the rules of requirements - tyner blain

The Rules of Requirements25 September, 2012

Powering Business Value

Scott Sehlhorst

Product management & strategy consultant

8 Years electromechanical design engineering (1990-1997)

IBM, Texas Instruments, Eaton

8 Years software development & requirements (1997-2005)

> 20 clients in Telecom, Computer HW, Heavy Eq., Consumer Durables

7+ Years product management consulting (2005-????)

>20 clients in B2B, B2C, B2B2C, ecommerce, global, mobile

Agile since 2001Started Tyner Blain in 2005

Helping companiesBuild the right products, right

2

Why Do We Care…

…About Writing Good Requirements?

Track Record(Standish Group CHAOS Report)

4

Root Cause Analysis

Failure reasons

Lack of user inputIncomplete requirementsChanging requirementsLack of exec supportTech. incompetence

Success factors

User involvementExec supportClear requirementsProper planningRealistic expectations

5

Rules of Requirements

1. Valuable2. Concise3. Design Free4. Attainable5. Complete6. Consistent

7. Unambiguous8. Verifiable9. Atomic10. Passionate11. Correct12. Stylish

1. Valuable Requirements

2. Concise Requirements

3. Design-Free RequirementsThis is really about trust.The “stack” of problemdecomposition alternatesbetween requirements anddesign.

A business is designed to focus onsolving particular problems.A user designs an approach tosolving problems.A product manager designs a setof target capabilities that (should)help the user and business.The engineering team designssolutions that embody thosecapabilities

4. Attainable Requirements

Can You Build It?Existing TeamAvailable TechnologyInternal Political Environment

Can You Launch It?Organizational DependenciesLegal Restrictions (National, Local, IP)

5. Complete Requirements

You Cannot AbsolutelyDetermine Completeness

Objective AssessmentHave you identified all ofthe problems to succeed inthe market?

Heuristic AssessmentHave you identified how tocompletely solve theproblems?

6. Consistent Requirements

Strategic ConsistencyDoes this requirement work in concert with othersto achieve our strategic goals?

Logical ConsistencyA requires BMust have AMust not have B

Grammatical ConsistencyWriting with the same tone, structure, phrasing…

7. Unambiguous Requirements

Language Introduces AmbiguityWhen Writing

Identify the user, the context, the goalBe precise in language (avoid jargon, symbols)

When ReadingShared language (e.g. “must” vs. “shall”)Read The Ambiguity Handbook and you’ll be foreverparanoid about misinterpretation of everything youever write again. Ever.

8. Verifiable Requirements

Does it Have a Measurable Aspect?If not, how do you know if you delivered?

Do You Know the Measure of Success?If not, how do you know what you need to deliver?

Do You Have the Ability to Measure It?Aha! Time to write another requirement.

9. Atomic Requirements

Every Requirement Stands on its Own

The Defining Characteristic:A Requirement Cannot Be Half-Done. It is EitherDone, or Not Done.

10. Passionate Requirements

Be Excited. Be Committed.Care About

Your Customers & Their ProblemsYour Company & Its StrategyYour Team & Their EnrichmentYour Work & Its Quality

Have Passion…It Will Show in Your Requirements

11. Correct RequirementsAre You Focusing on theCorrect

Market Segments,Customers, Problems?

Do You Know That These Arethe Right Requirements?

Can We Achieve Our GoalsWithout TheseRequirements?

12. Stylish Requirements

Write ConsistentlyAnd With Good Style->

Prioritize ExplicitlyOrdered Backlog, notMoSCoW

Write for Your Audience

Use Good StyleThe System Must…Intentional PerspectiveNon-NegativeReference, Don’t RepeatGender IndifferenceSyntactic Parallelism

Thank You!

Scott Sehlhorsthttp://twitter.com/sehlhorst Twitter

https://plus.google.com/110352820346292209511 Google +

http://go.tynerblain.com/sehlhorst About Me

http://www.slideshare.net/ssehlhorst Slideshare

http://tynerblain.com/blog Blog

scott@tynerblain.com Email

scott.sehlhorst Skype

Enfocus Solutions:http://enfocussolutions.com

Agile since 2001Started Tyner Blain in 2005

Helping CompaniesBuild The Right Thing, Right

20