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.
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.
This document discusses various integration and automation solutions for JDE Edwards systems, including:
- iBOLT, Magic Software's code-free integration platform that connects JD Edwards to other applications and platforms through visual workflows.
- Pre-built iBOLT connectors and components for JD Edwards that support 50+ adapters, services and methods.
- Examples of iBOLT integrations including SharePoint and Dynamics CRM.
- The company's functional expertise in various JD Edwards modules like finance, supply chain, manufacturing and service management.
The document provides guidance on writing requirements to define a software project from concept to coding. It discusses establishing the client's needs through defining the territory, context and direction. It also covers identifying users and writing personas, user stories and acceptance tests to define features and their scope. The goal is to fully specify requirements before development through documenting the user stories, workflows, wireframes and specifications for each feature. This process aims to uncover gaps and ensure all parties share a common understanding of the project.
Developer Conference 1.4 - Customer In Focus- Sammons Financial Group (SFO)Micro Focus
The document discusses Sammons Financial Group's project to modernize their legacy COBOL-based policy administration system by migrating it to Visual COBOL. Key challenges included organizing over 2,200 modules across multiple projects and rewriting SQL and screen calls. With help from Micro Focus, they were able to compile the entire codebase under managed code with minimal changes. Lessons learned include allowing more time for testing and getting help from Micro Focus on specialized areas. Future plans include converting screens and breaking modules into functional groups.
A talk I presented at vNext Orange County, 25th of February 2013 about the importance of delivering business value and how you as a developer can much easier meet the requirements of the end user by applying practices like DDD and utilizing things like CQRS and MVVM to help decouple your software and focus better.
Scholtes Canvas for Lean Sales and MarketingBusiness901
The document outlines The Scholtes Canvas tool, which is used to analyze an organization or value stream. It provides questions to help identify the purpose, customers, competitors, products/services, and customer benefits. The questions are grouped into sections on purpose, customers, competitors, products/benefits, and customer chain. Mapping exercises are also included to trace a quality characteristic through the process and identify the flow of work. The tool aims to help understand key aspects of how an organization or value stream operates.
The document provides guidance on writing storyboards for app development projects. It discusses that storyboards are useful for organizing ideas, sharing ideas with others, and reducing mistakes during development. Traditional perceptions of storyboards being formal thick documents are challenged. Instead, the document promotes finding one's own way of writing storyboards, whether as an individual or as part of a team. Different tools that can be used for storyboarding are presented, including traditional PPT, hand drawings, mind maps, and wikis. The key aspects of writing storyboards like documenting ideas, requirements, drawings and flows are outlined. Two case studies of prior projects developed using storyboards are also summarized to showcase the benefits of storyboarding.
PMI Ireland Annual Conference 2012 - Agile First StepsColm O'hEocha
The document discusses taking first steps towards adopting agile practices. It recommends making work visible, establishing roles and teams, and establishing a flow of work. Specifically, it suggests using boards to visualize work, defining Scrum roles like Product Owner and Scrum Master, and focusing on continuous flow through techniques like limiting work in progress.
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.
This document discusses various integration and automation solutions for JDE Edwards systems, including:
- iBOLT, Magic Software's code-free integration platform that connects JD Edwards to other applications and platforms through visual workflows.
- Pre-built iBOLT connectors and components for JD Edwards that support 50+ adapters, services and methods.
- Examples of iBOLT integrations including SharePoint and Dynamics CRM.
- The company's functional expertise in various JD Edwards modules like finance, supply chain, manufacturing and service management.
The document provides guidance on writing requirements to define a software project from concept to coding. It discusses establishing the client's needs through defining the territory, context and direction. It also covers identifying users and writing personas, user stories and acceptance tests to define features and their scope. The goal is to fully specify requirements before development through documenting the user stories, workflows, wireframes and specifications for each feature. This process aims to uncover gaps and ensure all parties share a common understanding of the project.
Developer Conference 1.4 - Customer In Focus- Sammons Financial Group (SFO)Micro Focus
The document discusses Sammons Financial Group's project to modernize their legacy COBOL-based policy administration system by migrating it to Visual COBOL. Key challenges included organizing over 2,200 modules across multiple projects and rewriting SQL and screen calls. With help from Micro Focus, they were able to compile the entire codebase under managed code with minimal changes. Lessons learned include allowing more time for testing and getting help from Micro Focus on specialized areas. Future plans include converting screens and breaking modules into functional groups.
A talk I presented at vNext Orange County, 25th of February 2013 about the importance of delivering business value and how you as a developer can much easier meet the requirements of the end user by applying practices like DDD and utilizing things like CQRS and MVVM to help decouple your software and focus better.
Scholtes Canvas for Lean Sales and MarketingBusiness901
The document outlines The Scholtes Canvas tool, which is used to analyze an organization or value stream. It provides questions to help identify the purpose, customers, competitors, products/services, and customer benefits. The questions are grouped into sections on purpose, customers, competitors, products/benefits, and customer chain. Mapping exercises are also included to trace a quality characteristic through the process and identify the flow of work. The tool aims to help understand key aspects of how an organization or value stream operates.
