Agile Requirements Is Not an Oxymoron
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Misconceptions abound about the way requirements fit—or don’t fit—into agile projects. Is “agile requirements” an oxymoron—two contradictory terms joined together? How is it possible for requirements to be agile? Do agile projects even need requirements? In reality, requirements are the basis for planning, analyzing, developing, and delivering agile projects. Paul Reed shares the value of requirements analysis on agile projects, the ways requirements form the basis for agile planning, and explains how effective agile teams collaborate to develop requirements. Drawing on what we know about chaos theory, complex adaptive systems, metrics on software projects, and practical application on numerous agile projects, discover how agile and requirements are congruent. Learn how agile and requirements combine to form a sound and sensible union that drives successful delivery of business value. Leave with a clear understanding of how requirements done right leverage agile practices and how agile projects depend on requirements to deliver business value.
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The first step for large enterprises transitioning toward a product-aligned and customer-focused operating model is to get shared agreement on this simple yet challenging question: "What is our product?"
Your answer is one of the most important ones you make. It powers all aspects of product development including product management roles, team organization, and product activities. The implications are vast and deep, especially in a large enterprise.
Based on ongoing work inside a large global technology infrastructure organization, Andy and Ellen provide techniques for enabling product development leaders and communities to define their product using an “outside-in”, customer-focused perspective—and do so with a product management mindset.
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On completion of the workshop, the learner will be able to
• Describe key principles—and their rationale—for defining your product
• Identify practical techniques to use in a product definition facilitated workshop
• Explain the mindsets and points of view that thwart product thinking, and ways to overcome them.
• Implement a collaborative process for helping people reflect, repeal, and reveal what their product is
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Design systems are a great example where web development and design meet. You can find innumerable resources on the internet, books and conferences on how to build them, and how they are exactly what your organization needs. But, building one requires a lot more than following a recipe. In this talk we are going to discuss how to build a design system as an internal product, and how it evolves to become what the users need.
Design ladder
The Design Ladder is a tool developed by the Danish Design Centre to evaluate a company's use of design across four steps: 1) Non-design, where design is invisible in product development; 2) Design as form-giving, where design is used for styling; 3) Design as process, where design is integrated early in development; and 4) Design as strategy, where design informs business strategy. Companies higher on the ladder in 2007 had higher earnings and exports than those lower or in 2003, showing the economic benefits of systematic design use.
What I Learned in 17 Years at Interactive Agencies (EuroIA 2013)
My lightning talk at Euro IA 2013, about the lessons I learned in my career as a designer of interactive systems and design processes. The lessons include:
- Break Bread
- Don’t over-design a process
- Government work is not boring
- Be ready to talk about money
- Meetings make the team
- Legal document =/= briefing
- It takes a lot of work to work
- Office Managers rule agencies
Enjoy!
Marco Zanella - Webinar CDO Community
HeadApp is an Italian startup that develops solutions using wearable technologies and augmented reality to support workers in critical environments. Their mission is to increase human capabilities for complex operations using Internet of Things devices while maintaining attention to the environment. Their platform, Eye4Task, allows real-time support, access to documentation, and structured work instructions for field workers through smart glasses. They have applied this across industries like maintenance, inspections, training, and warehouse activities.
Orange Hills at a glance
Orange Hills is one of the leading management consultancies in Germany specialised in innovation management and agile business development.
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What I Learned in 17 Years at Interactive Agencies (EuroIA 2013)
What I Learned in 17 Years at Interactive Agencies (EuroIA 2013)
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An Automation Culture: The Key to Agile Success
Geoff Meyer presented on establishing an automation culture within agile organizations. He discussed challenges that Dell encountered when adopting test automation, such as overemphasis on UI testing and lack of automation skills. Meyer outlined opportunities for automation beyond test cases, including environment setup. He emphasized the importance of identifying focus areas, establishing standards and communities, developing workforce skills, and operationalizing automation. Maintaining the culture requires continuous integration, skills development, and recognizing automation as a shared responsibility.
Estimating in Software Development: No Silver Bullets Allowed
What do poker, Greek oracles, an Italian mathematician from the Middle Ages, and the path of hurricanes have in common? Given the title of this presentation, chances are it has something to do with estimation, and you'll have to attend this session to get the full connection. Kent McDonald explores the challenges and realities of trying to estimate software-related knowledge work-analysis, testing, development, and the entire project effort. A major challenge is that there are no guaranteed ways to arrive at perfectly accurate estimates, which not surprisingly is why they are called estimates. Kent introduces and gives you a chance to practice quick and practical estimating techniques that will work in different situations-guesstimating, break it down and add it up, and planning poker. Kent has found that these "lite" estimation techniques are almost always just as informative as the ones you just spent six weeks formulating.
Information Obfuscation: Protecting Corporate Data
With corporate data breaches occurring at an ever-alarming rate, all levels of organizations are struggling with ways to protect corporate data assets. Rather than choosing one or two of the many options available, Michael Jay Freer believes that the best approach is a combination of tools and practices to address the specific threats. To get you started, Michael Jay introduces the myriad of information security tools companies are using today: firewalls, virus controls, access and authentication controls, separation of duties, multi-factor authentication, data masking, banning user-developed MS-Access databases, encrypting data (both in-flight and at-rest), encrypting emails and folders, disabling jump drives, limiting web access, and more. Then, he dives deeper into data masking and describes a powerful data-masking language. Explore how to develop standard masking business-rules and the best industry practices for manipulating masked data. You can get started slowly with information obfuscation without attempting to "boil the ocean."
