This document discusses agile requirements practices. It begins by stating the goals of understanding how requirements are different in agile and that requirements still matter. It then covers user stories, acceptance tests, and the definition of done in agile. The document emphasizes continual customer involvement, requirements elicitation through conversations, and "just in time" requirements analysis. It also discusses scaling agile requirements practices and using user stories with acceptance tests to verify goals are achieved.
Agile teams speak in points and iterations, but project and business managers think in terms of dollars and dates. This conceptual and language barrier makes strategic business planning, funding, and progress management a significant challenge for sustained large-scale Agile. This session will include multiple case studies from large-scale Agile adoptions that we were part of and have supported over the past 7 years and how Agile values/principles went beyond just the development organizational boundaries into strategic planning and management.
1) The document discusses IBM's Jazz platform for collaborative software delivery. Jazz provides tools to help with requirements management, architecture, security, change delivery, quality assurance, and project management.
2) The first wave of Jazz offerings included Rational Insight, Rational Requirements Composer, Rational Team Concert, and Rational Quality Manager. These tools help with collaboration, requirements, source control, and testing.
3) The document outlines benefits of the Jazz platform such as improved productivity, visibility, automation, and alignment between business goals and development. Future roadmap items are also mentioned.
Behaviour-driven development (BDD) started as an improved variation on test-driven development, but has evolved to become a formidable tool that helps teams communicate more effectively about requirements, using conversation and concrete examples to discover what features really matter to the business. BDD helps teams focus not only on building features that work, but on ensuring that the features they deliver are the ones that the client actually needs.
In this talk, we will discuss what BDD is about, its benefits, and how it affects teams and processes. We will discuss two case studies where BDD practices have been successfully introduced, including the benefits gained and challenges met. We will see how much benefit was gained when BDD was integrated into the broader development infrastructure, including issue tracking systems, requirements management, and project reporting.
We will also see how BDD can be applied to all levels of the development process, from requirements down to low-level coding. We will also look at the principle BDD tools available that can help teams implement executable specifications, BDD-style test automation, and living documentation effectively. Some of the tools discussed will include JBehave, Cucumber, Specflow, Jasmine and Spock.
We will also look at two case studies where BDD practices have been successfully integrated into several projects in large government and financial organizations. Teams that adopted BDD effectively benefited from significantly lower defect rates, much earlier discovery of errors and inconsistencies in the requirements, and better overall communication and collaboration within the team. However, practicing BDD does involve a significant change in mind-set compared to more traditional approaches, a different collaboration model between team members, and a high degree of stakeholder by-in and engagement, all of which should not be underestimated. We will discuss how the teams managed these various challenges during their BDD adoption story.
We had this presentation running on one of the screens in our booth at the April 4, 2013, Innotech Dallas/SharePoint TechFest. We have been excited by the developments in the latest release of Visual Studio and it's ability to work seamlessly with Microsoft's Azure.
This document outlines Incture's Business Process Management (BPM) adoption services for SAP customers. It describes a multi-stage BPM adoption roadmap from initial awareness workshops to prototyping pilot projects. Key services include half-day executive workshops, "Process in a Day" workshops to build an initial process, envisioning workshops to define requirements, and fixed-price proofs-of-concept hosted in Incture's cloud environment. The goal is to help customers iteratively adopt BPM starting from raising awareness to building initial processes to prototyping full applications.
Offshore Software Development, Software Testing by CAMO SolutionsCAMO Solutions LLC
CAMO Solutions is a Microsoft gold certified partner established in 1997 that provides software development, testing, user experience design, and Microsoft Dynamics CRM services using an agile blended delivery model. It has development centers in New Jersey and Bangalore, India and focuses on outsourcing services for independent software vendors and system integrators. CAMO prides itself on agility, predictability, and quality in its engagements and delivers through dedicated engineering teams, fixed price development, or time and material models.
The document discusses how Agile Scrum practices can help teams achieve high performance. It defines characteristics of high performing teams, compares traditional and iterative software development processes, and outlines the key practices of Scrum methodology. Scrum utilizes cross-functional, self-organizing teams who work in short iterations to deliver working software. Daily stand-ups, sprint planning and reviews, and retrospectives help teams adapt and improve over time.
Adressing requirements with agile practicesfboisvert
This document discusses addressing non-functional requirements with agile practices. It defines non-functional requirements as specifying "how well" functional requirements must behave by imposing constraints. The document recommends breaking down non-functional requirements into internal "rules" that guide software construction and external "restrictions" that are tested. It provides examples of expressing functional requirements as user stories and scenarios for clarity. The document advocates using techniques like pair programming and peer review to confirm rules are followed, and testing to confirm restrictions are met. This ensures both internal and external quality expectations are satisfied.
Agile teams speak in points and iterations, but project and business managers think in terms of dollars and dates. This conceptual and language barrier makes strategic business planning, funding, and progress management a significant challenge for sustained large-scale Agile. This session will include multiple case studies from large-scale Agile adoptions that we were part of and have supported over the past 7 years and how Agile values/principles went beyond just the development organizational boundaries into strategic planning and management.
1) The document discusses IBM's Jazz platform for collaborative software delivery. Jazz provides tools to help with requirements management, architecture, security, change delivery, quality assurance, and project management.