The document provides guidance on writing storyboards for app development projects. It discusses that storyboards are useful for organizing ideas, sharing ideas with others, and reducing mistakes during development. Traditional perceptions of storyboards being formal thick documents are challenged. Instead, the document promotes finding one's own way of writing storyboards, whether as an individual or as part of a team. Different tools that can be used for storyboarding are presented, including traditional PPT, hand drawings, mind maps, and wikis. The key aspects of writing storyboards like documenting ideas, requirements, drawings and flows are outlined. Two case studies of prior projects developed using storyboards are also summarized to showcase the benefits of storyboarding.
PMI Ireland Annual Conference 2012 - Agile First StepsColm O'hEocha
The document discusses taking first steps towards adopting agile practices. It recommends making work visible, establishing roles and teams, and establishing a flow of work. Specifically, it suggests using boards to visualize work, defining Scrum roles like Product Owner and Scrum Master, and focusing on continuous flow through techniques like limiting work in progress.
Building Results Oriented Websites: The Method That Ends the MadnessTom McCracken
Content Management Systems gives you a huge tool box to deliver features. As CMSs accelerates the development cycle, the question changes from “How do we build sites?” to “What should we build?” This session presents the strategies and methodologies we have learned and used over the last 12 years to build results driven websites.
For decades the gold standard for measuring project success has been the project management iron triangle: on time, on budget, on scope. Despite increasingly more rigorous planning strategies, the average project is still 45% over budget, delayed by 63% and missing 1/3 of the promised functionality.
Worse yet, this obsession with certainty is reducing quality, innovation and value while burning out web development teams - and things are only getting more difficult.
A new way of thinking is needed to build truly successful projects. This session presents modern strategies and methodologies that have continually proven to beat the averages. We will review the latest research and advice from the world’s foremost software engineers. The session will conclude with a breakdown of the innovative methodologies that drive the majority of the world’s leading websites.
This session is for anyone looking to build more successful projects. Project owners will learn how to drive innovation, faster and with less cost. Your development team will learn how to continually deliver better work with less stress and long weekends.
RESTful Work Items: Opening up Collaborative ALMoslc
Mik Kersten and Steve Speicher discuss the OSLC Change Management 1.0 specification and demo implementations of the spec. Originally presented at Rational Software Conference in June, 2009
The document discusses implementing CMMI and Scrum frameworks at a company. It describes two pilot projects, called Kairos and Nautilus, that used Scrum. Lessons learned from the pilots include difficulties estimating tasks and the important roles of the Scrum Master and Product Owner. Metrics like burn down charts and team velocity were used to track progress. The document also compares CMMI and Scrum, explaining where each is best applied depending on project type and complexity.
Organisational Competitiveness - PresentationSukesh Ned
This document summarizes a presentation given by Sukesh Ned of Turnaround Services Global on improving organizational competitiveness. The presentation discussed uncertainties in the global business environment and the need for inevitable business change. It provided a framework for defining boundaries, deepening customer insights, differentiating products, leveraging quality, and benchmarking costs. The presentation emphasized the need to prepare for, define, analyze, and initiate change in order to stay competitive.
The document discusses delivering value early and often through an agile product development approach. It emphasizes beating competition to market by discovering insights through iterative development. It also covers organizing product backlogs, prioritizing stories, estimating work, and committing to schedules.
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 describes the product teams at a company. It lists several cross-functional teams organized around key product areas like consumer products, mobile products, merchant tools, and operations. Each team is focused on specific initiatives and has members from engineering, product management, and other functions. The roadmap shows planned work for each team over the next 6 months.
The document discusses different approaches to outsourcing deals, including traditional outsourcing contracts and joint ventures. It provides an example of a joint venture sourcing structure where responsibilities and contributions are shared 50/50 between the client and vendor. The client typically provides people, assets, commitment as a customer, capital and subject matter experts. The vendor typically provides capital to fund start-up, tools and methods to manage change, experience leading change, transferring resources to the joint venture, and commitment to success.
The document summarizes a demonstration of Novell's Business Service Management software. It describes organizing infrastructure data from sources like the CMDB into an intelligent service model. Rules can then be applied to model how monitoring information affects the reported state of business services. The demonstration will show a dashboard view of any service, customized visualizations of service relationships, and how critical conditions are prioritized based on redundancy rules.
Mike burrows level demand, balance workload and manage schedule risk with c...AGILEMinds
The document discusses using classes of service to manage different types of work in a lean/Kanban system. It describes classifying work into standard, fixed date, expedited, and intangible categories based on their cost of delay profile. The document recommends reducing work in progress, making work items smaller, starting work at the right time, and borrowing from other work to create more flexibility. It also advocates embracing diversity by designing the system and policies around different expectations for each class of service.
