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Agile Requirement Management - July 2007

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Agile Requirement Management presented on Agile China 2007.

Agile Requirement Management presented on Agile China 2007.

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Agile Requirement Management - July 2007 Agile Requirement Management - July 2007 Presentation Transcript

  • Agile Requirements Management 李 默 [email_address]
  • Why Requirement Management?
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  • 71% Projects failed due to poor requirements management - CIO Magazine, 2006
  • Requirements Management is important.
  • How people manage requirements?
  • Documents!
  • Software requirements is a communication problem. Mike Cohn: User Stories Applied Chapter 1, Paragraph 1
  • Document is only one of many communication methods…
  • What is agile requirements management?
  • People, Process and Tools
  • People , Process and Tools
  • Individuals and interactions over processes and tools Agile manifesto, 2001
  • end-users or consumers demand in the marketplace End-User
  • business or customers product or service for users Business
  • with the those responsible for making it happen Implementer
  • Business End-User Implementer Business End-User Implementer
  • Business End-User Implementer
  • adversarial
  • Effective Communication
  • who is responsible for facilitating effective communications Business Analyst
  • Business End-User Implementer Business Analyst
  • BA as an Interpreter …
  •  
  • Prototypes with BA’s help
  • then agreement or shared understanding
  • BA as a Facilitator ..
  • “ We are agreed then ? ”
  • “ A i-ya !”
  • “ We are agreed then ! ”
  • Happy! 
  • How does the agreement become true?
  • People, Process and Tools
  • QuickStart Release 1 Release 2 Release 3 Requirements Analysis & Management
  • Why QuickStart?
    • Lack of executive management support
    • Lack of user involvement
    • Lack of experienced project managers
    • Lack of clear business objectives
    • Bad scope management
    • Lack of standard infrastructure
    • Lack of firm basic requirements
    • Lack of formal methodology
    • Lack of reliable estimates
    • Lack of skilled staff
    Why projects fail? Chaos Report
  • QuickStart The right people, at a right time, in a right place, do a right thing.
  • Who is involved?
  • Customer
  • User
  • Development Team
  • Analyst
  • What to do?
  • Business Objectives
  • Financial Models
  • Process Models CUSTOMER Commence filling out application form Receives form by email GPCC 1 RM Receives PDF form to complete by email Approve Add linked entities Receive readers and card Overnight batch GPCC 2 Add customers Move to ?? Folder. Archive PDF Login Receives form by email Telephone call to ID&V Change email subject line to Rcvd,copy to directory Uploads pdf form to BIB Approve Complete bespoke .xls user spreadsheet Set-up support
  •  
  • Functional decompositions
  • Users, Roles, Personas jill | 53 | relationship manager | Married | 3 children | social networker Cross sell products to my customers Identify customer propensity to buy | profile customers | produce tailored products to customer’s needs What do I want to do? Who am I? How will you support my goals richard | 27 | equity trader | single | runs marathons | works hard, parties hard I want to see current market conditions … Rapid searching tools | real time decision support tool | buy and sell equities simon | 25 | IT support | phone is an extension of his life | wants to impress Understand user’s problems and solve them… Take control of users application | review and mine audit logs | rapidly change business rules sandra | 35 | portfolio manager | married | loves Yoga, fine dining and red wine | PhD. in laser technology I want to maintain an effective portfolio… perform scenario modelling | maintain diverse portfolios
  • Lo-fi Prototypes
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  • Master Requirements List As a… I want to… So that…
  • Release Plan April May June July August September October November Iteration zero Development Public holiday weeks Testing “ Managing contacts & sharing alerts” “ Reporting” “ Relationships & Publications” “ News, Blackberry” Working off-line & app. maintenance”
  • How we do it?
  • Requirements sit in a Business Context Implementation Business Process Business Strategy Business Objectives Financial Case Task Level Requirements Planning Level Requirements Role and Goal Specific Processes Overarching Process
  • Mental model Test Refine
  • Context vs. Validation Business Objectives Financial Case Task Level Requirements Planning Level Requirements Role and Goal Specific Processes Overarching Process
  • QuickStart Practicalities
  • Workshops Drive much of the process - particularly at the early stages
  • Small group analysis Not everything is susceptible to analysis in the workshop context - particularly at greater levels of detail
  • Work shadowing & observations Often the best way to rapidly gain an understanding of the current context is simply to go and look
  • Existing analysis & usage data Provides good context - though this is no replacement for having the right team
  • Usability testing There’s no substitute for end-user input
  • They are not new things, but we do things differently
  • Week One
  • Week Two
  • Week Three
  • Principles
  • Collaborative and inclusive
  • Time-boxed and rapid
  • Iterative and feedback driven (embracing change)
  • Centered around tangible models (visualization)
  • Business value / implementation cost focused
  • The goal of QuickStart is:
  • Analyze just enough requirements for the upcoming Development
  • QuickStart Release 1 Release 2 Release 3 Analysis & Requirements Management
  • Estimated prioritized master requirements list
  • User Stories are placeholders
  • Analyze detailed requirements just before the iteration which will implement them
  • Eliminate Waste
  • Delay Commitment (flow value from demand)
  • Lean Thinking
  • Continues Requirements Analysis and Management Iteration 1 Iteration 2 Iteration 3
  • Business Analysis Process
    • Iteration Kick-off
    • Iteration Planning
    • Iteration Closure
    • Development Support
    Iteration N
  • To better support the Development?
  • People, Process and Tools
  • Story Cards and Wall … are the major weapons
  • Easy to created or destroyed , re-arranged or grouped , and gathered or stored
  • Spreadsheet is good for generating reports but requires lots of manual work
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  • if the team is distributed or needs more automation
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  • Individuals and interactions over processes and tools Agile manifesto, 2001
  • How projects succeed?
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  • 业务分析师 李 默 Contact Me: mli@thoughtworks.com Agile China Group: http://groups.google.com/group/agilechina