2) The first wave of Jazz offerings included Rational Insight, Rational Requirements Composer, Rational Team Concert, and Rational Quality Manager. These tools help with collaboration, requirements, source control, and testing.
3) The document outlines benefits of the Jazz platform such as improved productivity, visibility, automation, and alignment between business goals and development. Future roadmap items are also mentioned.
Behaviour-driven development (BDD) started as an improved variation on test-driven development, but has evolved to become a formidable tool that helps teams communicate more effectively about requirements, using conversation and concrete examples to discover what features really matter to the business. BDD helps teams focus not only on building features that work, but on ensuring that the features they deliver are the ones that the client actually needs.
In this talk, we will discuss what BDD is about, its benefits, and how it affects teams and processes. We will discuss two case studies where BDD practices have been successfully introduced, including the benefits gained and challenges met. We will see how much benefit was gained when BDD was integrated into the broader development infrastructure, including issue tracking systems, requirements management, and project reporting.
We will also see how BDD can be applied to all levels of the development process, from requirements down to low-level coding. We will also look at the principle BDD tools available that can help teams implement executable specifications, BDD-style test automation, and living documentation effectively. Some of the tools discussed will include JBehave, Cucumber, Specflow, Jasmine and Spock.
We will also look at two case studies where BDD practices have been successfully integrated into several projects in large government and financial organizations. Teams that adopted BDD effectively benefited from significantly lower defect rates, much earlier discovery of errors and inconsistencies in the requirements, and better overall communication and collaboration within the team. However, practicing BDD does involve a significant change in mind-set compared to more traditional approaches, a different collaboration model between team members, and a high degree of stakeholder by-in and engagement, all of which should not be underestimated. We will discuss how the teams managed these various challenges during their BDD adoption story.
We had this presentation running on one of the screens in our booth at the April 4, 2013, Innotech Dallas/SharePoint TechFest. We have been excited by the developments in the latest release of Visual Studio and it's ability to work seamlessly with Microsoft's Azure.
This document outlines Incture's Business Process Management (BPM) adoption services for SAP customers. It describes a multi-stage BPM adoption roadmap from initial awareness workshops to prototyping pilot projects. Key services include half-day executive workshops, "Process in a Day" workshops to build an initial process, envisioning workshops to define requirements, and fixed-price proofs-of-concept hosted in Incture's cloud environment. The goal is to help customers iteratively adopt BPM starting from raising awareness to building initial processes to prototyping full applications.
Offshore Software Development, Software Testing by CAMO SolutionsCAMO Solutions LLC
CAMO Solutions is a Microsoft gold certified partner established in 1997 that provides software development, testing, user experience design, and Microsoft Dynamics CRM services using an agile blended delivery model. It has development centers in New Jersey and Bangalore, India and focuses on outsourcing services for independent software vendors and system integrators. CAMO prides itself on agility, predictability, and quality in its engagements and delivers through dedicated engineering teams, fixed price development, or time and material models.
The document discusses how Agile Scrum practices can help teams achieve high performance. It defines characteristics of high performing teams, compares traditional and iterative software development processes, and outlines the key practices of Scrum methodology. Scrum utilizes cross-functional, self-organizing teams who work in short iterations to deliver working software. Daily stand-ups, sprint planning and reviews, and retrospectives help teams adapt and improve over time.
Adressing requirements with agile practicesfboisvert
This document discusses addressing non-functional requirements with agile practices. It defines non-functional requirements as specifying "how well" functional requirements must behave by imposing constraints. The document recommends breaking down non-functional requirements into internal "rules" that guide software construction and external "restrictions" that are tested. It provides examples of expressing functional requirements as user stories and scenarios for clarity. The document advocates using techniques like pair programming and peer review to confirm rules are followed, and testing to confirm restrictions are met. This ensures both internal and external quality expectations are satisfied.
Requirements-driven quality solutions from IBM Rational can help organizations:
1) Collaborate to define requirements early in development to reduce risk and avoid costly mistakes.
2) Automate workflows to accelerate time to market and improve efficiency by reducing manual tasks.
3) Continuously measure and improve processes using data and metrics for objective decision making.
SaaS Operations Practice Overview SoftServe DevOpsSoftServe
This document provides an overview of SoftServe's SaaS Operations Practice. It discusses how DevOps aims to improve communication between development, operations, and quality assurance teams. SoftServe sees DevOps involving activities like capacity management, storage, environment management, application management, monitoring, and disaster recovery. The document outlines SoftServe's SaaS Operations Framework that can provision infrastructure quickly and centrally manage deployments, monitoring, backups, and more. It also describes how SoftServe can assess a client's DevOps maturity and provide recommendations.
This document discusses Behavior Driven Development (BDD), which is an agile software development methodology that focuses on defining and testing business requirements through executable specifications and acceptance criteria. The document covers the key concepts of BDD, including outside-in development, pull-based planning, and defining behavior through user stories and scenarios. It also discusses how BDD compares to other techniques like test-driven development and finite state machines. The overall goal of BDD is to facilitate collaboration between developers and business stakeholders to build the right product through living documentation of desired behaviors.
