®
IBM Software Group
© 2009 IBM CorporationDr Tariq Aslam
Aligning IT investment and Business
The role of requirements management, portfolio management and enterprise architecture
Productivity, Governance, Innovation
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AGENDAAGENDA
Critical Business Challenges
Aligning IT with Business
IBM Solution
Q & A
Success Stories
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Organization is not aligned with vision/mission/KPI.Organization is not aligned with vision/mission/KPI.
Companies have difficulty understanding the impact of a change.Companies have difficulty understanding the impact of a change.
Organizational structure or capabilities do not match with the technology we Organizational structure or capabilities do not match with the technology we acquire.acquire.
After the restructuring either the business processes do not work or After the restructuring either the business processes do not work or technology fails.technology fails.
Operational/business processes are inefficient.Operational/business processes are inefficient.
Companies procure system that do not integrate.Companies procure system that do not integrate.
Critical Business Challenges/PainCritical Business Challenges/Pain
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We have no visibility over the critical systems, suppliers and capability.We have no visibility over the critical systems, suppliers and capability.
We define requirements after the system delivered.We define requirements after the system delivered.
How we ensure people know how to carry out a task assigned to them.How we ensure people know how to carry out a task assigned to them.
How we ensure critical user requirements are implemented .How we ensure critical user requirements are implemented .
How can we validate our requirements and ensure error free delivery of our How can we validate our requirements and ensure error free delivery of our system.system.
How can we maintain system after the delivery.How can we maintain system after the delivery.
Critical Business Challenges/PainCritical Business Challenges/Pain
How to go from “AS IS” to “TO BE” status.How to go from “AS IS” to “TO BE” status.
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Portfolio overview
Enterprise Architecture
& Frameworks
EXECUTION DOMAIN
Analysis& Design
Configuration & Change
Management
Implementation
Quality Management
Iteration Management
Requirements Definition
& ManagementProduct, Project & Portfolio
Management
Measurement & Reporting
Production/Operation
BUSINESS DOMAIN
ELM
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Enterprise Architecture is the description of the current and/or future structure and behavior of an organization's processes, information systems, personnel and organizational sub-units, aligned with the organization's core goals and strategic direction.
The primary purpose of creating an Enterprise Architecture is to ensure that business strategy and IT investments are aligned. As such, enterprise architecture allows traceability from the business strategy down to the underlying technology.
Enterprise Architecture relates more broadly to the practice of business optimization in that it addresses business architecture, performance management, organizational structure and process architecture as well.
Enterprise Architecture Helps
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ENTERPRISE INFORMATION ENTITIESENTERPRISE INFORMATION ENTITIES
Vision StrategicObjectives
Initiatives
Process Groups
Process Maps
Challenges& Opportunities
Policies
Technology
Departments
Roles Responsibilities
NetworkData
Applications
Hardware
Drives
Mission
Translates into Executedthrough
To overcomeOr take advantage of
Executed by
Responsible for
Composed of
Executed by Based on
Belong to
Use
Run onUse
Linked to
Abide by
Uses
Planner
Designer
Owner
Developer
PerspectivesUses
Organizations create and consume information as part of their planning, management, execution and delivery activities on continuous basis.
Bridging the Gap with Business Alignment and OptimizationBridging the Gap with Business Alignment and Optimization
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DEFINING THE ENTERPRISEDEFINING THE ENTERPRISE
Business Architecture
Information & Applications Architecture
Infrastructure Architecture which is being processed
on a given platform / server / equipment
Providing business services that .....
Are automated by a service (functionality) of an application...
which uses the component(s) of a system.....
Are implemented by processes that.....
Are executed through activities that.....
A Business Strategy is Executed by…
Bridging the Gap with Business Alignment and OptimizationBridging the Gap with Business Alignment and Optimization
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What is EA Planning
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.
“If you don't know where you are
going, any road will take you there”
Lewis Carroll
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Enterprise Architecture
Métier
Applications & Systems
Information & Data
Strategy
Business
Define the Enterprise Strategy, goals and
Objectives : What to do, and how to do it?
Business Processes : support the strategy,
Operational organization
The Applications support the Business,
implement the business functions in the IT systems
The Information is key for the organization :
It is the fuel that drives the architecture
Infrastructure that supports the IS:
-Technical components: servers, networks, etc.
