project management in agile organizations - agile requirements

1NFI - Project Management in Agile Organizations @ Tele2

Agile requirement process

Traditional requirements

NFI - Project Management in Agile Organizations @ Tele2

Team

Requirement

2


SRS are “flat”, requirements grouped in categories

Agil requirements


Team

FeaturesVision/Goal Constraints

4

5Agil ProjektledningSource: Jurgen Appelo

What shall be achieved, what

value to create for whom.Constraints;

Brand, platform, tools, uptime, throyghput,

budget, legal, time etc.

Agil requirements

Team

Product/Program management

Executive management

What to be done.

Where we are heading-

Stories, TasksHow to do it

Agile requirements are hieratical


6

Mike Cohn


http://www.mountaingoatsoftware.com/presentations/introduction-to-user-stories





Agile requirement hierarchy,Mike Cohn

Theme

Epic

Story Story StoryStory Story Story

Epic

Task Task

Dean Leffingwellwww.scaledagileframework.com



Agile requirement hierarchy,Dean Leffingwell

Theme

Epic

Story

Feature

Story

Epic

Task Task

Epic

Feature


Dean Leffingwells Model

Themes, Epics, Features, Stories & Tasks• Themes

– Key product value propositions that provide market differentiation and competitive advantage.

• Epics– The highest level of customer needs.

• Features– Services provided by the system to fulfil stakeholder needs.

• Arch– Architectural features are technical system services that allow developers to implement

business features that deliver solution value to the end users and the enterprise.

• User Stories– Is a brief statement of intent that describes something the system needs to do for the user.

• Spikes (XP)– A story to drive out uncertainty and risk with a new technology or domain.

• Tasks– Is a small unit of work that is necessary for the completion of a story.


Team

Produkt/Programledning

Business management

Roadmap//Functions/Constrains

What to be done.

”Themes/Epics”Where we are heading-

Stories, TasksHow to do it

Agile requirements are hieratical


14

User Stories

• A user story describes functionality that will be valuable to either a user or purchaser of a system or software. User stories are composed of three aspects:– a written description of the story used for planning and

as a reminder– conversations about the story that serve to flesh out the

details of the story– tests that convey and document details and that can be

used to determine when a story is complete



http://www.youtube.com/watch?v=6q5-cVeNjCE





User stories are the primary object that carry the customer’s requirements through the value stream – from needs analyses through code and implementation.


User Story Format

A <role> can <action>

or

As a <role>I want to <action>So that <value>

A company can pay for a subscription with a credit card.

As a consumer I can see my daily energy usage so that I can lower my energy costs.


Card, Conversation, Confirmation

Why User Stories?

• User stories emphasize verbal communication.• User stories are comprehensible by everyone.• User stories are the right size for planning.• User stories work for iterative development.• User stories encourage deferring detail.• User stories support opportunistic design.• User stories encourage participatory design.• User stories build up tacit knowledge.


User Stories should be:

• A function – not an implementation• Independent

– Not linked to other stories.

• Negotiable– A base for discussion.

• Valuable– For an identified user/customer/stakeholder.

• Possible to estimate– The developers must understand what is needed.

• Right size• Verifiable


A warning by Mike Cohn


One warning sign of a project going astray with a requirements specification is a ping-ponging of the specificationdocument between the software development group and another group like Marketing or Product Management. What typically happens is the Product Management (or similar) group writes a requirements specification that is given to the developers. The developers then rewrite this document so that it conveys their interpretation of the requirements as first written by Product Management. The developers are always careful to give their document a completely different name (something like Functional Specification perhaps) to hide that it is the same document as the initial document, just written from the perspective of a different group.

Both groups know that a requirements specification for a project of any significance is too difficult to read and fullyunderstand and impossible to write with the desired precision. So, whichever group writes the final requirements canclaim ownership of the intent of the document. When the project is finished and blame is being allocated they will point to sections of the document and claim that missing features were implied. Or they will claim that expected functionality is clearly out of scope because of a sentence buried somewhere in the document.

Most of the times when I see two groups writing separate versions of essentially the same document I already knowthey are positioning themselves for the end-of-project blame sessions and for claiming to know the intent of thedocument. This type of silliness goes away with user stories. Along with the shift to conversations from documentation comes the freedom of knowing that nothing is final. Documents that look like contracts feel so final.

Conversations don’t feel that way. If we talk today and then learn something next month, we talk again.

Everything is not user stories

• Descriptions of user interface (UI)• Descriptions of (API)• ..


Constraints & non-functional requirements


Source: www.agileproductdesign.com

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Define constraints on cards.

• Do not make it hard to internationalize the software if needed later.

• The new system must use our existing order database.

• The software must run on all versions of Windows.• The system must achieve uptime of 99.999%.• The system must manage 200 transactions /

second.


Use Case /User Stories

• Use cases are often permanent artifacts that continue to exist as long as the product is under active development or maintenance.

• Stories, on the other hand, are not intended to outlive the iteration in which they are added to the software. While it is possible to archive story cards, many teams simply rip them up.


Personas


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Impact map



http://getlit.me/impact-mapping/

Agil ProjektledningKälla: HeltSonika

Agila kontrakt, Knowit 2013.05.29Källa: HeltSonika

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