SlideShare a Scribd company logo
Agile Requirements Workshop initial rankings/findings… work in progress Hosted by Borland Software in Austin, TX  Facilitated by Luke Hohmann from Enthiosys These slides only makes sense for those who participated in the Agile Requirements Workshop . Anyone else will understand this better once the overall experience report gets finished and presented.
Structure of the tournament 5 to 7 Challenges Ranked in order as a team 6 Challenges Ranked in order as a team The intent was to stimulate discussion in small teams on the topic of what were the biggest challenges in Agile development environments in various areas of requirements.  We used the 20/20 Vision game in a tournament format that looked like this:  12 Challenges Discussed and ranked as a larger team All teams together Participate in 20/20 Vision Game (~25 people) 4 Small Teams  Participate in 20/20 Vision Games three times (~6 people each) 5 to 7 Challenges Ranked in order as a team Top 3  Advance Top 3  Advance Top 3  Advance (from 4 teams) Rank ordering of what this group thought were their biggest challenges
The team ranked these challenges in  Expressing  Requirements as: This team  ranked these:  My biggest challenge is… Requirements  Area Final Round Overall Rank 1 Everyone thinks they know what our customers want -- but they don't! Expressing 1.5 2 Showing how our products help our customer's be more successful.  Expressing 9 3 Managing dependencies across multiple product lines.  Expressing 8 4 Communicating non-functional requirements (such as performance, tech stack, and security).  Expressing nr 5 Grooming my backlog so that it is ready for release planning. Expressing nr 6 Creating effective user personas. Expressing nr 7 Creating effective – and consistent – user stories. Expressing nr 8 Translating unsolved market problems into requirements. Expressing nr 9 Knowing when to write an MRD -- and when NOT to write an MRD.  Expressing nr 10 My team complains that my requirements are not precise enough. Expressing nr 11 My team complains that my requirements are too precise.  Expressing nr 12 Managing our glossary of terms. Expressing nr
The team ranked these challenges in  Identifying  Requirements as: This team ranked these: My biggest challenge is… Requirements  Area Final Round Overall Rank 1 Identifying unsolved market problems.  Identifying 3 2 Quantifying the value of solving a market problem.  Identifying 2 3 Understanding how our solution fits in with other solutions.  Identifying 11 4 Understanding interactions between requirements for different solutions.  Identifying nr 5 Getting time to identify requirements. Identifying nr 6 Identifying the features that customers will actually pay for.  Identifying nr 7 Creating effective market segments. Identifying nr 8 Selecting participants for market research.  Identifying nr 9 Identifying requirements that directly map to our business model.  Identifying nr 10 Managing the expanding # of market input channels (e.g., social networks, CAB's, User Groups). Identifying nr 11 Understanding the "Big Picture" context of requirements. Identifying nr 12 Understanding licensing / business model choices on requirements.  Identifying nr 13 Capturing appropriate acceptance criteria.  Identifying nr 14 Spending too much time creating "high precision" requirements.  Identifying nr
