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Webinar - Maximizing Requirements Value Throughout the Product Lifecycle

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    • 1. Maximizing Requirements ValueThroughoutthe Product LifecycleTom Grant, Senior AnalystApril 20121 © 2009 Forrester Research, Inc. Reproduction Prohibited 2012
    • 2. Delivering customer value is a challenge Defining and delivering the value and quality customers want top the list of concerns for AD&D professionals. Source: Getty Images (http://www.gettyimages.com/)2 © 2012 Forrester Research, Inc. Reproduction Prohibited
    • 3. Developers build software for people unlike them3 © 2012 Forrester Research, Inc. Reproduction Prohibited
    • 4. Ever pay $500K for something you didn’t use? Standish Group • 32% succeeded. CHAOS Summary • 44% were challenged. 2009 report • 24% failed. • Iterative: 71% succeeded. Dr. Dobb’s Project • Agile: 70% succeeded. Success Survey • Traditional: 66% succeeded. • Ad hoc: 62% succeeded. KPMG Global IT • Nearly one-half of the respondents Project experienced a project failure the year before. Management • 86% reported losses of as much as 25% of Survey 2005 targeted benefits across the portfolio. Even the most conservative estimates of failure became unacceptable4 © 2012 Forrester Research, Inc. Reproduction Prohibited
    • 5. Many problems that start in requirements Customer satisfaction Waste Innovation Value stream Business growth or transformation When asked, “Which of the following would improve your application development and support organization?” the most frequent answer (66%) was “improvement of requirements practices.”5 © 2012 Forrester Research, Inc. Reproduction Prohibited
    • 6. It’s easy to lose track of the customer6 © 2012 Forrester Research, Inc. Reproduction Prohibited
    • 7. It’s easy to lose track of the customer7 © 2012 Forrester Research, Inc. Reproduction Prohibited
    • 8. It’s easy to lose track of the customer8 © 2012 Forrester Research, Inc. Reproduction Prohibited
    • 9. How do we fix this situation? Make the information more accurate Make the information more timely Make the insights more profound Make the information load lighter9 © 2012 Forrester Research, Inc. Reproduction Prohibited
    • 10. Accurate10 © 2009 Forrester Research, Inc. Reproduction Prohibited 2012
    • 11. Feedback loops? Really?11 © 2012 Forrester Research, Inc. Reproduction Prohibited
    • 12. Eating your own dog food is not enough Because you’re not a dog12 © 2012 Forrester Research, Inc. Reproduction Prohibited
    • 13. Requirements are a toolkit providing different insights User stories Enhancement requests, Traditional change requirements requests, ideas Descriptive Actionable Contextual Themes, epics Personas, use cases, business problems13 © 2012 Forrester Research, Inc. Reproduction Prohibited
    • 14. Contextual information lost at every toss TESTER “Out of all the tests I might do, which represent the software as DEVELOPER someone will actually use it?” “What should the software do? Within what parameters for security, performance, etc.?” UX DESIGNERBUSINESS ANALYST “What sort of user experience does the user expect? What “Here’s the actionable would really win them over?” requirement” 14 © 2012 Forrester Research, Inc. Reproduction Prohibited
    • 15. Timely15 © 2009 Forrester Research, Inc. Reproduction Prohibited 2012
    • 16. The goal: “Just in time” requirements16 © 2012 Forrester Research, Inc. Reproduction Prohibited
    • 17. When do we need the requirements, really?LONG-TERMEntire project/product timeline (years)MEDIUM-TERMNext user-relevant landmark (months)SHORT-TERMNext dev-relevantlandmark (weeks) 17 © 2012 Forrester Research, Inc. Reproduction Prohibited
    • 18. When do we need the requirements? (examples) Descriptive Actionable Contextual Project/product Long Initial backlog Personas plan Re-prioritized Medium Themes/epics Use cases backlog User stories User stories Short User feedback (prioritization) (design)18 © 2012 Forrester Research, Inc. Reproduction Prohibited