-Technology: platforms, etc.
Network & Infrastructure
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Gartner EA Tools Magic Quadrant
IBM System Architect
positioned at the front of the
Leaders Quadrant.
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Network Topologies
Capture and Model all Domains of the Organization
Behavior (UML Support)
Organizational Charts
Matrix Views
Application Models
Data Models Goals Objectives Class Diagrams
Process Models
Business Process Modeling and Analysis
Application and Service ModelsNetwork
Infrastructure
Relational Data Modeling
System Architect – NO 1 in Magic QuadrantSystem Architect – NO 1 in Magic Quadrant
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Visio
In The
System
Architect
Repository
Disparate
Data
CMDB
Excel
CSV IDL
VisioXMIDDL XML
Rose
Becomes
Managed
Information
Business Strategy Organization & Process Applications and IT
Create an Organizational BlueprintLeverage Your Existing Information
Create
Roadmap
System Architect – NO 1 in Magic QuadrantSystem Architect – NO 1 in Magic Quadrant
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Simulate and Optimize Processes
Analyze resource utilizationAnalyze resource utilization
Determine cost structuresDetermine cost structures
System Architect – NO 1 in Magic QuadrantSystem Architect – NO 1 in Magic Quadrant
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Time Lapsed Visualizations As-Is/To-Be Transition
System Architect – NO 1 in Magic QuadrantSystem Architect – NO 1 in Magic Quadrant
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What if Analysis
WHAT part of the organisation will be
affected IF this process step is removed in the future state?
System Architect – NO 1 in Magic QuadrantSystem Architect – NO 1 in Magic Quadrant
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Impact AnalysisImpact Analysis
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Impact AnalysisImpact Analysis
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BUSINESS PROCESS ANALYSIS EXTENDED FOOTPRINT - ERP
Business Domain
Composed of
Business Flow
Business Scenario
Occurs in Different
Business Activity
Executed Through
Position
Executed By
Department
Belongs To
Business Process
Composed of
Policies
Complies with
System
Executed Using
Server
Runs On
Information
Uses
Application
Part OfConnected To
Network
Vision
Mission
Drives
Strategy
Executed Through
Owned by
KPI
Measured By
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BUSINESS PROCESS DECOMPOSITION SAMPLE MODELS
Business Domains
Process Hierarchy Scenario Flow
Business Procedure Procedure Step
Application Mapping
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With SA you can see key EA components supporting Enterprise strategies & goals!
With SA you can manage key EA components as projects and initiatives!With SA you can see key EA components dependent upon specific technologies!
Visualize the OrganizationVisualize the Organization
ApplicationsApplications DataData
Orgs &Orgs &PeoplePeople
Enterprise Strategies & Enterprise Strategies & DirectionDirection
Business Processes & ServicesBusiness Processes & Services
IT Infrastructure & ServicesIT Infrastructure & Services
Projects & Projects & InitiativesInitiatives
Bridging the Gap, Bridging the Gap, thethe IBM Solutions… IBM Solutions… System ArchitectSystem Architect®®
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Portfolio overview
Enterprise Architecture
& Frameworks
EXECUTION DOMAIN
Analysis& Design
Configuration & Change
Management
Implementation
Quality Management
Iteration Management
Requirements Definition
& ManagementProduct, Project & Portfolio
Management
Measurement & Reporting
Production/Operation
BUSINESS DOMAIN
ELM
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What Happens When You Lack Effective Portfolio Management
A reluctance to kill projectsMany projects added to list
A total lack of focus
Too many projects - resources thinly spread. Projects in a queue.
