081007- Requirement Practises - Agile

8/14/2019 081007- Requirement Practises - Agile

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Requirement Practices

The shift towards Agile

Arthur de Snaijer


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Topics1. Acquaintance

2. Trends, why Agile?

3. Agile Architecture

4. Requirements Landscape

5. Framing a Requirement Galaxy

6. Project Approaches

7. Agile Practices


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ANY ROAD - PICK A STORY

METAFOR FOR SHARED MEMORY

Acquire Connect Collaborate Goals


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4

Trends

type hier de datum

Trends


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Making aquitance its personal

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

ILL DEFINEDPROBLEMS


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Making aquitanceInternet crowd sourcing example

How would you

like it?

Please

customizeHow do we determine business value

of software features?

WELL DEFINES

PROBLEMS


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Realize

thesefeatures in

a timebox


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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

type hier de datum


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Where is the network company?

Henderson en Venkatraman

businessgoals

products/ services

processes

Technicalinfrastructure

Information


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Agile business with Agile development

Business in

operation

Business

opportunities

businessgoals

products/ services

processes

Technischeinfrastructure

Information

System Product

opportunities

System Product

in operation

Customer

Goals


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Architecture trend off valuechains

Cordination

businessgoals

producten/ diensten

processen

Technischeinfrastructuur

Informatie-voorziening

Customer

Goals

businessgoals

producten/ diensten

processen

Technischeinfrastructuur

Informatie-voorziening

Customer

Goals

GAIN SHARING

END-Customer

Goals

END-Business

Goals

Value chainChallenges


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Requirement

Landscape


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Business Analist - Mindmap


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Requirements Mindmap


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Requirements Mindmap

Discovery Solution Design


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Good practice: Scenario with solution visualization


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The requirement paradox

Requirements must be stable

Requirements always change

Use a practice that copewith the requirement paradox

use participation, teamlearning as a base!

Realizethese

features in

a timebox

from course grain to fine


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CyclemodeRequirements

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


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Agile business - Nokia versus

Apple battle

Nokia 6021 Nokia 6230 Nokia 6310 Qtek9100

business phones - 2007


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Agile business - Nokia versus

Apple battleIs the iPhone software a threat?


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Agile business - Nokia versus iPhone battle

Resilience

Time to market


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Agile business - Nokia versus iPhone battle

Nokia has launched its iPhone

killer product, N96 few monthsbefore the expected date (as

iPhone launch is on Aug 22).

How did they respond so quickly?

Agile with SCRUM business value
http://www.pluggd.in/2008/08/iphone-in-india-airtel-to-launch-on-aug-22-vodafonehttp://www.pluggd.in/2008/08/iphone-in-india-airtel-to-launch-on-aug-22-vodafonehttp://www.pluggd.in/2008/08/iphone-in-india-airtel-to-launch-on-aug-22-vodafonehttp://www.pluggd.in/2008/08/iphone-in-india-airtel-to-launch-on-aug-22-vodafonehttp://www.pluggd.in/2008/08/iphone-in-india-airtel-to-launch-on-aug-22-vodafonehttp://www.pluggd.in/2008/08/iphone-in-india-airtel-to-launch-on-aug-22-vodafonehttp://www.pluggd.in/2008/08/iphone-in-india-airtel-to-launch-on-aug-22-vodafonehttp://www.pluggd.in/2008/08/iphone-in-india-airtel-to-launch-on-aug-22-vodafonehttp://www.pluggd.in/2008/08/iphone-in-india-airtel-to-launch-on-aug-22-vodafone


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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

type hier de datum


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Good practise: Start with Glossary key terms

Clariteq Systems Consulting Ltd


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Project start-upContext / Environment

(Domains of intrest)


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Context / Environment


ProblemSpace SolutionSpace

Requirement

Space


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Problem

Space SolutionSpace

Requirement

Need Stakeholder Requirement system(functioneel en non-functional)

Feature

Business

requirement

User requirement

SystemperspectiveUserperspective

Use case step

Software

requirement

Nicole de Swart


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Negative

Goals PositiveGoals

Stakeholder

Space


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Problem

Space SolutionSpace

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


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Reality individual StakeholdersRequirement =

Stakeholder

SpaceNegativeGoals

Positive

Goals

Muppets, The Walt Disney Company
http://nl.wikipedia.org/wiki/The_Walt_Disney_Companyhttp://nl.wikipedia.org/wiki/The_Walt_Disney_Companyhttp://nl.wikipedia.org/wiki/The_Walt_Disney_Companyhttp://nl.wikipedia.org/wiki/The_Walt_Disney_Companyhttp://nl.wikipedia.org/wiki/The_Walt_Disney_Company


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Reality Small world

Stakeholders - Groups

Business

Technology

Marketin

g

Retail

Requirement

Engineer


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Project Framing

Problem

SpaceSolution

Space

Project team

Businessin

operation

Businessopportunities


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How to get there?


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Project

Approaches

type hier de datum


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Typical project requirements

discovery flow



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Good practise: Start with Glossary Key terms



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Agile business requirement discovery

A process

requirement



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Strict process in BPMN

Opdarcht-gever

Opd

racht-

ne

mers

Opdrachtvorming

Fase

Programma

Fase

Ontwerp

Fase

Uitwerking

Fase

Bouw

Fase

Overhiedorganisa

ties

Publiek

Verstrekken

InformatieVooroverleg (en) Intake

Ontvankelijkheids

toets

Behandeling

aanvraag

Publiceren &

BeschikkenHandhaving

Publiceren aanvraag

Publiceren

(ontwerp)beschikking

Zienswijze

Beslissingontvankelijkhied

BeschikkingOp aanvraag

Toetsingproces vergunning

Inspectie

Gebruik

Fase

voorbereiding en ontwerp

AcceptatieOpdrachtresultaat

Vaststellenontwerp

AutoriseerFase

GO

AutoriseerFase

GOVaststellenuitwerking

AutoriseerFase

GO

Opdrachten

Eisen

PVE+

Plan van AanpakOntwerp

Vo, Do

Voor de haalbaarheidsstudiewordt veelal telefonisch en inoverleg infornatie verzameldbv:-bestemmingsplannen

-kadastrale kaarten-bodemonderzoeken; etc

Vergunningaanvraag

Bevestigingontvangst

Bestek Oplevering

NO GO

Vergunning

Een taak

Aanduiding vandocumenten

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: Concept

Versie 0.5

Ministerievan Economische zaken

ICTU Programma Ketenherinrichting


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Example: Scenario based approach

User Goals

User storyof a business proces

Stakeholder

Results

Stakeholder

Result

Stakeholder

Result


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Agile Requirement

Practices

type hier de datum


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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

A il i t


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Agile versus requirementsAgile Core Practices

Active StakeholderParticipation

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 areas:

Enterprise Analysis

Requirements Planning and

Management

Requirements Elicitation

Requirements Analysis and

Documentation

Requirements Communication

Solution Assessment and Validation


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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 onbusiness and technology

Is a language Coach, not a translator

Kent J. McDonald

Central Iowa IIBA, Thursday January 25, 2007


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Agile Practises

Starts with business value (People goals and business drivers )

Learning is the bottleneck ( Context is key, recognition of real

problems and solutions)

Cycles for recognizing and responding/creating change

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

081007- Requirement Practises - Agile

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