Rapid Software Testing: Strategy
A test strategy is the set of ideas that guides your test design. It's what explains why you test this instead of that, and why you test this way instead of that way. Strategic thinking matters because testers must make quick decisions about what needs testing right now and what can be left alone. You must be able to work through major threads without being overwhelmed by tiny details. James Bach describes how test strategy is organized around risk but is not defined before testing begins. Rather, it evolves alongside testing as we learn more about the product. We start with a vague idea of our strategy, organize it quickly, and document as needed in a concise way. In the end, the strategy can be as formal and detailed as you want it to be. In the beginning, though, we start small. If you want to focus on testing and not paperwork, this approach is for you.
Speed Grooming Requirements with SAFe
André Dhondt presented on speed grooming requirements with SAFe. He discussed how normal backlog grooming creates pressure due to stories not being ready and dependencies not being identified. The SAFe framework addresses this with a speed grooming schedule that incorporates dedicated grooming sessions weekly to ensure stories are ready for planning. Key aspects of speed grooming include strict separation of defining what is needed versus how it will be implemented, progressive elaboration of stories, and inspecting and adapting the process. The goal is to respect people's time by ensuring stories are properly defined before planning begins.
Enterprise Lean-Agile: It’s More Than Scrum
Introducing agile development into a large enterprise is like creating a bubble of sanity in the midst of bedlam. Unless the sanity spreads, the effort is ultimately frustrating, frustrated—and fails. Jeff Marr describes the web of the enterprise ecosystem and presents strategies to build a common agile and lean vocabulary and set of practices within your organization. The lean/agile tenets must be understandable to and appropriate for executive leaders, non-agile product development teams, hardware development, manufacturing, customer support, sales, regulatory compliance, and other elements of the enterprise. Jeff describes how enterprises typically view agile and ways common misconceptions play to your advantage and disadvantage. Finally, Jeff describes an approach to establishing partnerships of mutual interest across the enterprise. If you are a leader, champion, coach, or team member struggling with or preparing for agile adoption in the enterprise, you’ll take away invaluable tips to help you avoid pitfalls, improve communication, and spread the sanity.
Using Non-Violent Communication Skills for Managing Team Conflict
“Going agile” has transformed thousands of workplaces into groups of self-directed teams, more engaged and increasingly more productive. Knowledge workers report increased job satisfaction, strong team identity, and camaraderie. One of the secrets of high performing teams is their ability to manage conflict in ways that support team cohesion, deepen trust, and reinforce commitment to team greatness. Agile practices value individuals and interactions over processes and tools. Sounds great on paper! How do you live that? How do you work effectively with “difficult people” whether teammates, your boss, or stakeholders in your project? Pat Arcady identifies what is at the core of disagreement, presents a simple four-step protocol for managing conflict, and introduces three key distinctions to make for converting an argument into a meaningful discussion. Practice applying these concepts to your own work situations. This is an experiential session, focused on practical applications for you at your job.
Database Development: The Object-oriented and Test-driven Way
As developers, we've created heuristics that help us build robust systems and employed test-driven development (TDD) to improve code design and counter instability. Yet object-oriented development principles and TDD have failed to gain traction in the database world. That’s because database development involves an additional driving force-the data. Max Guernsey shows how to treat databases as objects with classes of their own-rather than as containers of objects-and how to drive database designs from tests. He illustrates a way to give these database classes the ability to upgrade old data without introducing undue risk. Max also shares how to apply good object-oriented design principles to database classes and how to enforce semantic connections between databases and clients. Max demonstrates how it all works together, ensuring that your production databases work exactly the same as test databases, minimizing the risk of design changes, and enabling client applications to more easily keep up with database changes.
Bw5 pugh
This document provides an overview of a presentation titled "Managing Multiple Teams at Scale with Scrum and Lean" given by Ken Pugh. It discusses managing complexity and size in applications, lean principles, releasing and coordination across multiple teams, roles at different levels including team, program, and portfolio levels, and using frameworks like Scrum and Kanban at each level. The document contains diagrams and outlines to illustrate concepts like concurrently and dependently developable work, levels of coordination, and roles in scaled frameworks.
Implementing Crowdsourced Testing
In today’s market, global outreach, quick time to release, and a feature rich design are the major factors that determine a product’s success. Organizations are constantly on the lookout for innovative testing techniques to match these driving forces. Crowdsourced testing is a paradigm increasing in popularity because it addresses these factors through its scale, flexibility, cost effectiveness, and fast turnaround. Join Rajini Padmanaban and Mukesh Sharma as they describe what it takes to implement a crowdsourced testing effort including its definition, models, relevance to today’s development world, and challenges and mitigation strategies. Rajini and Mukesh share the facts and myths about crowdsourced testing. They span a range of theory and practice including case studies of real-life experiences and exercises to illustrate the message, and explain what it takes to maximize the benefits of a crowdsourced test implementation.
Better Test Designs to Drive Test Automation Excellence
Test execution automation is often seen as a technical challenge-a matter of applying the right technology, tools, and smart programming talent. However, such efforts and projects often fail to meet expectations with results that are difficult to manage and maintain-especially for large and complex systems. Hans Buwalda describes how the choices you make for designing tests can make-or break-a test automation project. Join Hans to discover why good automated tests are not the same as the automation of good manual tests and how to break down tests into modules-building blocks-in which each has a clear scope and purpose. See how to design test cases within each module to reflect that module's scope and nothing more. Hans explains how to tie modules together with a keyword-based test automation framework that separates the automation details from the test itself to enhance maintainability and improve ROI.