This document discusses how IBM Rational Quality Manager (RQM) can be used to support globally distributed teams. It provides a case study of how IBM Rational Systems and Verification Test deployed RQM across multiple countries and sites. It then offers recommendations for deploying RQM for small remote teams, large remote teams, and outsourced remote teams based on factors like bandwidth, number of users, and assets. It also provides tips for tweaking the user response for remote users through features in RQM like asset throttling, categories, and views. Key features that support global teams like the thin web client, centralized administration, work items, and permissions are also highlighted.
The document discusses best practices for writing software that matters through techniques like behavior-driven development (BDD). It compares test-driven development (TDD) to BDD, noting that BDD shifts the focus from verification to specification by describing desired behaviors. The document also provides examples of how to structure user stories and define scenarios using a given-when-then format to plan development around customer needs.
Opportunities in challenging_times-steve_robinsonIBM
The document summarizes a presentation given at an IBM Rational Software conference in 2009 during challenging economic times. It discusses how customers are focusing on efficiency, stability, and innovation. It also outlines opportunities for IBM Rational in helping customers lower costs through maturity, reuse, and automation while enabling innovation through services, smarter products, and software-enabled capabilities. Cross-sell opportunities within IBM Rational's large customer base are highlighted to pursue new revenue.
Zend provides expert PHP delivery through best practices for development, deployment, and management. It helps improve developer productivity with tools like Zend Studio, trains developers, and ensures quality and speed through a consistent PHP stack. Zend also helps optimize performance, enable faster releases, and reduce problem resolution times.
This document discusses deployment options for IBM's Collaborative Lifecycle Management (CLM) software on existing projects. It provides background on application lifecycle management (ALM) and defines CLM. CLM offers integrated requirements, quality, planning, and version control management to help meet ALM goals. For projects with existing tools, the document discusses challenges and recommends deployment options like importing data, bridging to existing tools, or synchronizing data between CLM and other tools.
The document summarizes the Ames Project Excellence (APEX) development program, a 1-year program to improve project management and systems engineering skills. It discusses that 20 participants were selected across two pathways and spend 25% of their time on APEX. The program focuses on technical and leadership development using online tools and workshops. It aims to demonstrate an increase in capabilities across core competencies by establishing baseline capabilities, creating individual development plans, and reassessing to achieve higher capability levels by graduation.
Knowledge based enterprisinjg strategy for lean product develomentKnowledge Solution
The document discusses a modular knowledge-based enterprising (KBE) strategy for lean product development. It proposes using a rule-based modular system with smart parts that are parametric and associative. This approach allows knowledge to reside in one system and be reused across projects, providing major savings over traditional methods. The strategy is implemented using CATIA V5, with specifications defined in Excel and smart parts created to achieve reconfigurable product solutions directly from specifications.
SITA underwent an agile transformation journey from an initial state of confusion to exploration and finally commitment. In the initial state, management, customers and delivery teams had many questions around how agile would work. Through education on agile principles and practices, forming cross-functional teams, and exploring new ways of working, confusion started to reduce. In the state of exploration, focus shifted to customer collaboration, continuous delivery, addressing changes through "exchange requests", and exploring new techniques like behavior driven development. Finally, in the state of commitment, principles of customer satisfaction, social responsibility, continuous improvement, and one-button deployments became guiding lights for working in an agile way.
The document discusses how companies can embrace change and drive innovation through software. It outlines a 4-phase framework for continuous process improvement using IBM Rational tools. Phase 1 involves establishing business objectives. Phase 2 prioritizes practices and defines an improvement roadmap. Phase 3 accelerates adoption with tools to improve requirements management, architecture, and development alignment. Phase 4 reports on results to identify further improvements. The framework aims to help companies optimize resources, deliver smarter products, and improve profits through incremental capability advances.
This document discusses best practices for PHP application delivery and outlines challenges such as missed release dates due to lack of coordination between dev and ops teams. It presents Zend Server as a solution to improve collaboration through automated deployments and visibility. Zend Server helps meet performance expectations through application monitoring and infrastructure scaling. It also helps maintain quality with shorter cycles through code reuse, tools and training. Zend Server ensures app SLAs are met by managing changes across servers as one and proactively identifying performance issues.
Agile Methods for NTU Software EngineersAndy Marks
A 1 hour presentation given to 2nd year NTU students on Feb 29 2012 by Jolly Tan.
Covers a brief overview of Agile, a comparison of XP and Scrum and finishing with a quick introduction to Lean Startup, Lean and Continuous Delivery thinking.
The document discusses the role of a business analyst in an agile project. It begins with an overview of agile software development and the agile manifesto. It then discusses the agile project management framework Scrum and key roles in Scrum including the product owner and scrum master. The document argues that the business analyst can play a valuable role in agile projects by partnering with the product owner to help define requirements, refine user stories, and ensure solutions deliver business value.
Earned Value Management and Agile Tips for Success Brent Barton
As the Department of Defense focuses on "delivering 75% solutions in months [instead of] 100% solutions in years" Agile is finding its way into big, traditionally managed programs. This event http://www.afei.org/events/2A01/Pages/default.aspx specifically addresses Agile in Defense. This presentation was an invitation following a successful meeting at the ADAPT meeting.