This document discusses a web-based platform called Ozone for process automation and workflow customization without coding. Ozone allows users to build modules to manage various items like defects, requirements, and test cases. Templates can be created to define the fields, workflow, and other aspects of a process and then modules are generated from these templates. Both out-of-the-box and custom templates are available. Ozone provides features like alerts, reminders, reports, and roles to support automated workflows. Consulting and training services are also available to help organizations implement workflow solutions using this platform.
This is a slide deck I have created for a session I did during a Microsoft Executive Meeting in Dublin. It is an excerpt of my SaaS/Multi Tenancy workshop that I do regularly at various conferences.
Catching The Long Tail With SaaS + Windows AzureRainer Stropek
I assembled this slide deck for a session for the Azure User Group in Brussels in Oct. 2012.
“Software as a Service” (SaaS) is a software distribution model that uses the Internet to deploy, maintain and run software solutions. Applications that are built to be used by thousands of customers have the need to be configurable and customizable to a high degree. This has a strong impact on the applications’ architectures. A single code base and a limited number of deployed instances have to serve a large number of customers (=tenants) although the users’ view on the system may be very different. In this session Rainer Stropek presents challenges that software architects are typically faced with when building such configurable multi-tenancy solutions. Based on this discussion Rainer will point out important consequences of multi-tenancy on operational costs and pricing models in SaaS solutions.
How to Leverage the Value of Your ApplicationFlexera
This document discusses how to leverage the value of an application by recognizing that different customers value different features and functionality. It recommends creating value through flexible pricing models, licensing structures, and transaction options. This allows tailoring the offering to match specific customer needs around cash flow, capital conservation, and speed of achieving value. The key is to deliver what target customers want through the features of the offering.
The document discusses extensions that can be made to the Rational Application Developer (RAD) platform. It covers APIs for extracting metrics from Java code, building custom plug-ins, developing reports using BIRT and Crystal Reports, creating custom JSF components, and visualizing custom tags. A case study is presented on a project called JCAP that uses these extensibility features to build a code quality assessment platform integrated with RAD and other tools.
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.
1. The document discusses distributed software development using Scrum and social coding. It provides an overview of Intland's ALM platform codeBeamer which supports these methods.
2. Key aspects covered include Scrum vs V-model processes, using forks and pull requests in distributed version control systems like GIT to enable social coding, and demos of codeBeamer's features.
3. The presentation concludes with reminding attendees they can find more information on Intland's and codeBeamer's websites.
1. Imaginea provides quality assurance and automation services using a blend of in-house, open source, and commercial tools. They have expertise in choosing what to automate.
2. Their test engineering process includes product explanation and strategy definition, functional QA, automation and regression testing, performance and security testing, platform certification, and go-to-market readiness.
3. Challenges with automation include systems changing frequently, unrealistic expectations, and communication gaps when transitioning from manual to automated testing. Imaginea has developed tools like BrighTest and Bot-Bot to help with test automation.
Sailing in Requirements Management Cross Currents - www.manageware.co.il SeminarManageware
The document discusses different approaches to requirements management for various types of projects and organizations. It provides a framework to help assess which approaches may be best suited for different project goals, environments, and constraints. It also offers keys to successful implementation based on years of experience in requirements engineering. Different project types have different cultures and requirements focuses, from engineering and compliance-driven to agile and minimalist. Economics and industry patterns also influence optimal processes and techniques.
The document discusses various skills needed to be an effective product owner, including story writing, agile modeling, prioritization, collaboration, process, and product evangelism skills. It provides examples and descriptions of how to use techniques like story splitting, acceptance criteria, estimation, agile modeling, prioritization tools, collective ownership, and product demonstrations. The overall message is that with these skills one can overcome challenges and deliver value.
The document lists the dates that Vijay Mohire completed various Oracle Communications and AIA course modules, including modules on the Oracle Communications Design Studio, Order and Service Management, Unified Inventory Management, and AIA for Communications Order to Cash, between June 12-14, 2015.
Building Results Oriented Websites: The Method That Ends the MadnessTom McCracken
Content Management Systems gives you a huge tool box to deliver features. As CMSs accelerates the development cycle, the question changes from “How do we build sites?” to “What should we build?” This session presents the strategies and methodologies we have learned and used over the last 12 years to build results driven websites.
For decades the gold standard for measuring project success has been the project management iron triangle: on time, on budget, on scope. Despite increasingly more rigorous planning strategies, the average project is still 45% over budget, delayed by 63% and missing 1/3 of the promised functionality.
Worse yet, this obsession with certainty is reducing quality, innovation and value while burning out web development teams - and things are only getting more difficult.
A new way of thinking is needed to build truly successful projects. This session presents modern strategies and methodologies that have continually proven to beat the averages. We will review the latest research and advice from the world’s foremost software engineers. The session will conclude with a breakdown of the innovative methodologies that drive the majority of the world’s leading websites.
This session is for anyone looking to build more successful projects. Project owners will learn how to drive innovation, faster and with less cost. Your development team will learn how to continually deliver better work with less stress and long weekends.
