how agile reduces requirements risk ebg consulting slide share

Ellen Gottesdiener www.ebgconsulting.com

© EBG Consulting, 2010

How AgileReduces Requirements Risk

Trainer, facilitator, mentor, agile coach, conference advisorYears of varied project and product experienceCertified Professional Facilitator, Certified Scrum MasterExpert Reviewer, contributor to IIBA BABOK®

(Business Analysis Body of Knowledge®)

Author: articles, books

eNewsletter: Success with Requirements free - sign up at www.ebgconsulting.com

Founder & Principal Consultant, EBG Consulting

Ellen Gottesdiener

IntroIntroAgile practicesAgile practicesreducing riskreducing risk

RequirementsRequirementsrisksrisks

Summary Summary

Q & AQ & A

requirements: basis for product development

software development

requirements requirements risksrisks

www.ebgconsulting.com/reqtproblems.php

creeping user reqts (80%)

top project risks

changing reqts (66%)

poor specs (66%)

www.ebgconsulting.com/reqtproblems.php

28% to 42.5% of software development costs

requirements errors

www.ebgconsulting.com/reqtproblems.php

40% to 50% of total development budget

requirements rework

time

money

trust

#1 scope creep

#2 lack of customer involvement

#3 unrealistic customer expectations

#4 poor impact analysis

#5 requirements defects

#6 changing practices and tools

#1scope creep

freeze myth

product roadmap

product big-view

release pre-view

iteration now-view

rolling wave

planning

incremental funding

timebox

needs are continually

reprioritized

fork over selected items

#2lack of

customer involvement

productowner/

champion

customers participate, continually

themes

demos

#3unrealistic customer

expectations

velcro®

requirements

bouldersrocks

pebbles

v & v collapse

decision making

frequent incremental

delivery

#4poor impact

analysis

needs change

dependencies

developmentdeliveryusage

analysis “spikes”

prune the backlog

#5requirements

defects

ambiguous,missing,

erroneous, conflicting

requirements

reliance on documentation

right size

done

tamped-down

requirements

analysis is

just…

in-timeenough

before

cross-functional team

#6changing

practices and tools

Evolution is chaoswith feedback

Physicist Joseph Ford

daily calibration

visibility

inspectand

adapt

summarysummary

#1 scope creep

#2 lack of customer involvement

#3 unrealistic customer expectations

#4 poor impact analysis

#5 requirements defects

#6 changing practices and tools

planning

development

delivery

reducing requirements risks with agile practices

team

agileagileplanning planning practicespractices

rolling wave planning

product roadmap

themes

incremental funding

dynamic backlog

continual reprioritization

agileagiledevelopmentdevelopment

practicespractices

tamped-down requirements

analysis spikes

JIT analysis

product owner/champion

boulder – rocks – pebbles

collapse v&v

agileagiledelivery delivery

practicespractices

frequent delivery

demos

done

right sized documentation

agileagileteam team

practicespractices

information radars

daily calibration

cross-functional team

feedback & learning

collaboration

email

more agile

about EBG

ellen@ebgconsulting.com

ebgconsulting.com/agile.pdf

www.ebgconsulting.com

© EBG Consulting, 2010