Agile software requirements: lean requirements practices for teams, programs, and the enterprise
Saved in:
| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Upper Saddle River, NJ ; Munich [u.a.]
Addison-Wesley
2011
|
| Series: | Agile software development series
|
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XXXV, 518 S. graph. Darst. 24 cm |
| ISBN: | 9780321635846 0321635841 |
Staff View
MARC
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| 020 | |a 0321635841 |c (pbk.) £32.99 |9 0-321-63584-1 | ||
| 024 | 3 | |a 9780321635846 | |
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| 100 | 1 | |a Leffingwell, Dean |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Agile software requirements |b lean requirements practices for teams, programs, and the enterprise |c Dean Leffingwell |
| 264 | 1 | |a Upper Saddle River, NJ ; Munich [u.a.] |b Addison-Wesley |c 2011 | |
| 300 | |a XXXV, 518 S. |b graph. Darst. |c 24 cm | ||
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| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
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| adam_text | Contents
Foreword
xxiii
Preface
xxvii
Acknowledgments
xxxiii
About the Author
xxxv
Part I Overview: The Big Picture
1
Chapter
1
A Brief History of Software Requirements Methods
3
Software Requirements in Context: Decades of
Advancing Software Process Models
. 3
Predictive, Waterfall-Like Processes
5
Problems with the Model
6
Requirements in the Waterfall Model: The Iron Triangle
6
And Yet, the Waterfall Model Is Still Amongst Us
8
Iterative and Incremental Processes
9
Spiral Model
10
Rapid Application Development
10
Rational Unified Process
11
Requirements in Iterative Processes
11
Adaptive (Agile) Processes
12
The Agile Manifesto
12
Extreme Programming (XP)
14
Scrum
15
Requirements Management in Agile Is Fundamentally Different
16
Goodbye Iron Triangle
16
Agile Optimizes
ROI
Through Incremental Value Delivery
17
Enterprise-Scale Adaptive Processes
19
Introduction to Lean Software
20
The House of Lean Software
20
A Systems View of Software Requirements
2 7
Kanban:
Another Software Method Emerges
28
Summary
28
Chapters The Bis Picture of
Asile
Requirements
31
The Big Picture Explained
32
Big-Picture Highlights
33
Big Picture: Team Level
34
The Agile Team
34
Roles in the Agile Team
36
Iterations
36
User Stories and the Team Backlog
, 37
Big Picture: Program Level
38
Releases and Potentially Shippable Increments
39
Vision, Features, and the Program Backlog
40
Release Planning
41
TheRoadmap
41
Product Management
42
Big-Picture Elements: Portfolio Level
43
Investment Themes
43
Epics and the Portfolio Backlog
43
Architectural Runway
44
Summary
45
Chapter
3
Asile
Requirements for the Team
47
Introduction to the Team Level
47
Why the Discussion on Teams?
47
Eliminating the Functional Silos
50
Agile Team Roles and Responsibilities
50
Product Owner
51
Scrum Master/Agile Master
5
1
Developers
52
Testers
53
Other Team/Program Roles
54
User Stories and the Team Backlog
55
Backlog
55
User Stories
56
User Story Basics
57
Tasks
57
Acceptance Tests
58
Unit Tests
60
Real Quality in Real Time
60
Summary
61
Chapter
4
Agile Requirements for the Program
63
Introduction to the Program Level
63
Organizing Agile Teams at Scale
64
Feature and Component Teams
65
The System Team
71
The Release Management Team
73
Product Management
74
Vision
74
Features
75
New Features Build the Program Backlog
76
Testing Features
77
Nonfunctional Requirements
77
Nonfunctional Requirements as Backlog Constraints
78
Testing Nonfunctional Requirements
79
The Agile Release Train
80
Releases and Potentially Shippable Increments
80
Release Planning
80
Roadmap
81
Summary
82
Chapters Agile Requirements for the Portfolio
83
Introduction to the Portfolio Level
83
Investment Themes
84
Portfolio Management Team
85
Epics and the Portfolio Backlog
85
Portfolio Backlog
86
Epics, Features, and Stories
87
Architectural Runway and Architectural Epics
88
Implementing Architectural Epics
89
Architectural Runway: Portfolio, Program, and Project
90
Summary
91
Summary of the Full, Enterprise Requirements Information Model
91
Interlude
Case Study: Tendril
Platform
93
Background for the Case Study
93
System Context Diagram
95
Part II Agile Requirements for the Team
97
Chapter
6
User Stories
99
Introduction
99
User Story Overview
100
User Stories Help Bridge the Developer-Customer
Communication Gap
101
User Stories Are Not Requirements
101
User Story Form
102
Card, Conversation, and Confirmation
102
User Story Voice
103
User Story Detail
104
User Story Acceptance Criteria
104
INVEST in Good User Stories
105
Independent
106
Negotiable
...
