EasyWinWin: Making Winners Out of Stakeholders

1. SoCal SPIN Long Beach July 28, 2000 Paul Gruenbacher Robert Briggs EasyWinWin: Making Winners Out of Stakeholders

2. Contents • WinWin introduction and background • GroupSystems.com profile • EasyWinWin online overview • EasyWinWin step-by-step • With examples from real negotiations • Feedback & closing

3. Audience Survey - I • What is your role in the product requirements process? • Sales & marketing • Engineering • Executive • Research & development • End user

4. Audience Survey - II • Which of these play a significant part in your organization’s typical requirements approach? • Prose documents • Requirements specification tools • Prototyping • Business case analysis • Stakeholder win-win concepts

5. Audience Survey - III • What are your major concerns with your organization’s typical requirements approach? • Takes too long to do well • Too many defects • Too hard to keep up with change • Key stakeholders excluded • Too bureaucratic

6. WinWin Introduction and Background Paul Gruenbacher

7. The Challenge: Avoiding Requirements Mismatches

8. Outline • What is the WinWin approach? • Why use WinWin for requirements? • The alternatives don’t work • Avoids costly rework • Builds trust and manages expectations • Helps stakeholders adapt to change • Why use EasyWinWin online? • Speed and efficiency • Low entry barrier for stakeholders

9. WinWin Definition The win-win approach is a set of principles, practices, and tools, which enable a set of interdependent stakeholders to work out a mutually satisfactory (win-win) set of shared commitments.

10. Win-lose Generally Becomes Lose-lose Actually, nobody wins in these situations

11. Key Concepts • Win Condition: objective which makes a stakeholder feel like a winner • Issue: conflict or constraint on a win condition • Option: A way of overcoming an issue • Agreement: mutual commitment to an option or win condition

12. WinWin Negotiation Model Win Condition Issue involves covers addresses Agreement Option adopts WinWin Equilibrium State - All Win Conditions covered by Agreements - No outstanding Issues

13. Why Use WinWin ? • The alternatives don’t work • Win-lose often leads to lose-lose • Avoids costly rework • 100X cost to fix requirements after delivery • Builds trust and manages expectations • Looking out for other’s needs builds trust • Balancing needs leads to realistic expectations • Helps stakeholders adapt to change • Shared vision and the flexibility of quick re-negotiation

14. WinWin Usage • Government: Air Force, DARPA, FAA • WinWin Spiral chosen as recommended spiral approach by Air Force C2ISR Center • Larger companies: Boeing, DEC, IBM, Litton, Lockheed Martin, Motorola, Northrop Grumman, TRW, Xerox • Smaller Companies: Aerospace, C-Bridge, GroupSystems.com, IPAL, MCC, MediaConnex, SPC • General: Habit #4 in Stephen Covey’s “Seven Habits of Highly Effective People”

15. WinWin Critical Success Factors • Appropriate staffing of stakeholder representatives, facilitator function • Stakeholder representatives: empowered, committed, representative, collaborative, knowledgeable • Facilitators: some understanding of stakeholder domains, collaboration management ability • Good facilitators can be participants also • Beginning of shared vision

16. The WinWin Spiral Model Win-Win 2. Identify Stakeholders’ Extensions win conditions 3. Reconcile win 1. Identify next-level conditions. Establish Stakeholders next level objectives, constraints, alternatives 7. Review, commitment Evaluate product and 4. process alternatives. Resolve Risks 6. Validate product and process definitions 5. Define next level of product and Original process - including partitions Spiral Spiral Model Refinements • Where do objectives, constraints, alternatives come from? • Win Win extensions • Lack of intermediate milestones • Anchor Points: LCO, LCA, IOC • Concurrent-engineering spirals between anchor points • Need to avoid model clashes, provide more specific guidance • MBASE

17. WinWin and CMMI • WinWin approach a key enabler for several Integrated Capability Maturity Model (CMMI) Process Areas • Shared Vision • Collaborative Leadership • Customer and Product Requirements • Decision Analysis and Resolution • Integrated Team • Organizational Environment for Integration

18. Why Use EasyWinWin OnLine? • Speed and efficiency for modest system, distributed stakeholders • Email and telephone: 1-3 months • Early WinWin toolset: 1-3 weeks • EasyWinWin OnLine: 2-5 days • Low entry barrier for stakeholders • Easy to learn and use • Intuitive, time-efficient process

19. GroupSystems.com Profile Robert O. Briggs

20. Professional Services Challenges • Recruiting scarce talent to meet increasing demand • Training and retaining talent to grow their business • Ensuring client satisfaction by predictably and repeatedly delivering high quality products and services • Reducing the time and effort to complete engagements • Increasing resource productivity and associated revenues

21. GroupSystems.com Mission Our mission is to automate the delivery of industry best practice methodologies to maximize utilization rates of scarce human talent, and to accelerate innovation.

