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Agile Requirement Management - July 2007
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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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  • Transcript

    • 1. Agile Requirements Management 李 默 [email_address]
    • 2. Why Requirement Management?
    • 3.  
    • 4.  
    • 5.  
    • 6.  
    • 7. 71% Projects failed due to poor requirements management - CIO Magazine, 2006
    • 8. Requirements Management is important.
    • 9. How people manage requirements?
    • 10. Documents!
    • 11. Software requirements is a communication problem. Mike Cohn: User Stories Applied Chapter 1, Paragraph 1
    • 12. Document is only one of many communication methods…
    • 13. What is agile requirements management?
    • 14. People, Process and Tools
    • 15. People , Process and Tools
    • 16. Individuals and interactions over processes and tools Agile manifesto, 2001
    • 17. end-users or consumers demand in the marketplace End-User
    • 18. business or customers product or service for users Business
    • 19. with the those responsible for making it happen Implementer
    • 20. Business End-User Implementer Business End-User Implementer
    • 21. Business End-User Implementer
    • 22. adversarial
    • 23. Effective Communication
    • 24. who is responsible for facilitating effective communications Business Analyst
    • 25. Business End-User Implementer Business Analyst
    • 26. BA as an Interpreter …
    • 27.  
    • 28. Prototypes with BA’s help
    • 29. then agreement or shared understanding
    • 30. BA as a Facilitator ..
    • 31. “ We are agreed then ? ”
    • 32. “ A i-ya !”
    • 33. “ We are agreed then ! ”
    • 34. Happy! 
    • 35. How does the agreement become true?
    • 36. People, Process and Tools
    • 37. QuickStart Release 1 Release 2 Release 3 Requirements Analysis & Management
    • 38. Why QuickStart?
    • 39.
      • 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
    • 40. QuickStart The right people, at a right time, in a right place, do a right thing.
    • 41. Who is involved?
    • 42. Customer
    • 43. User
    • 44. Development Team
    • 45. Analyst
    • 46. What to do?
    • 47. Business Objectives
    • 48. Financial Models
    • 49. 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
    • 50.  
    • 51. Functional decompositions
    • 52. 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
    • 53. Lo-fi Prototypes
    • 54.  
    • 55. Master Requirements List As a… I want to… So that…
    • 56. 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”
    • 57. How we do it?
    • 58. 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
    • 59. Mental model Test Refine
    • 60. Context vs. Validation Business Objectives Financial Case Task Level Requirements Planning Level Requirements Role and Goal Specific Processes Overarching Process
    • 61. QuickStart Practicalities
    • 62. Workshops Drive much of the process - particularly at the early stages
    • 63. Small group analysis Not everything is susceptible to analysis in the workshop context - particularly at greater levels of detail
    • 64. Work shadowing & observations Often the best way to rapidly gain an understanding of the current context is simply to go and look
    • 65. Existing analysis & usage data Provides good context - though this is no replacement for having the right team
    • 66. Usability testing There’s no substitute for end-user input
    • 67. They are not new things, but we do things differently
    • 68. Week One
    • 69. Week Two
    • 70. Week Three
    • 71. Principles
    • 72. Collaborative and inclusive
    • 73. Time-boxed and rapid
    • 74. Iterative and feedback driven (embracing change)
    • 75. Centered around tangible models (visualization)
    • 76. Business value / implementation cost focused
    • 77. The goal of QuickStart is:
    • 78. Analyze just enough requirements for the upcoming Development
    • 79. QuickStart Release 1 Release 2 Release 3 Analysis & Requirements Management
    • 80. Estimated prioritized master requirements list
    • 81. User Stories are placeholders
    • 82. Analyze detailed requirements just before the iteration which will implement them
    • 83. Eliminate Waste
    • 84. Delay Commitment (flow value from demand)
    • 85. Lean Thinking
    • 86. Continues Requirements Analysis and Management Iteration 1 Iteration 2 Iteration 3
    • 87. Business Analysis Process
      • Iteration Kick-off
      • Iteration Planning
      • Iteration Closure
      • Development Support
      Iteration N
    • 88. To better support the Development?
    • 89. People, Process and Tools
    • 90. Story Cards and Wall … are the major weapons
    • 91. Easy to created or destroyed , re-arranged or grouped , and gathered or stored
    • 92. Spreadsheet is good for generating reports but requires lots of manual work
    • 93.  
    • 94.  
    • 95. if the team is distributed or needs more automation
    • 96.  
    • 97.  
    • 98.  
    • 99. Individuals and interactions over processes and tools Agile manifesto, 2001
    • 100. How projects succeed?
    • 101.  
    • 102. 业务分析师 李 默 Contact Me: mli@thoughtworks.com Agile China Group: http://groups.google.com/group/agilechina

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