The team ranked these challenges in  Organizing  Requirements as: This team ranked these: My biggest challenge is… Requirements  Area Final Round Overall Rank 1 Tracking dependencies across multiple product backlogs,. Organizing 10 2 Tracking dependencies across single product backlog. Organizing 12 3 Showing "balanced growth" across various areas of my solution. Organizing nr 4 Showing how groups of requirements solve market problems.  Organizing nr 5 Losing the BIG IDEA through requirements that are distributed across multiple sprints and stories. Organizing nr 6 Keeping my backlog to a manageable size. Organizing nr 7 Keep track of how bigger items get split into smaller items. Organizing nr 8 Aligning requirements across agile and non-agile projects. Organizing nr 9 Knowing which product in my portfolio should solve a requirement. Organizing nr 10 Showing how requirements map into corporate strategy.  Organizing nr 11 Aligning requirements to personas. Organizing nr
The team ranked these challenges in  Prioritizing  Requirements as: This team ranked these: My biggest challenge is… Requirements  Area Final Round Overall Rank 1 Prioritizing market problems.  Prioritizing 5 2 Balancing immediate customer needs with strategic innovation. Prioritizing 4 3 Including the right market participants in the prioritization process.  Prioritizing 7 4 Providing transparency to stakeholders regarding the priorization process. Prioritizing nr 5 Making sure infrastructure work is prioritized. Prioritizing nr 6 Coordinating the priorities of co-dependent teams working on the same project.  Prioritizing 6 7 Optimizing requirements across my product porfolio. Prioritizing nr 8 Prioritizing internal requests (from the field) with market requests. Prioritizing nr 9 Lack of clarity over who in the organization can set priorities.  Prioritizing nr 10 Including the right internal stakeholders in the prioritization process.  Prioritizing nr 11 Under or overweighting the needs of a specific group (like sales or cust serv). Prioritizing nr 12 Balancing new issues with ongoing maintenance.  Prioritizing nr 13 Creating and enforcing “high priority” criteria. Prioritizing nr 14 Creating and enforcing “high priority” criteria. Prioritizing nr
The team ranked these challenges in  Validating  Requirements as: This team ranked these: My biggest challenge is… Requirements  Area Final Round Overall Rank 1 Confirming scalability/reliability requirements.  Validating 12 2 Managing strategic co-development with external stakeholders.  Validating 1 3 Involving internal stakeholders in sprint demos. Validating 1.5 4 Accurately and effectively communicating acceptance criteria. Validating nr 5 Validating "invisible" insfrastructure work.  Validating nr 6 Involving external stakeholders in sprint demos.  Validating nr 7 Knowing what kind of validations to automate.  Validating nr 8 Knowing when a BIG IDEA is complete. Validating nr 9 Identifying the types of validation feedback required.  Validating nr 10 Keeping frequent sprint reviews fun and productive. Validating nr 11 Distinguishing between sprint demo, alpha, and beta.  Validating nr 12 Reflecting the fulfillment (and to what degree) of the higher level requirement (or epic or goals story). Validating nr
The entire group ranked these challenges in Agile Requirements  overall  as:  Involving internal stakeholders in sprint demos. Everyone thinks they know what our customers want -- but they don't! Final Round Overall Rank Ranked by  each team in their group as: My biggest challenge is… 1 2 Managing strategic co-development with external stakeholders.  2 2 Quantifying the value of solving a market problem.  3 1 Identifying unsolved market problems.  4 2 Balancing immediate customer needs with strategic innovation. 5 1 Prioritizing market problems.  6 6 Coordinating the priorities of co-dependent teams working on the same project.  7 3 Including the right market participants in the prioritization process.  8 3 Managing dependencies across multiple product lines.  9 2 Showing how our products help our customer's be more successful.  10 1 Tracking dependencies across multiple product backlogs,. 11 3 Understanding how our solution fits in with other solutions.  12 2 Tracking dependencies across single product backlog.