RESTful Work Items: Opening up Collaborative ALMoslc
Mik Kersten and Steve Speicher discuss the OSLC Change Management 1.0 specification and demo implementations of the spec. Originally presented at Rational Software Conference in June, 2009
The document discusses implementing CMMI and Scrum frameworks at a company. It describes two pilot projects, called Kairos and Nautilus, that used Scrum. Lessons learned from the pilots include difficulties estimating tasks and the important roles of the Scrum Master and Product Owner. Metrics like burn down charts and team velocity were used to track progress. The document also compares CMMI and Scrum, explaining where each is best applied depending on project type and complexity.
Organisational Competitiveness - PresentationSukesh Ned
This document summarizes a presentation given by Sukesh Ned of Turnaround Services Global on improving organizational competitiveness. The presentation discussed uncertainties in the global business environment and the need for inevitable business change. It provided a framework for defining boundaries, deepening customer insights, differentiating products, leveraging quality, and benchmarking costs. The presentation emphasized the need to prepare for, define, analyze, and initiate change in order to stay competitive.
The document discusses delivering value early and often through an agile product development approach. It emphasizes beating competition to market by discovering insights through iterative development. It also covers organizing product backlogs, prioritizing stories, estimating work, and committing to schedules.
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 describes the product teams at a company. It lists several cross-functional teams organized around key product areas like consumer products, mobile products, merchant tools, and operations. Each team is focused on specific initiatives and has members from engineering, product management, and other functions. The roadmap shows planned work for each team over the next 6 months.
The document discusses different approaches to outsourcing deals, including traditional outsourcing contracts and joint ventures. It provides an example of a joint venture sourcing structure where responsibilities and contributions are shared 50/50 between the client and vendor. The client typically provides people, assets, commitment as a customer, capital and subject matter experts. The vendor typically provides capital to fund start-up, tools and methods to manage change, experience leading change, transferring resources to the joint venture, and commitment to success.
The document summarizes a demonstration of Novell's Business Service Management software. It describes organizing infrastructure data from sources like the CMDB into an intelligent service model. Rules can then be applied to model how monitoring information affects the reported state of business services. The demonstration will show a dashboard view of any service, customized visualizations of service relationships, and how critical conditions are prioritized based on redundancy rules.
Mike burrows level demand, balance workload and manage schedule risk with c...AGILEMinds
The document discusses using classes of service to manage different types of work in a lean/Kanban system. It describes classifying work into standard, fixed date, expedited, and intangible categories based on their cost of delay profile. The document recommends reducing work in progress, making work items smaller, starting work at the right time, and borrowing from other work to create more flexibility. It also advocates embracing diversity by designing the system and policies around different expectations for each class of service.
This document discusses a web-based platform called Ozone for process automation and workflow customization without coding. Ozone allows users to build modules to manage various items like defects, requirements, and test cases. Templates can be created to define the fields, workflow, and other aspects of a process and then modules are generated from these templates. Both out-of-the-box and custom templates are available. Ozone provides features like alerts, reminders, reports, and roles to support automated workflows. Consulting and training services are also available to help organizations implement workflow solutions using this platform.
This is a slide deck I have created for a session I did during a Microsoft Executive Meeting in Dublin. It is an excerpt of my SaaS/Multi Tenancy workshop that I do regularly at various conferences.
Catching The Long Tail With SaaS + Windows AzureRainer Stropek
I assembled this slide deck for a session for the Azure User Group in Brussels in Oct. 2012.
“Software as a Service” (SaaS) is a software distribution model that uses the Internet to deploy, maintain and run software solutions. Applications that are built to be used by thousands of customers have the need to be configurable and customizable to a high degree. This has a strong impact on the applications’ architectures. A single code base and a limited number of deployed instances have to serve a large number of customers (=tenants) although the users’ view on the system may be very different. In this session Rainer Stropek presents challenges that software architects are typically faced with when building such configurable multi-tenancy solutions. Based on this discussion Rainer will point out important consequences of multi-tenancy on operational costs and pricing models in SaaS solutions.
How to Leverage the Value of Your ApplicationFlexera
This document discusses how to leverage the value of an application by recognizing that different customers value different features and functionality. It recommends creating value through flexible pricing models, licensing structures, and transaction options. This allows tailoring the offering to match specific customer needs around cash flow, capital conservation, and speed of achieving value. The key is to deliver what target customers want through the features of the offering.
The document discusses extensions that can be made to the Rational Application Developer (RAD) platform. It covers APIs for extracting metrics from Java code, building custom plug-ins, developing reports using BIRT and Crystal Reports, creating custom JSF components, and visualizing custom tags. A case study is presented on a project called JCAP that uses these extensibility features to build a code quality assessment platform integrated with RAD and other tools.
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.
1. The document discusses distributed software development using Scrum and social coding. It provides an overview of Intland's ALM platform codeBeamer which supports these methods.
2. Key aspects covered include Scrum vs V-model processes, using forks and pull requests in distributed version control systems like GIT to enable social coding, and demos of codeBeamer's features.
