Zertifizierungen

BACKLOG MANAGEMENT
1
PRIORITY POKER
3
5
3400
2100
500
1300
800
Possible criteria
(consider at least 2):
· Business value
· Strategic fit
· Risk
· Cost of delay / urgency
· Cost/Benefit, ROI, NPV
· Effort
· Technical debt
· Political weather situation
DISCOVER
BACKLOG MAGIC
DELIVER
Source: Ellen Gottesdiener, «Discover to Deliver»
WHEN TO ADD DETAIL?
LOW EFFORT HIGH
Feature A
STOP
Feature B
Feature C
Feature D
TIME
Influencing factors:
· (technical) Complexity
· Existing domain
knowledge
· Number of
dependencies
· Level of risk in the
domain
· Past issues and bugs
· Number of unknowns
MINIMAL VIABLE
PRODUCT (MVP)
NOT
THIS
THIS
MVP
SPLITTING
Business Process
Data Variants
Interface
Simple / Complex
Non–Functional
Requirements
Business Rules
Business Value
Workflow Steps
CONTINOUS
BACKLOG GROOMING
PLANNING I
PLANNING II
n
DoD
· Identify relevant backlog items
· Clarify items with business stakeholders
· Socialize and validate with the team
· Estimate
· Assess relative priority of the items
· Split items
· Repeat the above
· Select the items according
to the given priority
· Clarify and reestimate the items
· Commit to the items
· Define the iteration goal
· Break down epics into features,
features into user stories and / or
user stories into tasks
· Split further if needed (on the same level)
· Create product, release or sprint backlog
· Confidence vote
STORY MAPPING
ROADMAPPING
DEPENDENCY MAPPING
RE ACTIVITIES
ROLLOUT
Product
Increment
Backbone
1 2
High Middle
Clarity Clarity
F03 F09
F10 F43
3
Scribble
F47
F37
1
2
3
4
5
Sprint 1 Sprint 2 Sprint 3
F
F F
F F
F F F
F
F
F F
Product Focus
Analyse epic / features
Manage dependency
Split feature / story
Refine stories
Prioritize stories
Backlog magic
Release
RELEASE
Release 3
Release 2
Release 1
Prio
F13 F31 F38
Features
Product Increments
UX? F
ARCH? F
Needs UX Help
Needs Sys Arch Help
F
F
F
= Dependency
Team Focus Sprint Sprint Sprint
Communicate user stories
(planning I and II)
Clarify user stories
DoD
TEAM BOARDS
Do In Work Verify Done
3
1 Prioritize & Estimate
5
Prioritize & Estimate
VIEW OF THE ORGANISATION
Business Goals
€ …
Profitability User Involvement / Feedback
…
FOR (target customer)
WHO (statement of the need or opportunity)
THE (product name) IS A (product category)
THAT (key benefit, compelling reason to buy)
UNLIKE (primary competitive alternative)
OUR PRODUCT (statement of primary differentiation)
Crossing the Chasm, Geoffrey Moore
ACCEPTANCE
E
EPIC
· Description
· Feature Benefits
F
Feature
· Description
· Benefit
· Scenarios
User Story
· As a (role)
· I want (requirement)
· So that (benefit)
US
Business Value
What must / must not happen
to deliver the business value
(in/ out of scope)
Business Scenario
Which personas with which
business scenarios deliver the
business value
User Scenario
Acceptance criteria and/or test
cases required to move the
story to a state of complete.
AGILE REQUIREMENTS ENGINEERING
PRINCIPLES AND VALUES
1 Focus on business value
2 Just in time specification
3 High customer involvement
4 Slice and prioritize continuously
5 Master the art of simplicity
6 Practice continous improvement
7 Respond to change
8 Self-organize
9 Focus on people
10Enjoy
RE ROLES AND COMPETENCES
LOW METHODICAL EXPERTISE HIGH
HIGH
dedicated BA / RE
in the team
Proxy PO
· Requirements Engineer
· System Engineer
· Business Analyst
· Solution Designer
· Project Manager
· Product Manager
3 Amigos
Agile RE tasks are distributed
among team members
ROLES NEW
· Agile Requirements Engineer
· Agile Business Analyst
· UX Expert
· Release Train Engineer
· Product Owner
· Product Manager
BA Team
PO Team
dedicated PO
PO as part-time job
[Expert PO]
ROLES OLD
= Business expertise
Product
Manager
Culture
Skills
Org Structure
INVIDUAL UNLEARNING ORGANISATIONAL UNLEARNING
Knowledge
Process
INVIDUAL LEARNING ORGANISATIONAL LEARNING
Mindset
Infrastructure & Tools
Behavior
NEED FOR CHANGE
INNOVATION ADAPTION CURVE
2,5 %
Innovators
13,5 %
Early Adopters
THE ADAPTIVE WALK
HOW MUCH STRUCTURE DO WE NEED?
AGILE REQUIREMENTS ENGINEERING
POSTER
34 %
Early Majority
34 %
zu bestellen über:
Late Majority
16 %
swissq-1.hs-sites.com/
agile-re-poster-order
Laggards
GRATIS
TEAM FOCUS
PRODUCT FOCUS
CHAOS
EDGE OF CHAOS
STRUCTURE
Source: based on Jurgen Appelo, «Management 3.0»
SwissQ Consulting AG | Stadthaus-Quai 15 | CH-8001 Zürich | Fon: + 41 43 288 88 40 | Fax: + 41 43 288 88 39 | Twitter: @SwissQ | eMail: info@SwissQ.it | www.SwissQ.it