081007- requirement practises - agile
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Requirement Practices
The shift towards Agile
Arthur de Snaijer
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Topics1. Acquaintance
2. Trends, why Agile?
3. Agile Architecture
4. Requirements Landscape
5. Framing a Requirement Galaxy
6. Project Approaches
7. Agile Practices
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ANY ROAD - PICK A STORY
METAFOR FOR SHARED MEMORY
Acquire Connect Collaborate Goals
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Trends
type hier de datum
Trends
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Making aquitance its personal
F. Van der Reephttp://www.wikidigitalworld.net
ILL DEFINEDPROBLEMS
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Making aquitanceInternet crowd sourcing example
How would you
like it?
Please
customizeHow do we determine business value
of software features?
WELL DEFINES
PROBLEMS
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Realize
thesefeatures in
a timebox
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Why these trends important?
Agile requirements is about participation
Agile requirements is about team learning Agile requirements is about feature trade-off
http://en.wikipedia.org/wiki/Shuhari
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Agile Architecture
type hier de datum
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Where is the network company?
Henderson en Venkatraman
businessgoals
products/ services
processes
Technicalinfrastructure
Information
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Agile business with Agile development
Business in
operation
Business
opportunities
businessgoals
products/ services
processes
Technischeinfrastructure
Information
System Product
opportunities
System Product
in operation
Customer
Goals
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Architecture trend off valuechains
Cordination
businessgoals
producten/ diensten
processen
Technischeinfrastructuur
Informatie-voorziening
Customer
Goals
businessgoals
producten/ diensten
processen
Technischeinfrastructuur
Informatie-voorziening
Customer
Goals
GAIN SHARING
END-Customer
Goals
END-Business
Goals
Value chainChallenges
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Requirement
Landscape
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Business Analist - Mindmap
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Requirements Mindmap
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Requirements Mindmap
Discovery Solution Design
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Good practice: Scenario with solution visualization
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The requirement paradox
Requirements must be stable
Requirements always change
Use a practice that copewith the requirement paradox
use participation, teamlearning as a base!
Realizethese
features in
a timebox
from course grain to fine
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CyclemodeRequirements
divergentie mode
Soft
Vaque
Gather Analyse Build Hard
Strict
Requirements
convergentie mode
from course-grain to fine
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Agile
type hier de datum
Cycle ref: Agile Adoption Patterns, Amr Elssamadisy
1.Goal
3.Test,
Stop,and
Learn
4. Apply
Lessons
Learned
2.Process
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Agile business - Nokia versus
Apple battle
Nokia 6021 Nokia 6230 Nokia 6310 Qtek9100
business phones - 2007
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Agile business - Nokia versus
Apple battleIs the iPhone software a threat?
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Agile business - Nokia versus iPhone battle
Resilience
Time to market
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Agile business - Nokia versus iPhone battle
Nokia has launched its iPhone
killer product, N96 few monthsbefore the expected date (as
iPhone launch is on Aug 22).
How did they respond so quickly?
Agile with SCRUM business value
http://www.pluggd.in/2008/08/iphone-in-india-airtel-to-launch-on-aug-22-vodafonehttp://www.pluggd.in/2008/08/iphone-in-india-airtel-to-launch-on-aug-22-vodafonehttp://www.pluggd.in/2008/08/iphone-in-india-airtel-to-launch-on-aug-22-vodafonehttp://www.pluggd.in/2008/08/iphone-in-india-airtel-to-launch-on-aug-22-vodafonehttp://www.pluggd.in/2008/08/iphone-in-india-airtel-to-launch-on-aug-22-vodafonehttp://www.pluggd.in/2008/08/iphone-in-india-airtel-to-launch-on-aug-22-vodafonehttp://www.pluggd.in/2008/08/iphone-in-india-airtel-to-launch-on-aug-22-vodafonehttp://www.pluggd.in/2008/08/iphone-in-india-airtel-to-launch-on-aug-22-vodafonehttp://www.pluggd.in/2008/08/iphone-in-india-airtel-to-launch-on-aug-22-vodafone -
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2 year
1 year
0,5 year
Q1
weekly
montly
Agile with SCRUM - business value
software releases?