More Related Content

Viewers also liked

Rails as a Pattern Language
Rails as a Pattern LanguageRails as a Pattern Language
Rails as a Pattern Language
Cory Foy
 
Agile Demystified
Agile DemystifiedAgile Demystified
Agile Demystified
Cory Foy
 
Scaling Agility
Scaling AgilityScaling Agility
Scaling Agility
Cory Foy
 
GOTO Berlin - When Code Cries
GOTO Berlin - When Code CriesGOTO Berlin - When Code Cries
GOTO Berlin - When Code Cries
Cory Foy
 
SQE Boston - When Code Cries
SQE Boston - When Code CriesSQE Boston - When Code Cries
SQE Boston - When Code Cries
Cory Foy
 
Dynamic Languages Are The Future
Dynamic Languages Are The FutureDynamic Languages Are The Future
Dynamic Languages Are The Future
Cory Foy
 
Brantley innovation games-pcamp2010-done
Brantley innovation games-pcamp2010-doneBrantley innovation games-pcamp2010-done
Brantley innovation games-pcamp2010-done
Brantley Marketing, Inc.
 

Viewers also liked (7)

Rails as a Pattern Language
Rails as a Pattern LanguageRails as a Pattern Language
Rails as a Pattern Language
 
Agile Demystified
Agile DemystifiedAgile Demystified
Agile Demystified
 
Scaling Agility
Scaling AgilityScaling Agility
Scaling Agility
 
GOTO Berlin - When Code Cries
GOTO Berlin - When Code CriesGOTO Berlin - When Code Cries
GOTO Berlin - When Code Cries
 
SQE Boston - When Code Cries
SQE Boston - When Code CriesSQE Boston - When Code Cries
SQE Boston - When Code Cries
 
Dynamic Languages Are The Future
Dynamic Languages Are The FutureDynamic Languages Are The Future
Dynamic Languages Are The Future
 
Brantley innovation games-pcamp2010-done
Brantley innovation games-pcamp2010-doneBrantley innovation games-pcamp2010-done
Brantley innovation games-pcamp2010-done
 

Similar to Agile Requirements Workshop - Enthiosys and Borland

Aligning Product Strategy with Customer Feature Requests
Aligning Product Strategy with Customer Feature RequestsAligning Product Strategy with Customer Feature Requests
Aligning Product Strategy with Customer Feature Requests
ProductPlan
 
exam 10.docx Question 14 pointsSaveBefore being acquir.docx
exam 10.docx Question 14 pointsSaveBefore being acquir.docxexam 10.docx Question 14 pointsSaveBefore being acquir.docx
exam 10.docx Question 14 pointsSaveBefore being acquir.docx
gitagrimston
 
From $0 to $200MM in 2 Years: How a Fast-Growing D2C Brand Used CRO to Scale ...
From $0 to $200MM in 2 Years: How a Fast-Growing D2C Brand Used CRO to Scale ...From $0 to $200MM in 2 Years: How a Fast-Growing D2C Brand Used CRO to Scale ...
From $0 to $200MM in 2 Years: How a Fast-Growing D2C Brand Used CRO to Scale ...
VWO
 
Software Development Better, Faster, Stronger with Feature Prioritization
Software Development Better, Faster, Stronger with Feature PrioritizationSoftware Development Better, Faster, Stronger with Feature Prioritization
Software Development Better, Faster, Stronger with Feature Prioritization
MentorMate
 
Hackathon 101: How to Pitch | Hack to the Future Mar 2018
Hackathon 101:  How to Pitch | Hack to the Future Mar 2018Hackathon 101:  How to Pitch | Hack to the Future Mar 2018
Hackathon 101: How to Pitch | Hack to the Future Mar 2018
Haifa Carina
 
Team-Based Product Ownership
Team-Based Product OwnershipTeam-Based Product Ownership
Team-Based Product Ownership
Mark Weeks
 
Team-Based Product Ownership
Team-Based Product OwnershipTeam-Based Product Ownership
Team-Based Product Ownership
Mark Weeks
 
chapter 3. Designing a Competitive Business Model and Building a Solid Strate...
chapter 3. Designing a Competitive Business Model and Building a Solid Strate...chapter 3. Designing a Competitive Business Model and Building a Solid Strate...
chapter 3. Designing a Competitive Business Model and Building a Solid Strate...
Abdur Rahman
 
Designing Successful International Go-To-Market Strategies
Designing Successful International Go-To-Market StrategiesDesigning Successful International Go-To-Market Strategies
Designing Successful International Go-To-Market Strategies
Hans Bech
 
Note Please take your time and do a good work as always, Thank yo.docx
Note Please take your time and do a good work as always, Thank yo.docxNote Please take your time and do a good work as always, Thank yo.docx
Note Please take your time and do a good work as always, Thank yo.docx
henrymartin15260
 
Abdm4223 lecture week 4 250512 part 2
Abdm4223 lecture week 4 250512 part 2Abdm4223 lecture week 4 250512 part 2
Abdm4223 lecture week 4 250512 part 2
Stephen Ong
 
Denver Startup Week - Balancing Voices in Product Management
Denver Startup Week - Balancing Voices in Product ManagementDenver Startup Week - Balancing Voices in Product Management
Denver Startup Week - Balancing Voices in Product Management
lindsayhunt
 
7 Questions to Ask Your Prospective Outsourced Product Development Vendor
7 Questions to Ask Your Prospective Outsourced Product Development Vendor7 Questions to Ask Your Prospective Outsourced Product Development Vendor
7 Questions to Ask Your Prospective Outsourced Product Development Vendor
trigentsoftware
 
How to win big deals
How to win big dealsHow to win big deals
How to win big deals
Global Partners Inc.
 