Quality of execution suffers.Higher failure rates
Weak decision pointsPoor Go / Kill decisions
Too many low value projects:-Tweaks and modifications-Good projects are starved
Too few stellar product winnersMany ho hum launches
No rigorous selection criteriaProjects selected on emotion,
politicsWrong projects are selected Many failures
No Strategic criteria for project selection
Projects lack strategic directionProjects not strategically aligned
Scatter gun effortDoes not support strategy
No Portfolio Management Means…
Immediate Result End Result: Poor New Product Performance
Slide 20
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Spider Diagram (Projects by Type with Dependencies)
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Spider Diagram (Projects by Project Lead)
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Dashboard
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Table View (Export to Excel)
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Add a Project
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Workflow Example 1
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Statistical View (Project Type by Lifecycle Stage)
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Statistical View (Project Lead by Status with Cost)
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Statistical View (Project Lead by Status with Cost, No bubbles)
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Project Gantt View in relation to Cost
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Project Prioritisation
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Projects Visualise (Cost)
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Projects Visualise (Value)
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Projects Visualise (5 Criteria)
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Projects Visualise (Portfolio Analysis)
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Projects Visualise (Balanced Scorecard)
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Portfolio overview
Enterprise Architecture
& Frameworks
EXECUTION DOMAIN
Analysis& Design
Configuration & Change
Management
Implementation
Quality Management
Iteration Management
Requirements Definition
& ManagementProduct, Project & Portfolio
Management
Measurement & Reporting
Production/Operation
BUSINESS DOMAIN
ELM
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Why Requirement Management is So Critical ?Why Requirement Management is So Critical ?
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System Requirements - DOORS
System Requirements
Subsystem Requirements
Component Requirements
System
test
Subsystem
test
Component
test
Acceptance
test
validating the product
verifying the system
qualifying the subsystems
qualifying components
Stakeholder Requirements
satisfies
satisfies
satisfies
Statement of need
Operational use
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Stakeholderrequirements
Systemrequirements
Designspecifications
Systemtests
Integration and Unit tests
Satisfies Satisfies
Acceptancetests
Tests
Tests
Tests
Example of Traceability
Designstandards
Conforms to
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Impact analysis
Stakeholderrequirements
Systemrequirements
Systemtests
Satisfies Satisfies
Acceptancetests
Tests
Tests
Tests
Designspecifications
Integration and Unit tests
Designstandards
What if …
?
Conforms to
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Impact coverage analysis
Stakeholderrequirements
Systemrequirements
Systemtests
Satisfies Satisfies
Acceptancetests
Tests
Tests
Tests
Designspecifications
Integration and Unit tests
Designstandards
% Complete … ?
Conforms to
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Microsoft Word import
• Simply import into a DOORS document
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Microsoft Word export
Document
Table
Book
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See the explorer and document together
Navigate quickly and efficiently
DOORS views
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Unlimited user defined attributes
Unlimited number of attributes in a spreadsheet-like view
Values can be calculated for metrics collection
Any value or attribute may be displayed in any column
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Drag-and-drop to link within a document . . .
. . . or from document to
document
Traceability: drag-and-drop linking
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1. 820.30(b) Design and Development Planning
Each manufacturer shall establish and maintain plans that describe or reference the design and developmentactivit ies and define responsibility for implementation. The plans shall identify and describe the interfaces with different groups or activit ies that provide, or resultin, input to the design and development process. The plans shall be reviewed as design and development evolves.The plans shall be updated as design and development evolves.The plans shall be approved as design and development evolves.
2. 820.30(c) Design Input2.1. Each manufacturer shall establish procedures to ensure that the design requirements relating to a
device are appropriate and address the intended use of the device, including the needs of the userand patient.
2.2. Each manufacturer shall maintain procedures to ensure that the design requirements relating to adevice are appropriate and address the intended use of the device, including the needs of the userand patient.
2.3. The procedures shall include a mechanism for addressing incomplete requirements.2.4. The procedures shall include a mechanism for addressing ambiguous requirements. 2.5. The procedures shall include a mechanism for addressing conflicting requirements. 2.6. The design input requirements shall be documented by a designated individual(s).2.7. The design input requirements shall be reviewed by a designated individual(s).2.8. The design input requirements shall be approved by a designated individual(s).2.9. The approval, including the date and signature of the individual(s) approving the requirements,
shall be documented. 2.10. Questions.