The document summarizes features presented at the IBM Rational Software Conference 2009. It describes enhancements to Rational Team Concert (RTC) that provide improved agile planning, global enterprise readiness, collaborative application lifecycle management (ALM), ecosystem support, and integration with existing environments. Key capabilities include scaling to thousands of users and millions of files, customizable dashboards and reports, risk assessment in planning, and expanded traceability across tools.
The document discusses several philosophers and their ideas. It summarizes Descartes' method of doubt where he doubted all beliefs to find absolute truth. It discusses Aristotle's view of ethics as naturalistic and focusing on virtues. It also discusses feminism and issues with gender roles and body image expectations for women. It concludes with the author's perspective embracing aspects of Hinduism, Buddhism, Christianity and Islam.
El documento presenta una introducción al método de elementos finitos, el cual divide el dominio de una solución en elementos simples para desarrollar una solución aproximada a ecuaciones diferenciales. Explica que el método sigue un procedimiento estándar de discretización, desarrollo de ecuaciones para cada elemento, y obtención de una solución óptima. Finalmente, menciona algunas aplicaciones comunes del método de elementos finitos en ingeniería, como en análisis estructural, mecánica de fluidos y propagación de cal
Requirements-driven quality solutions from IBM Rational can help organizations:
1) Collaborate to define requirements early in development to reduce risk and avoid costly mistakes.
2) Automate workflows to accelerate time to market and improve efficiency by reducing manual tasks.
3) Continuously measure and improve processes using data and metrics for objective decision making.
SaaS Operations Practice Overview SoftServe DevOpsSoftServe
This document provides an overview of SoftServe's SaaS Operations Practice. It discusses how DevOps aims to improve communication between development, operations, and quality assurance teams. SoftServe sees DevOps involving activities like capacity management, storage, environment management, application management, monitoring, and disaster recovery. The document outlines SoftServe's SaaS Operations Framework that can provision infrastructure quickly and centrally manage deployments, monitoring, backups, and more. It also describes how SoftServe can assess a client's DevOps maturity and provide recommendations.
This document discusses Behavior Driven Development (BDD), which is an agile software development methodology that focuses on defining and testing business requirements through executable specifications and acceptance criteria. The document covers the key concepts of BDD, including outside-in development, pull-based planning, and defining behavior through user stories and scenarios. It also discusses how BDD compares to other techniques like test-driven development and finite state machines. The overall goal of BDD is to facilitate collaboration between developers and business stakeholders to build the right product through living documentation of desired behaviors.
This document discusses how IBM Rational Quality Manager (RQM) can be used to support globally distributed teams. It provides a case study of how IBM Rational Systems and Verification Test deployed RQM across multiple countries and sites. It then offers recommendations for deploying RQM for small remote teams, large remote teams, and outsourced remote teams based on factors like bandwidth, number of users, and assets. It also provides tips for tweaking the user response for remote users through features in RQM like asset throttling, categories, and views. Key features that support global teams like the thin web client, centralized administration, work items, and permissions are also highlighted.
The document discusses best practices for writing software that matters through techniques like behavior-driven development (BDD). It compares test-driven development (TDD) to BDD, noting that BDD shifts the focus from verification to specification by describing desired behaviors. The document also provides examples of how to structure user stories and define scenarios using a given-when-then format to plan development around customer needs.
Opportunities in challenging_times-steve_robinsonIBM
The document summarizes a presentation given at an IBM Rational Software conference in 2009 during challenging economic times. It discusses how customers are focusing on efficiency, stability, and innovation. It also outlines opportunities for IBM Rational in helping customers lower costs through maturity, reuse, and automation while enabling innovation through services, smarter products, and software-enabled capabilities. Cross-sell opportunities within IBM Rational's large customer base are highlighted to pursue new revenue.
Zend provides expert PHP delivery through best practices for development, deployment, and management. It helps improve developer productivity with tools like Zend Studio, trains developers, and ensures quality and speed through a consistent PHP stack. Zend also helps optimize performance, enable faster releases, and reduce problem resolution times.
This document discusses deployment options for IBM's Collaborative Lifecycle Management (CLM) software on existing projects. It provides background on application lifecycle management (ALM) and defines CLM. CLM offers integrated requirements, quality, planning, and version control management to help meet ALM goals. For projects with existing tools, the document discusses challenges and recommends deployment options like importing data, bridging to existing tools, or synchronizing data between CLM and other tools.
The document summarizes the Ames Project Excellence (APEX) development program, a 1-year program to improve project management and systems engineering skills. It discusses that 20 participants were selected across two pathways and spend 25% of their time on APEX. The program focuses on technical and leadership development using online tools and workshops. It aims to demonstrate an increase in capabilities across core competencies by establishing baseline capabilities, creating individual development plans, and reassessing to achieve higher capability levels by graduation.
Knowledge based enterprisinjg strategy for lean product develomentKnowledge Solution
The document discusses a modular knowledge-based enterprising (KBE) strategy for lean product development. It proposes using a rule-based modular system with smart parts that are parametric and associative. This approach allows knowledge to reside in one system and be reused across projects, providing major savings over traditional methods. The strategy is implemented using CATIA V5, with specifications defined in Excel and smart parts created to achieve reconfigurable product solutions directly from specifications.