Startup Pitch Bootcamp: Learn How to Pitch for Funding
Startup Pitch Bootcamp: Learn How to Pitch for FundingStartup Pitch Bootcamp: Learn How to Pitch for Funding
Startup Pitch Bootcamp: Learn How to Pitch for Funding
Sergey Sundukovskiy
 
Product Management by Design
Product Management by DesignProduct Management by Design
Product Management by Design
Krista Fuller
 
Creating a strategy is inspirational
Creating a strategy is inspirationalCreating a strategy is inspirational
Creating a strategy is inspirational
John van der Laan
 
Benchmarking Survey: New Solutions Development
Benchmarking Survey: New Solutions DevelopmentBenchmarking Survey: New Solutions Development
Benchmarking Survey: New Solutions Development
Center for Services Leadership, W.P.Carey School of Business, ASU
 
Understanding the New Solutions Development Process
Understanding the New Solutions Development ProcessUnderstanding the New Solutions Development Process
Understanding the New Solutions Development Process
Solutions Insights
 

Similar to Agile Requirements Workshop - Enthiosys and Borland (20)

Aligning Product Strategy with Customer Feature Requests
Aligning Product Strategy with Customer Feature RequestsAligning Product Strategy with Customer Feature Requests
Aligning Product Strategy with Customer Feature Requests
 
exam 10.docx Question 14 pointsSaveBefore being acquir.docx
exam 10.docx Question 14 pointsSaveBefore being acquir.docxexam 10.docx Question 14 pointsSaveBefore being acquir.docx
exam 10.docx Question 14 pointsSaveBefore being acquir.docx
 
From $0 to $200MM in 2 Years: How a Fast-Growing D2C Brand Used CRO to Scale ...
From $0 to $200MM in 2 Years: How a Fast-Growing D2C Brand Used CRO to Scale ...From $0 to $200MM in 2 Years: How a Fast-Growing D2C Brand Used CRO to Scale ...
From $0 to $200MM in 2 Years: How a Fast-Growing D2C Brand Used CRO to Scale ...
 
Software Development Better, Faster, Stronger with Feature Prioritization
Software Development Better, Faster, Stronger with Feature PrioritizationSoftware Development Better, Faster, Stronger with Feature Prioritization
Software Development Better, Faster, Stronger with Feature Prioritization
 
Hackathon 101: How to Pitch | Hack to the Future Mar 2018
Hackathon 101:  How to Pitch | Hack to the Future Mar 2018Hackathon 101:  How to Pitch | Hack to the Future Mar 2018
Hackathon 101: How to Pitch | Hack to the Future Mar 2018
 
Team-Based Product Ownership
Team-Based Product OwnershipTeam-Based Product Ownership
Team-Based Product Ownership
 
Team-Based Product Ownership
Team-Based Product OwnershipTeam-Based Product Ownership
Team-Based Product Ownership
 
chapter 3. Designing a Competitive Business Model and Building a Solid Strate...
chapter 3. Designing a Competitive Business Model and Building a Solid Strate...chapter 3. Designing a Competitive Business Model and Building a Solid Strate...
chapter 3. Designing a Competitive Business Model and Building a Solid Strate...
 
Designing Successful International Go-To-Market Strategies
Designing Successful International Go-To-Market StrategiesDesigning Successful International Go-To-Market Strategies
Designing Successful International Go-To-Market Strategies
 
Note Please take your time and do a good work as always, Thank yo.docx
Note Please take your time and do a good work as always, Thank yo.docxNote Please take your time and do a good work as always, Thank yo.docx
Note Please take your time and do a good work as always, Thank yo.docx
 
Abdm4223 lecture week 4 250512 part 2
Abdm4223 lecture week 4 250512 part 2Abdm4223 lecture week 4 250512 part 2
Abdm4223 lecture week 4 250512 part 2
 
Denver Startup Week - Balancing Voices in Product Management
Denver Startup Week - Balancing Voices in Product ManagementDenver Startup Week - Balancing Voices in Product Management
Denver Startup Week - Balancing Voices in Product Management
 
7 Questions to Ask Your Prospective Outsourced Product Development Vendor
7 Questions to Ask Your Prospective Outsourced Product Development Vendor7 Questions to Ask Your Prospective Outsourced Product Development Vendor
7 Questions to Ask Your Prospective Outsourced Product Development Vendor
 
SME Chapter 2
SME Chapter 2SME Chapter 2
SME Chapter 2
 
How to win big deals
How to win big dealsHow to win big deals
How to win big deals
 
