This document discusses agile requirements processes and hierarchies. It describes how agile requirements are typically organized from high-level themes and epics down to user stories and tasks. User stories are presented as the primary way of capturing requirements in an agile process. They should describe functionality in terms of user needs and value rather than technical specifications. Non-functional requirements and constraints can also be captured as cards or stories. Hierarchies from different sources like Mike Cohn and Dean Leffingwell are shown and explained.
This is the copy of the presentation that I used in my talk / workshop ' Business Analyst to Product Owner- Agile Software Development'. The workshop was held at Welingkar's Institute at Mumbai on 30-Oct-2010.
Getting to the core, requirements gathering in the wildFemke Goedhart
Session slides as delivered on March 18th 2014 at Engage in Breda, The Netherlands by Sophie Lavignac-Le Madec & Femke Goedhart
Abstract: The basis of any good project is good requirements. Knowing what it is you are going to build / get determines whether your project will be a success or a flat out failure. In reality though the requirements phase is often trivialized or even forgotten. This session will give you tips & tricks as well as explain to you the basic techniques on how to effectively get to the core of the requirements, identify ways of prioritizing them and explain some core concepts of Functional and Technical design elements. Coming from a requirement gathering as well as development & customer point of view Femke & Sophie will take you through some of the real life examples they have come across and a lot of do's & don'ts they have seen (and despaired over)
Business requirements gathering and analysisMena M. Eissa
Business analysis and requirements management are a key to project success.
This workshop helps candidates perform better based on sharing real life experience with them.
The Role of a BA on a Scrum Team IIBA Presentation 2010scrummasternz
What is your role as a BA on a Scrum team? How do you fit in? This presentation was given to the IIBA conference in NZ in 2010 by Stephen Reed. Stephen had worked extensively as a BA and moved into using Scrum with multiple teams at a large Insurance company. This experience led to a lot of questions around what the BA should be doing on a Scrum team. This presentation goes some way to listing what worked in the teams Stephen was involved in. The BA role does not change and all the skills of a great BA are necessary still on a great Software Development team, just more focused on being a team member and utilising those skills for the Scrum process of getting working software to the customer with more focus and clarity for the user.
This is the copy of the presentation that I used in my talk / workshop ' Business Analyst to Product Owner- Agile Software Development'. The workshop was held at Welingkar's Institute at Mumbai on 30-Oct-2010.
Getting to the core, requirements gathering in the wildFemke Goedhart
Session slides as delivered on March 18th 2014 at Engage in Breda, The Netherlands by Sophie Lavignac-Le Madec & Femke Goedhart
Abstract: The basis of any good project is good requirements. Knowing what it is you are going to build / get determines whether your project will be a success or a flat out failure. In reality though the requirements phase is often trivialized or even forgotten. This session will give you tips & tricks as well as explain to you the basic techniques on how to effectively get to the core of the requirements, identify ways of prioritizing them and explain some core concepts of Functional and Technical design elements. Coming from a requirement gathering as well as development & customer point of view Femke & Sophie will take you through some of the real life examples they have come across and a lot of do's & don'ts they have seen (and despaired over)
Business requirements gathering and analysisMena M. Eissa
Business analysis and requirements management are a key to project success.
This workshop helps candidates perform better based on sharing real life experience with them.
The Role of a BA on a Scrum Team IIBA Presentation 2010scrummasternz
What is your role as a BA on a Scrum team? How do you fit in? This presentation was given to the IIBA conference in NZ in 2010 by Stephen Reed. Stephen had worked extensively as a BA and moved into using Scrum with multiple teams at a large Insurance company. This experience led to a lot of questions around what the BA should be doing on a Scrum team. This presentation goes some way to listing what worked in the teams Stephen was involved in. The BA role does not change and all the skills of a great BA are necessary still on a great Software Development team, just more focused on being a team member and utilising those skills for the Scrum process of getting working software to the customer with more focus and clarity for the user.
Tool Kit: Requirements management plan (babok on a page)designer DATA
Methodology is a tool kit not a process – Choose wisely. Methodologies contain many tools and techniques, such as, process, data , use case and class modelling, sequence diagramming and state transition diagramming, prototyping and report templates. Not all these tools have to be used for every project.
