Challenging
Requirements
Gojko Adzic
@gojkoadzic
http://gojko.net
gojko@gojko.com
...agent Felix Leiter delivering a message to Bond
from M to watch Auric Goldfinger …
...In London, Bond learns that his t...
We want to show on statements the
reductions that weren't applied
Refuse solutions to
unknown problems:
understand what the real
problem is and solve that
We found this IP geolocation
service – let's use it to identify
where the customers are from
Refuse suggestions to
use a technology:
you know IT better than they do
(if not, why have they hired you?)
““We want to give our affiliatesWe want to give our affiliates
real-time reports”real-time reports”
Don't rush into solving
the first problem they
give you:
keep asking “why” until you get
to the money
We have performance issues with
the counterparty hierarchy – fix it!
Know your
stakeholders:
who is going to use this
and why?
We want to send video to
mobile devices
Don't start with stories!
Start with a very high level
example of how people will use
the system
We want a 2.5 Mach fighter jetWe want a 2.5 Mach fighter jet
Great products come
from understanding the
real problem and whose
problem it is
Effect maps
• Why? What is the desired business change?
• Who are the people that can create desired
effects?
• What does ...
Remember
• Share the responsibility for requirements
• Requirements shouldn't be taken at face value
• Refuse requirements...
http://gojko.net
@gojkoadzic
http://specificationbyexample.com
Challenging Requirements/Oredev
Challenging Requirements/Oredev
Challenging Requirements/Oredev
Challenging Requirements/Oredev
Challenging Requirements/Oredev
Challenging Requirements/Oredev
Challenging Requirements/Oredev
Challenging Requirements/Oredev
Challenging Requirements/Oredev
Challenging Requirements/Oredev
Challenging Requirements/Oredev
Challenging Requirements/Oredev
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Challenging Requirements/Oredev

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Challenging Requirements/Oredev

  1. 1. Challenging Requirements Gojko Adzic @gojkoadzic http://gojko.net gojko@gojko.com
  2. 2. ...agent Felix Leiter delivering a message to Bond from M to watch Auric Goldfinger … ...In London, Bond learns that his true mission is determining how Goldfinger transports gold internationally.... ...Bond escapes and witnesses Goldfinger's meeting with US mafiosi, who have brought the materials he needs for Operation Grand Slam... ...Turning to the bomb, Bond manages to force the lock by hammering on it with a pair of gold bars, but the mechanism inside baffles him.... an atomic specialist turns off a switch... ...Bond and Goldfinger struggle for the latter's gold-plated revolver and accidentally shoot a window.... Goldfinger is blown out of the cabin.
  3. 3. We want to show on statements the reductions that weren't applied
  4. 4. Refuse solutions to unknown problems: understand what the real problem is and solve that
  5. 5. We found this IP geolocation service – let's use it to identify where the customers are from
  6. 6. Refuse suggestions to use a technology: you know IT better than they do (if not, why have they hired you?)
  7. 7. ““We want to give our affiliatesWe want to give our affiliates real-time reports”real-time reports”
  8. 8. Don't rush into solving the first problem they give you: keep asking “why” until you get to the money
  9. 9. We have performance issues with the counterparty hierarchy – fix it!
  10. 10. Know your stakeholders: who is going to use this and why?
  11. 11. We want to send video to mobile devices
  12. 12. Don't start with stories! Start with a very high level example of how people will use the system
  13. 13. We want a 2.5 Mach fighter jetWe want a 2.5 Mach fighter jet
  14. 14. Great products come from understanding the real problem and whose problem it is
  15. 15. Effect maps • Why? What is the desired business change? • Who are the people that can create desired effects? • What does the target group want, need, should do? • How should the product or operation be designed to fulfil that?
  16. 16. Remember • Share the responsibility for requirements • Requirements shouldn't be taken at face value • Refuse requirements in form of tasks • Know your stakeholders • Make a clear map from tasks to goals • Start with high level examples – Derive features and stories from that – Communicate intent – Focus on what, not on how
  17. 17. http://gojko.net @gojkoadzic http://specificationbyexample.com
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