Startup Pitch Bootcamp: Learn How to Pitch for Funding
Startup Pitch Bootcamp: Learn How to Pitch for FundingStartup Pitch Bootcamp: Learn How to Pitch for Funding
Startup Pitch Bootcamp: Learn How to Pitch for Funding
 
Product Management by Design
Product Management by DesignProduct Management by Design
Product Management by Design
 
Creating a strategy is inspirational
Creating a strategy is inspirationalCreating a strategy is inspirational
Creating a strategy is inspirational
 
Benchmarking Survey: New Solutions Development
Benchmarking Survey: New Solutions DevelopmentBenchmarking Survey: New Solutions Development
Benchmarking Survey: New Solutions Development
 
Understanding the New Solutions Development Process
Understanding the New Solutions Development ProcessUnderstanding the New Solutions Development Process
Understanding the New Solutions Development Process
 

Recently uploaded

5 Things You Need To Know Before Hiring a Videographer
5 Things You Need To Know Before Hiring a Videographer5 Things You Need To Know Before Hiring a Videographer
5 Things You Need To Know Before Hiring a Videographer
ofm712785
 
Putting the SPARK into Virtual Training.pptx
Putting the SPARK into Virtual Training.pptxPutting the SPARK into Virtual Training.pptx
Putting the SPARK into Virtual Training.pptx
Cynthia Clay
 
Buy Verified PayPal Account | Buy Google 5 Star Reviews
Buy Verified PayPal Account | Buy Google 5 Star ReviewsBuy Verified PayPal Account | Buy Google 5 Star Reviews
Buy Verified PayPal Account | Buy Google 5 Star Reviews
usawebmarket
 
Affordable Stationery Printing Services in Jaipur | Navpack n Print
Affordable Stationery Printing Services in Jaipur | Navpack n PrintAffordable Stationery Printing Services in Jaipur | Navpack n Print
Affordable Stationery Printing Services in Jaipur | Navpack n Print
Navpack & Print
 
ENTREPRENEURSHIP TRAINING.ppt for graduating class (1).ppt
ENTREPRENEURSHIP TRAINING.ppt for graduating class (1).pptENTREPRENEURSHIP TRAINING.ppt for graduating class (1).ppt
ENTREPRENEURSHIP TRAINING.ppt for graduating class (1).ppt
zechu97
 
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s Dholera
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraTata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s Dholera
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s Dholera
Avirahi City Dholera
 
BeMetals Presentation_May_22_2024 .pdf
BeMetals Presentation_May_22_2024   .pdfBeMetals Presentation_May_22_2024   .pdf
BeMetals Presentation_May_22_2024 .pdf
DerekIwanaka1
 
The Parable of the Pipeline a book every new businessman or business student ...
The Parable of the Pipeline a book every new businessman or business student ...The Parable of the Pipeline a book every new businessman or business student ...
The Parable of the Pipeline a book every new businessman or business student ...
awaisafdar
 
Cracking the Workplace Discipline Code Main.pptx
Cracking the Workplace Discipline Code Main.pptxCracking the Workplace Discipline Code Main.pptx
Cracking the Workplace Discipline Code Main.pptx
Workforce Group
 
Project File Report BBA 6th semester.pdf
Project File Report BBA 6th semester.pdfProject File Report BBA 6th semester.pdf
Project File Report BBA 6th semester.pdf
RajPriye
 
April 2024 Nostalgia Products Newsletter
April 2024 Nostalgia Products NewsletterApril 2024 Nostalgia Products Newsletter
April 2024 Nostalgia Products Newsletter
NathanBaughman3
 
Business Valuation Principles for Entrepreneurs
Business Valuation Principles for EntrepreneursBusiness Valuation Principles for Entrepreneurs
Business Valuation Principles for Entrepreneurs
Ben Wann
 
Discover the innovative and creative projects that highlight my journey throu...
Discover the innovative and creative projects that highlight my journey throu...Discover the innovative and creative projects that highlight my journey throu...
Discover the innovative and creative projects that highlight my journey throu...
dylandmeas
 
Unveiling the Secrets How Does Generative AI Work.pdf
Unveiling the Secrets How Does Generative AI Work.pdfUnveiling the Secrets How Does Generative AI Work.pdf
Unveiling the Secrets How Does Generative AI Work.pdf
Sam H
 