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Framing a Requirement
Galaxy
type hier de datum
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Good practise: Start with Glossary key terms
Clariteq Systems Consulting Ltd
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Project start-upContext / Environment
(Domains of intrest)
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Context / Environment
(Domains of intrest)
ProblemSpace SolutionSpace
Requirement
Space
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Context / Environment
(Domains of intrest)
Problem
Space SolutionSpace
Requirement
Need Stakeholder Requirement system(functioneel en non-functional)
Feature
Business
requirement
User requirement
SystemperspectiveUserperspective
Use case step
Software
requirement
Nicole de Swart
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Context / Environment
(Domains of intrest)
Negative
Goals PositiveGoals
Stakeholder
Space
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Context / Environment
(Domains of intrest)
Problem
Space SolutionSpace
Requirement
Behoefte belanghebbende Eis aan het systeem(functioneel en niet-functioneel)
Feature
Business requirement
User requirement
SysteemperspectiefGebruikersperspectief
Use case stap
Software requirement
In context C a solution S has effect E that
satisfies goals G
Roel Wieringa
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Reality individual StakeholdersRequirement =
Stakeholder
SpaceNegativeGoals
Positive
Goals
Muppets, The Walt Disney Company
http://nl.wikipedia.org/wiki/The_Walt_Disney_Companyhttp://nl.wikipedia.org/wiki/The_Walt_Disney_Companyhttp://nl.wikipedia.org/wiki/The_Walt_Disney_Companyhttp://nl.wikipedia.org/wiki/The_Walt_Disney_Companyhttp://nl.wikipedia.org/wiki/The_Walt_Disney_Company -
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Reality Small world
Stakeholders - Groups
Business
Technology
Marketin
g
Retail
Requirement
Engineer
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Project Framing
Problem
SpaceSolution
Space
Project team
Businessin
operation
Businessopportunities
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How to get there?
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Project
Approaches
type hier de datum
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Typical project requirements
discovery flow
Clariteq Systems Consulting Ltd
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Good practise: Start with Glossary Key terms
Clariteq Systems Consulting Ltd
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Agile business requirement discovery
A process
requirement
Clariteq Systems Consulting Ltd
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Strict process in BPMN
Opdarcht-gever
Opd
racht-
ne
mers
Opdrachtvorming
Fase
Programma
Fase
Ontwerp
Fase
Uitwerking
Fase
Bouw
Fase
Overhiedorganisa
ties
Publiek
Verstrekken
InformatieVooroverleg (en) Intake
Ontvankelijkheids
toets
Behandeling
aanvraag
Publiceren &
BeschikkenHandhaving
Publiceren aanvraag
Publiceren
(ontwerp)beschikking
Zienswijze
Beslissingontvankelijkhied
BeschikkingOp aanvraag
Toetsingproces vergunning
Inspectie
Gebruik
Fase
voorbereiding en ontwerp
AcceptatieOpdrachtresultaat
Vaststellenontwerp
AutoriseerFase
GO
AutoriseerFase
GOVaststellenuitwerking
AutoriseerFase
GO
Opdrachten
Eisen
PVE+
Plan van AanpakOntwerp
Vo, Do
Voor de haalbaarheidsstudiewordt veelal telefonisch en inoverleg infornatie verzameldbv:-bestemmingsplannen
-kadastrale kaarten-bodemonderzoeken; etc
Vergunningaanvraag
Bevestigingontvangst
Bestek Oplevering
NO GO
Vergunning
Een taak
Aanduiding vandocumenten
Een subproces
beslissing
Legenda BPMN symbolen :
Geeft richting van proces aan Geeft richting van bericht aan
De BPMN is een initiatief van de Business Process Management Initiative(BPMI).
Tekstuele annotatie
Nog in te plannen voor verdere uitwerking
Status: Concept
Versie 0.5
Ministerievan Economische zaken
ICTU Programma Ketenherinrichting
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Example: Scenario based approach
User Goals
User storyof a business proces
Stakeholder
Results
Stakeholder
Result
Stakeholder
Result
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Agile Requirement
Practices
type hier de datum
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AgileCore Principles
Assume Simplicity Embrace Change Enabling the Next Effort is
Your Secondary Goal Incremental Change
Model With a Purpose Multiple Models Maximize Stakeholder
Investment Quality Work
Rapid Feedback Software Is Your Primary
Goal Travel Light
Collaborate
Iterate
Serve the Team
Consider Context
Practice Excellence
Reflect and Adapt
Deliver Value
A il i t
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Agile versus requirementsAgile Core Practices
Active StakeholderParticipation
Apply the Right Artifact(s) Collective Ownership Consider Testability Create Several Models in
Parallel Create Simple Content Depict Models Simply Display Models Publicly Iterate to Another Artifact
Model in Small Increments Model With Others Prove it With Code Use the Simplest Tools
BABOK Knowledge areas:
Enterprise Analysis
Requirements Planning and
Management
Requirements Elicitation
Requirements Analysis and
Documentation
Requirements Communication
Solution Assessment and Validation
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The Agile Requirements Person
Peoples person
Champions Business Value
Facilitates the definition of problems and
description of solutions Understands most available tools - > Uses the
appropriate tool
Knows context (assumptions) and effects onbusiness and technology
Is a language Coach, not a translator
Kent J. McDonald
Central Iowa IIBA, Thursday January 25, 2007
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Agile Practises
Starts with business value (People goals and business drivers )
Learning is the bottleneck ( Context is key, recognition of real
problems and solutions)
Cycles for recognizing and responding/creating change
Cycle practices value the left more than the right Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan