Using Agile Methods to Improve Efficiency in Requirements ... · REConf2016, 01 March 2016...

REConf 2016, 01 March 2016-1-

Using Agile Methods to Improve Efficiency in Requirements

Engineering

Colin Hood Systems EngineeringEvans Business CentreRegents Pavilion4 Summerhouse RoadMoulton ParkNorthampton NN3 6BJGreat [email protected]

Copyright © 2016 Colin Hood Systems Engineering

REConf 2016, 01 March 2016

AimTo show that by learning from the Agile Manifesto, in particular the two main principles, respectful treatment of people, and dealing flexibly with changes i.e.

§ individuals and interactions over processes and tools

§ responding to change over following a plan

we see:

§ agreeing responsibility with small teams made individuals and interactions moreimportant than blindly following a process

and

§ responding to change is easier with small teams and fewer requirements.



Manifesto for Agile Software Development

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

Individuals and interactions over processes and toolsWorking software over comprehensive documentation

Customer collaboration over contract negotiationResponding to change over following a plan

That is, while there is value in the items onthe right, we value the items on the left more.

Kent BeckMike Beedle

Arie van BennekumAlistair Cockburn

Ward CunninghamMartin Fowler

James GrenningJim HighsmithAndrew HuntRon Jeffries

Jon KernBrian Marick

Robert C. MartinSteve Mellor

Ken SchwaberJeff SutherlandDave Thomas

Source: http://agilemanifesto.org/



Agile e.g. Scrum



Sub-System Requirements

Sub-System Architecture

Sub-System Detailed Design




Customer Requirements

System Requirements

System Architecture




Customer

System Analyst

System Architect

Sub-System Analyst

Sub-System Architect

Sub-System Developer

Feature Owner and Chief Requirements Engineer

Unless someone is responsible for satisfying customer requirements,no-one is responsible for satisfying customer requirements

Chi

ef R

equi

rem

ents

Eng

inee

r

Feat

ure

Ow

ner

Feat

ure

Ow

ner



Simple Information Model








System Requirements

System Architecture




Customer

System Analyst

System Architect

Sub-System Analyst





Simple Information Model








System Requirements

System Architecture




Customer

System Analyst

System Architect

Sub-System Analyst



200

10,000 + 7,000

1,000

5,000

Total 23,000

Requirements grew from 200 to 23,000

becauseblindly following a process

was considered more importantthan

Individuals and interactions

The software was completelong before the requirements

becauseresponding to change

with so many requirements was very difficult.

Most requirements werenot needed










System Requirements

System Architecture




Customer

System Analyst

System Architect

Sub-System Analyst



Feature Owner and Chief Requirements Engineer

Chi

ef R

equi

rem

ents

Eng

inee

r

Feat

ure

Ow

ner

Feat

ure

Ow

ner

200

1,000

5,000

Total 6,000

Agreeing responsibility withsmall teams valued

Individuals and interactionsover processes and tools

Responding to change iseasier with small teamsand few requirements

Most requirements not repeated



SummaryBy learning from the Agile Manifesto, in particular the two main principles, respectful treatment of people, and dealing flexibly with changes i.e.

§ individuals and interactions over processes and tools

§ responding to change over following a plan

we see:

§ agreeing responsibility with small teams made individuals and interactions moreimportant than blindly following a process

and

§ responding to change is easier with small teams and fewer requirements.

Agreeing responsibility withsmall teams valued

Individuals and interactionsover processes and tools

Responding to change iseasier with small teamsand few requirements


REConf 2016, 01 March 2016-11-

Colin Hood Systems Engineering LimitedEvans Business CentreRegents Pavilion4 Summerhouse RoadNorthampton NN3 6BJ – UK

[email protected]

Systems Engineering since 1985

Founding Member of IREB 2006(International Requirements Engineering Board)


REConf 2016, 01 March 2016-12-

Organisational Change

Source: Colin Hood 1987 based on work by Shein and Lewin

Lack of discomfort with current, fear of the new.Ignore information that does not fit in with past.Lack of psychological security with the change,fear of loss of identity or status.

For successful change we must:1. Overcome barriers to change2. Communicate benefits to change3. Support a learning environment4. Embedd the new way of working

Progress of Change

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