Introduction to Amazon company 111111111111
Introduction to Amazon company 111111111111Introduction to Amazon company 111111111111
Introduction to Amazon company 111111111111
zoyaansari11365
 
Kseniya Leshchenko: Shared development support service model as the way to ma...
Kseniya Leshchenko: Shared development support service model as the way to ma...Kseniya Leshchenko: Shared development support service model as the way to ma...
Kseniya Leshchenko: Shared development support service model as the way to ma...
Lviv Startup Club
 
The Influence of Marketing Strategy and Market Competition on Business Perfor...
The Influence of Marketing Strategy and Market Competition on Business Perfor...The Influence of Marketing Strategy and Market Competition on Business Perfor...
The Influence of Marketing Strategy and Market Competition on Business Perfor...
Adam Smith
 
Enterprise Excellence is Inclusive Excellence.pdf
Enterprise Excellence is Inclusive Excellence.pdfEnterprise Excellence is Inclusive Excellence.pdf
Enterprise Excellence is Inclusive Excellence.pdf
KaiNexus
 
Brand Analysis for an artist named Struan
Brand Analysis for an artist named StruanBrand Analysis for an artist named Struan
Brand Analysis for an artist named Struan
sarahvanessa51503
 
Premium MEAN Stack Development Solutions for Modern Businesses
Premium MEAN Stack Development Solutions for Modern BusinessesPremium MEAN Stack Development Solutions for Modern Businesses
Premium MEAN Stack Development Solutions for Modern Businesses
SynapseIndia
 

Recently uploaded (20)

5 Things You Need To Know Before Hiring a Videographer
5 Things You Need To Know Before Hiring a Videographer5 Things You Need To Know Before Hiring a Videographer
5 Things You Need To Know Before Hiring a Videographer
 
Putting the SPARK into Virtual Training.pptx
Putting the SPARK into Virtual Training.pptxPutting the SPARK into Virtual Training.pptx
Putting the SPARK into Virtual Training.pptx
 
Buy Verified PayPal Account | Buy Google 5 Star Reviews
Buy Verified PayPal Account | Buy Google 5 Star ReviewsBuy Verified PayPal Account | Buy Google 5 Star Reviews
Buy Verified PayPal Account | Buy Google 5 Star Reviews
 
Affordable Stationery Printing Services in Jaipur | Navpack n Print
Affordable Stationery Printing Services in Jaipur | Navpack n PrintAffordable Stationery Printing Services in Jaipur | Navpack n Print
Affordable Stationery Printing Services in Jaipur | Navpack n Print
 
ENTREPRENEURSHIP TRAINING.ppt for graduating class (1).ppt
ENTREPRENEURSHIP TRAINING.ppt for graduating class (1).pptENTREPRENEURSHIP TRAINING.ppt for graduating class (1).ppt
ENTREPRENEURSHIP TRAINING.ppt for graduating class (1).ppt
 
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s Dholera
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraTata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s Dholera
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s Dholera
 
BeMetals Presentation_May_22_2024 .pdf
BeMetals Presentation_May_22_2024   .pdfBeMetals Presentation_May_22_2024   .pdf
BeMetals Presentation_May_22_2024 .pdf
 
The Parable of the Pipeline a book every new businessman or business student ...
The Parable of the Pipeline a book every new businessman or business student ...The Parable of the Pipeline a book every new businessman or business student ...
The Parable of the Pipeline a book every new businessman or business student ...
 
Cracking the Workplace Discipline Code Main.pptx
Cracking the Workplace Discipline Code Main.pptxCracking the Workplace Discipline Code Main.pptx
Cracking the Workplace Discipline Code Main.pptx
 
Project File Report BBA 6th semester.pdf
Project File Report BBA 6th semester.pdfProject File Report BBA 6th semester.pdf
Project File Report BBA 6th semester.pdf
 
April 2024 Nostalgia Products Newsletter
April 2024 Nostalgia Products NewsletterApril 2024 Nostalgia Products Newsletter
April 2024 Nostalgia Products Newsletter
 
Business Valuation Principles for Entrepreneurs
Business Valuation Principles for EntrepreneursBusiness Valuation Principles for Entrepreneurs
Business Valuation Principles for Entrepreneurs
 
Discover the innovative and creative projects that highlight my journey throu...
Discover the innovative and creative projects that highlight my journey throu...Discover the innovative and creative projects that highlight my journey throu...
Discover the innovative and creative projects that highlight my journey throu...
 
