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Speed Creation meets IREB (International Requirements Engineering Board). A presentation of Matthias Pohle and Sven Krause,
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Matthias Pohle Sven Krause
[email protected] [email protected]
Follow on twitter: http://www.twitter.com/speedcreation
Exchange knowledge in the blog: http://www.facebook.com/speedcreation
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Initial Situation
Collaboration model
Speed-Creation Process
Lessons learned & key success factors
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Also people often work on several projects simultaniously and have only few time for every project. A lot of time is wasted due to travel and familiarisation.
This leads to an efficiency loss and longer project development cycles. Workshops need to be repeated and Project members get replaced. At the end Project the project hauls 5-7 month for the business requirements instead of the planned 2.
In today`s time knowledge is spread. Project members come from different locations and different fields of work.
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Sub Project Technology
Idea Champion
5 %
80 %
100 %
Degree of fullfiment
That sounds like a good projectidea. Customer will like the newproduct for sure. But what doeshe want from us? What are hisdetailed requirementsregarding the sub-project I`mworking in?
?? ? ?! ? ?? ?!
Heureka! I Heureka! I got a rough idea, anlyzedthe customers needsand set goals for myproject!
Sub Project Processes
Sub Project IT
Sub Project Goto Market
? ? ?! ? ?? ?!
? ? ?! ? ?? ?!
? ? ?! ? ?? ?!
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Sub Project Technology
Idea Champion
5 %
80 %
100 %
Degree of fullfiment
Heureka! I Heureka! I got a rough idea, anlyzedthe customers needsand set goals for myproject!
Sub Project Processes
Sub Project IT
Sub Project Goto Market
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Speed CreationSpeed Creation
smallIn a small group we set thefundamentals and describe theidea more detailed. Therewithit`s easier for the procet team
to understand the idea andwork on the detailed
specifications
Due to the preliminary workduring speed creation we nowknow what the project is all about. We understood wherewe have to focus on in oursub projects.
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Project introduction - Pitch & Feedback Workshop I (Initial Situation & Customer Needs) Workshop II (Goals & Scope) Workshop III (Cap on expenses, Target group & Barriers,
SWOT) Jury presentation & Feedback
Workshop IV (commercial offering, pricing) Workshop V (Use-Case Overview) Workshop VI (Use-Case table specifications ) Management jury & Feedback
Workshop VII (General Requirements I / OF) Workhsop VIII (Generell Requirements II / AB) Final presentation Speed Coach Feedback & next steps
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Day 1
Day 2
Day 3
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During the Speed Creation works a small team agile
To assure the quality the team will guarantee daily by the jury
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We speed up projects
We create a commen understanding and conserve it into the
documentation
We ease feasibility und fasten the implementation
We cultivate cross organisational teambuilding
WIN
WIN
WIN
WIN
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1. Expectation Management
2. Customized Speed-Creations
3. Concentrated work without distraction
4. Feedback from the juries
5. Multidisciplinary speed creation team
6. The Product Managers responsibility for the BC-BRS
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Follow on twitter: http://www.twitter.com/speedcreation
Exchange knowledge in the blog: http://www.facebook.com/speedcreation
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«Scientists tell us that the fastest animal on earth – with a top speed of 120 feet per second – is a cow that has been dropped out of a helicopter» (Dave Barry)
Sven KrauseZuehlke Management Consultants AGWiesenstrasse 10a, CH- 8952 Schlieren
+41 79 597 52 89 - [email protected]
https://www.xing.com/profile/Sven_Krause2
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Die Land-Scape zum Werkzeugkasten ist komplex. Wir haben viele verschiedene Analysen und Methoden. Oft gibt es Redundanzen zwischen einzelnen Tools & Templates. Der Werkzeugkasten ist akademisch wertvoll, aber zu kompliziert für die effiziente Anwendung in einem Wirtschaftsunternehmen.
Für die Speed-Creation-Session wurde die Land-Scape daher konsolidiert. Ergebnis ist das neue Template des BC-BRS (inkl. einem Kapitel Projektauftrag). Hier werden die 15 Workshop-Module der Speed-Creation-Session dokumentiert.
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Tipps:
Highlevel Use-Cases sind die der Kundenerlebniskette (Produkt bestellen, etc….
Identifikation der Use-Cases zweiter Detaillierungsebene mit offenem Brainstorming
Ausgestaltung der Use-Cases via Spezifikationstabelle (Tabellenstruktur dient einem zielgerichteten Brainstorming
Use-Cases immer rein aus Kundeninteraktionssicht mit der Firma ls Blackbox beschreiben (eventuell Kundeninteraktionsguidance zu Hilfe nehmen)
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