- 1. AIPMM Webinar Series http://www.aipmm.com AIPMM 2012
2. AIPMM 2012 http://www.aipmm.com 3. Todays Speakers Moderator: Cindy F. Solomon, CPM, CPMM Founder, Global Product Management Talk http://www.BlogTalkRadio.com/ProdMgmtTalk Twitter: @ProdMgmtTalk @startupproduct @cindyfsolomon Presenter:Scott SehlhorstTyner Blainhttp://tynerblain.com/blog/http://www.linkedin.com/in/sehlhorst AIPMM 2012@AIPMM #prodmgmt http://www.aipmm.com 4. FEATURED PRESENTATION AIPMM 2012http://www.aipmm.com 5. The Rules of Requirements 25 September, 2012 6. Scott SehlhorstProduct 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, mobileAgile since 2001Started Tyner Blain in 2005 Helping companiesBuild the right products, right 6 7. Why Do We CareAbout Writing Good Requirements? 8. Track Record(Standish Group CHAOS Report)8 9. Root Cause AnalysisFailure reasons Success factorsLack of user inputUser involvementIncomplete requirements Exec supportChanging requirements Clear requirementsLack of exec supportProper planningTech. incompetenceRealistic expectations 9 10. Rules of Requirements1. Valuable7. Unambiguous2. Concise 8. Verifiable3. Design Free 9. Atomic4. Attainable10. Passionate5. Complete11. Correct6. Consistent12. Stylish 11. 1. Valuable Requirements 12. 2. Concise Requirements 13. 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 14. 4. Attainable RequirementsCan You Build It?Existing TeamAvailable TechnologyInternal Political EnvironmentCan You Launch It?Organizational DependenciesLegal Restrictions (National, Local, IP) 15. 5. Complete RequirementsYou Cannot AbsolutelyDetermine CompletenessObjective AssessmentHave you identified all ofthe problems to succeed inthe market?Heuristic AssessmentHave you identified how tocompletely solve theproblems? 16. 6. Consistent RequirementsStrategic ConsistencyDoes this requirement work in concert with othersto achieve our strategic goals?Logical ConsistencyA requires BMust have AMust not have BGrammatical ConsistencyWriting with the same tone, structure, phrasing 17. 7. Unambiguous RequirementsLanguage Introduces AmbiguityWhen WritingIdentify 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 youll be foreverparanoid about misinterpretation of everything youever write again. Ever. 18. 8. Verifiable RequirementsDoes 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. 19. 9. Atomic RequirementsEvery Requirement Stands on its OwnThe Defining Characteristic:A Requirement Cannot Be Half-Done. It is EitherDone, or Not Done. 20. 10. Passionate RequirementsBe Excited. Be Committed.Care AboutYour Customers & Their ProblemsYour Company & Its StrategyYour Team & Their EnrichmentYour Work & Its QualityHave PassionIt Will Show in Your Requirements 21. 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? 22. 12. Stylish RequirementsWrite Consistently Use Good Style And With Good Style-> The System MustPrioritize ExplicitlyIntentional Perspective Ordered Backlog, notNon-Negative MoSCoWReference, Dont RepeatWrite for Your AudienceGender Indifference Syntactic Parallelism 23. Thank You!Scott Sehlhorsthttp://twitter.com/sehlhorst Twitterhttp://tynerblain.com/blog Bloghttp://go.tynerblain.com/sehlhorst About Mehttp://www.slideshare.net/ssehlhorst SlideSharehttps://plus.google.com/110352820346292209511 Google [email protected] Emailscott.sehlhorst SkypeAgile since 2001 Started Tyner Blain in 2005 Helping Companies Build The Right Thing, Right24 24. Please Join Us Again!Global Product Management Talk #ProdMgmtTalk MondaysDec 17 Power Of Pattern Recognition For Product SuccessFollow http://www.blogtalkradio.com/prodmgmttalkAIPMM Webinar Series Fridays 2013Jan 4, 2013 How Ideas Become Products: Managing InnovationBecome a Product Leader! February 5 & 6, San Francisco2 Day Intensive: Product Innovation Leadershiphttp://www.aipmm.com/html/certification/strategic-innovation.phpStartup Product Summit February 7, 2013, San FranciscoDiscover how to work together to develop amazing products. startupproduct.comRegistration is now open! startupproduct.ticketbud.com/summitNewsletter:http://www.aipmm.com/subscribeLinkedIn:http://www.linkedin.com/company/aipmmMembership:http://www.aipmm.com/join.phpCertification: http://aipmm.com/html/certification/ AIPMM 2012 @AIPMM http://www.aipmm.com
