1. Copyright © 2008 – 2013 Russell Pannone. All rights reserved.

2. What’s in it for you
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3. Effectively Communicating Product Requirements
Requirements
Doing
Right
Things
Doing
Things
Right
Those who want the product and those craftspeople
who build the product must communicate effectively
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4. 4Copyright © 2008 – 2013 Russell Pannone. All rights reserved.
Roles

5. 5
Iterative and Incremental
Project Management Framework
Copyright © 2008 – 2013 Russell Pannone. All rights reserved.
Scrum

6. 1. Putting the Product Owner (aka “the business” or customer representative) in the driver’s
seat – In the majority of the waterfall style projects the customer is involved, but in a limited capacity. They get to define a
scope up-front, but then any changes they deem necessary are change ordered back to them. This practice assumes that
the customer knows exactly what they want up front and penalizes them for changing their minds later in the development
process.
2. Enabling the business to quickly react to changing market conditions and needs – The only thing
constant in today’s economy is change. Businesses need to be able to make quick course corrections in order to survive.
3. Providing visibility into the development process – For many customers software development is a dark
art. They don’t have the background in order to understand the technical details and in most cases the development team
prefers it this way. The customer is left feeling helpless and Agile engages them throughout the development lifecycle,
providing enhanced visibility.
6
Scrum Project Mangement Framework
Copyright © 2008 – 2013 Russell Pannone. All rights reserved.

7. 1. Putting the Product Owner (aka “the business” or customer representative) in the driver’s
seat – In the majority of the waterfall style projects the customer is involved, but in a limited capacity. They get to define a
scope up-front, but then any changes they deem necessary are change ordered back to them. This practice assumes that
the customer knows exactly what they want up front and penalizes them for changing their minds later in the development
process.
2. Enabling the business to quickly react to changing market conditions and needs – The only thing
constant in today’s economy is change. Businesses need to be able to make quick course corrections in order to survive.
3. Providing visibility into the development process – For many customers software development is a dark
art. They don’t have the background in order to understand the technical details and in most cases the development team
prefers it this way. The customer is left feeling helpless and Agile engages them throughout the development lifecycle,
providing enhanced visibility.
4. Putting the Development Team in the driver’s seat - While the Product Owner is responsible for “what” is
to be developed the Development Team is self-directing and self-organizing as to “how” to develop the solution-system
product
7
Scrum Development Framework
Doing
Things
Right
Doing
Things
Right
Copyright © 2008 – 2013 Russell Pannone. All rights reserved.

8. 8Copyright © 2008 – 2013 Russell Pannone. All rights reserved.

9. A iterative incremental approach to software development that seeks to maximize
business value at all times.
Manage complexity, unpredictability and change through Visibility, Inspection and
Adaptation
9
versus
Defined Process
Empirical Process
So what is agile?
Copyright © 2008 – 2013 Russell Pannone. All rights reserved.

10. Empirical approach to product (solution) development that
acknowledges uncertainty and manages it by frequently (iteratively
and incrementally) delivering commercial or operation value
Relying on transparency, inspection, and adaptation, with an individual
and team focus on:
 autonomy: the need for someone to actively participate in
determining one’s own behavior, with autonomous choice of
action
 mastery: great skillfulness and knowledge of some subject or
activity
 purpose: do work that has real meaning in the world and real
direction. The whole point of purpose is to give self-organization
(autonomous choice of action) a proper direction
Copyright © 2008 – 2013 Russell Pannone. All rights reserved.
So what is agile?
1
1 2 3 4 5
“Iterating” builds an “Increment” of the product, verifies &
validates it, then slowly builds up quality delivering
“Value” incrementally

11. Quoted from the Manifesto for
Agile Software Development,
http://Agilemanifesto.org
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
# Principles
1 The highest priority is to satisfy the customer through early and continuous delivery
of valuable software.
2 Welcome changing requirements, even late in development. Harness change to
develop the competitive advantage.
3 Deliver working software frequently, from a couple of weeks to a couple of months.
4 Business people and developers must work together daily throughout the project.
5 Build projects around motivated individuals. Give them the environment and support
they need, and trust them to get the job done.
6 Development teams communicate frequently. The most efficient and effective
method of conveying information to and within a development team is face-to-face
conversation.
7 Working software is the primary measure of progress.
8 Promote sustainable development. The sponsors, developers, and users should be
able to maintain a steady pace indefinitely.
9 Continuous attention to technical excellence and good design enhances agility.
10 Simplicity -- the art of maximizing the amount of work not done -- is essential.
11 The best architectures, requirements, and designs emerge from self-organizing
teams.
12 At regular intervals, the team reflects on how to become more effective, then tunes
and adjusts its behavior accordingly.
Values
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So what is agile?

12. 12
Paradigm Shift
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13. 13
“Iterating” builds an “Increment” of the product, verifies &
validates it, then slowly builds up quality delivering
“Value” incrementally
Continuous product improvement
Copyright © 2008 – 2013 Russell Pannone. All rights reserved.

14. Continuous process improvement
14
Copyright © 2008 – 2013 Russell Pannone. All rights reserved.

15. Putting requirements in
context
15
Upstream
Interface Points
Work In Process
Writing Stories
Downstream
Interface Points
 Business
Process Model
 Vision
 Etc.
 Product Backlog
 Commitment – Scope, Schedule, Cost
 Test Cases
 Test Scripts
 Training Material
 Operational Documentation
 Etc.
Copyright © 2008 – 2013 Russell Pannone. All rights reserved.