Danger! Danger! Your Mobile Applications Are Not Secure
A new breed of mobile devices with sophisticated processors and ample storage has given rise to sophisticated applications that move more and more data and business logic to devices. The result is significant and potentially dangerous security challenges, especially for location-aware mobile applications and those storing sensitive or valuable data on devices. To counter these risks, Johannes Ullrich introduces and demonstrates design strategies you can use to mitigate these risks and make applications safer and less vulnerable. Johannes illustrates design patterns to: co-validate data on both the client and server; authenticate transactions on the server; and store only authenticated and access-controlled data on the client. Learn to apply these solutions without losing access to powerful HTML5 JavaScript APIs such as those required for location-based mobile applications. Johannes shares the source code of a location-based mobile application used to organize the cataloging of historic buildings.
How to Break Software: Embedded Edition
In the tradition of James Whittaker’s book series How to Break … Software, Jon Hagar applies the testing “attack” concept to the domain of embedded software systems. Jon defines the sub-domain of embedded software and examines the issues of product failure caused by defects in that software. Next, he shares a set of attacks against embedded software based on common modes of failure that testers can direct against their own software. For specific attacks, Jon explains when and how to conduct the attack, as well as why the attack works to find bugs. In addition to learning these testing skills, attendees get to practice the attacks on a device—a robot that Jon will bring to the tutorial—containing embedded software. Specific attack methods considered include data issues, computation and control structures, hardware-software interfaces, and communications.
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Similar to Agile Requirements Is Not an Oxymoron
Products Not Projects: Delivering Value with Product Roadmaps
Presentation for Boston SPIN, Nov 2013 by Ellen Gottesdiener, EBG Consulting.
If you're managing your portfolio using projects—and not products—you may be missing the point. After all, the product-to-be is the basis for the vision, goals, and expected outcome.
A product roadmap articulates how you will continually deliver a valued product over a long time horizon and provides a framework for decision-making, focusing all stakeholders on the strategic view, guiding changes in the near-term plans.
Ellen Gottesdiener explains how product roadmaps give you a framework for ongoing decision making. Find out how using collaborative processes to create and evolve your roadmap allows you to re-envision and adapt your product to maximize each release.
Non-Functional Requirements: Forgotten, Neglected, and Misunderstood
Implementing non-functional requirements is essential to build the right product. Yet teams often struggle with when and how to discover, specify, and test these requirements. Many teams neglect non-functional requirements up front, considering them less important or unrelated to user requirements; other teams specify them incompletely or with untestable and non-measurable attributes. Paul Reed introduces three types of non-functional requirements: interfaces; attributes including performance, usability, security, and robustness; and the environment for the product’s design and implementation. Paul helps you explore ways to visualize interfaces and value their options, examine techniques to specify quality attributes and their acceptance criteria, and consider environmental requirements. Leave with a better understanding of how these dimensions intertwine with functional requirements, and the challenges of incorporating non-functional requirements in your product backlog. Join Paul in a fast-paced survey of key practices designed to help you discover and define holistic non-functional requirements for your agile project.
Making Your User Stories Ready to Get to “Done”
One of the most challenging and trouble-prone aspects of Agile product development is discovering the right product requirements to deliver, at the right time, for the right customer.
Many teams rely on user stories to discover and define Agile product requirements. But user stories often lead to confusion, bloated backlogs, ineffective or inconsistent planning, and erratic sprint flow. This thrashing is not how user stories are intended to work!
Join Ellen Gottesdiener in this fast-paced dive into a common-sense, tested approach to user stories. You’ll follow a story as it’s sliced across the seven product dimensions, based on value. You’ll learn how structured conversations enable you to quickly explore, evaluate, and confirm stories. See how making your user stories “ready” is key for incremental delivery of your “done” product.
What is Your Product?
To be product-aligned and customer-focused, everyone in your product development ecosystem needs to agree on the answer to the question, “What is Your Product?” Many organizations don’t have clarity on what their product or products are. Ambiguity and disagreement on the answer contribute to slow response to changing customer and market needs and less than satisfying product outcomes. It thwarts your efforts to scale agile product development and causes a plethora of organizational and communication woes.
Large Scale Scrum (LeSS) rightly states that this question—and the imperative to answer it—is one of your most important decisions for successful product development. A clear answer to “What is Your Product” powers all aspects of product development, including product management roles, team organization, and product activities. The implications are vast and deep, especially in large enterprises. Product definition is one of the paramount steps in LeSS adoption. Depending on how a product is defined (how widely) an organization may consider simple LeSS or LeSS Huge. Based on the ladder, team structure and alignment is defined, product owner team is created, etc. Product definition has a significant impact on organisational design.
Based on ongoing work with a variety of organizations, Ellen shares with the NYC Large Scale Scrum (Less) Meetup techniques for enabling product development leaders and communities to define their product using a cohesive set of product definition principles. Ellen explains why this question is so vital to your product success and ways she’s helped organizations co-discover the answer to the question, “What is Your Product?”
Whether your organization’s product or products are a primary source of revenue or are essential for your business operations, you will learn techniques that help instill product-thinking and shared understanding.
Success with User Stories: Cut Through User Story Chaos (Toronto Agile Commun...
Success with User Stories: Cut Through User Story Chaos (Toronto Agile Commun...EBG Consulting, Inc.
Presented for the Toronto Agile Community, 13 June 2016:
On the surface, user stories seem pretty straightforward: Just write “As a...I need to...So that...” on an index card. But in reality user stories often lead to a confusing array of struggles and puzzles, such as losing precious engineering time during iterations with analysis; delivering the wrong product slice—or delivering it with errors; delivering late; and more. Surely this chaos is not how user stories are intended to work!
Join Ellen Gottesdiener as she shares practical ways for agile product managers and product owners to mitigate the troubles of user stories while amplifying their advantages. Learn the power of collaboratively uncovering user stories, when and how to engage with engineering and product stakeholders, and guidelines for effective user stories. Leave with a straightforward, holistic approach to stories that will smooth the way for a successful iterative delivery effort.Rope Your Scope: Reining in Scope Creep
[Presented at Product Management Festival 2014 | 17 September 2014 | Zurich, Switzerland]
Problems that result from an unclear, ambiguous, or inaccurate understanding of product scope can permeate and threaten your entire product development effort. This is known as “scope creep”—the unrestrained expansion of requirements as the project proceeds. Scope creep is often cited as a cause of excess costs, late delivery, and dissatisfied customers. Yet discovering requirements is about gaining an ever-growing understanding of them. So isn’t scope creep to be expected? Can—and should—you identify and limit the scope of a product’s requirements?
Join Ellen Gottesdiener as she shares tools and techniques for efficiently and effectively identifying and managing product scope. Learn how you can provide real value to your projects by reducing the risks of scope creep while establishing clear project focus.
End Well to Begin Well: Using Retrospectives for Continual Learning & Improve...
End Well to Begin Well: Using Retrospectives for Continual Learning & Improve...EBG Consulting, Inc.
This document discusses the importance of retrospectives for continual learning and improvement. A retrospective is a ritual where a project team reviews the iteration/release/milestone to harvest lessons learned, identify successes and improvements. Insights from retrospectives form the basis for adapting and improving in future iterations. The document provides guidance on when to hold retrospectives, key questions to consider, and tips for successful retrospectives such as planning, using data, ensuring participation and building safety. Various retrospective activities are presented and the document emphasizes ending retrospectives well to begin future work well.User Experience for Product Managers
The document provides an overview of a talk on user experience (UX) for product managers. It discusses the agenda, which includes explaining why UX is important for product managers, how UX tools and artifacts can help make better product decisions, and how to overcome objections to UX processes. The talk aims to help product managers understand the concept of UX, learn how to integrate UX data points into their decision making using personas, and address common business objections to implementing UX processes. It also introduces the speakers and their backgrounds in UX, product management, and coaching agile teams.
Lezgro full presentation
This document provides an overview of LEZGRO, a software development outsourcing and consulting company. It includes information on LEZGRO's services such as web and mobile development, project management consulting, and project methodologies. It also provides details on LEZGRO's organizational structure and leadership. The document concludes by listing several example projects completed by LEZGRO, including web applications, mobile applications, and 3D/animated movies.
What is Your Product?
To be product-aligned and customer-focused, everyone in your product development ecosystem needs to agree on the answer to the question, “What is Your Product?”
Many organizations don’t have clarity on what their product or products are. Ambiguity and disagreement on the answer contribute to slow response to changing customer and market needs and less than satisfying product outcomes. It thwarts your efforts to scale agile product development and causes a plethora of organizational and communication woes.
In this keynote, Ellen shares share why this question is so vital to your product success and ways she’s helped organizations co-discover the answer to the question, “What is Your Product?”
CGV-Corporate Presentation-2015
CIA-GLOCAL Venture LLP is a global management consultancy, infrastructure advisory, and design outsourcing firm. It provides practical, innovative solutions to improve business outcomes and productivity for clients in the global infrastructure and construction industry. The firm leverages a glocal approach, applying best global practices with local knowledge. It has expertise across various infrastructure sectors such as power, oil and gas, transportation, and real estate. The firm assists clients through various services such as management consulting, engineering and design outsourcing, project management, and technical advisory services.
Product Backlog Refinement with Structured Conversations
One of the most challenging and trouble-prone aspects of Agile product development is discovering the right product requirements to deliver at the right time, for the right customer, and refining them for delivery. This session will share a commonsense, tested approach for defining and refining backlog items so they are “ready” to get to “done.” Explore how refinement is crucial to smooth Scrum flow, shared understanding, and healthy product development team.
(Ellen's slides presented at April 2018 Global Scrum Gathering).
Product Backlog Refinement with Structured Conversations
Learn to effectively and efficiently explore, evaluate, and confirm a shared understanding of refined backlog items using Structured conversations with the 7 Product Dimensions so they are ready for implementation.
(Presented at Agile Day New York City September 2018)
Architecture in an Agile World
Topics include:
- Role of the agile architect
- Agile design
- Keeping change easy
- Reducing technical risks
- Capturing non-functional and technical requirements and constraints
- Dealing with technical debt
- Addressing architectural concerns within the Scrum framework
- Tests – They’re not just for finding bugs
- Architecture anti-patterns
Read more from the original copy at https://www.synerzip.com/webinar/architecture-in-an-agile-world/
Success With User Stories:
On the surface, user stories seem pretty straightforward: Just write “As a...I need to...So that...” on an index card. But in reality, user stories often lead to a confusing array of struggles and puzzles, such as losing precious engineering time during iterations with analysis; delivering the wrong product slice—or delivering it with errors; delivering late; and more. Surely this chaos is not how user stories are intended to work!