Unveiling the Secrets How Does Generative AI Work.pdf
Unveiling the Secrets How Does Generative AI Work.pdfUnveiling the Secrets How Does Generative AI Work.pdf
Unveiling the Secrets How Does Generative AI Work.pdf
 
Introduction to Amazon company 111111111111
Introduction to Amazon company 111111111111Introduction to Amazon company 111111111111
Introduction to Amazon company 111111111111
 
Kseniya Leshchenko: Shared development support service model as the way to ma...
Kseniya Leshchenko: Shared development support service model as the way to ma...Kseniya Leshchenko: Shared development support service model as the way to ma...
Kseniya Leshchenko: Shared development support service model as the way to ma...
 
The Influence of Marketing Strategy and Market Competition on Business Perfor...
The Influence of Marketing Strategy and Market Competition on Business Perfor...The Influence of Marketing Strategy and Market Competition on Business Perfor...
The Influence of Marketing Strategy and Market Competition on Business Perfor...
 
Enterprise Excellence is Inclusive Excellence.pdf
Enterprise Excellence is Inclusive Excellence.pdfEnterprise Excellence is Inclusive Excellence.pdf
Enterprise Excellence is Inclusive Excellence.pdf
 
Brand Analysis for an artist named Struan
Brand Analysis for an artist named StruanBrand Analysis for an artist named Struan
Brand Analysis for an artist named Struan
 
Premium MEAN Stack Development Solutions for Modern Businesses
Premium MEAN Stack Development Solutions for Modern BusinessesPremium MEAN Stack Development Solutions for Modern Businesses
Premium MEAN Stack Development Solutions for Modern Businesses
 

