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DevOps Requirement practises - the shift to agile
The document discusses trends driving the shift towards agile practices for requirements. It emphasizes that agile requirements focus on participation, team learning, and feature trade-offs. It also discusses agile architecture and how requirements landscapes have changed. Various agile practices for requirements are presented, including starting with a glossary, using scenarios and visualizations, and framing requirements in terms of domains of interest, problem/solution spaces, and stakeholder goals. The document advocates an iterative approach to requirements from coarse-grained to fine-grained and emphasizes the value of active stakeholder participation, modeling simply, and proving requirements with code over documentation.
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DevOps Requirement practises - the shift to agile
- 1. 1 Requirement Practices The shifttowards Agile Arthur de Snaijer 2008
- 2. Topics 1. Acquaintance 2. Trends,why Agile? 3. Agile Architecture 4. Requirements Landscape 5. Framing a Requirement Galaxy 6. Project Approaches 7. Agile Practices
- 3. ANY ROAD -PICK A STORY METAFOR FOR SHARED MEMORY – Acquire Connect Collaborate Goals –
- 4. 4 Trends type hier dedatum Trends
- 5. Making aquitance –it’s personal © F. Van der Reep http://www.wikidigitalworld.net ILL DEFINED PROBLEMS
- 6. Making aquitance Internet crowdsourcing example How would you like it? Please customize How do we determine business value of software features? WELL DEFINES PROBLEMS
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- 8. Why these trendsimportant? • Agile requirements is about participation • Agile requirements is about team learning • Agile requirements is about feature trade-off http://en.wikipedia.org/wiki/Shuhari
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- 10. Where is thenetwork company? Henderson en Venkatraman business goals products / services processes Technical infrastructure Information
- 11. Agile business withAgile development Business in operation Business opportunities business goals products / services processes Technische infrastructure Information System Product opportunities System Product in operation Customer Goals
- 12. Architecture trend offvaluechains Coördination business goals producten / diensten processen Technische infrastructuur Informatie- voorziening Customer Goals business goals producten / diensten processen Technische infrastructuur Informatie- voorziening Customer Goals GAIN SHARING END-Customer Goals END-Business Goals Value chain Challenges
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- 14. Business Analist -Mindmap
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- 17. Good practice: Scenariowith solution visualization
- 18. The requirement paradox •Requirements must be stable • Requirements always change Use a practice that cope with the requirement paradox use participation, teamlearning as a base! Realize these features in a timebox
- 19. CyclemodeRequirements divergentie mode Soft Vaque Gather AnalyseBuild Hard Strict Requirements convergentie mode from course-grain to fine
- 20. 20 Agile type hier dedatum Cycle ref: Agile Adoption Patterns, Amr Elssamadisy 1.Goal 3.Test, Stop,and Learn 4. Apply Lessons Learned 2.Process
- 21. • Business; Agilityis the ability to both create and respond to change in order to profit in a turbelent business environment. (Jim Highsmith) • Engineering; Agile software development is an approach to software development that is people oriented, that enables people to respond effectively to change, and that results in the creation of working systems that meets the needs of its stakeholders. (Scott W. Ambler)
- 22. Agile business -Nokia versus Apple battle Nokia 6021 Nokia 6230 Nokia 6310 Qtek9100 business phones - 2007
- 23. Agile business -Nokia versus Apple battle Is the iPhone software a threat?
- 24. Agile business -Nokia versus iPhone battle Resilience Time to market
- 25. Agile business -Nokia versus iPhone battle Nokia has launched it’s ‘iPhone killer‘ product, N96 few months before the expected date (as iPhone launch is on Aug 22). How did they respond so quickly?
- 26. 2 year 1 year 0,5year Q1 weekly montly Agile with SCRUM - business value software releases?
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- 28. Good practise: Startwith Glossary – key terms © Clariteq Systems Consulting Ltd
- 29. Framing a RequirementGalaxy What’s your goal?