2.10.1. Summarize the manufacturer's written procedure(s) for identification and control ofdesign input.
2.10.2. From what sources are design inputs sought?2.10.3. Do design input procedures cover the relevant aspects, such as: (Mark all that apply and
list additional aspects.)2.10.3.1. intended use2.10.3.2. user/patient/clinical2.10.3.3. performance characteristics2.10.3.4. safety2.10.3.5. limits and tolerances2.10.3.6. risk analysis2.10.3.7. toxicity and biocompatibility2.10.3.8. electromagnetic compatibility (EMC)2.10.3.9. compatibility with accessories/auxiliary devices2.10.3.10. compatibility with the environment of intended use2.10.3.11. human factors2.10.3.12. physical/chemical characteristics2.10.3.13. labeling/packaging2.10.3.14. reliability2.10.3.15. statutory and regulatory requirements2.10.3.16. voluntary standards2.10.3.17. manufacturing processes2.10.3.18. steril ity2.10.3.19. MDRs/complaints/failures and other historical data2.10.3.20. design history files (DHFs)
2.10.4. For the specific design covered, how were the design input requirements identified?2.10.5. For the specific design covered, how were the design input requirements reviewed for
adequacy?
Comply with FDA Design Control Guidance GMP Regulation
1. Capture design and related information1.1. Input electronically formatted data1.2. Reference external information sources1.3. Reference external documentation
2. Store design and related information2.1. Identify and tag design information as unique “design elements” 2.2. Organize design elements
2.2.1. Organize by Design Control Guidance Element2.2.2. Organize by inter-relationships
2.3. Ensure all design elements are available2.3.1. Store design elements by Design Control Guidance Element2.3.2. Store design elements and their historical values
3. Manage all user needs3.1. Identify the source of the user need3.2. Identify all user types (groups)3.3. Identify the customer (s)3.4. Profile the expected patients3.5. State the intended use of the product (family)3.6. Capture the acceptance criteria for each user need
4. Manage design input requirements4.1. Identify the source of the requirement4.2. Identify the associated user need4.3. Capture requirement description and attributes4.4. Capture acceptance criteria4.5. Assign responsibility for each requirement4.6. Manage incomplete requirements4.7. Manage ambiguous requirements4.8. Manage conflicting requirements4.9. Approve all requirements
5. Manage acceptance5.1. Ensure the acceptance of every user need5.2. Ensure the acceptance of every design input requirement5.3. Document the results of every user need acceptance test5.4. Document the results of every design input requirements test5.5. Make acceptance results available
6. Manage change6.1. Maintain history of design element changes
6.1.1. Make complete change history available6.1.2. Maintain history within and across any organizational procedure6.1.3. Maintain history within and across any project milestone6.1.4. Maintain history within and across any Design Control Guidance Elements
6.2. Capture frequency and nature of element changes6.2.1. Provide rationale for change6.2.2. Describe decisions made6.2.3. Identify approval authority for the change6.2.4. Capture date, time, and signature of approving authority
6.3. Identify impacted elements due to a change in another element6.3.1. Create backward traces to design elements within and across any organizational procedure6.3.2. Create backward traces to design elements within and across any project milestone
1.1. Identify impacted elements due to a change in another element• Traceability Reports: consistency with driving design elements• Impact Reports: other design elements affected• Links to impacted design elements1.1.1.Create backward traces to design elements within and across any organizational
procedure• Traceability Reports: Procedure Attribute
1.1.2.Create backward traces to design elements within and across any project milestone• Traceability Reports: Milestone Attribute
1.1.3.Create backward traces to design elements within and across Design ControlGuidance Elements• Traceability Reports: Linked design elements
1.1.4.Create forward impacts to design elements within and across any organizationalprocedure• Impact Reports: Procedure Attribute
1.1.5.Create forward impacts to design elements within and across any project milestone• Impact Reports: Milestone Attribute
1.1.6.Create forward impacts to design elements within and across Design ControlGuidance Elements• Impact Reports: Linked design elements
1.2. Associate changed design elements with related elements• Link Change Design Object with affected design element(s)• Traceability Links and Reports from affected design element(s)• Impact Links and Reports from affected design element(s)1.2.1.Associate design element changes with decisions, rationale, and approval authority
information• Change Decision Objects with following Attributes:• Disposition Attribute• Decision Attribute• Rationale Attribute• Owner Attribute• Management Approval Attribute
1.2.2.Provide associations within and across any organizational procedure• Change Design Object Traceability Link on Procedure Attribute• Change Design Object Impacts Link on Procedure Attribute
1.2.3.Provide associations within and across any project milestone• Change Design Object Traceability Link on Milestone Attribute• Change Design Object Impacts Link on Milestone Attribute
1.2.4.Provide associations within and across Design Control Guidance Elements• Change Design Object Traceability Link to traced design elements• Change Design Object Impacts Link to linked design elements
1.3. Mange the change process• Design Change Module• Design Change Reports• Object History• Object History Reports• Versions
1. 820.30(b) Design and Development Planning
Each manufacturer shall establish and maintain plans that describe or reference the design and developmentactivities and define responsibility for implementation. The plans shall identify and describe the interfaces with different groups or activities that provide, or resultin, input to the design and development process. The plans shall be reviewed as design and development evolves.The plans shall be updated as design and development evolves.The plans shall be approved as design and development evolves.