3. The presentation concludes with reminding attendees they can find more information on Intland's and codeBeamer's websites.
1. Imaginea provides quality assurance and automation services using a blend of in-house, open source, and commercial tools. They have expertise in choosing what to automate.
2. Their test engineering process includes product explanation and strategy definition, functional QA, automation and regression testing, performance and security testing, platform certification, and go-to-market readiness.
3. Challenges with automation include systems changing frequently, unrealistic expectations, and communication gaps when transitioning from manual to automated testing. Imaginea has developed tools like BrighTest and Bot-Bot to help with test automation.
Sailing in Requirements Management Cross Currents - www.manageware.co.il SeminarManageware
The document discusses different approaches to requirements management for various types of projects and organizations. It provides a framework to help assess which approaches may be best suited for different project goals, environments, and constraints. It also offers keys to successful implementation based on years of experience in requirements engineering. Different project types have different cultures and requirements focuses, from engineering and compliance-driven to agile and minimalist. Economics and industry patterns also influence optimal processes and techniques.
The document discusses various skills needed to be an effective product owner, including story writing, agile modeling, prioritization, collaboration, process, and product evangelism skills. It provides examples and descriptions of how to use techniques like story splitting, acceptance criteria, estimation, agile modeling, prioritization tools, collective ownership, and product demonstrations. The overall message is that with these skills one can overcome challenges and deliver value.
The document lists the dates that Vijay Mohire completed various Oracle Communications and AIA course modules, including modules on the Oracle Communications Design Studio, Order and Service Management, Unified Inventory Management, and AIA for Communications Order to Cash, between June 12-14, 2015.
The document discusses the author's past dislike and frustration with daily standup meetings, due to issues like them being long and unproductive, lack of preparation or punctuality among participants, and interpersonal conflicts. However, the author learned to enjoy standups more by making some changes: holding them in an open space near task boards, strictly adhering to time limits, using a token to control speaking, having a template for status updates, and adding a "party meter" to end on a lighter note. The document suggests standups can be improved through facilitation and establishing clear norms and procedures.
The document outlines 7 winning strategies for effective release planning from a product owner's perspective. The strategies are: 1) Understand the product vision, 2) Groom the product backlog, 3) Prioritize features for delivery, 4) Prepare for and participate in planning sessions, 5) Communicate the big picture, 6) Estimate story sizes collaboratively, and 7) Continuously inspect, adapt and refine the plan. Following these strategies helps ensure release planning supports reliable decision making and delivering business value.
Este documento describe varios tipos de servicios relacionados con blogs y redes sociales como agregadores de contenido, sistemas de creación de blogs, redes de blogs, rankings de blogs y comunidades móviles. Además, explica que el mapa está licenciado bajo Creative Commons para permitir su copia, distribución y modificación siempre que se mantenga el reconocimiento a sus autores.
This document discusses anti-patterns that can occur in stand up meetings in Agile teams. It identifies symptomatic, deviant behavior, and practice anti-patterns and provides examples and implications of each. Symptomatic anti-patterns include risks and issues not being identified, directed rather than self-organized meetings, and an undue focus on tasks over value. Deviant behaviors include team members being late, engaging in side conversations or storytelling. Practice anti-patterns involve holding meetings away from story boards, excluding some team members, and allowing non-participants to speak. The document encourages teams to reflect on whether their stand up meetings are effective and keep energy levels and focus high by avoiding these anti-patterns.
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.
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.
Real World Effective/Agile Requirements - IBM Innovate 2010 -sally elattaSally Elatta
This is the presentation I offered at the IBM 2010 conference around real world techniques and best practices for effective requirements gathering and release planning. Enjoy!
This document discusses user stories and how they can help software development teams understand user needs better than traditional requirements specifications. It provides examples of proper user stories, outlines key principles of writing effective stories, and explains how stories evolve through collaborative conversations between business stakeholders and developers. The document cautions that while documents are not abandoned, less documentation is preferable to reduce overhead and allow stories to change shape based on feedback.
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/
The practical value of this presentation is to help business analysts to adapt to agile and use appropriate techniques to achieve better requirements. The key take aways;
-Understand the difference between a traditional way of dealing with requirements and the agile way.
-Describe core agile requirements practices
-Understand challenges with agile requirements
-Learn sty a high level the User story concepts and Describe where they fit in the life cycle
-Understand how Acceptance tests extend User Stories
-Understand the evolution of user stories and their and elaboration throughout the life cycle
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
The document discusses effective user story writing in agile development. It covers topics like what a product backlog and user stories are, how to write good user stories, acceptance criteria, and tools to help with user story development like story mapping workshops and definition of ready. The goal is to provide guidance to write clear, valuable user stories that help teams deliver the desired product functionality.
The document presents a 10 step model for agile requirements that includes defining the objective, stakeholders, vision, roles, personas, user stories, acceptance tests, development, delivery, and checking the delivered value. It argues that there is more to requirements than just user stories and that projects should either take a "salami slice" or goal-directed agile approach. The model is intended to provide insights and ideas for linking together all aspects of agile requirements.
