgramLab Advocacy ProgramBoard of AdvisorsVoiCE EventsRational Software Conferencejazz.netdeveloperWorksBeta ProgramsRFE CommunityGlobal Rational User GroupsRational CafeÎLearnmore about Rational Customer ProgramsRDM0122
IBM Rational Software Conference 2009RDM0123
IBM Rational Software Conference 2009 Copyright IBM Corporation 2009. All rights reserved. The information contained in these materials is provided for informational purposes only, and is provided AS IS without warranty of any kind,express or implied. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, these materials. Nothing contained in these materials is intended to, nor shall havethe effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBMsoftware. References in these materials to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilitiesreferenced in these materials may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or featureavailability in any way. IBM, the IBM logo, Rational, the Rational logo, Telelogic, the Telelogic logo, and other IBM products and services are trademarks of the International Business MachinesCorporation, in the United States, other countries or both. Other company, product, or service names may be trademarks or service marks of others.RDM0124
IBM Rational Software Conference 2009RDM/RE Keynote:Better Requirements. Better Management.Better ResultsRichard CrispDirector, RM & QM Product Delivery Team, RationalRDM01 2009 IBM CorporationRDM0125
Complex sub-contractor scenarios Getting it right the first time Rational strategic focus Product Lifecycle Management (PLM) Product Line Engineering (PLE) IT Domain Key drivers Lower cost / do more with less Better meet customer needs Need faster time to market Market response Aspire to agility
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Why Keynote? Easy to use. Nobody is afraid of Keynote! Prototype with very simplistic wireframe shapes (as well as more refined ones) Allows for side notes and examples to clarify issues about the app screens Easy to share with non-technical people Visualize the same mockup on the Mac and on the iPad/ iPhone in Keynote format
TYPICAL WIRING DIAGRAMS - continued Daisy Chain Layout (DMX/RDM) Star Layout (DMX/RDM) #16-5 Power data cable (by others) Ground green Neutral white Line black Data red Data- orange Wire-nuts unction box (by others) lumenterminator (use at the end of each run only) From fixture or CBX To Fixture #16-5 Power data cable (by others) 1% minimum .
As a continuation of information seeking by RIEG, the Institutional Research Data Management Services Capacity Survey was conducted in order to benchmark the current capacity of Canadian research institutions to provide necessary RDM support before the final Tri-Agency RDM policy is announced.
Policy implementation - Research Data Management Roadmap (2012-2015) Cross-divisional collaboration Services already in place: o Data management planning o Active working file space DataStore o Data publication repository DataShare Services in development: o Long term data archive DataVault o Data Asset Register (DAR) RDM support: Awareness raising,
Account Settings - CyberArk) to fill their credentials once. b. The admin manages the user credentials: The admin creates the CyberArk entry himself but uses RDM's role base access control (RBAC) to only allow this specific user to access it. 2. Users have shared account: The admin creates the CyberArk entry and uses RDM's RBAC to grant
Reference Data Management (RDM) for SAP MDG Update: RDM 2204 (April 2022) 2 Reference Data Management for SAP MDG Legal Disclaimer This presentation outlines our general product direction and should not be relied on in making a purchase decision. This presentation is not subject to your license agreement or
Classical Theory and Modern Bureaucracy by Edward C. Page Classical theories of bureaucracy, of which that of Max Weber is the most impressive example, seem to be out of kilter with contemporary accounts of change within the civil service in particular and modern politico-administrative systems more generally. Hierarchy and rule-bound behaviour seem hard to square with an environment .