22. GroupSystems.com Offering • GroupSystems Software • It’s about what happens in the group – not on the screen • Other Services • Methodology development / documentation • Facilitation • Training

23. Industry Agilent Technologies Amgen Centennial Funds Federal Reserve Bank FINOVA Ford Motor Company GTE Heineken Hewlett Packard IBM Intel Lucent Technologies Oracle Proctor & Gamble Raytheon Texaco Sample of 850 Customers • Services • Andersen Consulting • APQC • Booz, Allen & Hamilton • CSC • Ernst & Young • Gartner Group • JP Morgan • KPMG • Marsh McLennan • Morgan Stanley Dean Witter • Pricewaterhouse Coopers • SAIC • Scient • Wirthlin Worldwide • Non-Profit • Air National Guard • CIA • Department of Defense/3CI • U.S. Armed Forces • NASA • County of Fairfax • State of Iowa • Albuquerque Technical Vocational • Delft University of Technology • Michigan Virtual University • Penn State University • USC

24. Business Plan Strategy • Partner with high-visibility, best-practice owners (Market exposure and credibility) • Brand an e-Method automation platform (Market penetration) • Differentiate with research partner methodologies(Barrier to entry creation) • Integrate with supporting technologypartners(Market expansion)

25. Software / IT Challenges • 30% of software development projects fail • 70% of the remainder • Are over budget by 189% • Behind schedule by 222% • More than 50% of this trouble is caused by inadequate requirements definition 352 companies, 8000 Projects. Source: The Standish Group, 1995

26. Why Software Projects Fail

27. EasyWinWin OnLine • Before you know… • Who the client is… • What the project is… • How many participants… • You know that… • Within 2 hours, stakeholders will have told you every possible way they can think of to come out of the project a winner. • Within 2-3 more hours, stakeholders will agree on a clean, non-redundant list of win conditions. • Within another hour, they will have prioritized their win conditions… • Within 1-2 weeks, you will finish your requirements negotiation instead of 2–6 months.

28. EasyWinWin Online Overview Paul Gruenbacher

29. EasyWinWin • Success-critical stakeholders negotiate and prioritize the requirements for a software development project

30. Customers Users Programmers Architects Domain Experts Analysts Marketing Sales Management …? Who Are The Stakeholders?

31. Requirements Engineering Observations • There is no complete and well-defined set of requirements waiting to be discovered

32. Requirements Engineering Observations • Requirements depend on available resources and capabilities

33. Requirements Engineering Observations Users, customers, managers, domain experts, and developers share different skills, backgrounds, and expectations

34. Requirements Engineering Observations • Requirements emerge from a process of co-operative learning in which they are explored, prioritized, negotiated, evaluated, and documented

35. Requirements Engineering Observations • Requirements are negotiated to achieve mutually satisfactory agreements

36. EasyWinWin OnLine • Foster stakeholder involvement • Proven collaboration techniques • Moderate and facilitate crucial activities • No training requirements for participants • Stakeholders interact frequently, intensively, anytime, anyplace they want • Step-by-step process guide • Automation • Scalable, reliable, interoperable tool support • GroupSystems automation suite

37. Steps of EasyWinWin OnLine • Review and expand negotiation topics • Brainstorm stakeholder interests • Converge on Win Conditions • Capture a glossary of Terms • Prioritize Win Conditions • Identify Issues and Options • Negotiate Agreements • Organize negotiation results

38. Agenda

39. WinWin Deliverables • An outline of negotiation topics (taxonomy) • Definitions of key project terms • Prioritized win conditions • Issues: constraints, conflicts, known problems • Options: solutions addressing issues • Agreements providing the foundation for further plans

40. EasyWinWin OnLine Usage • Web-based information systems • Digital library projects • Web-portal development • University bookstore consortium • Web-infrastructure for e-Marketplace • MediaConnex • COTS product requirements definition • Sales and marketing process definition

41. EasyWinWin OnLine Summary • Speed • Parallel contribution reduces cycle time • Minimum training requirements • Broader and deeper negotiation results • Increases buy-in and reduces risks • Builds trust and manages expectations • Repeatable process • Collaboration techniques • Process guide for moderator • Methodology available online

42. EasyWinWin Step 1.Review and Expand Negotiation Topics

43. (1) Review and Expand Negotiation Topics • Objective: refine, and customize the outline of negotiation topics • How: Could-be, Should-be • Result: Shared Outline that helps to • stimulate your thinking, • organize your win conditions, and • serves as a completeness checklist for negotiations.

44. Ways to Win in Software Development: Stakeholders negotiate about … • Project requirements • System capabilities • Interface requirements • Level of service requirements • Evolution requirements See USC-CSE MBASE Guidelines

45. Win 1. Project Requirements • Mandates for design team • Global constraints, such as mandated technology, often non-negotiable • Policy, procedure, methodology • Tools, techniques • Project requirements should be M.A.R.S. (Measurable, achievable, relevant, specific)

46. Win 2. Capability Requirements • Features, functions, behaviors • Nominal: primary purpose of the system • Off-nominal: for handling exceptions, variant scenarios • Capability requirements are testable

47. Win 3. Interface Requirements • How should it look and feel to the user? • How should it tie to other software and hardware systems?

48. Win 4. Level of Service Requirements • How well must the system perform a given requirement? • Performance, Reliability, Portability, … • Level of Service Requirements should be M.A.R.S. • Measurable • Achievable • Relevant • Specific

49. Win 5. Evolution Requirements • Account for predictable future growth and change • Capability Evolution • Level of Service Evolution • Interface Evolution • …

50. The Topics for Negotiation • This is an outline of all the ways you can win in a software development project. • Read it and suggest additions, revisions