Agile Requirements Workshop - Enthiosys and Borland

  • 1. Agile Requirements Workshop initial rankings/findings… work in progress Hosted by Borland Software in Austin, TX Facilitated by Luke Hohmann from Enthiosys These slides only makes sense for those who participated in the Agile Requirements Workshop . Anyone else will understand this better once the overall experience report gets finished and presented.
  • 2. Structure of the tournament 5 to 7 Challenges Ranked in order as a team 6 Challenges Ranked in order as a team The intent was to stimulate discussion in small teams on the topic of what were the biggest challenges in Agile development environments in various areas of requirements. We used the 20/20 Vision game in a tournament format that looked like this: 12 Challenges Discussed and ranked as a larger team All teams together Participate in 20/20 Vision Game (~25 people) 4 Small Teams Participate in 20/20 Vision Games three times (~6 people each) 5 to 7 Challenges Ranked in order as a team Top 3 Advance Top 3 Advance Top 3 Advance (from 4 teams) Rank ordering of what this group thought were their biggest challenges
  • 3. The team ranked these challenges in Expressing Requirements as: This team ranked these: My biggest challenge is… Requirements Area Final Round Overall Rank 1 Everyone thinks they know what our customers want -- but they don't! Expressing 1.5 2 Showing how our products help our customer's be more successful. Expressing 9 3 Managing dependencies across multiple product lines. Expressing 8 4 Communicating non-functional requirements (such as performance, tech stack, and security). Expressing nr 5 Grooming my backlog so that it is ready for release planning. Expressing nr 6 Creating effective user personas. Expressing nr 7 Creating effective – and consistent – user stories. Expressing nr 8 Translating unsolved market problems into requirements. Expressing nr 9 Knowing when to write an MRD -- and when NOT to write an MRD. Expressing nr 10 My team complains that my requirements are not precise enough. Expressing nr 11 My team complains that my requirements are too precise. Expressing nr 12 Managing our glossary of terms. Expressing nr
  • 4. The team ranked these challenges in Identifying Requirements as: This team ranked these: My biggest challenge is… Requirements Area Final Round Overall Rank 1 Identifying unsolved market problems. Identifying 3 2 Quantifying the value of solving a market problem. Identifying 2 3 Understanding how our solution fits in with other solutions. Identifying 11 4 Understanding interactions between requirements for different solutions. Identifying nr 5 Getting time to identify requirements. Identifying nr 6 Identifying the features that customers will actually pay for. Identifying nr 7 Creating effective market segments. Identifying nr 8 Selecting participants for market research. Identifying nr 9 Identifying requirements that directly map to our business model. Identifying nr 10 Managing the expanding # of market input channels (e.g., social networks, CAB's, User Groups). Identifying nr 11 Understanding the "Big Picture" context of requirements. Identifying nr 12 Understanding licensing / business model choices on requirements. Identifying nr 13 Capturing appropriate acceptance criteria. Identifying nr 14 Spending too much time creating "high precision" requirements. Identifying nr
  • 5. The team ranked these challenges in Organizing Requirements as: This team ranked these: My biggest challenge is… Requirements Area Final Round Overall Rank 1 Tracking dependencies across multiple product backlogs,. Organizing 10 2 Tracking dependencies across single product backlog. Organizing 12 3 Showing "balanced growth" across various areas of my solution. Organizing nr 4 Showing how groups of requirements solve market problems. Organizing nr 5 Losing the BIG IDEA through requirements that are distributed across multiple sprints and stories. Organizing nr 6 Keeping my backlog to a manageable size. Organizing nr 7 Keep track of how bigger items get split into smaller items. Organizing nr 8 Aligning requirements across agile and non-agile projects. Organizing nr 9 Knowing which product in my portfolio should solve a requirement. Organizing nr 10 Showing how requirements map into corporate strategy. Organizing nr 11 Aligning requirements to personas. Organizing nr
  • 6. The team ranked these challenges in Prioritizing Requirements as: This team ranked these: My biggest challenge is… Requirements Area Final Round Overall Rank 1 Prioritizing market problems. Prioritizing 5 2 Balancing immediate customer needs with strategic innovation. Prioritizing 4 3 Including the right market participants in the prioritization process. Prioritizing 7 4 Providing transparency to stakeholders regarding the priorization process. Prioritizing nr 5 Making sure infrastructure work is prioritized. Prioritizing nr 6 Coordinating the priorities of co-dependent teams working on the same project. Prioritizing 6 7 Optimizing requirements across my product porfolio. Prioritizing nr 8 Prioritizing internal requests (from the field) with market requests. Prioritizing nr 9 Lack of clarity over who in the organization can set priorities. Prioritizing nr 10 Including the right internal stakeholders in the prioritization process. Prioritizing nr 11 Under or overweighting the needs of a specific group (like sales or cust serv). Prioritizing nr 12 Balancing new issues with ongoing maintenance. Prioritizing nr 13 Creating and enforcing “high priority” criteria. Prioritizing nr 14 Creating and enforcing “high priority” criteria. Prioritizing nr
  • 7. The team ranked these challenges in Validating Requirements as: This team ranked these: My biggest challenge is… Requirements Area Final Round Overall Rank 1 Confirming scalability/reliability requirements. Validating 12 2 Managing strategic co-development with external stakeholders. Validating 1 3 Involving internal stakeholders in sprint demos. Validating 1.5 4 Accurately and effectively communicating acceptance criteria. Validating nr 5 Validating "invisible" insfrastructure work. Validating nr 6 Involving external stakeholders in sprint demos. Validating nr 7 Knowing what kind of validations to automate. Validating nr 8 Knowing when a BIG IDEA is complete. Validating nr 9 Identifying the types of validation feedback required. Validating nr 10 Keeping frequent sprint reviews fun and productive. Validating nr 11 Distinguishing between sprint demo, alpha, and beta. Validating nr 12 Reflecting the fulfillment (and to what degree) of the higher level requirement (or epic or goals story). Validating nr
  • 8. The entire group ranked these challenges in Agile Requirements overall as: Involving internal stakeholders in sprint demos. Everyone thinks they know what our customers want -- but they don't! Final Round Overall Rank Ranked by each team in their group as: My biggest challenge is… 1 2 Managing strategic co-development with external stakeholders. 2 2 Quantifying the value of solving a market problem. 3 1 Identifying unsolved market problems. 4 2 Balancing immediate customer needs with strategic innovation. 5 1 Prioritizing market problems. 6 6 Coordinating the priorities of co-dependent teams working on the same project. 7 3 Including the right market participants in the prioritization process. 8 3 Managing dependencies across multiple product lines. 9 2 Showing how our products help our customer's be more successful. 10 1 Tracking dependencies across multiple product backlogs,. 11 3 Understanding how our solution fits in with other solutions. 12 2 Tracking dependencies across single product backlog.