Requirements Don’t Have to be Hard

1. Requirements Don’t Have to be Hard Drrs. Kelly Shaw & Rick Hubbard Serena Software

2. The First Step Given this year’s theme of Innovation… The first step to creating an innovative & achievable solution is to… …form a well-crafted—and authoritative—statement of the problem… …which is attested by the Economic Stakeholder Let’s start with a simple list and progress from there… …what aspects of requirements do you believe are hard, or problematic? Now let’s delve a little deeper into the nature of innovation

3. What is “Innovation?”

4. Nature of Innovation What is the fundamental nature of innovation? Something new? Necessary, yet insufficient answer Innovation is something new… …in the presence of an apparent contradiction(s), and… …typically bounded by an assumed constraint(s) For Example: A Special Diet… Story about a college Computer Science project Let’s apply this idea to you…

5. Cardstorm Prototype Candidates • 5x8 Index Cards • Write Name & Contact Details in Lower Right • In Quiet • In 15 words, or less, please describe a problem, any problem, in your organization which is bounded by a contradction(s) and a constraint(s)

6. Collect Cardstorm Results

7. What Can Be Done? What can be done later in a project to overcome deficiencies—failures—in requirements practices? Spend More Money Rework Take Longer Higher Risk Lower Quality Deliver Less Reduce ROI Squander Opportunity Cost Disappoint Business/Customers

8. The Value of Prototyping

9. With Innovative Thinking—Requirements Don’t Have to be Hard Problem: Customer’s Don’t Know What they Want and They Think Requirements Capture Takes Forever Recall: What is the Nature of Innovation? Something new, apparent contradiction & constraint Let’s find a way to collect requirements when customer’s don’t know what they want in short periods of time…especially with respect to: Surfacing Assumptions Surfacing Tacit Knowledge

10. Kano Model Extremely Satisfied Excited Stated Over Time Absolutely Unfulfilled Absolutely Fulfilled Assumed Extreme Dissatisfied

11. With Innovative Thinking—Requirements Don’t Have to be Hard Problem: We don’t know if the solution technology is feasible Let’s find a way to collect requirements and test a technology stack in a short period of time Problem: What’s the best way to decide to build or buy? Let’s find a way to collect sufficient requirements to authoritatively conduct a build/buy decision in a short period of time Problem: Customer’s are always changing their minds; especially when they learn the cost of a feature Let’s find a way to quickly collect, assess and validate requirements

12. Could You Apply This Approach to Requirements and Prototyping?

13. PDSA/PDCAShewhart/Deming Cycle Frequently Misunderstood “D” Really Means…

14. Ultra, Ultra-Brief Discussion ofPID Controllers PIDProportional—Current ErrorIntegral—Sum Prior ErrorsDerivative—Rate of Change of Errors

15. Let’s Find a Way… Let’s find a way to collect requirements when customer’s don’t know what they want in short periods of time…especially with respect to: Surfacing Assumptions Surfacing Tacit Knowledge Let’s find a way to collect requirements and test a technology stack in a short period of time Let’s find a way to collect sufficient requirements to authoritatively conduct a build/buy decision in a short period of time Let’s find a way to quickly collect, assess and validate requirements

16. Prototyping Let’s See How Shaw is Doing… Let’s Surface Assumptions… Let’s Surface Tacit Knowledge…

17. Questions