In this AIPMM webinar, Ellen Gottesdiener shares practical ways for agile product managers and product owners to mitigate the troubles of user stories while amplifying their advantages.
Learn the power of collaboratively uncovering user stories, when and how to engage with engineering and product stakeholders, and guidelines for effective user stories. Leave with a straightforward, holistic approach to stories that will smooth the way for a successful iterative delivery effort.
IndigoVerge - web and mobile design and development studio.
Indigoverge is a web and mobile design and development studio based in Sofia, Bulgaria that has been in business for 8 years. They have a team of 12 employees with experience in technical and business aspects of projects. Their values include treating customers as partners, fully engaging with projects, and delivering high quality work on time. They provide services such as requirements analysis, design, development, and testing using technologies like .NET, Silverlight, and ASP.NET MVC. Customer testimonials praise their goal-oriented approach and ability to focus on business value.
IndigoVerge - design, development & marketing studio for web and mobile solut...
IndigoVerge is a web, mobile and cloud solutions studio.
We are passionate about turning smart ideas into successful products. We specialize in complete projects: from concept, through realization, to bringing your product to maturity.
Product Backlog Refinement with Structured Conversations - Big Apple Scrum Day
Slides from Ellen's session at Big Apple Scrum Day, 11 May 2018.
One of the most challenging and trouble-prone aspects of agile product development is discovering the right product requirements to deliver at the right time, for the right customer, and refining them for delivery. This session will share a fast-paced introduction of a common sense, tested approach for defining and refining user stories—or any other method you use to represent backlog items. This enables backlog items to get “ready” to get to “done”.
You will learn how refining backlog items using Structured Conversations with the 7 Product Dimensions enables you to slice backlog items while deeply enhancing teams’ domain knowledge. You identify its usefulness for initial, multi-team and single team product backlog refinement.
We explore how the concept of refinement—making backlog items “ready”—is a corollary to “done”. You’ll participate in a card-based exercise to more deeply understand each of the 7 Product Dimensions. You discover how the dimensions can enlighten and deepen your refinement conversations. Scenes from real Structured Conversations help you visualize making refinement come alive. Join us as you learn to effectively and efficiently explore, evaluate, and confirm a shared understanding of refined backlog items so they are ready for implementation.
Agile Kolkata 2022 - Somanth Chatterjee & Soumen Deb | Managing Innovation wi...
Agile Kolkata 2022
Managing Innovation with Agility
Somanth Chatterjee
Program Director
Mindtree
Soumen Deb
Sr Project Manager - Digital Engineering
Mindtree
The Mental Leaps — More, Faster, Better, Happier & More Innovative!
The document is a slide deck presentation about making "mental leaps" to work in a more efficient, innovative way. It discusses principles and mindsets for improving flow efficiency in both products and processes, prioritizing continuous learning and small experiments. It emphasizes planning for continuous innovation by keeping some capacity open for new ideas and challenges.
Similar to Agile Requirements Is Not an Oxymoron (20)
Products Not Projects: Delivering Value with Product Roadmaps
Products Not Projects: Delivering Value with Product Roadmaps
Non-Functional Requirements: Forgotten, Neglected, and Misunderstood
Non-Functional Requirements: Forgotten, Neglected, and Misunderstood
Success with User Stories: Cut Through User Story Chaos (Toronto Agile Commun...
Success with User Stories: Cut Through User Story Chaos (Toronto Agile Commun...
End Well to Begin Well: Using Retrospectives for Continual Learning & Improve...
End Well to Begin Well: Using Retrospectives for Continual Learning & Improve...
Product Backlog Refinement with Structured Conversations
Product Backlog Refinement with Structured Conversations
Product Backlog Refinement with Structured Conversations
Product Backlog Refinement with Structured Conversations
IndigoVerge - web and mobile design and development studio.
IndigoVerge - web and mobile design and development studio.
IndigoVerge - design, development & marketing studio for web and mobile solut...
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Product Backlog Refinement with Structured Conversations - Big Apple Scrum Day
Product Backlog Refinement with Structured Conversations - Big Apple Scrum Day
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The Mental Leaps — More, Faster, Better, Happier & More Innovative!
The Mental Leaps — More, Faster, Better, Happier & More Innovative!
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We’ve all been there. We work incredibly hard to develop a feature and design tests based on written requirements. We build a detailed test plan that aligns the tests with the software and the documented business needs. And when we put the tests to the software, it all falls apart because the requirements were changed without informing everyone. Mary Thorn says help is at hand. Enter behavior-driven development (BDD), and Cucumber and SpecFlow, tools for running automated acceptance tests and facilitating BDD. Mary explores the nuances of Cucumber and SpecFlow, and shows you how to implement BDD and agile acceptance testing. By fostering collaboration for implementing active requirements via a common language and format, Cucumber and SpecFlow bridge the communication gap between business stakeholders and implementation teams. In this workshop, practice writing feature files with the best practices Mary has discovered over numerous implementations. If you experience developers not coding to requirements, testers not getting requirements updates, or customers who feel out of the loop and don’t get what they ask for, Mary has answers for you.
Develop WebDriver Automated Tests—and Keep Your Sanity
Many teams go crazy because of brittle, high-maintenance automated test suites. Jim Holmes helps you understand how to create a flexible, maintainable, high-value suite of functional tests using Selenium WebDriver. Learn the basics of what to test, what not to test, and how to avoid overlapping with other types of testing. Jim includes both philosophical concepts and hands-on coding. Testers who haven't written code should not be intimidated! We'll pair you up to make sure you're successful. Learn to create practical tests dealing with advanced situations such as input validation, AJAX delays, and working with file downloads. Additionally, discover when you need to work together with developers to create a system that's more easily testable. This tutorial focuses primarily on automating web tests, but many of the same concepts can be applied to other UI environments. Demos and labs will be in C# and Java using WebDriver. Leave this tutorial having learned how to write high-value WebDriver tests—and stay sane while doing so.
Ma 15
DevOps is a cultural shift aimed at streamlining intergroup communication and improving operational efficiency for development and operations groups. Over time, inclusion of other IT groups under the DevOps umbrella has become the norm for many organizations. But even broadening the boundaries of DevOps, the conversation has been largely devoid of the business units’ place at the table. A common mistake organizations make while going through the DevOps transformation is drawing a line at the IT boundary. If that occurs, a larger, more inclusive silo within the organization is created, operating in an informational vacuum and causing operational inefficiency and goal misalignment. Sharing his experiences working on both sides of the fence, Leon Fayer describes the importance of including business units in order to align technology decisions with business goals. Leon discusses inclusion of business units in existing agile processes, benefits of cross-departmental monitoring, and a business-first approach to technology decisions.
Eliminate Cloud Waste with a Holistic DevOps Strategy
Chris Parlette maintains that renting infrastructure on demand is the most disruptive trend in IT in decades. In 2016, enterprises spent $23B on public cloud IaaS services. By 2020, that figure is expected to reach $65B. The public cloud is now used like a utility, and like any utility, there is waste. Who's responsible for optimizing the infrastructure and reducing wasted expenses? It’s DevOps. The excess expense, known as cloud waste, comprises several interrelated problems: services running when they don't need to be, improperly sized infrastructure, orphaned resources, and shadow IT. There are a few core tenets of DevOps—holistic thinking, no silos, rapid useful feedback, and automation—that can be applied to reducing your cloud waste. Join Chris to learn why you should include continuous cost optimization in your DevOps processes. Automate cost control, reduce your cloud expenses, and make your life easier.
Transform Test Organizations for the New World of DevOps
With the recent emergence of DevOps across the industry, testing organizations are being challenged to transform themselves significantly within a short period of time to stay meaningful within their organizations. It’s not easy to plan and approach these changes considering the way testing organizations have remained structured for ages. These challenges start from foundational organizational structures and can cut across leadership influence, competencies, tools strategy, infrastructure, and other dimensions. Sumit Kumar shares his experience assisting various organizations to overcome these challenges using an organized DevOps enablement framework. The framework includes radical restructuring, turning the tools strategy upside down, a multidimensional workforce enablement supported by infrastructure changes, redeveloped collaborations models, and more. From his real world experiences Sumit shares tips for approaching this journey and explains the roadmap for testing organizations to transform themselves to lead the quality in DevOps.
The Fourth Constraint in Project Delivery—Leadership
All too often, the triple constraints—time, cost, and quality—are bandied about as if they are the be-all, end-all. While they are important, leadership—the fourth and larger underpinning constraint—influences the first three. Statistics on project success and failure abound, and these measurements are usually taken against the triple constraints. According to the Project Management Institute, only 53 percent of projects are completed within budget, and only 49 percent are completed on time. If so many projects overrun budget and are late, we can’t really say, “Good, fast, or cheap—pick two.” Rob Burkett talks about leadership at every level of a team. He shares his insights and stories gleaned from his years of IT and project management experience. Rob speaks to some of the glaring difficulties in the workplace in general and some specifically related to IT delivery and project management. Leave with a clearer understanding of how to communicate with teams and team members, and gain a better understanding of how you can be a leader—up and down your organization.
Resolve the Contradiction of Specialists within Agile Teams
As teams grow, organizations often draw a distinction between feature teams, which deliver the visible business value to the user, and component teams, which manage shared work. Steve Berczuk says that this distinction can help organizations be more productive and scale effectively, but he recognizes that not all shared work fits into this model. Some work is best handled by “specialists,” that is people with unique skills. Although teams composed entirely of T-shaped people is ideal, certain skills are hard to come by and are used irregularly across an organization. Since these specialists often need to work closely with teams, rather than working from their own backlog, they don’t fit into the component team model. The use of shared resources presents challenges to the agile planning model. Steve Berczuk shares how teams such as those providing infrastructure services and specialists can fit into a feature+component team model, and how variations such as embedding specialists in a scrum team can both present process challenges and add significant value to both the team and the larger organization.
Pin the Tail on the Metric: A Field-Tested Agile Game
Metrics don’t have to be a necessary evil. If done right, metrics can help guide us to make better forward-looking decisions, rather than being used for simply managing or monitoring. They can help us identify trade-offs between options for what to do next versus punitive or worse, purely managerial measures. Steve Martin won’t be giving the Top Ten List of field-tested metrics you should use. Instead, in this interactive mini-workshop, he leads you through the critical thinking necessary for you to determine what is right for you to measure. First, Steve explores why you want to measure something—whether it’s for a team, a portfolio, or even an agile transformation. Next, he provides multiple real-life metrics examples to help drive home concepts behind characteristics of good and bad metrics. Finally, Steve shows how to run his field-tested agile game—Pin the Tail on the Metric. Take back this activity to help you guide metrics conversations at your organization.
