The situation: A software team is stuck. They are available and ready to work, but unable to begin work because the requirements aren’t defined. The customer won’t sign off because changes from the review haven’t been incorporated.
Everyone is frustrated: the customer, leadership, and the technical team.
The fix: By applying automated document generation, redlines from customer reviews were easily integrated directly into the requirements and design model.
The document model overlay made traceability from an exported requirements specification simple. Changes were made and a new exported specification is seconds away. CM/DM teams begin to operate more efficiently because feedback loops tighten or are eliminated altogether.
The result: Multiple software components saw active development begin within two weeks, mitigating the anticipated delay of multiple months.
The situation: Accurate wording on deliverable definition is not as common as it needs to be. Vague descriptions of desired technical deliveries can sour relationships even in well performing programs.
This was such a case. The customer was not specific. Failure was likely because there was no way to prove the deliverable met the criteria. The contractor identified the risk and reached out.
The fix: The technical team knew the domain and the design details, but not the tooling. Our team conducted a brief technical interview, agreed on the most important part of the deliverable (interface specifications), and got to work. After an internal working session, we walked our industry partner through the model and made the requested adjustments.
The result: Within the week, the technical team was trained in the modeling patterns and export process. The next week, they were able to engage early with the customer on the deliverable, offer previews, solicit feedback, and generate consensus.