and Negotiated
107
Valuable
107
Estimable
108
Small
109
Testable 111
Splitting User Stories
111
Spikes
114
Technical Spikes and Functional Spikes
114
Guidelines for Spikes
115
Story Modeling with Index Cards
116
Summary
117
Chapter
7
Stakeholders, User
Personas,
and User Experiences
119
Stakeholders
119
System Stakeholders
120
Project Stakeholders
120
Voice of the Stakeholder: Product Owner
120
Levels of Stakeholder Involvement
121
Building Stakeholder Trust
122
Stakeholder Interactions
122
Identifying Stakeholders
122
Identifying Project Stakeholders
123
Identifying System Stakeholders
124
Classifying System Stakeholders
125
Understanding System Stakeholder Needs
125
Stakeholder/Product Owner Team?
126
User
Personas
126
Primary and Secondary User
Personas
127
Finding
Personas
with User Story Role Modeling
127
Agile and User Experience Development
129
The User Experience Problem
129
Low-Fidelity Options for User Interface Development
130
User Experience Story Spikes
130
Centralized User Experience Development
131
Distributed, Governed User Experience Development Model
131
Summary
133
Chapters
Asile
Estimating and Velocity
135
Introduction
135
There s a Method to This Madness
135
The Goal Is the Same: More Reliable Estimates
136
Why Estimate? The Business Value of Estimating
137
Estimating Scope with Story Points
138
Understanding Story Points: An Exercise
138
Exercise Part
1 :
Relative Estimating
138
Exercise Part
2:
Estimating Real Work with Planning Poker
139
How Much Time Should We Spend Estimating?
142
A Parable of Estimating Caution: A Story within a Story
144
Distributed Estimating with Online Planning Poker
144
An Alternate Technique: Tabletop Relative Estimation
145
From Scope Estimates to Team Velocity
146
Exercise Part
3:
Establishing Velocity
146
Caveats on the Relative Estimating Model
147
Another Parable: Increasing Velocity, Be Careful
What You Ask For
148
From Velocity to Schedule and Cost
148
Estimating Schedule
149
Estimating Cost
149
Estimating with Ideal Developer Days
149
A Hybrid Model
151
Normalizing Velocity
152
Summary
152
Chapter
9
Iterating,
Backlos,
Throughput, and
Kanban
155
Iterating: The Heartbeat of Agility
155
Iteration Length
156
Iteration Pattern: Plan, Execute, Review, and Retrospective
157
Team Backlog
157
Planning the Iteration
158
Iteration Commitment
159
Executing the Iteration
164
Tracking and Adjustment
164
Review and Retrospective
167
Feature Preview
169
Backlog, Lean, and Throughput
169
Backlog Maturity, Lean, and Little s Law
170
A Blog Story: Is That Well-Formed Product Backlog
Decreasing Your Team s Agility?
170
Little s Law and an Agile Team s Backlog
171
Applying Little s Law to Increase Agility and Decrease
Time to Market
172
Readers React
176
Managing Throughput by Controlling Backlog Queue Length
177
Software
Kanban
Systems
179
Kanban
System Properties
179
Classes of Service in
Kanban
180
Summary
180
Chapter
10
Acceptance Testing
183
Why Write About Testing in an Agile Requirements Book?
183
Agile Testing Overview
184
What Is Acceptance Testing?
187
Story Acceptance Tests
187
Characteristics of Good Story Acceptance Tests
188
They Test Good User Stories
188
They Are Relatively Unambiguous and Test All the Scenarios
189
They Persist
190
Acceptance Test-Driven Development
190
Acceptance Test Template
192
Automated Acceptance Testing
193
Automated Acceptance Testing Example: The FIT Approach
194
Unit and Component Testing
196
Unit Testing
196
Component Testing
198
Summary
199
Chapter
11
Role of the Product Owner
201
Is This a New Role?