Agile Performance Holarchy (APH)—A Model for Scaling Agile Teams
A hierarchy is an organizational network that has a top and a bottom, and where position is determined by rank, importance, and value. A holarchy is a network that has no top or bottom and where each person’s value derives from his ability, rather than position. As more companies seek the benefits of agile, leaders need to build and sustain delivery capability while scaling agile without introducing unnecessary process and overhead. The Agile Performance Holarchy (APH) is an empirical model for scaling and sustaining agility while continuing to deliver great products. Jeff Dalton designed the APH by drawing from lessons learned observing and assessing hundreds of agile companies and teams. The APH helps implement a holarchy—a system composed of interacting organizational units called holons—centered on a series of performance circles that embody the behaviors of high performing agile organizations. Jeff describes how APH provides guidelines in the areas of leadership, values, teaming, visioning, governing, building, supporting, and engaging within an all-agile organization. Join Jeff to see what the APH is all about and how you can use it in your team and organization.
A Business-First Approach to DevOps Implementation
DevOps is a cultural shift aimed at streamlining intergroup communication and improving operational efficiency for development and operations groups. Over time, inclusion of other IT groups under the DevOps umbrella has become the norm for many organizations. But even broadening the boundaries of DevOps, the conversation has been largely devoid of the business units’ place at the table. A common mistake organizations make while going through the DevOps transformation is drawing a line at the IT boundary. If that occurs, a larger, more inclusive silo within the organization is created, operating in an informational vacuum and causing operational inefficiency and goal misalignment. Sharing his experiences working on both sides of the fence, Leon Fayer describes the importance of including business units in order to align technology decisions with business goals. Leon discusses inclusion of business units in existing agile processes, benefits of cross-departmental monitoring, and a business-first approach to technology decisions.
Databases in a Continuous Integration/Delivery Process
The document summarizes a presentation about including databases in a continuous integration/delivery process. It discusses treating database code like application code by placing it under version control and integrating databases into the DevOps software development pipeline. This allows databases to be built, tested, and released like other software through continuous integration, delivery, and deployment.
Mobile Testing: What—and What Not—to Automate
Organizations are moving rapidly into mobile technology, which has significantly increased the demand for testing of mobile applications. David Dangs says testers naturally are turning to automation to help ease the workload, increase potential test coverage, and improve testing efficiency. But should you try to automate all things mobile? Unfortunately, the answer is not always clear. Mobile has its own set of complications, compounded by a wide variety of devices and OS platforms. Join David to learn what mobile testing activities are ripe for automation—and those items best left to manual efforts. He describes the various considerations for automating each type of mobile application: mobile web, native app, and hybrid applications. David also covers device-level testing, types of testing, available automation tools, and recommendations for automation effectiveness. Finally, based on his years of mobile testing experience, David provides some tips and tricks to approach mobile automation. Leave with a clear plan for automating your mobile applications.
Cultural Intelligence: A Key Skill for Success
Diversity is becoming the norm in everyday life. However, introducing global delivery models without a proper understanding of intercultural differences can lead to difficulty, frustration, and reduced productivity. Priyanka Sharma and Thena Barry say that in our diverse world, we need teams with people who can cross these boundaries, communicate effectively, and build the diverse networks necessary to avoid problems. We need to learn about cultural intelligence (CI) and cultural quotient (CQ). CI is the ability to relate and work effectively across cultures. CQ is the cognitive, motivational, and behavioral capacity to understand and respond to beliefs, values, attitudes, and behaviors of individuals and groups. Together, CI and CQ can help us build behavioral capacities that aid motivation, behavior, and productivity in teams as well as individuals. Priyanka and Thena show how to build a more culturally intelligent place with tools and techniques from Leading with Cultural Intelligence, as well as content from the Hofstede cultural model. In addition, they illustrate the model with real-life experiences and demonstrate how they adapted in similar circumstances.
Turn the Lights On: A Power Utility Company's Agile Transformation
Why would a century-old utility with no direct competitors take on the challenge of transforming its entire IT application organization to an agile methodology? In an increasingly interconnected world, the expectations of customers continue to evolve. From smart meters to smart phones, IoT is creating a crisis point for industries not accustomed to rapid change. Glen Morris explains that pizzas can be tracked by the minute and packages at every stop, and customers now expect this same customer service model should exist for all industries—including power. Glen examines how to create momentum and transform non-IT-focused industries to an agile model. If you are struggling with gaining traction in your pursuit of agile within your business, Glen gives you concrete, practical experiences to leverage in your pursuit. Finally, he communicates how to gain buy-in from business partners who have no idea or concern about agile or its methodologies. If your business partners look at you with amusement when you mention the need for a dedicated Product Owner, join Glen as he walks you through the approaches to overcoming agile skepticism.