2. 820.30(c) Design Input2.1. Each manufacturer shall establish procedures to ensure that the design requirements relating to a
device are appropriate and address the intended use of the device, including the needs of the userand patient.
2.2. Each manufacturer shall maintain procedures to ensure that the design requirements relating to adevice are appropriate and address the intended use of the device, including the needs of the userand patient.
2.3. The procedures shall include a mechanism for addressing incomplete requirements.2.4. The procedures shall include a mechanism for addressing ambiguous requirements. 2.5. The procedures shall include a mechanism for addressing conflicting requirements. 2.6. The design input requirements shall be documented by a designated individual(s).2.7. The design input requirements shall be reviewed by a designated individual(s).2.8. The design input requirements shall be approved by a designated individual(s).2.9. The approval, including the date and signature of the individual(s) approving the requirements,
shall be documented. 2.10. Questions.
2.10.1. Summarize the manufacturer's written procedure(s) for identification and control ofdesign input.
2.10.2. From what sources are design inputs sought?2.10.3. Do design input procedures cover the relevant aspects, such as: (Mark all that apply and
list additional aspects.)2.10.3.1. intended use2.10.3.2. user/patient/clinical2.10.3.3. performance characterist ics2.10.3.4. safety2.10.3.5. limits and tolerances2.10.3.6. risk analysis2.10.3.7. toxicity and biocompatibility2.10.3.8. electromagnetic compatibility (EMC)2.10.3.9. compatibility with accessories/auxiliary devices2.10.3.10. compatibility with the environment of intended use2.10.3.11. human factors2.10.3.12. physical/chemical characteristics2.10.3.13. labeling/packaging2.10.3.14. reliability2.10.3.15. statutory and regulatory requirements2.10.3.16. voluntary standards2.10.3.17. manufacturing processes2.10.3.18. sterility2.10.3.19. MDRs/complaints/failures and other historical data2.10.3.20. design history files (DHFs)
2.10.4. For the specific design covered, how were the design input requirements identified?2.10.5. For the specific design covered, how were the design input requirements reviewed for
adequacy?
Comply with FDA Design Control Guidance GMP Regulation
1. Capture design and related information1.1. Input electronically formatted data1.2. Reference external information sources1.3. Reference external documentation
2. Store design and related information2.1. Identify and tag design information as unique “design elements” 2.2. Organize design elements
2.2.1. Organize by Design Control Guidance Element2.2.2. Organize by inter-relationships
2.3. Ensure al l design elements are available2.3.1. Store design elements by Design Control Guidance Element2.3.2. Store design elements and their historical values
3. Manage all user needs3.1. Identify the source of the user need3.2. Identify all user types (groups)3.3. Identify the customer (s)3.4. Profile the expected patients3.5. State the intended use of the product (family)3.6. Capture the acceptance criteria for each user need
4. Manage design input requirements4.1. Identify the source of the requirement4.2. Identify the associated user need4.3. Capture requirement description and attributes4.4. Capture acceptance criteria4.5. Assign responsibility for each requirement4.6. Manage incomplete requirements4.7. Manage ambiguous requirements4.8. Manage conflicting requirements4.9. Approve all requirements
5. Manage acceptance5.1. Ensure the acceptance of every user need5.2. Ensure the acceptance of every design input requirement5.3. Document the results of every user need acceptance test5.4. Document the results of every design input requirements test5.5. Make acceptance results available
6. Manage change6.1. Maintain history of design element changes
6.1.1. Make complete change history available6.1.2. Maintain history within and across any organizational procedure6.1.3. Maintain history within and across any project milestone6.1.4. Maintain history within and across any Design Control Guidance Elements
6.2. Capture frequency and nature of element changes6.2.1. Provide rationale for change6.2.2. Describe decisions made6.2.3. Identify approval authority for the change6.2.4. Capture date, time, and signature of approving authority
6.3. Identify impacted elements due to a change in another element6.3.1. Create backward traces to design elements within and across any organizational procedure6.3.2. Create backward traces to design elements within and across any project milestone
1.1. Identify impacted elements due to a change in another element• Traceability Reports: consistency with driving design elements• Impact Reports: other design elements affected• Links to impacted design elements1.1.1.Create backward traces to design elements within and across any organizational
procedure• Traceability Reports: Procedure Attribute