- 30. Project start-up Context /Environment (Domains of intrest)
- 31. Context / Environment (Domainsof intrest) Problem Space Solution Space Requirement Space
- 32. Context / Environment (Domainsof intrest) Problem Space Solution Space Requirement Need Stakeholder Requirement system (functioneel en non-functional) Feature Business requirement User requirement SystemperspectiveUserperspective Use case step Software requirement Nicole de Swart
- 33. Context / Environment (Domainsof intrest) Negative Goals Positive Goals Stakeholder Space
- 34. Context / Environment (Domainsof intrest) Problem Space Solution Space Requirement Behoefte belanghebbende Eis aan het systeem (functioneel en niet-functioneel) Feature Business requirement User requirement SysteemperspectiefGebruikersperspectief Use case stap Software requirement In context C a solution S has effect E that satisfies goals G Roel Wieringa
- 35. Reality – individualStakeholders Requirement = Stakeholder SpaceNegative Goals Positive Goals Muppets, The Walt Disney Company
- 36. Reality – Smallworld Stakeholders - Groups Business Technology Marketing Retail Requirement Engineer
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- 38. How to getthere?
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- 40. Typical project requirements discoveryflow © Clariteq Systems Consulting Ltd
- 41. Good practise: Startwith Glossary – Key terms © Clariteq Systems Consulting Ltd
- 42. Agile business requirementdiscovery A process requirement © Clariteq Systems Consulting Ltd
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- 44. Example: Scenario basedapproach User Goals User story of a business proces Stakeholder Results Stakeholder Result Stakeholder Result
- 45. from course-grain tofine Requirements divergentie mode Soft Vaque Gather Analyse Build Hard Strict Requirements convergentie mode
- 46. From user storiesinto use Cases Ian F.Alexander and Neil Maiden Discovery Solution Design
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- 48. Agile Core Principles – AssumeSimplicity – Embrace Change – Enabling the Next Effort is Your Secondary Goal – Incremental Change – Model With a Purpose – Multiple Models – Maximize Stakeholder Investment – Quality Work – Rapid Feedback – Software Is Your Primary Goal – Travel Light Collaborate Iterate Serve the Team Consider Context Practice Excellence Reflect and Adapt Deliver Value
- 49. Agile versus requirements AgileCore Practices – Active Stakeholder Participation – Apply the Right Artifact(s) – Collective Ownership – Consider Testability – Create Several Models in Parallel – Create Simple Content – Depict Models Simply – Display Models Publicly – Iterate to Another Artifact – Model in Small Increments – Model With Others – Prove it With Code – Use the Simplest Tools BABOK Knowledge area’s: Enterprise Analysis Requirements Planning and Management Requirements Elicitation Requirements Analysis and Documentation Requirements Communication •Solution Assessment and Validation
- 50. The Agile RequirementsPerson • Peoples person • Champions Business Value • Facilitates the definition of problems and description of solutions • Understands most available tools - > Uses the appropriate tool • Knows context (assumptions) and effects on business and technology • Is a language Coach, not a translator Kent J. McDonald Central Iowa IIBA, Thursday January 25, 2007
- 51. Agile Practises 1. Startswith business value (People goals and business drivers ) 2. Learning is the bottleneck ( Context is key, recognition of real problems and solutions) 3. Cycles for recognizing and responding/creating change 4. Cycle practices value the left more than the right – Individuals and interactions over processes and tools – Working software over comprehensive documentation – Customer collaboration over contract negotiation – Responding to change over following a plan
Editor's Notes
- #2 Informatieve structuur uit
- #3 PICK A STORY ( METAFOR VOOR SHARED MEMORY )
- #5 Informatieve structuur uit
- #10 Informatieve structuur uit
- #14 Informatieve structuur uit
- #21 Informatieve structuur uit
- #28 Informatieve structuur uit
- #38 Plaatje context problems and solutions
- #40 Informatieve structuur uit
- #48 Informatieve structuur uit