SITA underwent an agile transformation journey from an initial state of confusion to exploration and finally commitment. In the initial state, management, customers and delivery teams had many questions around how agile would work. Through education on agile principles and practices, forming cross-functional teams, and exploring new ways of working, confusion started to reduce. In the state of exploration, focus shifted to customer collaboration, continuous delivery, addressing changes through "exchange requests", and exploring new techniques like behavior driven development. Finally, in the state of commitment, principles of customer satisfaction, social responsibility, continuous improvement, and one-button deployments became guiding lights for working in an agile way.
The document discusses how companies can embrace change and drive innovation through software. It outlines a 4-phase framework for continuous process improvement using IBM Rational tools. Phase 1 involves establishing business objectives. Phase 2 prioritizes practices and defines an improvement roadmap. Phase 3 accelerates adoption with tools to improve requirements management, architecture, and development alignment. Phase 4 reports on results to identify further improvements. The framework aims to help companies optimize resources, deliver smarter products, and improve profits through incremental capability advances.
This document discusses best practices for PHP application delivery and outlines challenges such as missed release dates due to lack of coordination between dev and ops teams. It presents Zend Server as a solution to improve collaboration through automated deployments and visibility. Zend Server helps meet performance expectations through application monitoring and infrastructure scaling. It also helps maintain quality with shorter cycles through code reuse, tools and training. Zend Server ensures app SLAs are met by managing changes across servers as one and proactively identifying performance issues.
Agile Methods for NTU Software EngineersAndy Marks
A 1 hour presentation given to 2nd year NTU students on Feb 29 2012 by Jolly Tan.
Covers a brief overview of Agile, a comparison of XP and Scrum and finishing with a quick introduction to Lean Startup, Lean and Continuous Delivery thinking.
The document discusses the role of a business analyst in an agile project. It begins with an overview of agile software development and the agile manifesto. It then discusses the agile project management framework Scrum and key roles in Scrum including the product owner and scrum master. The document argues that the business analyst can play a valuable role in agile projects by partnering with the product owner to help define requirements, refine user stories, and ensure solutions deliver business value.
Earned Value Management and Agile Tips for Success Brent Barton
As the Department of Defense focuses on "delivering 75% solutions in months [instead of] 100% solutions in years" Agile is finding its way into big, traditionally managed programs. This event http://www.afei.org/events/2A01/Pages/default.aspx specifically addresses Agile in Defense. This presentation was an invitation following a successful meeting at the ADAPT meeting.
The document summarizes features presented at the IBM Rational Software Conference 2009. It describes enhancements to Rational Team Concert (RTC) that provide improved agile planning, global enterprise readiness, collaborative application lifecycle management (ALM), ecosystem support, and integration with existing environments. Key capabilities include scaling to thousands of users and millions of files, customizable dashboards and reports, risk assessment in planning, and expanded traceability across tools.
The document discusses several philosophers and their ideas. It summarizes Descartes' method of doubt where he doubted all beliefs to find absolute truth. It discusses Aristotle's view of ethics as naturalistic and focusing on virtues. It also discusses feminism and issues with gender roles and body image expectations for women. It concludes with the author's perspective embracing aspects of Hinduism, Buddhism, Christianity and Islam.
El documento presenta una introducción al método de elementos finitos, el cual divide el dominio de una solución en elementos simples para desarrollar una solución aproximada a ecuaciones diferenciales. Explica que el método sigue un procedimiento estándar de discretización, desarrollo de ecuaciones para cada elemento, y obtención de una solución óptima. Finalmente, menciona algunas aplicaciones comunes del método de elementos finitos en ingeniería, como en análisis estructural, mecánica de fluidos y propagación de cal
El documento proporciona instrucciones en 5 pasos para ingresar a la página de Flickr e iniciar sesión utilizando una cuenta de Facebook: buscar Flickr en Google, hacer clic en la primera opción, hacer clic en Iniciar sesión, hacer clic en Iniciar sesión con Facebook e ingresar el correo electrónico y contraseña de Facebook. El propósito es crear un álbum de fotos en Flickr.
The document contains vocabulary words and their definitions related to the topic "Shakespeare Is Hip-Hop". It includes over 30 words such as quotidian, fey, pervasive, douse, pliable, neologism, commendable, profuse, abundant, and radiant along with explanatory definitions provided by students.
The document contains a vocabulary list for the topic "Shakespeare Is Hip-Hop" with 55 terms. The terms cover a range of parts of speech including adjectives like "quotidian", "pervasive", and "radiant"; verbs such as "douse", "poach", and "narrate"; and nouns like "neologism", "plethora", and "hiatus". The vocabulary list provides definitions for understanding the connection between Shakespeare's works and modern hip-hop music and culture.
Data warehousing involves integrating data from disparate sources into a central repository for business analytics and reporting. The data warehouse stores historical data separately from daily operations. Common warehouse schemas include star and snowflake, arranging dimensions and facts for simpler queries. Online analytical processing (OLAP) cubes represent these schemas to answer multi-dimensional queries swiftly with measures and dimensions. Reports are then generated from the analyzed data.
Predictive analytics uses past data and statistical algorithms to predict future outcomes and trends. It allows organizations to be more proactive by predicting events before they occur to improve revenue, reduce costs, and increase competitiveness. Studies show companies using predictive analytics are 36% more likely to experience above average revenue growth and twice as likely to outperform peers. For example, predictive analytics helped the Memphis Police Department reduce serious and violent crimes by positioning resources before crimes were committed. It also helped First Tennessee Bank increase its marketing response rate by 3.1% and return over 600% on its marketing investment.
