A journey on requirement practices

1. 1
Requirement Practices
The shift towards Agile
Arthur de Snaijer
2008

2. Topics
1. Acquaintance
2. Trends, why Agile?
3. Agile Architecture
4. Requirements Landscape
5. Framing a Requirement Galaxy
6. Project Approaches
7. Agile Practices

3. ANY ROAD - PICK A STORY
METAFOR FOR SHARED MEMORY
– Acquire  Connect  Collaborate  Goals –

4. 4
Trends
type hier de datum
Trends

5. Making aquitance – it’s personal
© F. Van der Reep
http://www.wikidigitalworld.net
ILL DEFINED
PROBLEMS

6. Making aquitance
Internet crowd sourcing example
How would you
like it?
Please
customize
How do we determine business value
of software features?
WELL DEFINES
PROBLEMS

7. Realize
these
features in
a timebox

8. 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

9. 9
Agile Architecture

10. Where is the network company?
Henderson en Venkatraman
business
goals
products
/ services
processes
Technical
infrastructure
Information

11. Agile business with Agile development
Business in
operation
Business
opportunities
business
goals
products
/ services
processes
Technische
infrastructure
Information
System Product
opportunities System Product
in operation
Customer
Goals

12. Architecture trend off valuechains
Coördination
business
goals
producten
/ diensten
processen
Technische
infrastructuur
Informatie-
voorziening
Customer
Goals
business
goals
producten
/ diensten
processen
Technische
infrastructuur
Informatie-
voorziening
Customer
Goals
GAIN SHARING
END-Customer
Goals
END-Business
Goals
Value chain
Challenges

13. 13
Requirement
Landscape

14. Business Analist - Mindmap

15. Requirements Mindmap

16. Requirements Mindmap
Discovery Solution Design

17. Good practice: Scenario with solution visualization

18. The requirement paradox
• Requirements must be stable
• Requirements always change
Use a practice that cope
with the requirement paradox
use participation, teamlearning as a base!
Realize
these
features in
a timebox

19. CyclemodeRequirements
divergentie mode
Soft
Vaque
Gather Analyse Build Hard
Strict
Requirements
convergentie mode
from course-grain to fine

20. 20
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

21. • 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)

22. Agile business - Nokia versus
Apple battle
Nokia 6021 Nokia 6230 Nokia 6310 Qtek9100
business phones - 2007

23. Agile business - Nokia versus
Apple battle
Is the iPhone software a threat?

24. Agile business - Nokia versus iPhone battle
Resilience
Time to market

25. 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?

26. 2 year
1 year
0,5 year
Q1
weekly
montly
Agile with SCRUM - business value
software releases?

27. 27
Framing a Requirement
Galaxy

28. Good practise: Start with Glossary – key terms
© Clariteq Systems Consulting Ltd

29. Framing a Requirement Galaxy
What’s your goal?

30. Project start-up
Context / Environment
(Domains of intrest)

31. Context / Environment
(Domains of intrest)
Problem
Space
Solution
Space
Requirement
Space

32. 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

33. Context / Environment
(Domains of intrest)
Negative
Goals
Positive
Goals
Stakeholder
Space

34. 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

35. Reality – individual Stakeholders
Requirement =
Stakeholder
SpaceNegative
Goals
Positive
Goals
Muppets, The Walt Disney Company

36. Reality – Small world
Stakeholders - Groups
Business
Technology
Marketing
Retail
Requirement
Engineer

37. Project Framing
Problem
Space
Solution
Space
Project team
Business
in
operation
Business
opportunities

38. How to get there?

39. 39
Project
Approaches

40. Typical project requirements
discovery flow
© Clariteq Systems Consulting Ltd

41. Good practise: Start with Glossary – Key terms
© Clariteq Systems Consulting Ltd

42. Agile business requirement discovery
A process
requirement
© Clariteq Systems Consulting Ltd

43. Strict process in BPMN

44. Example: Scenario based approach
User Goals
User story of a business proces
Stakeholder
Results
Stakeholder
Result
Stakeholder
Result

45. from course-grain to fine
Requirements
divergentie mode
Soft
Vaque
Gather Analyse Build Hard
Strict
Requirements
convergentie mode

46. From user stories into use Cases
Ian F.Alexander and Neil Maiden
Discovery Solution Design

47. 47
Agile Requirement
Practices

48. Agile
Core 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

49. Agile versus requirements
Agile 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

50. 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. McDonald
Central Iowa IIBA, Thursday January 25, 2007

51. Agile Practises
1. 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 change
4. 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