agile requirements engineering

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Requirements Agile Engineering RE - The Elephant in the Agile Living Room thomas.moedl@dialogdat www.dialogdata.d

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How to integrate RE and Scrum?

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Page 1: Agile Requirements Engineering

Requirements Agile EngineeringRE - The Elephant in the Agile Living Room

[email protected]

Page 2: Agile Requirements Engineering

1 Connecting Requirements and Agile2 Agile as a Framework for RE and Communication3 Thinking Tools for Agile-oriented RE4 Summary

Requirements Agile Engineering:

Page 3: Agile Requirements Engineering

TUM, Max-Planck

Programmierung

Schulungen

Produktentwicklung

Beratung

Projekte über 25 PJ.

DIN EN ISO 9001 TAW Cert Zert.Nr.:33010107

2003

2005

2000

2002

2004

2006 … 2010:

1997

1995

1991 1990

1989

1986

Seit 1989 an erfolgreichen Projekten gewachsen.

Page 4: Agile Requirements Engineering

What to build?

How to build?

Build.

What. How. Build.

Software development is a knowledge process.

Page 5: Agile Requirements Engineering

DialogDataInkrementelle Projekte: I.

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Jan Feb Mar Apr

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Page 6: Agile Requirements Engineering

DialogDataInkrementelle Projekte: II.

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Jan Feb Mar Apr

Page 7: Agile Requirements Engineering

DialogDataInkrementelle Projekte: III.

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Jan Feb Mar Apr

Page 8: Agile Requirements Engineering

DialogDataInkrementelle Projekte: IV.

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Page 9: Agile Requirements Engineering

Precision is required for the short run.

Page 10: Agile Requirements Engineering

Jan Jun Nov

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„Cone of Uncertainty“ by Barry Boehm

Predictability is inverse to time horizon.

Page 11: Agile Requirements Engineering

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DialogDataUnterschiedliche Sichtweisen kollidieren.

Stakeholder RE

PL IT IT

„Waterfall“ „Scrum“

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Product Owner

Built-In RE

ScrumMaster

Backlog

Stakeholder

TM TM

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---------------------------.---------------------------

---------------------------.---------------------------

Page 12: Agile Requirements Engineering

Opportunity for optimization

=always involving risk.

The Quality / Risk Paradigm:

Page 13: Agile Requirements Engineering

?How to divide and conquer complexity in business needs?

Page 14: Agile Requirements Engineering
Page 15: Agile Requirements Engineering
Page 16: Agile Requirements Engineering

?

Page 17: Agile Requirements Engineering

„If I had asked people what they wanted,

they would have said: faster horses.“

- Henry Ford

Page 18: Agile Requirements Engineering

Failing in communication is risky.

Page 19: Agile Requirements Engineering

0% 10% 50% 80% 100%

DialogData.de

Quellenangabe: persönliche Gespräche mit IT-Einkaufsleitung und Projektverantwortlichen, vorwiegend im Rahmen des BME-Forums Einkauf von IT-Leistungen

Potential savingswith changing requirements:

Changesduring the project run(customer statements)

Autom

otive

Purchas

ing

Autom

otive

Engin

eerin

gFin

ance

Multi

Tech

nolog

y Ent

erpr

ise

Why are requirements so hardto grasp?

Page 20: Agile Requirements Engineering

0% 10% 50% 80% 100%

DialogData.de

Quellenangabe: persönliche Gespräche mit IT-Einkaufsleitung und Projektverantwortlichen, vorwiegend im Rahmen des BME-Forums Einkauf von IT-Leistungen

Einsparungspotentialdurch bessere Verständigung

Änderungenim Projektverlauf

Autom

obil I

Versi

cher

ung I

Versi

cher

ung I

I

Großb

ank

Multi

tech

nolog

iekon

zern

Autom

obil I

I

Warum sind Requirements so schwer zu fassen?

Page 21: Agile Requirements Engineering

1 Connecting Requirements and Agile2 Agile as a Framework for RE and Communication3 Thinking Tools for Agile-oriented RE4 Summary

Requirements Agile Engineering:

Page 22: Agile Requirements Engineering

DialogDataAlles bleibt anders.

Change is …

… the only constant.

Page 23: Agile Requirements Engineering

Which problems are arising with change?

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Page 24: Agile Requirements Engineering

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Page 25: Agile Requirements Engineering

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Page 26: Agile Requirements Engineering

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Page 27: Agile Requirements Engineering

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Page 28: Agile Requirements Engineering

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Too many dependencies can decreasedecision making capability.

Page 29: Agile Requirements Engineering

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At the coding level, this was called „Spaghetti“ code.Now the challenge is „Spaghetti“ specification.