IIT Academy: Agile. Learn how to articulate customer expectations and build precisely what was intended, with the minimum of traceability issues. Acceptance Criteria (in conjunction with good agile practices) is a way to create well documented, high-quality codebase tested using the same set of standards by developers, testers, analysts, designers as well as the Product Owner. Learn good Acceptance Criteria - the keys to customer success in agile delivery!
Here are 3 scenarios that could be attached to the user story card:
Scenario 1: As a customer, I search for flights from New York to Los Angeles for next weekend. The results show available flights for those dates.
Scenario 2: As a customer, I select a flight from the results and am taken to a page to enter my personal details and payment information to complete the booking.
Scenario 3: As a customer, I receive a confirmation email after completing my booking with all the flight details.
Conversation
The team discusses things like:
- What dates constitute "next weekend"?
- What payment methods will be accepted?
- What information is included in the confirmation email?
Confirmation
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.
3) Traditional BA techniques like functional decomposition, scenarios and use cases, and requirements workshops can improve agile-inspired projects by achieving a deep understanding of problems and managing conflicts collaboratively.
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The Agile Readiness Assessment Tool EssayHeidi Owens
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- Scrum roles like Product Owner, Scrum Master, and cross-functional team members.
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Specification by example is a technique that has the following key benefits: less rework, higher product quality, more efficient implementation of changes, and better alignment across roles. It involves deriving system scope from goals, specifying collaboratively using examples, refining the specification, and automating validation to evolve a living documentation system. The document discusses practices for each step, including deriving requirements from goals by asking "why", using workshops and examples to specify collaboratively, refining specifications through iteration, and automating tests from examples to continuously validate the system.
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Similar to AT2012_Pune_UserStories_BhawanaGupta (20)
The trend in software development has been changed a lot nowadays. People are expecting predictable features from some unpredictable data. We can now develop software products from raw data, refine raw data to produce business insights and analytic. We are using visualizations, statistics, and machine learning to develop and plan the needful. This is termed as Data Science. Data modelling is the first part of any software product development. So, “Waterfall” is the approach.
During this period, “Agile” approaches has been emerged. Software Development projects are now getting delivered on a stipulated period and budget. Data science is still trapped on waterfall method.
Problem area lies here. Galore of opportunities arrives at the juncture of these two trends of
development. Agile big data is a development methodology which can be utilized to address the same. Session will be focused to explore new approaches and team structures to follow this methodology.
Traditionally, businesses like banking and telecom focused high on standardization and national regulation. The development lead times were long. Consequently, the solution providers developed capabilities to influence standards, develop products and interact with the end-service providers. The changing business landscape challenges providers to keep pace. In the slow-moving market, providers honed the ability to run major multi—year projects. Solution Providers became predictable development machinery with extensive mechanisms to enable predictability and control at the expense of flexibility and customer closeness. This led to organizational setups focusing on the alignment with the project structures and deepening the competencies in narrow areas both in the product and in the functional dimensions. The result? Organizational silos with multiple related hand-over challenges.
My talk will cover solutions to these challenges when multiple teams come together to deliver a solution.
Session will have different aspects of the Agile Portfolio Management.
Session is for Lean Agile Leaders which will help them manage portfolio Agile way. Lean Agile principles when applied to portfolio management, will help you keep pace with fast changing business by giving you a disciplined approach to implementing you strategic vision as realistic work plan.
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Agile transformation has to be accompanied by suitable governance mechanisms such that the metrics and measures conform to newer ways of working. In waterfall methodology it is straightforward – there is a project and a plan, the metrics verify compliance with the plan on triple constraints. Change was not something seen as desirable.
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Mainframe often termed old world juggernaut of software industry, but still holds large trillions of data in Banking, Insurance, Travel, Hospitality industry, has an impeccable track record of robust processing and security. But often the fast changing Digital world and Mobile eco system, manifests a challenge to Mainframe systems, in terms seamless compatibility. So that organizations can leverage competitive edge to have mobile eco system as part of their IT solution to gain the dynamic edge yet leverage Mainframe as their system of records to leverage stability.
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With the increase in population that separates ‘work’ from ‘life’, as if work is absence of life, it becomes increasingly important to study about what happiness means to people at work, so that they can be made to feel alive in their offices too. This session is aimed at introducing two interesting research studies that aimed to do just that. Also, this session helps people understand if business agility keeps us happy in the true sense.
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There’s a lot left unsaid about achieving and maintaining “enterprise” agility for large MNCs. For geo-distributed teams that are in the “Forming”, and even, “Norming” stages, there is perceived chaos while envisioning and building v1 products. Unlike teams that are already “norming” or “performing”, and have then adopted Agile, these “v1 teams” have a steeper trek to agility. Often, Agile process gives way to tactical execution. This session deals talks about dealing with this situation and maintaining business agility.
An Agile mindset believes that diverse teams with complementary skills are best equipped to thrive in today’s business environments.
