Календар подій E5: https://bit.ly/3DN504M Вимоги є основою будь-якого проєкту. Попри їх важливість, доволі часто на проєкті можна зіштовхнутись з неактуальною пріоритизацію, нерозумінням вимог ключовими стейкхолдерами, неспроможність забезпечити прозорість стану розробки. В наслідок цього стає неможливо визначити, які вимоги мають найвищий пріоритет для реалізації саме зараз та чи саме їх розробляють команди зараз. Вебінар допоможе вам зрозуміти, як ефективно організувати ваш беклог з урахуванням актуальних для вашої компанії пріоритетів. На вебінарі ми з вами: 📌 Розглянемо модель вимог, яку пропонує використовувати SAFe; 📌 Пройдемось по різних рівнях вимог; 📌 Розглянемо шаблони під кожен з видів вимог; 📌 Розглянемо типовий життєвий цикл ідеї; 📌 Поговоримо про те, хто й коли має створювати той чи інший тип вимог; 📌 Розглянемо які ролі для цього потрібні в вашій компанії. Ну і звісно ж, поговоримо, що робити з нефункціональними вимогами: що саме вони мають відображати у ваших беклогах. Спікерка: Альона Лубчак https://www.linkedin.com/in/helenlubchak/ Co-founder & trainer @ E5 SAFe program consultant

1. User Story
• User voice
statement
• Acceptance
criteria
Enabler Story
• Story statement
• Acceptance
criteria
Business
Capability
Enabler
Capability
Capability
acceptance test
done when
passes
1 1
1..*
Business
Feature
Enabler
Feature
Feature
acceptance test
done when
passes
1 1
1..*
Business
Epic
Enabler
Epic
Outcome hypothesis
evaluated and pivot
or persevere
decision made
done when
Epic
• Epic Hypothesis
Statement
• Outcomes
Hypothesis
• Lean Business
Case
is one of
1 1
1..*
Portfolio
Epic
ART
Epic
Solution
Train
Epic
realized by
0,1
realized by
1..*
1..*
Story
acceptance
test
done when
passes
1 1
1..*
realized by
Unit
test
0..*
Backlog item
is a kind of
0..*
constrained by Nonfunctional
Requirement
System
qualities test
done when
passes
1..*
Capability
• Phrase
• Benefit hypothesis
• Acceptance criteria
Feature
• Phrase
• Benefit hypothesis
• Acceptance criteria
Story
• User story voice
format
0,1
0,1 1..*
1..*
1
1..*
is a kind of is a kind of
is a kind of
© Scaled Agile, Inc.
Requirements in SAFe
E5

2. Consulting and Training Company E5
E5 - consulting and training company that brings business processes in the company to international
standards
The E5 portfolio includes more
than 35 clients for whom we
conducted consulting or Agile
transformation and improved
business results
Each consultant of the E5
team is a practising expert
with more
than 15 years of experience
in top IT companies
We conducted more than 230
training which attended 5800
specialists. We organize open
events, webinars on regular
basis and develop Ukrainian IT
community

3. ● Consultant on Agile Transformation and SAFe injection
● Working in software development since 2005, working as
a manager since 2006 in outsourcing, outstaffing and
product companies
● Launched software development office of Swiss
outsource company in Kyiv.
● Organizer of ITKaiZenClub meetings, speaker on multiple
software development and project management
conferences.
Delivery Manager with more than 15 years of experience
improve yourself CONTINUOUSLY
About the consultant
CEO & SAFe Program Consultant @E5
Helen Lubchak
see detailed info on LinkedIn

4. Some
of
our
clients

5. Please, share in the chat:
- Your location
- Your role

7. Prepare the Vision
The Vision is a description of the future state of the Product or Solution.
• Where are we headed with this Product or Solution?
• What problem does it solve?
• What Features and benefit hypothesis does it provide?
• For whom does it provide them?
• What Nonfunctional Requirements (performance,
reliability, platforms, etc.) does the Solution deliver?
Common formats:
 Rolling-wave briefings
 Vision document
 Preliminary data sheet
 Draft press release

8. Strategic themes
© Scaled Agile, Inc.
Objective Key Results
Achieve a dominant position within
the autonomous delivery market
Increase serviceable market to 75% within 18 months
Increase Net Promoter score from 35 to 60
Improve repeat business rates from 60% to 80%
Acquire 15% new customers over the next 12 months