Case Study: First Tennessee Bank Delivering Exceptional Customer ServiceMelissa Luongo
First Tennessee Bank selected Cicero software to provide intelligent unified desktop solutions for their customer service operations and throughout their enterprise.
First Tennessee Bank: applying analytics to drive higher ROI from market prog...David Pittman
For banks today, having more ways to communicate with customers is a good thing. But it has also made it harder for banks to figure out where and how to most profitably commit their marketing resources. Leveraging predictive analytics, First Tennessee Bank is combining a granular understanding of the needs of customer segments with real P&L data to optimize its marketing spend, focusing on programs that deliver the highest ROI.
Watch the YouTube video to learn more: http://bit.ly/18X49fW
Predictive Analytics Project in Automotive IndustryMatouš Havlena
Original article: http://www.havlena.net/en/business-analytics-intelligence/predictive-analytics-project-in-automotive-industry/
I had a chance to work on a predictive analytics project for a US car manufacturer. The goal of the project was to evaluate the feasibility to use Big Data analysis solutions for manufacturing to solve different operational needs. The objective was to determine a business case and identify a technical solution (vendor). Our task was to analyze production history data and predict car inspection failures from the production line. We obtained historical data on defects on the car, how the car moved along the assembly line and car specific information like engine type, model, color, transmission type, and so on. The data covered the whole manufacturing history for one year. We used IBM BigInsights and SPSS Modeler to make the predictions.
The document discusses achieving better requirements on Agile projects. It begins by introducing traditional structured requirements approaches and how Agile differs. The main points covered include:
- User stories are the basis for requirements on Agile projects, bridging business goals to implementation. Stories should fit in iterations.
- Common pitfalls when dealing with Agile requirements include lack of context, unclear acceptance criteria, and not accounting for all work.
- The document recommends adopting seven habits to improve requirements, such as establishing scope and context, prioritizing based on business value, and elaborating requirements progressively with just enough detail. Acceptance tests should define requirements.
You may probably recognize the situation when a requirements professional is assigned to a new, challenging, agile project.
As Scrum does not know the role of a Requirements Engineer (RE) or Business Analyst (BA), the requirements professional will either become the Product Owner or be part of the Scrum Team (which consists of members with cross-functional know-how). Either way, the activities of requirements engineering will be executed in some way in an agile environment: that is handling requirements, often associated with user stories, eliciting needs from various stakeholders, documenting them accordingly, negotiating them and achieving acceptance and finally dealing with changes.
There is definitely a lot that goes on with requirements in Agile projects. Sometimes, you may not recognize that a practice used is nothing other than the basic method such as prioritisation; it becomes even more important and may be performed in a very similar way to traditional approaches (e.g. single-criterion classification or the Kano model), even if the result is represented as a sorted Product Backlog.
In this slideshare, the presenter will make some propositions about practices of the four major activities of requirements engineering (elicitation, documentation, validation, management) that may be implemented in a Scrum environment. This will be done by virtue of eliciting differences between the classic way of requirements engineering versus requirements engineering done in the Agile way published in the presenter's article at:
https://www.scrumalliance.org/community/articles/2017/august/requirements-engineering.aspx
This document provides an introduction to Agile software development. It discusses the origins and evolution of Agile methods from the 1970s onwards. Key characteristics of Agile include iterative development, emphasis on individuals and interactions over processes, customer collaboration, and responding to change. Specific Agile methodologies like Scrum and Extreme Programming are described. The document also outlines 10 key principles of Agile development such as active user involvement, empowered self-organizing teams, frequent delivery of working software, and collaboration between all stakeholders.
The document discusses testing in Agile environments. It covers traditional vs Agile testing approaches, the role of testers in Agile projects, and specific technical skills for Agile testers. In Agile, testing is iterative and incremental, occurring alongside development. Testers collaborate with developers to help define requirements and acceptance criteria, automate tests, and find bugs through exploratory testing. Their role focuses more on communication and facilitating quality than traditional documentation-heavy testing.
In this advanced business analysis training session, you will learn Use Cases and Its use in Agile World. Topics covered in this session are:
• Requirements Principles
• Identify the principles that lead to effective Agile requirements
• Setting the Stage for Requirements
• Establish the vision as the foundation of Agile requirements
• Levels of Agile Requirements
• Identify the different level of Agile requirements for effective requirements
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/advanced-business-analyst-training/
This document discusses how Agile principles and practices can support ITIL frameworks. It advocates that development adopt Agile methods fully through automation, customer involvement, and focus on quality. It also stresses the importance of operations participating in development and allowing frequent changes. Adopting these approaches can improve service quality, reduce risks, and foster collaboration between teams. The document provides advice such as implementing process changes incrementally and ensuring both process owners and managers are involved.
The document describes how an IT support center used Agile/Kanban principles to improve their operations. They broke work into user stories with SLAs, limited work in progress, and visualized workflow on a Kanban board. This increased transparency, reduced bottlenecks, and improved response time by focusing on the highest priority work.
