One of the biggest challenges teams in highly regulated industries face is tracking and enforcing regulatory policies across products, services, and processes. Often these constraints are discovered during testing or release when the cost to make changes is great.
Blueprint Software Systems has made regulatory compliance easier for financial institutions. In a blog post by Tony Higgins, Blueprint announced its partnership with Compliance.ai to provide integrated regulatory content within its software and team projects. This integration provides organizations with direct access to current regulations and updates.
With Blueprint’s impact assessment tool, teams can quickly determine the impact of regulatory changes and updates needed. Organizations can trace regulations to their internal controls and compliance policies to product requirements rather than worrying about how the regulations should be implemented.
Reusable requirements not only save time but also are an easy way to ensure compliance and consistency across the enterprise and multiple product domains.
Use the trace and impact assessment features in your requirements management platform to quickly identify standard requirements that apply to the product and determine the impact when a standard requirement changes.
Consider building out standard requirements for system performance, support service level agreements (SLAs), security, policy compliance, regulations, business continuity and disaster recovery, records retention, user and data volumetrics, anticipated usage times, and maintenance windows.
To improve your requirements management practice, download our blueprints today.
Build a Strong Approach to Business Requirements Gathering: Poor requirements are the number one reason that projects fail – take a strategic approach to optimizing requirements gathering in order to give the business what it needs.
Build a Strong Foundation for Quality: Drive product satisfaction by validating and verifying quality throughout your delivery pipeline.
Traditional accounting practices are tailor made for waterfall project management. Organizations that have transitioned to the use of standing product teams using Agile and DevOps need to transform their accounting practices as well or they will leave valuable capital expenditure dollars on the table.
IBM is changing the terms of its ubiquitous Passport Advantage agreement to remove entitled discounts on over 5,000 on-premises software products, resulting in an immediate price increase for IBM Software & Support (S&S) across its vast customer landscape.
So you’ve gone Agile. You do daily scrums, retrospectives, and all the “right” Agile ceremonies. But still your organization isn’t quite convinced. It is now critical to balance the drivers and goals of both Agile and traditional thinking in order to achieve organizational success.
Do you feel like your Agile teams are treading water – going through the motions but never going anywhere? It’s a risk, and practices such as daily standups, retrospectives, and demonstrations need to be used wisely or you risk losing discipline to meeting fatigue.
Stakeholders expect the speed and responsiveness of product delivery does not come at the expense of quality. QA tools offer retailers the ability to continuously ensure both business and technical quality standards are upheld, but these tools should not be viewed as a silver bullet.
When trying to implement Agile as a defined process, Scrum turned BAs or other roles into order takers with the title “product owner.” This undermines the entire value proposition of product management.
No matter how good your product roadmap and backlog are, they are only as good as your audience’s ability to understand your vision and priority.
The scrum master is like the conductor of an orchestra, ensuring that every piece fits together at the right time to create something greater than the sum of the parts. You don’t have to know how to play each instrument, but you do have to understand what each part contributes to the overall masterpiece.
Tools are important to product teams, but only when they support solid people and processes.