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Requirement Practices

The shift towards Agile

Arthur de Snaijer2008

Topics 1. Acquaintance2. Trends, why Agile?3. Agile Architecture4. Requirements Landscape5. Framing a Requirement Galaxy6. Project Approaches7. Agile Practices

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METAFOR FOR SHARED MEMORY – Acquire Connect Collaborate Goals –

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Trends

type hier de datum

Trends

Making aquitance – it’s personal

© F. Van der Reephttp://www.wikidigitalworld.net

ILL DEFINED PROBLEMS

Making aquitance Internet crowd sourcing example

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How do we determine business value of software features?

WELL DEFINES PROBLEMS

Realize these

features in a timebox

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

Where is the network company?

Henderson en Venkatraman

business goals

products / services

processes

Technicalinfrastructure

Information

Agile business with Agile development

Business in operation

Business opportunities

business goals

products / services

processes

Technischeinfrastructure

InformationSystem Product

opportunities System Product in operation

Customer Goals

Architecture trend off valuechains

Coördination

business goals

producten / diensten

processen

Technischeinfrastructuur

Informatie-voorziening

Customer Goals

business goals

producten / diensten

processen

Technischeinfrastructuur

Informatie-voorziening

Customer Goals

GAIN SHARING

END-Customer Goals

END-Business Goals

Value chain Challenges

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RequirementLandscape

Business Analist - Mindmap

Requirements Mindmap

Requirements Mindmap

Discovery Solution Design

Good practice: Scenario with solution visualization

The requirement paradox• Requirements must be stable• Requirements always change

Use a practice that copewith the requirement paradox

use participation, teamlearning as a base!

Realize these

features in a timebox

Cyclemode Requirements

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

• Business; Agility is the ability to both create and respond to change in order to profit in a turbelent business environment. (Jim Highsmith)

• Engineering; Agile software development is an approach to software development that is people oriented, that enables people to respond effectively to change, and that results in the creation of working systems that meets the needs of its stakeholders. (Scott W. Ambler)

Agile business - Nokia versus Apple battle

Nokia 6021 Nokia 6230 Nokia 6310 Qtek9100

business phones - 2007

Agile business - Nokia versus Apple battle

Is the iPhone software a threat?

Agile business - Nokia versus iPhone battle

Resilience

Time to market

Agile business - Nokia versus iPhone battle

Nokia has launched it’s ‘iPhone killer‘ product, N96 few months before the expected date (as iPhone launch is on Aug 22).

How did they respond so quickly?

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

Good practise: Start with Glossary – key terms

© Clariteq Systems Consulting Ltd

Framing a Requirement Galaxy

What’s your goal?

Project start-upContext / Environment

(Domains of intrest)

Context / Environment(Domains of intrest)

Problem Space Solution

SpaceRequirement

Space

Context / Environment(Domains of intrest)

Problem Space Solution

Space

Requirement

Need Stakeholder Requirement system(functioneel en non-functional)

Feature

Business requirement

User requirement

SystemperspectiveUserperspective

Use case step

Software requirement

Nicole de Swart

Context / Environment(Domains of intrest)

Negative Goals Positive

GoalsStakeholder

Space

Context / Environment(Domains of intrest)

Problem Space Solution

Space

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

Reality – individual StakeholdersRequirement =

Stakeholder SpaceNegative

GoalsPositive Goals

Muppets, The Walt Disney Company

Reality – Small world Stakeholders - Groups

BusinessTechnology

Marketing

Retail

Requirement Engineer

Project Framing

Problem Space

Solution Space

Project team

Business in

operation

Business opportunities

How to get there?

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ProjectApproaches

Typical project requirements discovery flow

© Clariteq Systems Consulting Ltd

Good practise: Start with Glossary – Key terms

© Clariteq Systems Consulting Ltd

Agile business requirement discovery

A process

requirement

© Clariteq Systems Consulting Ltd

Strict process in BPMNO

pdar

cht-g

ever

Opd

rach

t-ne

mer

s

OpdrachtvormingFase

ProgrammaFase

OntwerpFase

UitwerkingFase

BouwFase

Ove

rhie

dorg

anis

atie

sP

ublie

k

Verstrekken Informatie Vooroverleg(en) Intake Ontvankelijkheids

toetsBehandeling

aanvraagPubliceren & Beschikken Handhaving

Publiceren aanvraagPubliceren (ontwerp)

beschikkingZienswijze

Beslissingontvankelijkhied

BeschikkingOp aanvraag

Toetsingproces vergunning

Inspectie

GebruikFase

voorbereiding en ontwerp

Acceptatie Opdrachtresultaat

Vaststellen ontwerp

AutoriseerFase

GO

AutoriseerFase

GO Vaststellen uitwerking

AutoriseerFase

GO

Opdracht en

Eisen

PVE+Plan van Aanpak

Ontwerp

Vo, Do

Voor de haalbaarheidsstudie wordt veelal telefonisch en in overleg infornatie verzameld bv:- bestemmingsplannen- kadastrale kaarten- bodemonderzoeken; etc

Vergunning aanvraag

Bevestigingontvangst

Bestek Oplevering

NO GO

Vergunning

Een taak

Aanduiding van documenten

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: ConceptVersie 0.5

Ministerie van Economische zakenICTU Programma Ketenherinrichting

Example: Scenario based approach User Goals

User story of a business proces

Stakeholder Results

Stakeholder Result

Stakeholder Result

from course-grain to fineRequirements

divergentie mode

Soft

Vaque

Gather Analyse Build Hard

Strict

Requirements convergentie mode

From user stories into use Cases

Ian F.Alexander and Neil Maiden

Discovery Solution Design

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Agile RequirementPractices

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

Agile versus requirementsAgile Core Practices

– Active Stakeholder Participation– 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 area’s:

Enterprise Analysis

Requirements Planning and Management

Requirements Elicitation

Requirements Analysis and Documentation

Requirements Communication

•Solution Assessment and Validation

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 on

business and technology• Is a language Coach, not a translator

Kent J. McDonaldCentral Iowa IIBA, Thursday January 25, 2007

Agile Practises1. Starts with business value (People goals and business drivers )2. Learning is the bottleneck ( Context is key, recognition of real

problems and solutions) 3. Cycles for recognizing and responding/creating change4. 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