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Agile Requirements
Education Series
BACKLOG

History Of Software Requirements

A Little On The Agile Process

Telling Stories - Agile Requirements
THE JOURNEY - WATERFALL
Original software development was mostly a
“hack away until it works” effort.

Waterfall was born of the desire to better manage complex
projects.

    Analyse
                Design
                             Build
                                          Test
                                                   Release
         Welcome to the 1970s!
SLIPPERY RESULTS
Software project failure* exceptionally high at 61%.

The main reasons for failure include:

• Incomplete or Changing Requirements

• Lack of User Involvement or Bad Communication

• Delivered Late or Over Budget.
OLD REQUIREMENTS
Using Waterfall We Try To:

• Capture Detail About Requirements All At Once Before We
  Start.

• Often Performed Independently of Eventual Delivery Team.

• Estimate Project Effort and Cost Off Requirements.

• Restrict Change by Penalising For It (and we still fail!)
OLD REQUIREMENTS
A NEW WAY
During the 1980s and 1990s approaches changed.

The goal: to fix what was wrong with IT project delivery.

The result: lots of new great ways to do project delivery.

The problem: which one to use?!

In 2001 a group came together in Utah and bought many
disciplines together and produced the Agile Manifesto.
AGILE MANIFESTO

    We are uncovering better ways of developing
    software by doing it and helping others do it.
     Through this work we have come to value:

Individuals and interactions over processes and tools
Working software over comprehensive documentation
  Customer collaboration over contract negotiation
    Responding to change over following a plan

     That is, while there is value in the items on
    the right, we value the items on the left more.
AGILE APPROACH
Using Agile We:

• Start with a set of Stories in a Backlog.

• Collaboratively prioritise and refine Stories for build.

• Accept that requirements can and do change.

• Work using defined periods of time (a Sprint).

• Extract Tasks from Stories to complete in a Sprint.

• Always have shippable software.
AGILE REQUIREMENTS (STORIES)
Story Detail and Size (Points).
AGILE REQUIREMENTS (STORIES)
Story Detail and Size (Points).




         Front of card            Points = effort required
AGILE REQUIREMENTS (STORIES)
Acceptance Criteria.




         Back of card
AGILE REQUIREMENTS (STORIES)
Way Too Big…
AGILE REQUIREMENTS (STORIES)
…we call it an
SCRUM BOARD




       Where we track all the stories
BURN DOWN
Work is broken down into a forecasted number of sprints & all
sprints are completed within a pre-determined timeframe (e.g. 2
weeks). Stories are allocated to each sprint in order of priority &
progress is mapped on a burn down.
Are we Done?
(that’s a Scrum joke)
References

(1) REVIEW OF TRADITIONAL PROJECT FAILURE RATES
        http://www.it-cortex.com/Stat_Failure_Rate.htm
    (2) AGILE REQUIREMENTS BASICS
        http://www.mountaingoatsoftware.com/topics/user-stories


Contact:
TheFARM Digital
+612 9690 1415

@thefarmdigital
http://www.facebook.com/thefarmdigital
http://www.thefarmdigital.com.au

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FARM Education: Agile Requirements

  • 2. BACKLOG History Of Software Requirements A Little On The Agile Process Telling Stories - Agile Requirements
  • 3. THE JOURNEY - WATERFALL Original software development was mostly a “hack away until it works” effort. Waterfall was born of the desire to better manage complex projects. Analyse Design Build Test Release Welcome to the 1970s!
  • 4. SLIPPERY RESULTS Software project failure* exceptionally high at 61%. The main reasons for failure include: • Incomplete or Changing Requirements • Lack of User Involvement or Bad Communication • Delivered Late or Over Budget.
  • 5. OLD REQUIREMENTS Using Waterfall We Try To: • Capture Detail About Requirements All At Once Before We Start. • Often Performed Independently of Eventual Delivery Team. • Estimate Project Effort and Cost Off Requirements. • Restrict Change by Penalising For It (and we still fail!)
  • 7. A NEW WAY During the 1980s and 1990s approaches changed. The goal: to fix what was wrong with IT project delivery. The result: lots of new great ways to do project delivery. The problem: which one to use?! In 2001 a group came together in Utah and bought many disciplines together and produced the Agile Manifesto.
  • 8. AGILE MANIFESTO We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.
  • 9. AGILE APPROACH Using Agile We: • Start with a set of Stories in a Backlog. • Collaboratively prioritise and refine Stories for build. • Accept that requirements can and do change. • Work using defined periods of time (a Sprint). • Extract Tasks from Stories to complete in a Sprint. • Always have shippable software.
  • 10. AGILE REQUIREMENTS (STORIES) Story Detail and Size (Points).
  • 11. AGILE REQUIREMENTS (STORIES) Story Detail and Size (Points). Front of card Points = effort required
  • 12. AGILE REQUIREMENTS (STORIES) Acceptance Criteria. Back of card
  • 15. SCRUM BOARD Where we track all the stories
  • 16. BURN DOWN Work is broken down into a forecasted number of sprints & all sprints are completed within a pre-determined timeframe (e.g. 2 weeks). Stories are allocated to each sprint in order of priority & progress is mapped on a burn down.
  • 17. Are we Done? (that’s a Scrum joke)
  • 18. References (1) REVIEW OF TRADITIONAL PROJECT FAILURE RATES http://www.it-cortex.com/Stat_Failure_Rate.htm (2) AGILE REQUIREMENTS BASICS http://www.mountaingoatsoftware.com/topics/user-stories Contact: TheFARM Digital +612 9690 1415 @thefarmdigital http://www.facebook.com/thefarmdigital http://www.thefarmdigital.com.au