Many organizations, working with Agile methodologies, talk about changing mindsets. I know from extensive experience that Agile principles and practices by themselves will not lead to this kind of transformation. A real Agile transformation is about not just doing Agile, but being Agile.
‘Follow Agile’ mindset will only help us get into the water but ‘Being Agile’ mindset will help us swim in the current. Most Agile implementations fail and their practitioners cannot tell why. Managers jump onto the Agile bandwagon, and quickly discover that the change runs much deeper and wider than they’d been told. Worse yet, people decide for or against Agile without understanding it properly. It does not have to be this way. This will be an interactive workshop leading toward the Agility.
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AT2012_Pune_UserStories_BhawanaGupta
1. Achieving better requirements on Agile projects:
User stories and beyond
BHAWANA V. GUPTA, IBM
bhawana.gupta@in.ibm.com
2. Agenda AGILE
USER
• A quick peep into the ‘World of structured requirements’ STORIES
• The Agile way of Requirements
SEVEN
• Common pitfalls when dealing with Agile Requirements HABITS
• Adopt SEVEN habits to achieve better requirements
2
3. The World of Structured Requirements
‘Big Requirements Up Front (BRUF)’ Approach
Changes are not handled effectively Scope
Assumption / guess work on requirements
Over reliance on documentation
Quality
Why do organizations choose to work
The Waterfall Paradox: Scope and Time (or
this way?
Cost) are fixed, but in practice, all three
constraints become fixed.
... which leads uIron Triangle’.
4. Break the ‘Iron Triangle’
Of the three critical factors – scope, cost, and time – vary at least one
Cost is constrained
Time is fixed
Project costs are usually fixed
Sprints and Iterations
Resources are constrained by
Releases and Milestones
Brooks’ Law Quality
Scope
Scope = Value
• The product backlog is the backbone for scope management
• Not ‘all’ will be done
• Prioritisation is key to delivering value
4
6. Consider an Agile Approach
Requirements
Requirements
specs
Code Tests Tests
Code Prioritized
Requirement List
Done Silos
Done
Done
Agile Team Collaborates with
Customer
One whole team
7. The Agile way of defining requirements
Initial requirements are initially envisioned
at a very high level .
The goal of the requirements envisioning
is to identify the high-level requirements
as well as the scope of the release
(what you think the system should do).
Most agile teams are
concerned only with the
three innermost levels of
the planning onion
Mike Cohn (2008)
7
8. And how is that done?
User Stories
Basis for the Requirements
Bridges the gaps from business goals to implementation plans
9. User Stories: An Agile Approach to Requirements
As a registered student, I want to view course detail so
Card that I can create my schedule
Conversation What information is needed to search for a course?
What information is displayed?
Confirmation Try it with a student with no ID
Try it with a missing course title
Stories are short, simple description of a feature told from the perspective of the
person who desires the new capability, usually a user or customer of the system
Stories should be able to fit into a single iteration; if the size is larger, it should be
grouped into smaller logical sections
Epics will be used for the following purposes (to be created from business
requirements)
–Collection of related stories, to help organize the work
–As placeholder for a functionality/group of stories where the work hasn’t been clarified
10. Where do User Stories fit in?
Business perspective
•Epics backlog Epics
•Stakeholders goals Span Releases
•Backlog constraints
System perspective
•Features
Features Fit in releases
User perspective
•Stories backlog
•Backlog constraints
User Stories Fit in iterations
Implemented by
TASKS
Source: Dean Lefingwell
10
11. Common pitfalls with Agile Requirements
• Major challenges with attitude over new language
o User stories, velocity, story points, epics, backlog..
• Major challenges with requirements and requirements details
o Is the context known? How much do we know about the dependencies links that are of contextual
relevance.
o How do you establish upfront business commitments?
o How do we account for backlog items that do not fit
user story paradigm?
o Aside from user stories, what are ways to represent
product needs?
o Where are my business rules?
o Where are my “quality of services” (NFR)?
o Where do I track other constraints?
• Major challenges with stories
o User story Vs. system story User stories are just part of
requirements
o Finding epics and stories from process models?
o Who is in charge of discovering stories?
12. Adopt SEVEN effective habits
HABIT #1
• Establish Context and Scope
HABIT #2
• Focus on Business Value
HABIT #3
• Prioritize
HABIT #4
• Elaborate requirements progressively
HABIT #5
• Collaborate, Communicate
HABIT #6
• Focus on quality
HABIT #7
• Manage
13. Adopt Habit #1: Establish Context and Scope
Establish a shared vision that captures customers real needs
Consider your organization scaling factors: i.e. distributed team
Consider all work that needs to be done
Defects, Change Requests, Review the work of other teams, and so on.
All of this work needs to be taken into account when creating the backlog.
