The Unrecognized Success Of The Requirements Tool Market

The just-published overview of the requirements tool market is, at bottom, a story of unrecognized success. The requirements tool market has grown rapidly along several measures, including the number of vendors, the scale of adoption, and (the primary focus of the overview) the number of business problems that these tools are designed to address. From a small niche in the software market, requirements tools have grown and evolved, sometimes merging with other applications, to the point where it's hard to talk about them as "requirements tools" in the strictest sense of the term.

When colleague Mary Gerush and I dove into the primary research, we were immediately struck by the number of vendors that have crowded into a space that, to be honest, was not too long ago treated as a bit obscure and unexciting. The longer we looked at the market, the more little vendors appeared in the landscape. We'd heard of long-standing specialty vendors like Ryma, Blueprint, and iRise, but names like TraceCloud and AcuNote were new to us. The big vendors, too, have seen opportunities in this space, sometimes buying (for example, IBM's acquisition of Telelogic), sometimes building (such as Microsoft's Sketchflow tool).

Something was happening in this market, and at least a piece of the explanation was clear from the moment we started talking to vendors and users. Very few of these applications were exactly like the first generation of requirements tools, such as MKS Integrity and Borland (now Micro Focus) Caliber, and most of the newer tools bore little resemblance to each other. Although they share the title "requirements tool," they don't deal with the same aspects of requirements.

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Without Executive Sponsorship, Agile Goes Splat

In the technology industry, there has been a rising chorus of questions about the role of the executive in Agile adoption. The recent acceleration of Agile adoption has a lot to do with the frequency of the question. Here's the other reason: Agile has been around long enough for a collective contemplation of lessons learned. In the after action reports about Agile implementations, executives regularly appear as major characters.

Given the ripple effects of Agile adoption throughout a technology company, it would have been surprising indeed if executives had played only a minor role. When the development team changes when and how it delivers new technology, everyone (Sales, Marketing, Support, Consulting, etc.) is affected in some way. With Agile adoption, executives who are already trying to bring departments into greater alignment face another potential source of misalignment. At the same time, as Forrester's research into Agile adoption in the tech industry shows, executives are less able to influence the priorities and activities in Development. If the executives don't really understand Agile, or haven't invested much in making this profound transformation work, an avalanche of backlash from the upper regions of the org chart is the usual result.

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