Requirements Craftsmanship - Agile or Beyond Agile?
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Agile and Beyond 2015 Requirements Craftsmanship presentation by speaker Holly Stoner Bielawa. Who plays a part in making Software Craftsmanship and Requirements Craftsmanship work together to create world-changing products?
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Requirements Craftsmanship - Agile or Beyond Agile?
- 1. HollyBielawa Director, Solution Delivery TD Ameritrade April 30, 2015 15/7/2015 Requirements Craftsmanship: Agile, or Beyond Agile?
- 2. Speaker Highlights • Scientist • Early Stage Company Executive • Menlo High-Tech Anthropologist • Lean/Agile and Lean-Startup • Enterprise Transformational Coach • Agile Product Management • Requirements Craftsman About me….
- 3. What Problems do we have yet to solve? 35/7/2015 What problems are you trying to solve?
- 4. Is this a Problem? 5/7/2015
- 5. 5/7/2015
- 6. Barriers to Requirements Craftsmanship: 5/7/2015 6 1.Problem to Solve: Information is lost in the process. 2.Problem to Solve: We don’t know what problem this “feature” solves and for who? 3.Problem to Solve: We have to have everything in the release or we have nothing.
- 7. Communication Picture phone • Split into Groups of three – Decide who you are (One, Two, and Three) • Take three Post-its and…. – Person One • Write a common phrase • Cover your phrase with a Post-it on Top • Pass to person TWO – Person TWO • Read the phrase on the bottom Post-it • Draw a picture that is representative of the phrase. • Cover your picture with a blank Post-it note • Pass to person THREE – Person THREE • Look ONLY at the picture from Person TWO • WRITE a phrase that represents the picture 7
- 9. 9 Copywrite Cakewrecks.com 5/7/2015 Automation is more efficient!
- 10. Interpretation can Lead to Epic Failure 105/7/2015
- 11. 11 BUILD THE RIGHT THING Product Management, Sales, Marketing, Customers, Users, Partners BUILD THE THING RIGHT Cross-Functional Development Teams (Develops and Testers)Valuable Requirement Craftsmanship Software Craftsmanship The GeneralContextforSuccess Organizational Leadership and Enablement
- 12. 12Holly Bielawa T4 – holly.bielawa@tdameritrade.com5/7/2015 Spheres of Concern Requirement Craftsmanship… User needs What is feasible What is valuable
- 13. Achieving Maximum Lifetime Value 5/7/2015
- 14. Maximize the work NOT done in the 80%.
- 15. User WILL surprise you. 5/7/2015 15
- 16. “Project Junior”: New Amplifier Design 5/7/2015 16
- 17. Personas and Persona Mapping 5/7/2015 17 Junior
- 18. Project Junior Killer Feature 5/7/2015 18 https://www.youtube.com/watch?v=4xgx4k83zzc
- 19. The Classic Requirements Conundrum • Read the Requirements in front of you • What problem is being solved? Who are the persona’s involved? • What is the value of these requirements? How would you find out? 5/7/2015 19
- 20. What makes it a lot harder: 5/7/2015 20
- 21. THE TOOLS OF REQUIREMENTS CRAFTSMANSHIP… Why Requirements Craftsmanship
- 22. The Tools Of Requirements Craftsmanship 5/7/2015 22
- 23. This document contains confidential information for use by TD Ameritrade Holding Corporation and its subsidiaries. What problem are we trying to solve? Are the right people in the room? What are we doing for whom and why? What do we know? What don’t we know? Business Model Canvas, and Scenarios… 235/7/2015 Requirement Craftsmanship begins with the Big Picture: The questions to ask during chartering:
- 24. This document contains confidential information for use by TD Ameritrade Holding Corporation and its subsidiaries. Yogi Bear hears from the other bears that the yummiest peanut butter and jelly sandwiches are at the Ranger’s Cabin. Yogi goes to the Ranger’s cabin to get the sandwiches so that he feels stuffed, Yogi eats the sandwich in front of tourists who each pay$3.00 to see a wild bear close-up. Example Scenario
- 25. This document contains confidential information for use by TD Ameritrade Holding Corporation and its subsidiaries. Wile E. Coyote Googles “dynamite” and clicks on an ad for the best Road Runner terrorizing dynamite at ACME CO. Wile E. lands on a page at the ACME website with a list of different dynamites and chooses a high-powered version with wheels and a long fuse, so that he can properly terrorize the roadrunner. Wile E. Coyote selects the Dynamite and buys though a secured website. Scenario Example 2
- 26. This document contains confidential information for use by TD Ameritrade Holding Corporation and its subsidiaries. ___________ hears about our Product because ___________. (Persona) (Channel) She goes to our app so that she can ___________________. (Problem Statement) ___________ _____ finds ______________________ and (Persona) (Solution to Problem) _____________________ to our company. (Business Value) The Scenario Madlib
- 27. This document contains confidential information for use by TD Ameritrade Holding Corporation and its subsidiaries. Who is our Primary User? (Persona and Persona Mapping) How do we fit into their lives and what do they want (Journey Mapping and Scenarios)? What is our Business Value Story? As See - A- Bear Inc., if we provide a way for Yogi Bear to hear that yummy peanut butter sandwiches are at the ranger’s cabin, he’ll show up and stuff himself, and the tourist will pay us $3.00 a piece to see him. Personas, Scenarios, and Value Stories… 275/7/2015 Creating a Value Story: Your User Story Map is a result of these conversations:
- 28. 4. STORY MAPPING The Best Tool EVER!