Product Backlog Size
As a customer I want to be … 5
As a customer I want to be … 3
As a administrator I want … 2
Rank Order
User/System As a business planner I … 3
Stories Defect 1 ….. 8
As a administrator I want … 2
Product Change Request 1 5
Backlog As a customer I want to be … 1
Defects / Change
Requests Change Request 2 8
14. Epics and Stories
A Product Backlog with context High Level Requirements
Shows how stories fit together
Shows which are completed
Shows how we have ranked them
Other Rankable ‘Requirements’
Showing Context in the Backlog
Shows what isn’t done
Shows Architecture concerns
Shows were other things rank
15. Adopt Habit #2: Focus on business and user values
Explore business value not only from User Stories but from other requirements
Delivered business value is the only measure of success
We must establish a shared vision that captures customers real
needs
Ranked Backlog: List of work items prioritized by importance or
value to the business stakeholders, risk and dependencies
And…..select the practices that add value……deliver
iteratively….deliver something of value every iteration
.
Tips
It does not matter what type a requirement is, functional or not, just that you do not forget to
include it when prioritizing, estimating.
In agile do not try to force requirements language on people
Smart team should be aware of what add “value” to business and users.
15
16. Put Information in the right context
Requirements Epics / Stories
Functional Requirements
Non Functional Requirements (NFR) which are:
Cross-cutting Technical stories to
capture NFR’s
Pertinent to many functional requirements (user stories)
Typically maintained outside of the work item list Acceptance Criteria
Addressed throughout the entire project
Often technical constraints on your solution
Other functional requirements Acceptance Criteria
Business rules
Data requirements
Others: Dependencies between teams
Track dependencies using the stories paradigm
17. NFR Vs. Constraints
• Using a check list to validate Qualities and the development of architectural aspects
• When see a fit, use the story paradigm…
Availability
Story1
Story2
Maintainability
Constraint - User Story A
Portability
AC for User Story B
Safety Design Constraints
Security
Performance
Usability Regulations Standards
Common kind of
Known constraints
Non Functional requirements
Tip
Use a check list to discover constraints that will impact the project that is revisited every time the team is
estimating, prioritizing…
19. Adopt Habit #3: Prioritize
Prioritize them,
Size them using story points,
Rank order them,
by taking into account the
NFR and constraints
20. Prioritize everything
based on business value at the time
Ranking by Business Value
Defects vs New Development
Sometimes Defects are higher
ranked than new Stories
Sometimes Defects can wait,
and new Stories rule the day
22. Obtain "Just enough detail" when needed
• Apply “Just barely enough” practice
• Do some agile modeling (Model
storming)
• Defer detail until you have the best
understanding you are going to have
about what you really need
• Apply these principles:
o Evolutionary design
o Good enough for the customer
o Good enough for the “purpose”
of the iteration.
24. Adopt Habit #5: Collaborate, Communicate
Emphasize verbal rather than written communication
Collaborate any time , anywhere any required!
• Collaborate to build the backlog
• Collaborate to build consensus on appropriate level of
details required
• Collaborate during your iteration planning
• Collaborate at any time during your construction phase
o Tasks and stories belong to the team
o The team is anyone who can participates.
o Work flows between team members.
• Adopt a Business value focused collaboration: Do not
supports a task culture (vs. value culture) where work
isn’t collaborative
25. Adopt Habit #6: Focus on Quality
Acceptance tests are your requirements specifications
Why quality matters?
• Quality is not an after thought in agile world
• Quality is to make sure
o the requirements are correct
o They meet the stakeholders needs
• Acceptance criteria drive the acceptance tests.
• Acceptance tests, define what you will test, what you will not test
o Acceptance tests define when story is done
o Are artifacts of the conversations, not intended to be thorough
• Acceptance tests drive (not replace) the real test code, drive (not replace) the test case
development, etc.
o Detailed test management as appropriate is still required
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26. Discovering acceptance criteria during conversation
• Identify your Acceptance criteria from
o your stories attributes
o NFR that are not stories
o Business rules that are not stories
• Acceptance criteria are always required
o What is required to make the story acceptable to the stakeholder?
o Does the story deliver the value intended?
o Does the solution solve the user’s problem?
o Based on decisions made in story discussions that define how the story will work
• Acceptance criteria are measurable and concrete
• Acceptance criteria are specific
• Acceptance criteria are unambiguous
• Acceptance criteria are achievable
28. Adopt Habit #7: Manage
• Use the Product Backlog as the single source of all
planning activities.
• Effectively scope and manage backlog and release /
sprint plan.
• ‘Manage’ NOT ‘Control’.
• Do not undermine self-organization.
• Involve the teams in determining their constitution.
• Define effective “doneness” criteria.
• Use Metrics and measurement capabilities to help the
team track progress .
31. To Summarize
• Apply Agile principles and take them to heart
o No more kicking requirements over the wall
o No more big requirements documents
o Become embedded in the team and the process
• Become part of the full project lifecycle
o Realise requirements is an ongoing process throughout project
o Prepare to be a part of the team for longer time frame, through
many iterations/sprints
o Become embedded in the Quality aspect of the lifecycle
• Embrace change!
o Embrace the organisational change that comes with agile
o Embrace constant change to the project
scope/requirements/needs/priorities