So choose wisely and create your own fast path routes for completing different types of projects by preparing your own Business Analysis Project Planning Map. Build on your experiences and fine tune your product each time you undertake a new assignment.
http://www.tdan.com/view-articles/6089
In Agile/Scrum the skills of a BA are still needed, especially in more complex efforts. This describes BA skills applied in Agile. Should the BA be a Product Owner? On the scrum team?
In this interactive session, Ayang Obi-Odu will engage attendees on these three aspects of the Agile Business Analyst purely from his experience as one:
· What does it mean to have an agile mind-set as a BA?
· What is the role of the BA within Agile Frameworks & Methodologies
· Adding Value within the Enterprise - How does enterprise analysis fit in an agile methodology?
Having recently completed an MBA, Ayang will also discuss his views on the pros and cons of an MBA in relation to a practising Business Analyst.
Tool Kit: Requirements management plan (babok on a page)designer DATA
Methodology is a tool kit not a process – Choose wisely. Methodologies contain many tools and techniques, such as, process, data , use case and class modelling, sequence diagramming and state transition diagramming, prototyping and report templates. Not all these tools have to be used for every project.
So choose wisely and create your own fast path routes for completing different types of projects by preparing your own Business Analysis Project Planning Map. Build on your experiences and fine tune your product each time you undertake a new assignment.
http://www.tdan.com/view-articles/6089
In Agile/Scrum the skills of a BA are still needed, especially in more complex efforts. This describes BA skills applied in Agile. Should the BA be a Product Owner? On the scrum team?
In this interactive session, Ayang Obi-Odu will engage attendees on these three aspects of the Agile Business Analyst purely from his experience as one:
· What does it mean to have an agile mind-set as a BA?
· What is the role of the BA within Agile Frameworks & Methodologies
· Adding Value within the Enterprise - How does enterprise analysis fit in an agile methodology?
Having recently completed an MBA, Ayang will also discuss his views on the pros and cons of an MBA in relation to a practising Business Analyst.
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This is the presentation I showed on 31, May, 2018, during the webinar lauched by PMI-NIS, Propject Management Instiute - Norther Italy Chapter. Here are the first results of a running research project.
As many industries, banking is undergoing a fundamental change because of the software revolution. No longer are banks competing only on interest rates and having the best traders, these days customer experience and having the best engineers are the focus. In this changing world, banks compete with new start-ups, the so-called Fintechs, and with large platform organisations such as Google, Facebook and Apple. At ING, we believe that staying ahead of the game means changing how we interact with our customers, no longer a traditional model of waiting for the customers to come to the bank through our website or apps, but to actively reach out to the customer with information that is relevant to him or her in order to make their financial life frictionless. Many of these changes are driven by reacting to all events that are relevant to the customer, and using streaming analytics to be able to reach out to the customer in milliseconds after the event occurs. Apache Flink is key for ING to achieve this. This presentation addresses how ING approaches the challenge, the role that Apache Flink plays, and the consequences regulations have on how we work with Open Source in general, and with Apache Flink (and data Artisans) in particular. This keynote takes place at Kino 3.
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4. Agil requirements
NFI - Project Management in Agile
Organizations @ Tele2
Team
Features
Vision/Goal Constraints
4
5. Source: Jurgen Appelo
What shall be
achieved, what
value to create for
whom.Constraints;
Brand, platform, to
ols, uptime, throyg
hput, budget, legal
, time etc.
Agil requirements
Agil Projektledning 5
7. Mike Cohn
7NFI - Project Management in Agile
Organizations @ Tele2
http://www.mountaingoatsoftware.com/presentatio
ns/introduction-to-user-stories
8. Agile requirement hierarchy,
Mike Cohn
8NFI - Project Management in Agile
Organizations @ Tele2
Theme
Epic
Story Story StoryStory Story Story
Epic
Task Task
13. Themes, Epics, Features, Stories & Tasks
• Themes
– Key product value propositions that provide market differentiation and competitive advantage.
• Epics
– The highest level of customer needs.
• Features
– Services provided by the system to fulfil stakeholder needs.
• Arch
– Architectural features are technical system services that allow developers to implement business
features that deliver solution value to the end users and the enterprise.