Page 30: Agile Requirements Engineering
Page 31: Agile Requirements Engineering

Software Programming

Software Design

Software Architecture

Requirements Architecture

The goal is properly arranged, manageable information .

Ravioli come in more handy than spaghetti …

Page 32: Agile Requirements Engineering

„As simple as possible.But not one bit simpler. “

Page 33: Agile Requirements Engineering

1 Connecting Requirements and Agile2 Agile as a Framework for RE and Communication3 Thinking Tools for Agile-oriented RE4 Summary

Requirements Agile Engineering:

Page 34: Agile Requirements Engineering

Choose accurate slizes.

Page 35: Agile Requirements Engineering

“I believe that this nation should commit itself to achieving the goal, before this decade is out, of

landing a man on the moon and returning him safely to the earth.”

JFK, 1961

Buildrocket.

Train astronauts.

Page 36: Agile Requirements Engineering

Share a Vision through a Vision Box!

Design einer Produkt Verpackung:Drei oder vier Kernpunkte (Kaufargumente)Auch für Non-over-the-Counter Systeme

Mike Cohn: User Stories Applied, Addison-Wesley 2004

Page 37: Agile Requirements Engineering

Beschränkung auf wenige Aspekte: 15 Punkte sind einfacher zu verfassenDie Aufgabe liegt in der Prägnanz

Share a Vision through a Vision Box!

Mike Cohn: User Stories Applied, Addison-Wesley 2004

Page 38: Agile Requirements Engineering

„I hear, I forget.

I see, I remember.

I do, I understand.“

- Confuzius

Page 39: Agile Requirements Engineering

passendenDetaillierungsgrad?

Wie finden wir den

Page 40: Agile Requirements Engineering

zu viel ist teuer.

zu wenig auch.

Page 41: Agile Requirements Engineering

Projekt

Produktplanung

Releaseplanung

Scrum Sprints

Herkömmliche Projekt Management Meilensteine

Page 42: Agile Requirements Engineering

Projektlaufzeit

Product Backlog = niedrige Granularität

Release Backlog = mittlere Granularität Sprint Backlog = hohe GranularitätAgile architecting of requirements

Anforderungen

„Epics“

„Themes“

„Stories“

Page 43: Agile Requirements Engineering

DialogDataAgile Anforderungen strukturell, priorisiert, formell abbilden

EPICSProduct Owner

Product Owner (TP)

Themes/Stories

transformation

trans

form

ation

Projektlaufzeit

EPICS

Themes/Stories

Anforderungen

Page 44: Agile Requirements Engineering

Online Verkauf

Werbung

Kampagne starten Kampagne auswerten Bestellung aufgeben

Verkauf

Strategie

Geschäftsziele

Benutzerziele

IT Ziele

Batchlauf amMailserver

Web Access Statistik

SSO

Registrierte User finden

Werbesperrenausfiltern

User Registrierung

Adressabgleich

Bonitätsprüfung

Einkaufsliste

Bestellstatistik auswerten

Registrierungsabsicht

Namen eingeben

Bezahldaten eingeben

„Epics“

„Themes“

„Stories“

Page 45: Agile Requirements Engineering

The meaning of “finer granularity” is not “higher precision”.

Requirements can be more or less precise at each and every level.

Chris Rupp: Systemanalyse kompakt, Spektrum Akademischer Verlag, Berlin Heidelberg 2008

Page 46: Agile Requirements Engineering

An instrument.

A goal.

Page 47: Agile Requirements Engineering

A goal is set to serve a purpose:

Page 48: Agile Requirements Engineering

1 Connecting Requirements and Agile2 Agile as a Framework for RE and Communication3 Thinking Tools for Agile-oriented RE4 Conclusion

Requirements Agile Engineering:

Page 49: Agile Requirements Engineering

One in the Eye on these Thinking Tools:

1. Build a vision box +2. Model a hierarchy of goals +3. Distinguish between

goal, instrument, and purpose = Improved understanding between

business and IT Integrate RE within agile frameworks +Reduce cost, time and risk.

Page 50: Agile Requirements Engineering

Time

EffortAd-hoc programing

Structured programing

Oriented programing (components, objects)

Requirements Architecture

Page 51: Agile Requirements Engineering
Page 52: Agile Requirements Engineering

Bild- und sonstige Quellen

Charles Eames: Zehn hoch. Chris Rupp: Systemanalyse kompaktMike Cohn: User Stories Appliedwww.shutterstock.comwww.jeffsutherland.comwww.basdebaar.comwww.picturesonwalls.comwww.naturfoto.czwww.wineterroirs.comBernadette BendelIna ZabelBanksy

Mail [email protected] 089 89 05 89 50

[email protected]