- 29. User Story Mapping is an approach to and Organizing and Prioritizing user stories into the User Workflow 29 © Jeff Patton, all rights reserved, www.AgileProductDesign.com Story Maps support communication, user story creation, high-level estimation, and gap analysis conversations in the case of legacy systems. They also provide the context for fast re-prioritization of features, epics, and user stories.
- 30. Incrementing: building all of one part at a time 30 © Jeff Patton, all rights reserved, www.AgileProductDesign.com 1 2 3 4 5 Incrementing calls for a fully formed idea. And, doing it on time requires dead accurate estimation. (which is impossible, by the way).
- 31. Iterating: Planning to make changes to perfect the product over time. 31 © Jeff Patton, all rights reserved, www.AgileProductDesign.com 1 2 3 A more iterative approach allows you to move from general high-level idea, to collaboration and execution with a software team, making course corrections as you go. But you can still fall into bad habits…. 4 5
- 32. Example: Sandy’s Idea • Sandy has been staying at home while her kids are small. She is facing a decision about whether she can afford to stay home, or if she will have to go to work outside the home. • She has been making handbags while her children are napping. People love the handbags and she has sold a few to friends. If she can sell them online she may make enough money work flexibly from home. • Sandy and her husband agree that they will invest 3 months and $5000.00 to test whether she can sell her handbags online. HOW CAN SHE DO THIS IN ONLY THREE MONTHS?
- 33. Enter Lisa – Handbag aficionado and Sandy’s Primary Persona User Goal: Lisa I want to buy a handbag online so that I can express my individuality. • How do we make sure that we build everything needed, but not more. After all, Sandy only has a limited amount of time and budget to get Lisa to buy from her website.
- 34. Sandy’s Value Story If I provide Lisa a way to buy my handbags online, then she will feel she has a source for unique handbags, and I will be able to make money while having the flexibility of working from home. ….She only has $5000 and 3 months to make it happen.
- 35. Activity 3 • Using the cards provided, assemble a story map into a spine and stories
- 36. Time Necessity Lisa sees a home page Lisa Finds a handbag Lisa Selects a Handbag Lisa views her cart Lisa buys a handbag She sees a company logo She sees a search box She sees thumbnails She sees side navigation She sees an animation ad She can search She can browse She can scroll a list She double clicks on a bag She clicks a box to add to cart She drags a bag to add to cart She can select multiple handbags Lisa sees the bags she has selected She can see a sub-total She can select a shipping method She can purchase with a credit card She buys through Paypal She can select pay by check She can input a purchase order She can change quantities The Spine Shows Activities the User Must Complete
- 37. Lisa sees a home page Time Necessity Lisa Finds a handbag Lisa Selects a Handbag Lisa views her cart Lisa buys a handbag She sees a company logo She sees a search box She sees thumbnails She sees side navigation She sees an animation ad She can search She can browse She can scroll a list She double clicks on a bag She clicks a box to add to cart She drags a bag to add to cart She can select multiple handbags Lisa sees the bags she has selected She can see a sub-total She can select a shipping method She can purchase with a credit card She buys through Paypal She can select pay by check She can input a purchase order She can change quantities She can click on “Purchase” Test and Validate and you go (MVT to MVP)
- 38. Two months later, Sandy launches her handbag website. “Lisas” all over the world started buying handbags two weeks later. What if she wants to add the ability for Lisa to sell artisan items on the website?
- 39. User Stories – a quick Primer Only the developers will know when you have a user story. 2/24/15 39
- 40. Requirements Craftsmanship • A Collaborative Team Effort • Centered around what problem you are solving for who. • Negotiable until deployment to create flexibility and negotiation of factors. (User, Competition, Sales Cycle, Market etc ) • Expressed yourself in Estimable, Valuable User Stories 40
- 41. 5/7/2015 Resources • User Story Mapping (Jeff Patton) • The Inmates are running the Asylum (Persona Mapping) • (Alan Cooper) • User Story Writing • (Mike Cohn) • eXtreme Programming Explained • (Kent Beck) • The Principles of Product Development Flow • (Don Reinertsen) • Agile Chartering (also online resources) • (David Husseman)
Editor's Notes
- The horizontal access shows low to high number of features, the vertical access shows customer response low to high. If you have a high number of features, it maximizes initial sales…so it is natural for sales to ask for a lot of features. However repeat sales are maximized by a lower number or features. Especially in a subscription model, we often see a spike in initial sales, and then a drop off when customers are up for renewal.
- Additionally, if you look at this graph, 80% of features in a typical system are only sometime, rarely, or never used. How do you know that your feature idea doesn’t fall into that 80% area. Since only 20% of Features are Always or Often used, it’s critical that we figure out what the 20% is as early as possible, so that we don’t waste money in developing Requirements that fall into the 80%. Sometimes sales will ask for something, or a user set on a platform will ask for something that is in the 80%, in that case, we had better make sure (which is a skill and an art), that how we implement that particular features doesn’t get in the way of the user’s 20%....or we risk meeting our user needs and our long term prospects for repeat sales. This workshop will help you stay focused on what is most valuable and what requirements are most likely to end up in the 20%
- Incrementing means building a little bit at a time. If developers are working in this way, there won’t be anything that looks close to a finished product until the end. If you look at this as the number of features build per month, there are key features missing
- It’s not enough to say that she wants to buy a handbag. We need to know WHY, or we will build the wrong thing for Lisa. She doesn’t buy on Amazon because everyone else goes there. Lisa is a Hipster, who wants to feel like she is the first person to ever get to this website and is the only person who has access to buy these handbags.
- Are these user stories