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The 10 Step Model for Agile Requirements
ACCU Conference 2011 Oxford
allan kelly http://www.allankelly.net
Twitter: allankellynet
Software Strategy Ltd. http://www.softwarestrategy.co.uk
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Allan Kelly
• Training & Coaching for Agile adoption and deepening
• Author: • Changing Software Development:
Learning to be Agile, Wiley 2008.
97 Things Every Programmer Should Know, Henney, 2010
Context Encapsulation in Pattern Languages of Program Design volume 5, 2006
33 Business Strategy Patterns for Software
Creators
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How do you do requirements in Agile?
Actually, there’s more to it than
that… User
Stories!
Gee, I thought everyone knew
that….
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User Stories
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As a <Role> I can <Action> So That <Reason>
Where do roles come from?
Aren’t personas in here somewhere?
And what about Stakeholders and CUSTOMERS ?
What are reasonable actions and reasons?
Where’s the Business value?
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There is more to Requirements then User Stories
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In the beginning….
There is work to do
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Work needs doing
Project Product (Maintenance)
Enhancements to something that exists Team exists Thing exists
New thing Start & end dates New team
Salami slice
Goal driven
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Salami Agile
1. Big up front requirements, design, estimation, etc.
2. Iterations • Slice off requirement • Implement (Deliverable) • Repeat
Interface Agile team to traditional organization • Limited Agile • Limit change risk • Limited benefits
Comfort food… appearance of
normality; can roll with changes…
But more work
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Goal directed projects
• Business case sets out objective • Not a shopping list of features
• How goal is achieved is part of the work • Research, experimentation
• Governance based on • Progress against goal • And future potential
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Increase online sales by 10%
Reduce customer churn by 5% [by improving CRM
system]
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Goal directed: Start with Output
• Only outputs have value • Decide what you are trying to achieve • Find inputs to create outputs
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Inputs
Work back - Find inputs needed to reach goal
Inputs build
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Take your pick… Project
Salami Agile
Goal Directed Agile
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Agile 10 step
12
1. Objective 2. Stakeholders 3. Vision 4. Roles 5. Personas 6. User Stories 7. Acceptance Tests 8. Development 9. Delivery 10. Value check
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10 Step
1. Objective 2. Stakeholders 3. Vision 4. Roles 5. Personas 6. User Stories 7. Acceptance Tests 8. Development 9. Delivery 10. Value check
From above: What is the goal? Why are we doing this?
Team’s Vision for the solution
Who are the stakeholders? What is success to them?
Who will use the system?
Key Personas
How do we know we are done?
Close the loop: • Progress against objective • Value delivered? • Should we continue?
Sta
keho
lder
s R
oles
P
erso
nas
Who are the customers?
How are they segmented?
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Objective – why?
Is NOT… • Requirements document • Shopping list • Technical
Could be… • Mission statement • Marketing brief • Market opportunity
assessment • Project Initiation
Document
I have a dream…
Put a man on the moon and return
him safely…
Beat Xerox
Encircle Caterpillar
Cannon
Komatsu
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Objective
• A reason to start • Start thinking • Gather resources
• A reason to stop • Measure of success
• How do you know you are done? • Measure progress
against objective
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Stakeholders
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Stakeholder: Any person or organizational group with an interest in, or ability to affect, the system or its environment
Stakeholder: Human or other legal entity (company etc.) playing a system role and
thereby having a valid interest in the development of the system or product. Subclasses include:
beneficiaries; operator; regulator; negative stakeholder.
Gilb, Competitive Engineering, 2005
Alexander & Beus-Dukic, Discovering Requirements, 2009
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Stakeholders
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The process of working effectively with stakeholders has three major steps: • Stakeholder identification • Stakeholder analysts • Stakeholder management
Candle, Paul & Turner, Business Analysis Techniques, 2010
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Stakeholders & Stakeholders
Stakeholders
Customers Regulators, etc….
Internal Stakeholders
External Stakeholders
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Project goal
Stakeholders have goals too
Might be aligned with your project • Or might be a little different
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Stakeholder A
Stakeholder C
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All customers are not equal… segment!
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Vision
• How are you going to meet the objective?
• The answer to the stakeholders needs • Something you can build
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Stakeholders • The work can deliver benefits to many stakeholder • Some stakeholders are interested even if the work has no direct value to them
Roles • Only some of the stakeholders will interact directly with the system • All roles are stakeholders but not all stakeholders have roles
Personas • Add depth of understanding about roles • Different personas to the fore at different times (iterations/releases)
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The middle bit…
• Acceptance test • Development
• Product Backlog • Sprints • …
• Delivery
Not today, thank you
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Value – did we make a difference?
• Delivery technology “fix” • But fixes wrong problem • Fix technology but not the process
• Deliver great software • But nobody uses it
• Deliver what was asked for • Not what was needed • Doesn’t get used to the full
Delivery is only the start…..
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Mind the Gap
• Value delivered not the same as value recognized • Software delivered may never be used: $0 value Or • More useful then expected: +$$$ value
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Question time
• Do you… • Adequately identify and quantify the
benefits of IT projects? • Overstate benefits in order to obtain
funding? • Adequately review and evaluate
completed projects?
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The truth about project evaluation
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• 70% believe they are failing to identify and quantify the benefits adequately
• 38% openly admit they overstate the benefits in order to obtain funding
• 80% report that the review and evaluation of completed projects is also inadequate
• due to the focus on whether the project achieved cost, time and quality objectives and not on whether the intended benefits were realized.
Delivering value from IS and IT investments, John Ward, Cranfield School of Management, 2006 http://www.som.cranfield.ac.uk/som/dinamic-content/research/documents/deliveringvaluereport.pdf
Survey of 100 IT/IS & Business managers in UK and Benelux, 2006
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Stakeholders define value
• Benefit is value delivered to stakeholders • So, you need to know who the stakeholders are to determine
value
• How do you measure benefit? • Ask the stakeholders!
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Business Practices that Enhance Productivity
Getting the most from IT requires: 1. Move from analogue to digital processes 2. Open information access 3. Empower the employees 4. Use performance-based incentives 5. Invest in corporate culture 6. Recruit the right people 7. Invest in human capital
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Source: Wired for Innovation,
Brynjolfsson & Saunders, 2010
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Ano
ther
vie
w
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Agile 10 step
• A process? • Maybe
• A check list? • Maybe
• Link it all together? • Hopefully!
• What do you think? • Give you insights? • Give you ideas?
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Summary
• More to requirements than User Stories
• Choose • Salami Agile or, • Goal Directed
• Agile 10 Step • Evaluate!
Thank you! Allan Kelly – [email protected] http://www.allankelly.net http://www.softwarestrategy.co.uk http://blog.allankelly.net Twitter: allankellynet