The 10 Step Model forAgile RequirementsACCU Conference 2011                       allan kelly                           ht...
Allan Kelly  •  Training & Coaching for Agile     adoption and deepening  •  Author:     •  Changing Software Development:...
How do you do requirements in Agile?                              Gee, I thought                              everyone kne...
And what about     Stakeholders and                User Stories     CUSTOMERS ?                                           ...
There is more to Requirements then User Storieswww.softwarestrategy.co.uk                           5
In the beginning….                             There is work to dowww.softwarestrategy.co.uk                         6
Work needs                         doing       Product                      Project                                       ...
Salami Agile   Interface Agile team to   traditional organization   •  Limited Agile   •  Limit change risk   1.  Big up f...
Goal directed projects   •  Business case sets out objective        •  Not a shopping list of features   •  How goal is ac...
Goal directed: Start with Output     •  Only outputs have value          •  Decide what you are trying to achieve         ...
Take your pick…           Project                                       Goal                                       Directe...
Agile 10 step     1.     Objective     2.     Stakeholders     3.     Vision     4.     Roles     5.     Personas     6.  ...
Stakeholders                             From above: What is the goal?     10 Step                 Why are we doing this? ...
Put a man on the   Objective – why?                          moon and return                                              ...
Objective     •  A reason to start       •  A reason to stop          •  Start thinking       •  Measure of success       ...
Stakeholders                Stakeholder: Any person or               organizational group with an               interest i...
Stakeholders       The process of working effectively       with stakeholders has three major       steps:       •  Stakeh...
Stakeholders & Stakeholders                             Stakeholders       Internal                               External...
Stakeholders have goals too   Might be aligned with your project        •  Or might be a little different                 ...
All customers are not          equal… segment!www.softwarestrategy.co.uk      20
Vision     •  How are you going to meet the        objective?     •  The answer to the stakeholders needs     •  Something...
Stakeholders     • The work can deliver benefits to many     stakeholder     • Some stakeholders are interested     even i...
The middle bit…     •  Acceptance test     •  Development          •  Product Backlog          •  Sprints           Not to...
Value – did we make a difference?     •  Delivery technology “fix”          •  But fixes wrong problem          •  Fix tec...
Mind the Gap     •  Value delivered not the same as value        recognized          •  Software delivered may never be us...
Question time   •  Do you…        •  Adequately identify and quantify the           benefits of IT projects?        •  Ove...
The truth about project evaluation     •  70% believe they are failing to identify and quantify        the benefits adequa...
Stakeholders define value   •  Benefit is value delivered to stakeholders        •  So, you need to know who the stakehold...
Business Practices that Enhance     Productivity     Getting the most from IT requires:     1.  Move from analogue to digi...
Another viewwww.softwarestrategy.co.uk   30
Agile 10 step     •  A process?          •  Maybe     •  A check list?          •  Maybe     •  Link it all together?     ...
Summary   •  More to requirements than User      Stories   •  Choose        •  Salami Agile or,        •  Goal Directed   ...
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Agile 10 Step Story Model

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Presentation from ACCU 2011 conference.
10 Step model for managing requirements - creating, prioritising User Stories

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Agile 10 Step Story Model

  1. 1. The 10 Step Model forAgile RequirementsACCU Conference 2011 allan kelly http://www.allankelly.netOxford Twitter: allankellynet Software Strategy Ltd. http://www.softwarestrategy.co.uk
  2. 2. 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, 2006www.softwarestrategy.co.uk 2
  3. 3. How do you do requirements in Agile? Gee, I thought everyone knew that…. Actually, there’s User more to it than that… Stories!www.softwarestrategy.co.uk 3
  4. 4. And what about Stakeholders and User Stories CUSTOMERS ? Where’s the Aren’t 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>www.softwarestrategy.co.uk 44
  5. 5. There is more to Requirements then User Storieswww.softwarestrategy.co.uk 5
  6. 6. In the beginning…. There is work to dowww.softwarestrategy.co.uk 6
  7. 7. 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 slicewww.softwarestrategy.co.uk 7 7
  8. 8. 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 workwww.softwarestrategy.co.uk 8
  9. 9. 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]www.softwarestrategy.co.uk 9 9
  10. 10. 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 buildwww.softwarestrategy.co.uk 10 10
  11. 11. Take your pick… Project Goal Directed Salami Agile Agilewww.softwarestrategy.co.uk 11
  12. 12. 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 checkwww.softwarestrategy.co.uk 12 12
  13. 13. 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 Team’s 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 theywww.softwarestrategy.co.uk segmented? 13
  14. 14. 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 Komatsuwww.softwarestrategy.co.uk
  15. 15. 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 objectivewww.softwarestrategy.co.uk
  16. 16. 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, 2009www.softwarestrategy.co.uk 16 16
  17. 17. Stakeholders The process of working effectively with stakeholders has three major steps: •  Stakeholder identification •  Stakeholder analysts •  Stakeholder management Candle, Paul & Turner, Business Analysis Techniques, 2010www.softwarestrategy.co.uk 17 17
  18. 18. Stakeholders & Stakeholders Stakeholders Internal External Stakeholders Stakeholders Regulators, Customers etc….www.softwarestrategy.co.uk 18
  19. 19. Stakeholders have goals too Might be aligned with your project •  Or might be a little different oal lde rA keho Sta roje ct g P er C Stakeholdwww.softwarestrategy.co.uk 19 19
  20. 20. All customers are not equal… segment!www.softwarestrategy.co.uk 20
  21. 21. Vision •  How are you going to meet the objective? •  The answer to the stakeholders needs •  Something you can buildwww.softwarestrategy.co.uk 21
  22. 22. 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)www.softwarestrategy.co.uk 22 22
  23. 23. The middle bit… •  Acceptance test •  Development •  Product Backlog •  Sprints Not today, thank you •  … •  Deliverywww.softwarestrategy.co.uk
  24. 24. 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 •  Doesn’t get used to the full Delivery is only the start…..www.softwarestrategy.co.uk 24
  25. 25. Mind the Gap •  Value delivered not the same as value recognized •  Software delivered may never be used: $0 value Or •  More useful then expected: +$$$ valuewww.softwarestrategy.co.uk 25
  26. 26. 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?www.softwarestrategy.co.uk 26
  27. 27. 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.pdfwww.softwarestrategy.co.uk 27 27
  28. 28. 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!www.softwarestrategy.co.uk 28 28
  29. 29. 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, 2010www.softwarestrategy.co.uk 29 29
  30. 30. Another viewwww.softwarestrategy.co.uk 30
  31. 31. 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?www.softwarestrategy.co.uk 31 31
  32. 32. Summary •  More to requirements than User Stories •  Choose •  Salami Agile or, •  Goal Directed •  Agile 10 Step Thank you! •  Evaluate! Allan Kelly – allan@allankelly.net http://www.allankelly.net http://www.softwarestrategy.co.uk http://blog.allankelly.net Twitter: allankellynetwww.softwarestrategy.co.uk 32

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