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Requirements Management: From Vision to Mission to Success
Enrique Lima Pinnacle of [email protected]
Twitter: @enriquelima
Hello, my name is …
Enrique Lima [email protected] Senior Developer Pinnacle of Indiana Microsoft Community Contributor Member of the Geekswithblogs.net Community -
Influencer http://geekswithblogs.net/enriquelima
@enriquelima - twitter.com/enriquelima Member of INETA
We interrupt this program …
• Stop asking questions, just build the thing already.
• Of course I am sure what I want• No, no need to document it, we are
set on what we want• Change our mind? US?!? No, never!• Any and all comments similar to your
reality are … pure coincidence!• Otherwise it would just be weird
Agenda
• Being Agile, and what that means• Requirements Management Defined• What defines the vision?• How do we make it our mission?• Validation and verification• Measuring success• Tools and Styles
It should all start with an idea!
It’s just that simple … we are done!
You are not paid to think! You are paid to do!
Being Agile, and what that means
Agile vs. agility Agile never said “Do not document” Agile does not say “Requirements?
We don’t need them” Agility gives you the flexibility to
change Agile gives you the methodology to
drive and monitor that change
Requirements Management defined
The process of documenting, analyzing, tracing, prioritizing and agreeing on requirements and then controlling change and communicating to relevant stakeholders. It is a continuous process throughout a project. A requirement is a capability to which a project outcome (product or service) should conform.
Someone, somewhere decided that either you apply Agile literally or you are not agile. Some other dude, in some other place decided if you document then you are not Agile.
They want to increase traceability, yet …We should not document, documentation is tedious and unnecessary.
Is It???!!!???
Gathering or eliciting requirements is essential to know where we are going, what is needed, what needs to be satisfied
I distinctly
said
monorails!
Did not!
B.C. by Johnny
Hart
Requirements, Requirements, Requirements!
EPICs, stories Requirements Help define what the
client/customer/stakeholder will be accepting.
Requirements and the Activities behind them
Be a CSI Investigate
Adopt a can do attitude Feasibility and
flexibility
Celebrate your victory Release
Think outside the Box Design
Always wear a hard hat Construct and test
Master your trade Trade-off that is
What defines the Vision?
Make it EPIC! Be able to make it smaller and
attainable “Aim small, miss small“ Become a story teller Identify a clear and concise story Know thy path!
What defines the Vision?
Tell me about how you like your Peanut Butter and Jelly sandwich
Use Ron Jeffries’ three Cs Card Conversation Confirmation
How do we make it our mission?
The EPIC grand tale becomes a Story Turn the story to an action Measurable stories Stories become a detailed task
Give them weight! Learn to play Poker. 0,1,2,3,5,8,11,20 …
How do we make it our mission?
The Power of the Card! Manage Progress! Manage Change! Wait, this sounds like a contract! Involve, engage, commit! Reach and achieve MVF!!!
Validation and verification
Know where you are going Know how to get there Know when you have arrived Receive “the reward” for having
arrived.
Building the right solution is not the same as building the solution right
Measuring success
Was the goal to … Get there? Get there fast? Get there with time left on the clock? Get there before anyone else? Get there somehow?
Wash, Rinse, Repeat.
Tools and Styles
Electronic or Hardcopy? CaseComplete AgileZen Pivotal Tracker VersionOne Combination?▪ TFS▪ SharePoint
In closing …
Would it help deliver better solutions?
What about adoption? Remember MVF
Resources
http://www.pinnacleofindiana.com http://geekswithblogs.net/enriquelima http://www.casecomplete.com/ http://21scrum.com Visual Studio ALM Rangers
http://msdn.microsoft.com/en-us/vstudio/ee358787
