Requirements prioritization, Razvan Radulian, NWA IIBA Chapter, June_2014
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Transcript of Requirements prioritization, Razvan Radulian, NWA IIBA Chapter, June_2014
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Requirements PrioritizationRazvan Radulian, MBA
June 10th, 2014
NWA IIBA Chapter Meeting
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Agenda
• Why are we talking about it?• What are we talking about?• Who cares? Why?• When do (should) we do it?• How do we do it?• Techniques• Pitfalls & "Best" Practices
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Quick note about my approach (W5Hy)First (W5H), understand…
•Why/Why not•What/What not•Who: By Whom/For Whom•When/When not•Where/Where not• How/How Not
… then (y), explore:
•Why [not] That?•Why [not] Them?•Why [not] Then?•Why [not] There?•Why [not] That Way?
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KISS: Above all, Keep it Simple and Short!• Simple, not simplistic!• Short, but no [lazy] short-cuts!
[Noticed my minimalistic style?]
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Why are we talking about it?
• Statistic: 65% of IMPLEMENTED Requirements are rarely or never!• CHAOS Reports: How many successful projects?!?• Waterfall: 14%• Agile: 42%
• Scope Creep or Scope Management?• Project & Resource Management• Risk Management
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What are we talking about? Core concepts• Definition…• Prioritization vs. Urgency…• Requirements Analysis…• Deciding how to decide
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Terms: Requirements Prioritization
• The process of determining the relative importance of a set of items in order to determine the order in which they will be addressed.
Source: BABOK Glossary
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Terms: Prioritization vs. Urgency
• Importance: What's most important to do• Timing: What do we need to do first
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Fundamentals: Requirements Analysis• Prioritize Requirements• Organize Requirements• Specify and Model Requirements• Define Assumptions and Constraints• Verify Requirements• Validate RequirementsSource: BABOK, Requirements Analysis Knowledge Area (6.1)
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Who cares? Why? Do-ers and Consumers...• Business side…• Implementation side…• Facilitator(s)…
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Who: Business stakeholders
• Customer• Sponsor• User(s)• Marketing, Sales...
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Who: Implementation stakeholders
• Implementers (IT and more)• QA/Testers• Trainers• Usability and User-experience experts• Support
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Who: Facilitator(s)
• Business Analyst• Project Manager
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When do (should) we do it?
• Plan-driven approaches (e.g. Waterfall)• Change-driven approaches (e.g. Agile)• Initiating/Planning vs. Monitoring & Control
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How do we do it?
• The Process…• The Inputs…• The Outputs (again, Who cares? Why?)…• The Criteria…
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How: The Process (simplified)
• Plan and design a/the Requirements Prioritization process• Execute• Elicit and understand the requirements• Analyze and evaluate• Decide
• Monitor and upon change requests, repeat...• Once in awhile, step back and re-evaluate the process itself• If necessary, improve
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How: The Inputs
• Business Case• Business Need• Requirements (ah, yeah!)• Requirements Management Plan• Stakeholder List, Roles, and Responsibilities
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How: The Outputs (again, Who cares? Why?)• Requirements [Prioritized]• Categorized…• Ranked…
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How: Outputs: Requirements [Prioritized]• Categorized• High, Medium, Low• MoSCoW…• Shall, Will, Might… (Don't!)
• Ranked• 1, 2, 3...• Sprint "Backlog"
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How: The Criteria
• Business Value• Business or Technical Risk• Implementation Difficulty• Likelihood of Success• Regulatory or Policy Compliance• Stakeholder Agreement• Urgency
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Techniques
• MoSCoW…• Voting…• Ranking…• Decision Analysis…• Risk Analysis…• Timeboxing/Budgeting…
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Technique: MoSCoW
• Must• A requirement that must be satisfied in the final solution for the solution to be
considered a success.
• Should• High-priority item that should be included in the solution if it is possible. This is often a
critical requirement but one which can be satisfied in other ways if strictly necessary.
• Could• A requirement which is considered desirable but not necessary. This will be included if
time and resources permit.
• Won't• A requirement that stakeholders have agreed will not be implemented in a given
release, but may be considered for the future.
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Technique: Voting
• Allocating fixed amount of resource.• "5" Dots• $100 or 100-points• Other tokens
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Technique: Ranking & the Pareto Principle• Sorted Priorities• Avoiding the "High, Medium, Low" heuristic behavior • The Law of the Few (80/20, Pareto Principle)
• Focus on the important 35%• Remember the 65% statistic?
• Agile: Product Backlogs or the Lessons we should learn • See again the CHAOS Report (2011): Waterfall vs. Agile
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Technique: Decision Analysis
• Framing the Problem• Objectives/Criteria• Evaluating (e.g. impact/outcome & probability)• Decision Tables & Decision Trees
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Technique: Risk Analysis
• Impact & Likelihood• Assumptions & Constraints• Risk Mitigation Factors
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Technique: Timeboxing/Budgeting
• All In, All Out, Selective• PM's "Triple" Constraint:• Time (Schedule)• Money (Budget)• Scope (Product, Project)• Quality, Risks…
• Agile's “tricks”:• Product Backlog• Estimates• Planning & Commitments
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Some [of the many possible] Pitfalls...• Again, what was that 65% statistic?!? • Scope Creep or Gold-plating?
• 99% High-priority = NO Priorities!• "Flying by the seat of of your pants"• The Moving Target!• The Moving Highway!• The Moving Participants!
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... and some "Best" Practices (1 of 2)• There are no "Best Practices"!• Do it early, but not too early!• Do it often, but not too often!• Just-in-time Prioritization...
• Follow a process • If you don't have a process...
• Design one and experiment with it• Adopt and adapt (sorry, no silver-bullets!)
• Expect it to change
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... and some "Best" Practices (cont’d)• Clear and committed Roles & Responsibilities• Strong Support (Hey, Execs, are you listening?)• Once in awhile, step back and reflect...
... better yet, learn and improve!
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Related Topics
• Enterprise Analysis• Project & Resource Management• Programs& Portfolio Management• Agility & Discipline (Risk-driven Management)• Facilitation
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Thanks!
• My contact info:Razvan [email protected]
• Ask, share, helpIt is Common-sense...... just not that common!
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Q&A