Challenging Requirements

Gojko Adzic@gojkoadzic

http://gojko.netgojko@gojko.com

...agent Felix Leiter delivering a message to Bond from M to watch Auric Goldfinger …

...In London, Bond learns that his true mission is determining how Goldfinger transports gold internationally....

...Bond escapes and witnesses Goldfinger's meeting with US mafiosi, who have brought the materials he needs for Operation Grand Slam...

...Turning to the bomb, Bond manages to force the lock by hammering on it with a pair of gold bars, but the mechanism inside baffles him.... an atomic specialist turns off a switch...

...Bond and Goldfinger struggle for the latter's gold-plated revolver and accidentally shoot a window.... Goldfinger is blown out of the cabin.

We want to show on statements the reductions that weren't applied

Refuse solutions to unknown problems:understand what the real problem is and solve that

We found this IP geolocation service – let's use it to identify where the customers are from

Refuse suggestions to use a technology:

you know IT better than they do (if not, why have they hired you?)

““We want to give our affiliates We want to give our affiliates real-time reports”real-time reports”

Don't rush into solving the first problem they

give you:keep asking “why” until you get

to the money

We have performance issues with the counterparty hierarchy – fix it!

Know your stakeholders:

who is going to use this and why?

We want to send video to mobile devices

Don't start with stories!Start with a very high level

example of how people will use the system

We want a 2.5 Mach fighter jetWe want a 2.5 Mach fighter jet

Great products come from understanding the real problem and whose

problem it is

Effect maps

• Why? What is the desired business change?

• Who are the people that can create desired effects?

• What does the target group want, need, should do?

• How should the product or operation be designed to fulfil that?

Remember

• Share the responsibility for requirements

• Requirements shouldn't be taken at face value

• Refuse requirements in form of tasks

• Know your stakeholders

• Make a clear map from tasks to goals

• Start with high level examples

– Derive features and stories from that

– Communicate intent

– Focus on what, not on how

http://gojko.net @gojkoadzic

http://specificationbyexample.com