9. Portfolio Canvas
The Portfolio Canvas is adapted from The Business Model Canvas ( http://www.businessmodelgeneration.com).
This work is licensed under the Creative Commons Attribution -Share Alike 3.0 Unported License.
To view a copy of this license visit: http://creative commons.org/licensed/by -sa/3.0.
Portfolio Canvas
Value Propositions
Value Streams Solutions Customers Channels
Customer
Relationships
Budget
KPIs/
Revenue
Key Partners Key Activities Key Resources
Cost Structure Revenue Streams
Portfolio Name: Date: Version:

10. Portfolio epic template
© Scaled Agile, Inc.
Epic Hypothesis Statement
<The date that the epic entered the funnel.>
Funnel Entry
Date:
<A short name for the epic.>
Epic Name:
<Name of the epic owner.>
Epic Owner:
<An elevator pitch (value statement) that describes the epicin a clear and
concise way.>
For <customers>
who <do something>
the <solution>
Is a <something – the ‘how’>
that <provides this value>
unlike <competitor, current solution or non-existing solution>
our solution <does something better – the ‘why’>
Epic
Description:
<The measurable benefits that the business can anticipate if the epic
hypothesis is proven to be correct.>
Business
Outcomes:
<The early measures that will help predict the business outcome hypothesis.
For more on this topic, see the Innovation Accounting advanced topic article.>
Leading
Indicators:
<Nonfunctional requirements (NFRs) associated with the epic.>
Nonfunctional
Requirements
(NFRs):

11. Portfolio Kanban
• Solution
alternatives
• Refined cost
estimates and
WSJF
• Define MVP
• Create Lean
business
case
• Go/no-go decision
• WIP limited
• Done when LPM
governance is no
longer required
Pull when an Epic
Owner has
capacity.
Pull when Epic is
no longer a
portfolio concern.
• Build and
evaluate MVP
• Pivot or
persevere
decision made
• Pulled by teams
MVP
• Affected ARTs
or Solution
Trains reserve
capacity for the
Epic
• Continue
Feature
implementation
until WSJF
determines
otherwise
Pull when train
capacity and
budget available.
Pull when MVP
hypothesis
proven true.
• Epics
approved by
LPM
• Sequenced
using WSJF
Pull when
approved by
LPM.
All big ideas are
captured, such as:
• New business
opportunities
• Cost savings
• Marketplace changes
• Mergers and
acquisitions
• Problems with
existing Solutions
• Refine
understanding of
the Epic
• Create the Epic
hypothesis
statement
• Preliminary cost
estimates and
WSJF
• WIP limited
Pull when an
Epic Owner is
available.
Funnel Reviewing Analyzing Ready Implementing Done
If the idea is below the
Epic threshold, move to
the appropriate ART
Kanban.
© Scaled Agile, Inc.
Persevere

12. Epics deserve a Lean Business Case
Investment in Epics is a serious matter; analyses and informed
decision-making are crucial.
• “Just the right amount” of analysis
• Avoid over-specificity
• Define the outcomes hypothesis
• Understand implementation impact
• Develop incremental implementation strategy
• Gain approval

13. Build and
evaluate MVP
Epic state: MVP
Hypothesis
proven?
Pivot?
Yes
Approved Lean business
case with a defined MVP and
business outcome hypothesis
Epic state: Ready
No
Portfolio Kanban
Development continues
Epic state: Persevere
or
If portfolio governance is
no longer required
Epic state: Done
Local features and
other epic input
ART Backlogs
Continue
until WSJF
determines
otherwise
Yes
No
Development stops
Epic state: Done
Stop
Note: Many
experiments are
possible here!
Create new Epic and hypothesis
SAFe Lean Startup Cycle
© Scaled Agile, Inc.
Epic

14. Notes:
• Scale for each parameter: 1, 2, 3, 5, 8,13, 20 (subset of the modified Fibonacci sequence)
• Do one column at a time, start by picking the smallest item and give it a “1”
• There must be at least one “1” in each column
• The highest WSJF is the highest priority item
4.70
=
3
/
14
=
1
+
8
+
5
Single-sign on
1.38
=
8
/
11
=
3
+
5
+
3
Move to cloud
7.00
=
1
/
7
=
5
+
1
+
1
Mobile app
© Scaled Agile, Inc.