1.1.2.Create backward traces to design elements within and across any project milestone• Traceability Reports: Milestone Attribute
1.1.3.Create backward traces to design elements within and across Design ControlGuidance Elements• Traceability Reports: Linked design elements
1.1.4.Create forward impacts to design elements within and across any organizationalprocedure• Impact Reports: Procedure Attribute
1.1.5.Create forward impacts to design elements within and across any project milestone• Impact Reports: Milestone Attribute
1.1.6.Create forward impacts to design elements within and across Design ControlGuidance Elements• Impact Reports: Linked design elements
1.2. Associate changed design elements with related elements• Link Change Design Object with affected design element(s)• Traceability Links and Reports from affected design element(s)• Impact Links and Reports from affected design element(s)1.2.1.Associate design element changes with decisions, rationale, and approval authority
information• Change Decision Objects with following Attributes:• Disposition Attribute• Decision Attribute• Rationale Attribute• Owner Attribute• Management Approval Attribute
1.2.2.Provide associations within and across any organizational procedure• Change Design Object Traceability Link on Procedure Attribute• Change Design Object Impacts Link on Procedure Attribute
1.2.3.Provide associations within and across any project milestone• Change Design Object Traceability Link on Milestone Attribute• Change Design Object Impacts Link on Milestone Attribute
1.2.4.Provide associations within and across Design Control Guidance Elements• Change Design Object Traceability Link to traced design elements• Change Design Object Impacts Link to linked design elements
1.3. Mange the change process• Design Change Module• Design Change Reports• Object History• Object History Reports• Versions
User Reqts Technical Reqts Test CasesDesign
Traceability view
“End-to-end visual validation in a single view”
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•Increases customer confidence
•Detect missing links
•Creation and deletion of links is recorded in history
Traceability through an Orphan report shows “missing” links
Traceability Verification or “Completeness”
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Vendor Comparisons
Easily Compare Responses
Prioritize Requirements
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Can I see all my requirements in one view?
Operational Reqs System Specs
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What are Suspect Links?
… a change by this user here…
… shows up as a warning flag to this user here.
If documents are linked …
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Show Compliance and help achieve successful audit
Process Steps Requirements IAEA Standards
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Portfolio overview
Enterprise Architecture
& Frameworks
EXECUTION DOMAIN
Analysis& Design
Configuration & Change
Management
Implementation
Quality Management
Iteration Management
Requirements Definition
& ManagementProduct, Project & Portfolio
Management
Measurement & Reporting
Production/Operation
BUSINESS DOMAIN
ELM
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Communication links between enterprise applicationsCommunication links between enterprise applications
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Enterprise Application Bus model for inter-application communicationEnterprise Application Bus model for inter-application communication
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Service Orchestration
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Behavior as State Machine
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Simulate System - requirements
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Portfolio overview
Enterprise Architecture
& Frameworks
EXECUTION DOMAIN
Analysis& Design
Configuration & Change
Management
Implementation
Quality Management
Iteration Management
Requirements Definition
& ManagementProduct, Project & Portfolio
Management
Measurement & Reporting
Production/Operation
BUSINESS DOMAIN
ELM
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Monitor your KPI with IBM Dashboard
Accurately monitor the right indicators to actively manage operational performance for optimal strategic results. Align performance with strategic priorities
Measure and track key performance indicators
Enable accountability and informed decision-making
Correct problems before they become critical
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Planning to Executiong
Enterprise Architecture
& Frameworks
EXECUTION DOMAIN
Analysis& Design
Configuration & Change
Management
Implementation
Quality Management
Iteration Management
Requirements Definition
& ManagementProduct, Project & Portfolio
Management
Measurement & Reporting
Production/Operation
BUSINESS DOMAIN
ELM
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