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Instill a DevOps Testing Culture in Your Team and Organization
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System-Level Test Automation: Ensuring a Good Start
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Testing Transformation: The Art and Science for Success
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Develop WebDriver Automated Tests—and Keep Your Sanity
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Eliminate Cloud Waste with a Holistic DevOps Strategy
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Transform Test Organizations for the New World of DevOps
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The Fourth Constraint in Project Delivery—Leadership
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Resolve the Contradiction of Specialists within Agile Teams
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Pin the Tail on the Metric: A Field-Tested Agile Game
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Agile Performance Holarchy (APH)—A Model for Scaling Agile Teams
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Agile Requirements Is Not an Oxymoron
- 1. AT6 Session 6/6/2013 2:15 PM "Agile Requirements: Not an Oxymoron" Presented by: Paul Reed EBG Consulting Brought to you by: 340 Corporate Way, Suite 300, Orange Park, FL 32073 888‐268‐8770 ∙ 904‐278‐0524 ∙ sqeinfo@sqe.com ∙ www.sqe.com
- 2. Paul Reed EBG Consulting Paul Reed, senior associate with EBG Consulting, has led agile teams working on complex products in companies of all sizes. He excels at helping companies transition to agile by leveraging an adaptive rollout strategy. Paul is author of Developing Applications with Java and UML and Developing Applications with Visual Basic and UML and a frequent conference speaker. A practicing Certified ScrumMaster, Paul offers hands-on experience in bringing realworld, sound architecture into the product lifecycle. Paul’s experience and his talents in business analysis and design, using a variety of application lifecycle approaches, contribute to his ability to get projects back on track to deliver business value.
- 3. Agile Requirements: Not an Oxymoron © EBG Consulting, 2013 © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com Paul Reed www.ebgconsulting.com 1
- 4. Paul Reed Senior Associate, EBG Consulting Facilitator, trainer, author, agile coach, architect, designer Certified Scrum Master Author: articles, books eNewsletter: Success with Requirements free - sign up at www.ebgconsulting.com paul@ebgconsulting.com © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 2
- 5. wicked problems © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 3
- 6. product © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 4
- 7. requirements: basis for product development © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 5
- 8. options © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 6
- 9. cone of uncertainty © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 7
- 10. peopleware © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 8
- 11. risk © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 9
- 12. © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 10
- 13. fuzzy logic airline food jumbo shrimp © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com open secret seriously funny vaguely aware 11
- 14. “…figure of speech that combines two normally contradictory terms” Source: visualthesaurus.com © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 12
- 15. agile requirements © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 13
- 16. agile requirements © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 14
- 17. concepts © EBG Consulting, 2012 www.ebgconsulting.com
- 18. product © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 16
- 19. partners © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 17
- 20. © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 18
- 21. © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 19
- 22. shared understanding © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 20
- 23. analyze to plan © EBG Consulting, 2012 www.ebgconsulting.com
- 24. product options Alternatives, choices, possibilities… to achieve a goal or solve a problem for its stakeholders. Adapted from: Gottesdiener, Software Requirements Memory Jogger © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 22
- 25. horizon © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 23
- 26. views want need requirement © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 24
- 27. visiblity © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 25
- 28. feedback © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 26
- 29. 7 product dimensions © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 27
- 30. user Users interact with the product © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 28
- 31. interface The product interfaces to users, systems, and devices © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 29
- 32. action The product provides capabilities for users © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 30
- 33. data The product includes a repository of data and useful information © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 31
- 34. control The product enforces constraints © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 32
- 35. environment The product conforms to physical properties and technology platforms © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 33
- 36. quality attribute The product has certain properties that qualify its operation and development © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 34
- 37. discover to deliver © EBG Consulting, 2012 www.ebgconsulting.com
- 38. © EBG Consulting, 2012 www.ebgconsulting.com
- 39. value management © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 37
- 40. “The most efficient and effective method of conveying info to and within the development team is face-to-face conversation…” The Agile Manifesto © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 38
- 41. structured conversation © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 39
- 42. © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 40
- 43. explore each D © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 41
- 44. explore, evaluate, confirm w visuals User user role map Interface Action context diagram business process map prototypes dependency graph Data Control data model decision table state diagram decision tree story map © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 42
- 45. explore w visuals Users user role map Interfaces Actions context diagram business process map prototypes dependency graph Data Controls data model decision table state diagram decision tree story map © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 43
- 46. evaluate each D © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 44
- 47. assemble options © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 45
- 48. beyond stories As a user d to action data I nee so I <value > control © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 46
- 49. confirm to learn © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 47
- 50. confirm Adapted from: Agile Alliance Functional Testing Tools Open Space Workshop 2007 © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 48
- 51. define validate © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com validate verify 49
- 52. structured conversation © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 50
- 53. 7 product dimensions © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 51
- 54. partners © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 52
- 55. the plan © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 53
- 56. conversing © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 54
- 57. Discover to Deliver™ The product partners continually collaborate to the evolving product. 7 Product Dimensions. The partners They identify and © EBG Consulting, 2013 options for the cohesive chunks of high-value options and allocate them to plans www.DiscoverToDeliver.com www.DiscovertoDeliver.com www.ebgconsulting.com | at all views. Copyright © 2013 by EBG Consulting Inc. 55
- 58. email paul@ebgconsulting.com twitter ellengott [Ellen's tweets] more agile ebgconsulting.com/agile.pdf about EBG www.ebgconsulting.com d2d www.DiscoverToDeliver.com © EBG Consulting, 2013 www.ebgconsulting.com | www.DiscovertoDeliver.com 56