    • 19. Profound19 © 2009 Forrester Research, Inc. Reproduction Prohibited 2012
    • 20. Are we having the best possible conversations? One-on-one negotiations between the business faction and the IT faction are hardly optimal20 © 2012 Forrester Research, Inc. Reproduction Prohibited
    • 21. 21 © 2012 Forrester Research, Inc. Reproduction Prohibited
    • 22. INPUT: Change the rules with serious games  Structured – Rules, but often no winners  Purposeful – Definite outcome  Time-bound – By definition, a time-boxed exercise  Participatory – Success depends on everyone participating.  Egalitarian – Everyone has an equal opportunity to participate.22 © 2012 Forrester Research, Inc. Reproduction Prohibited
    • 23. EXAMPLE: Buy a feature FEATURE COST SPENT Android app for activity management $5,000 - Custom pipeline stages $2,000 $500 More complex lead-scoring options $3,500 - More canned reports $1,500 $300 Define and manage teams $4,750 $2,000 Easy clean-up of bad or duplicate data $2,500 $2,500 Activity entry via email $3,250 - Associate teams with prospects $1,250 -23 © 2012 Forrester Research, Inc. Reproduction Prohibited
    • 24. Light-weight24 © 2009 Forrester Research, Inc. Reproduction Prohibited 2012
    • 25. More skills and experiences neededECONOMICS COMPUTER Descriptive Actionable SCIENCE Contextual ANTHROPOLOGY25 © 2012 Forrester Research, Inc. Reproduction Prohibited
    • 26. “Just in time” requirements take skill, resources, tools  Cultivate the right sources – EX: Business users, social media, past requirements, etc. etc.  Identify the right source to answer the question – EX: Do we need insight or validation?  Triangulate using multiple sources – EX: One source provides depth, another ensures that the answer is representative  Deliver the actionable and contextual content that people need26 © 2012 Forrester Research, Inc. Reproduction Prohibited
    • 27. Next steps27 © 2009 Forrester Research, Inc. Reproduction Prohibited 2012
    • 28. How do we fix this situation? Treat requirements discipline as more than a “nice-to-have”28 © 2012 Forrester Research, Inc. Reproduction Prohibited
    • 29. Discipline is a precondition of collaboration I love what you’ve built! CUSTOMER SATISFACTION Wow, we could have wasted a lot of time fixing issues TRACEABILITY WASTE Now we know something about why someone The people who adopts our write requirements technology INNOVATION29 © 2012 Forrester Research, Inc. Reproduction Prohibited
    • 30. Signs of requirements discipline Do you do retrospectives on requirements? Do you measure something more than the number of words? Do you experiment with your toolkit? Do you deliver requirements just in time?30 © 2012 Forrester Research, Inc. Reproduction Prohibited
    • 31. How do you know you’re doing well? If you treat You might find yourself And you’ll share them requirements saying . . . with . . . as a . . . Necessity “Thank God that’s done. Just the development Now, on to coding!” team. Catalyst “Wow, that new persona The next person you’re made me rethink our trying to convince. app.” Commodity “When was the last time Everyone, in a format that we looked at those user makes sense to them. stories?”31 © 2012 Forrester Research, Inc. Reproduction Prohibited
    • 32. How do you know you’re doing well? “The dev team has a question . . .” QUALITATIVE Ask the community. Call “go to” users or stakeholders. Review personas, use cases, other existing content. QUANTITATIVE Someone can provide this information in less Collect usage stats. than a day. Do a quick poll. Analyze data from public sources (blogs, communities, etc.).32 © 2012 Forrester Research, Inc. Reproduction Prohibited
    • 33. Thank youTom Grant+1 650.581.3846tgrant@forrester.comwww.forrester.com © 2009 Forrester Research, Inc. Reproduction Prohibited

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