The document discusses testing XPages with a pilot project and outlines the essential steps. It introduces the presenters and their expertise. It then discusses why organizations should consider a pilot project to test XPages, including using it as a sandbox to learn from failures and successes. The document outlines the key steps to define objectives, plan the pilot, communicate about it, execute the pilot and get feedback, and finally close the pilot by documenting findings. It provides details on each step and emphasizes defining objectives, eliminating risks, and planning for contingencies.
1) Smart companies are combining traditional and agile practices to increase business value by using more plan-driven methods for elements high in criticality and stability, and agile methods for elements high in volatility.
2) The BA role is not going away in an agile world because many projects do not fit the agile "sweet spot" and BAs provide value as facilitators, problem-solvers, and producers of documentation.
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2. Goals
To understand what do we do differently in agile?
To show that requirements still matter in agile
To understand agile requirements practices
To show that context counts, and one “process size” does not fit all
To explore how to scale agile requirements practices
Agile Requirements at Scale 2
3. 3
Agenda
1 Agility and requirements
2 Achieving better requirements on agile
projects: User stories and beyond
3 Brief introduction to Agile requirements at scale
4 Conclusion
Agile Requirements at Scale 3
4. Agile Requirements: Strategies are changing
Continual customer involvement
Product owner represents the stakeholders
Shared vision
Understand business needs
Focus on stakeholders goals
Requirements elicitations
Conversations, agile modeling, workshops
Requirements analysis
Performed “just in time”
Requirements documentation
User stories, storyboards, acceptance tests, agile models
Test your documentation effectiveness : ”CRUFT” Measure
Formality
Improvised, more relaxed approach
Agile Requirements at Scale 4
5. Traditional requirements practices are changing
Specify acceptance tests while you gather requirements
Iterative requirements planning & management
adjusted with planning levels to take into account the progressive
requirements specification
Strategy
Product
Release Portfolio
Iteration
Product
Day
Release
Most agile teams are
concerned only with
Iteration the three innermost
levels of the planning
Source: Scrum onion
Day
Agile Requirements at Scale 5
6. Agile brook down the barriers Prioritized
Requirements Requirement List
Agile planning 101
Requirements Master story Ve
List loc
specs it y
Add user Done
Code Tests
Create profile Done
Tests
Book
Code reservation Done
Make payment
+ MORE
Silos
Agile Team Collaborates
One whole team with Customer
Agile Requirements at Scale 6
7. 7
Agenda
1 Agility and requirements
2 Achieving better requirements on agile
projects: User stories and beyond
3 Brief introduction to Agile requirements at scale
4 Conclusion
Agile Requirements at Scale 7
9. Agile Requirements: User Stories
User story is a concise, written description of a piece of functionality that will be
valuable to a software stakeholder
As a <role>, I can <goal> so that <business value>
Epic User Stories are very large user stories
Break epic stories into iteration-stories
Product Backlog contains ranked list of user stories for a release
User Stories are created at the beginning of the release
Product Owner ranks list based on highest need to stakeholders
But with input from team, e.g. high risk items rank high
Agile Requirements at Scale 9
10. User stories: Ron Jeffrey’s 3 Cs
Card As a (user role), I want to (goal) so I can (reason)
What is the goal of a Example:
user As a registered student, I want to view course details so I can create
my schedule
Conversation Discuss the card with a stakeholder. Just in time analysis (JIT)
How to achieve the through conversations.
goal using the Example:
system? What information is needed to search for a course?
What information is displayed?
Confirmation Record what you learn in an acceptance test.
How to verify if the Example:
story is done and Student can access course catalog 24 x 7 hours
complete, and the
goal is achieved Student cannot choose more than three courses
A user story has 3 parts. If it doesn't, it's not a user story.
Agile Requirements at Scale 10
10
11. Acceptance tests
Acceptance tests are high level tests and captured as
confirmation
They test the completeness of a user story or stories 'played'
during any sprint/iteration.
They verify that the user’s goal is achieved using the system
Write acceptance tests before coding
Non-functional requirements and business rules are often
captured as part of acceptance tests Are these
acceptance
Engage customer to define acceptance tests tests?