• User Stories
– Is a brief statement of intent that describes something the system needs to do for the user.
• Spikes (XP)
– A story to drive out uncertainty and risk with a new technology or domain.
• Tasks
– Is a small unit of work that is necessary for the completion of a story.
13NFI - Project Management in Agile
Organizations @ Tele2
15. User Stories
• A user story describes functionality that will be valuable to
either a user or purchaser of a system or software. User
stories are composed of three aspects:
– a written description of the story used for planning and as a
reminder
– conversations about the story that serve to flesh out the details
of the story
– tests that convey and document details and that can be used to
determine when a story is complete
15NFI - Project Management in Agile
Organizations @ Tele2
http://www.mountaingoatsoftware.com/presentatio
ns/introduction-to-user-stories http://www.youtube.com/watch?v=6q5-cVeNjCE
16. 16NFI - Project Management in Agile
Organizations @ Tele2
User stories are the primary object that
carry the customer’s requirements
through the value stream – from needs
analyses through code and
implementation.
17. User Story Format
A <role> can <action>
or
As a <role>
I want to <action>
So that <value>
A company can pay for a
subscription with a credit
card.
As a consumer I can see my
daily energy usage so that I
can lower my energy costs.
17NFI - Project Management in Agile
Organizations @ Tele2
19. Why User Stories?
• User stories emphasize verbal communication.
• User stories are comprehensible by everyone.
• User stories are the right size for planning.
• User stories work for iterative development.
• User stories encourage deferring detail.
• User stories support opportunistic design.
• User stories encourage participatory design.
• User stories build up tacit knowledge.
19NFI - Project Management in Agile
Organizations @ Tele2
20. User Stories should be:
• A function – not an implementation
• Independent
– Not linked to other stories.
• Negotiable
– A base for discussion.
• Valuable
– For an identified user/customer/stakeholder.
• Possible to estimate
– The developers must understand what is needed.
• Right size
• Verifiable
20NFI - Project Management in Agile
Organizations @ Tele2
21. A warning by Mike Cohn
21NFI - Project Management in Agile
Organizations @ Tele2
One warning sign of a project going astray with a requirements specification is a ping-ponging of the specification
document between the software development group and another group like Marketing or Product Management. What
typically happens is the Product Management (or similar) group writes a requirements specification that is given to the
developers. The developers then rewrite this document so that it conveys their interpretation of the requirements as
first written by Product Management. The developers are always careful to give their document a completely different
name (something like Functional Specification perhaps) to hide that it is the same document as the initial
document, just written from the perspective of a different group.
Both groups know that a requirements specification for a project of any significance is too difficult to read and fully
understand and impossible to write with the desired precision. So, whichever group writes the final requirements can
claim ownership of the intent of the document. When the project is finished and blame is being allocated they will
point to sections of the document and claim that missing features were implied. Or they will claim that expected
functionality is clearly out of scope because of a sentence buried somewhere in the document.
Most of the times when I see two groups writing separate versions of essentially the same document I already know
they are positioning themselves for the end-of-project blame sessions and for claiming to know the intent of the
document. This type of silliness goes away with user stories. Along with the shift to conversations from documentation
comes the freedom of knowing that nothing is final. Documents that look like contracts feel so final.
Conversations don’t feel that way. If we talk today and then learn something next month, we talk again.
22. Everything is not user stories
• Descriptions of user interface (UI)
• Descriptions of (API)
• ..
22NFI - Project Management in Agile
Organizations @ Tele2
24. Define constraints on cards.
• Do not make it hard to internationalize the software if
needed later.
• The new system must use our existing order database.
• The software must run on all versions of Windows.
• The system must achieve uptime of 99.999%.
• The system must manage 200 transactions / second.
24NFI - Project Management in Agile
Organizations @ Tele2
25. Use Case /User Stories
• Use cases are often permanent artifacts that continue to
exist as long as the product is under active development
or maintenance.
• Stories, on the other hand, are not intended to outlive the
iteration in which they are added to the software. While it
is possible to archive story cards, many teams simply rip
them up.
25NFI - Project Management in Agile
Organizations @ Tele2
31. Agila kontrakt, Knowit 2013.05.29
Källa: HeltSonika
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