15. Cost of Delay
What is the relative
value to the Customer
or business?
How does user/business
value decay over time?
What else does this do
for our business?
User-Business Value Time Criticality
Risk Reduction and/or
Opportunity Enablement
• Do our users prefer this
over that?
• What is the revenue impact
on our business?
• Is there a potential penalty
or other negative effects if
we delay?
• Is there a fixed deadline?
• Will they wait for us or move
to another Solution?
• What is the current effect on
Customer satisfaction?
• Reduce the risk of this or
future delivery?
• Is there value in the
information we will receive?
• Enable new business
opportunities?
© Scaled Agile, Inc.

16. How much architecture?
Product Management collaborates with System Architects to build Architectural Runway.

17. Enables
• Exploration – support research, prototyping, and other activities needed to develop an
understanding of customer needs, including the exploration of prospective Solutions
and evaluation of alternatives
• Architectural – used to build Architectural Runway, which allows smoother and faster
development through the Continuous Delivery Pipeline (CDP)
• Infrastructure – support the creation and optimization of the development and
runtime environments that host the systems used to build, validate, deploy, and
operate solutions
• Compliance – facilitate managing specific compliance activities, including Verification
and Validation (V&V), audits and approvals, and policy automation

18. Capabilities
and
Features

19. User Stories
• Containers for user or customer value
• Written using the following template:
As a <user role>, I want <activity> so that <business value>
– User role is the description of the person doing the action
– Activity is what they can do with the system
– Business value is why they want to do the activity
(Roles can be people, devices, or systems)
As a driver, I want to
limit the amount of
money before I fuel
so that I can control
my expenditure.
As a driver, I want a
receipt after fueling so
that I can expense the
purchase.
As the Finance
Department, we want
to print receipts only
for drivers who
request them so that
we can save on
paper.

20. Accessibility Efficiency Reliability
Availability Extensibility Responsiveness
Compatibility Failure Transparency Robustness
Certification Fault Tolerance Safety
Compliance Flexibility Scalability
Configurability Interoperability Securability
Dependability Maintainability Supportability
Deployability Operability Testability
Documentation Performance Traceability
Disaster Recovery Recoverability Usability
Source: Wikipedia
Nonfunctional Requirements
© Scaled Agile, Inc.

21. © Scaled Agile, Inc.
Flexible Search
Shopping Cart
Purchase by
Credit Card
Ajax Spike
NFRs constrain
backlog items
NFRs
Single sign-on shall use Security Assertion
Markup Language (SAML)
The response time for book search shall be
under 200 milliseconds
The sales portal shall be available to users
99.98% of the time every month during
eastern time business hours (09:00 to 18:00).
The payment gateway shall use Bill.com to
process transactions.
The profile shall use 128-bit AES encryption.
The password shall use 256-bit AES
encryption.
Book detail shall be compatible with the
JAWS screen reader.
Nonfunctional Requirements

23. User Story
• User voice
statement
• Acceptance
criteria
Enabler Story
• Story statement
• Acceptance
criteria
Business
Capability
Enabler
Capability
Capability
acceptance test
done when
passes
1 1
1..*
Business
Feature
Enabler
Feature
Feature
acceptance test
done when
passes
1 1
1..*
Business
Epic
Enabler
Epic
Outcome hypothesis
evaluated and pivot
or persevere
decision made
done when
Epic
• Epic Hypothesis
Statement
• Outcomes
Hypothesis
• Lean Business
Case
is one of
1 1
1..*
Portfolio
Epic
ART
Epic
Solution
Train
Epic
realized by
0,1
realized by
1..*
1..*
Story
acceptance
test
done when
passes
1 1
1..*
realized by
Unit
test
0..*
Backlog item
is a kind of
0..*
constrained by Nonfunctional
Requirement
System
qualities test
done when
passes
1..*
Capability
• Phrase
• Benefit hypothesis
• Acceptance criteria
Feature
• Phrase
• Benefit hypothesis
• Acceptance criteria
Story
• User story voice
format
0,1
0,1 1..*
1..*
1
1..*
is a kind of is a kind of
is a kind of
© Scaled Agile, Inc.

24. Certified Product Owner /
Product Manager September, 6-8
Promo-code E5SAFe

25. Questions?
helen@e5.consulting
+38 (096) 798 77 88
www.e5.consulting
E5ConsultingAndTraining
E5
EFive Training