As a registered
student
• Student can access course
I want to access catalog 24*7 hours
course catalog • Student cannot choose more
content so I create than three courses
my schedule
Agile Requirements at Scale 11
13. Why use User Stories?
Right size for planning, works for iterative development
Defer detail until you have the best understanding you are going to have
about what you really need
Focus on user goals and business values
Emphasize verbal rather than written communication
Comprehensible by both Stakeholders and the dev team
Stories support evolutionary development
Agile Requirements at Scale 13
14. Definition of Done
Every story needs to meet this definition to be counted
Start with a manageable definition of Done
Review definition of Done each iteration, try to add to it
Done
No Sev 1, Sev 2, Minimal Sev 3, Sev 4
Code reviews completed
80% Unit test coverage
Test automation completed
Documentation complete and reviewed
Agile Requirements at Scale 14
15. Putting everything together: Iteration Planning
Ve locity ~ 20 Product Backlog Size
60
As a customer I want to be 5
50 As a customer I want to be 3
40
As a administrator I want 2
Velocity of ~20,
Rank Order
St ory Point s Target ed
30
St ory Point s Co mplet ed
20 Select top 5 As a business planner I 3
10
stories (21 pts) As a customer I want to be 8
0
It erat io n 1 It erat ion 2 It erat io n 3 It erat ion 4 It erat ion 5 As a administrator I want 2
As a product owner I want 5
As a customer I want to be 1
As a customer I want to be 8
Iteration Planning
1. Pull stories from the top of your ranked list
2. Use the team velocity to determine how many stories to include in iteration
Velocity = total story points completed on average over last ~ 3
iterations
3. Define Acceptance tests
4. Define the tasks required to complete the work
Agile Requirements at Scale 15
16. 1
6
Agenda
1 Agility and requirements
2 Achieving better Requirements on
agile projects: User stories and
beyond
3 Brief introduction to Agile requirements at scale
4 Conclusion
Agile Requirements at Scale 16
17. Agile scaling factors
Team size Compliance requirement
Under 10 1000’s of Critical,
developers developers Low risk
Audited
Geographical distribution Domain Complexity
Straight Intricate/
Co-located Global -forward Emerging
Disciplined
Enterprise discipline Agile Organization distribution
Project Enterprise
Delivery (outsourcing, partnerships)
focus focus Collaborative Contractual
Organizational complexity Technical complexity
Flexible Rigid Heterogeneous,
Homogenous Legacy
Agile Requirements at Scale 17
18. Things to consider when you are scaling?
Features , Use Cases, or User Stories
How much discipline?
Automation is the rescue?
Need additional level of planning?
Documentation?
Reviews? Drive
Agile Requirements at Scale 18
19. Use Cases or User Stories? Use Context
A use case is A user story is
the specification of a set of actions a simple, clear, brief description
performed by a system, expressing a user’s goal for
which yields an observable result that using the system under
is, typically, development
of value for one or more actors or other to deliver business value
stakeholders of the system. (Unified
Modeling Language - UML 2.0)
Both methods are focusing on users and values to the users.
Each has its own strengths and weaknesses.
How do we bring together the best of the both worlds for Agile
Requirements at Scale?
Agile Requirements at Scale 19
20. Scaling factors make Agile hard? CLM to the rescue
Agile planning 101 Prioritized/ranked
Master story List Requirements List
Add user
Create profile
Book reservation
Te
am
Make payment ve
lo
cit
y
Continual Stories
Defects
Improvement
Collaboration
Sprint
Test Scripts
Builds
Visibility to the Lifecycle traceability
whole team
Agile Requirements at Scale 20
21. Agile requirements and large teams
Communication and coordination risk increases with large teams
Initial requirements and architecture envisioning is critical
Coordination of requirements between subteams is important
Team organization, architecture, and requirements must reflect each other
Re-enforce the usage of product backlog for scope management
Use simple tools, apply some agile practices such as active participation of
stakeholders
Agile Requirements at Scale 21
22. Agile requirements and regulatory compliance
You may need to adopt other requirements
strategies, such as use cases or formal System
Requirements Specifications (SRSs)
BUT... read the regulations, because they likely don’t
specify how, nor when, to capture the requirements
Traceability is often a secondary, but important,
part of the regulation
BUT read the regulations, because they likely don’t
specify the level of detail required
You will likely need to write more documentation,
particularly business rules and requirements
pertaining to sensitive data
BUT read the regulations, because you only need to
do this to the extent of the risk of the project
You may need to hold reviews
BUT read the regulations, because they seldom
require formal reviews
Agile Requirements at Scale 22
23. Agile requirements and geographically distributed
development
Geographically distributed teams incur
significant communication risk
Need a more “disciplined” agile
requirements approach
One that can address risks
Automation is a “must” for requirements
traceability, version control and
collaboration
Requirements dashboards and reporting
on certain important measures become
necessary
Large team considerations apply
Agile Requirements at Scale 23
24. Agile requirements and domain complexity
Business process sketching may help
understand the complex domain
environment Rich-text,
Images, links
Process
Might want to consider light-weight use Sketches
cases instead
Will likely need to do more user interface
(UI) prototyping
Active participation of stakeholders
Shared
throughout the life cycle is crucial for you Glossaries
to understand their changing needs
Feedback and
Important: Complex domains don’t imply Dialogue
that you need detailed requirements
speculations UI Sketches and
Use Cases Storyboards
Agile Requirements at Scale 24
25. 2
5
Agenda
1 Agility and requirements
2 Achieving better Requirements on agile
projects: User stories and beyond
3 Brief introduction to Agile requirements at scale
4 Conclusion
Agile Requirements at Scale 25
26. Implications for Business Analysts (BA)
The BA goal is to build a shared understanding, it isn’t to write detailed
documentation
Expand your horizons and become a generalizing specialist
Learn how to perform acceptance TDD so that you can capture requirements as
executable specifications
Recognize that one process size does not fit all, that you will need to be flexible
Your primary goals should be to:
Facilitate communication between stakeholders and developers
Put developers in direct contact with stakeholders wherever possible
Help developers learn better communication skills
Agile Requirements at Scale 26
27. Implications for Organizations
Don’t be fooled by the agile rhetoric
You still need to invest in modeling
You still need to invest in requirements management
Don’t be fooled by the traditional rhetoric
Detailed documentation adds risk to IT projects
Individual teams find themselves in unique situations, so will have
unique tailorings of your process
Agile Requirements at Scale 27