The 10 Step Model for
Agile Requirements
ACCU Conference 2011 allan kelly
http://www.allankelly.net
Oxford
Twitter: allankellynet
Software Strategy Ltd.
http://www.softwarestrategy.co.uk
Allan Kelly
Training & Coaching for Agile
adoption and deepening
Author:
Changing Software Development:
Learning to be Agile, Wiley 2008.
33 Business Strategy
97 Things Every Programmer Patterns for Software
Should Know, Henney, 2010 Creators
Context Encapsulation in Pattern
Languages of Program Design
volume 5, 2006
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How do you do requirements in Agile?
Gee, I thought
everyone knew
that.
Actually, theres
User more to it than
that
Stories!
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And what about
Stakeholders and User Stories
CUSTOMERS ?
Wheres the
Arent personas in
Business value?
here somewhere?
Where do roles
come from?
What are reasonable
actions and reasons?
As a <Role>
I can <Action>
So That <Reason>
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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
Product Project
New thing
(Maintenance)
Start & end
Enhancements to dates
something that exists New team
Team exists Goal
Thing exists driven
Salami slice
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Salami Agile
Interface Agile team to
traditional organization
Limited Agile
Limit change risk 1. Big up front requirements,
Limited benefits design, estimation, etc.
2. Iterations
Comfort food Slice off requirement
appearance of
normality; Implement (Deliverable)
can roll with Repeat
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
Increase online
work sales by 10%
Research, experimentation
Governance based on
Progress against goal
And future potential
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
Work back - Find inputs
needed to reach goal
Inputs Inputs build
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Take your pick Project
Goal
Directed
Salami
Agile Agile
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Agile 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
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Stakeholders
From above: What is the goal?
10 Step Why are we doing this?
Who are the stakeholders?
1. Objective What is success to them?
2. Stakeholders
Teams Vision for the solution
3. Vision
Roles
4. Roles Who will use the system?
5. Personas
Key Personas
6. User Stories
Personas
7. Acceptance Tests How do we know we
8. Development are done?
9. Delivery Close the loop:
10. Value check Progress against objective
Value delivered? Who are the
Should we continue? customers?
How are they
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Put a man on the
Objective why? moon and return
him safely
I have a dream
Is NOT Could be
Requirements document Mission statement
Shopping list Marketing brief
Technical Market opportunity
assessment
Beat Xerox Project Initiation
Cannon
Document
Encircle Caterpillar
Komatsu
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Objective
A reason to start A reason to stop
Start thinking Measure of success
Gather resources How do you know
you are done?
Measure progress
against objective
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Stakeholders
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.)
Gilb, Competitive Engineering, playing a system role and
2005 thereby having a valid interest in
the development of the system
or product. Subclasses include:
beneficiaries; operator;
Alexander & Beus-Dukic,
regulator; negative stakeholder.
Discovering Requirements, 2009
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Stakeholders
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
Internal External
Stakeholders Stakeholders
Regulators,
Customers
etc.
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Stakeholders have goals too
Might be aligned with your project
Or might be a little different
keho
lde rA
o a l
Sta
r o j e ct g
P
er C
Stakehold
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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 Not today, thank you
Delivery
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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
Doesnt 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
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.
Survey of 100 IT/IS & Delivering value from IS and IT investments, John Ward,
Cranfield School of Management, 2006
Business managers in
http://www.som.cranfield.ac.uk/som/dinamic-content/
UK and Benelux, 2006 research/documents/deliveringvaluereport.pdf
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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
Source: Wired for
Innovation,
Brynjolfsson & Saunders,
2010
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Another view
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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
Thank you!
Evaluate! Allan Kelly
[email protected] http://www.allankelly.net
http://www.softwarestrategy.co.uk
http://blog.allankelly.net
Twitter: allankellynet
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