201
Perspectives on Dual Roles of Product Owner and Product Manager
202
The Name Game: Experimenting with the
Product Owner Role/Title
206
Our Conclusion: Apply the Dual Roles
207
Responsibilities of the Product Owner in the Enterprise
207
Managing the Backlog
208
Just-in-Time Story Elaboration
211
Driving the Iteration
212
The Problem of Technical Debt and the Value Stream
216
Co-planning the Release
217
Five Essential Attributes of a Good Product Owner
218
Collaboration with Product Managers
220
Product Owner Bottlenecks: Part-Time Product Owners,
Product Owner Proxies, Product Owner Teams
221
Product Owner Proxies
221
Product Owner Teams
221
Seeding the Product Owner Role in the Enterprise
222
TradeStation Technologies
222
CSG
Systems
223
John Deere Intelligent Solutions Group
223
Discount Tire
224
Summary
224
Chapter
12
Requirements Discovery Toolkit
227
The Requirements Workshop
228
Preparing for the Workshop
229
Setting the Agenda
231
Running the Workshop
232
Brainstorming
232
Idea Generation
233
Idea Reduction
235
Idea Prioritization
236
Interviews and Questionnaires
237
Context-Free Questions
238
Solutions-Context Questions
238
The Moment of Truth: The Interview
239
Compiling the Needs Data
239
A Note on Questionnaires
240
User Experience Mock-
Ups
241
Forming a Product Council
243
Competitive Analysis
244
Customer Change Request Systems
245
Defect Logs
246
Use-Case Modeling
247
Summary
247
Partili
Agile Requirements for the Program
249
Chapter
13
Vision, Features, and Roadmap
251
Vision
251
Expressing the Vision
252
A Vision Document
252
The Advanced Data Sheet Approach
253
The Preliminary Press Release Approach
254
The Feature Backlog with Briefing Approach
255
Communicating Nonfunctional Requirements (System Qualities)
255
Features
255
Expressing Features in User Voice Form
257
Estimating Features
257
Estimating Effort
258
Estimating Cost
259
Estimating Development Time
260
Testing Features
260
Prioritizing Features
261
Value/Effort as an
ROI
Proxy: A First Approximation
262
What s Wrong with Our Value/Effort
ROI
Proxy?
262
Prioritizing Features Based on the Cost of Delay
263
Introducing Cost of Delay (CoD)
263
Estimating the Cost of Delay
266
Feature Prioritization Evaluation Matrix
267
All Prioritizations Are Local and Temporal
268
Achieving Differential Value: The
Kano
Model of
Customer Satisfaction
269
The Roadmap
271
On Confidence and Commitments for Release Next,
Next
+1,
and More
273
Summary
273
Chapter
14
Role of the Product Manager
275
Product Manager, Business Analyst?
276
Responsibilities of the Product Manager in a Product Company
276
Business Responsibilities of the Role in the IT/IS Shop
278
Responsibility Summary
279
Phases of Product Management Disillusionment in the
Pre-
Agile
Enterprise
280
Phase
1 :
Unbridled Enthusiasm
281
Phase
2:
False Sense of Security
281
Phase
3:
Rude Awakening
281
Phase
4:
Resetting Expectations
282
Phase
5:
The Season of Perpetual Mistrust
282
Exiting the Season of Perpetual Mistrust
282
Evolving Product Management in the Agile Enterprise
283
Understanding Customer Need
284
Documenting Requirements
284
Scheduling
285
Prioritizing Requirements
285
Validating Requirements
286
Managing Change
286
Assessing Status
287
Responsibilities of the Agile Product Manager
287
Own the Vision and Release Backlog
288
Managing Release Content
290
Maintaining the Roadmap
295
Building an Effective Product Manager/Product Owner Team
295
Summary
297
Chapter
15
The Agile Release Train
299
Introduction to the Agile Release Train
300
Rationale for the Agile Release Train
301
Principles of the Agile Release Train
303
Driving Strategic Alignment
304
Institutionalizing Product Development Flow
305
Designing the Agile Release Train
308
Planning the Release
308
Release Objectives
308
Tracking and Managing the Release
309
Release Retrospective
310
Measuring Release Predictability
310
Release Obj ectives Process Control Band
312
Releasing
313
Releasing on the ART Cadence
313
Releasing Less Frequently Than the ART Cadence
314
Releasing More Frequently Than the ART Cadence
316
Summary
317
Chapter
16
Release Planning
319
Preparing for Release Planning
319
Release Planning Domain
320
Planning Attendance
320
Release Planning Facilitator
320
Release Planning Checklist
321
Release Planning Narrative, Day
1 322
Opening
323
Business Context
323
Solution Vision
324
Architecture Vision
324
Team Planning Breakouts
325
Draft Plan Review
327
Managers Review and Problem Solving Meeting
328
Release Planning Narrative, Day
2 328
Opening
330
Planning Adjustments: A United Front
330
Planning Continues: Team Planning Breakouts Session II
330
Establishing Release Objectives
330
Final Release Plans Review
332
Addressing Risks and Impediments
333
The Commitment
334
Planning Retrospective
335
Final Instructions to Teams
336
Stretch Goals
336
Summary
338
Chapter
17
Nonfunctional Requirements
339
Modeling Nonfunctional Requirements
340
Expressing Nonfunctional Requirements as User Stories
342
Exploring Nonfunctional Requirements
342
Usability
343
Reliability
344
Performance
345
Supportability
(Maintainability)
345
Design
Constraints
345
Persisting Nonfunctional Requirements
347
Testing Nonfunctional Requirements
348
Usability
350
Reliability
350
Security
351
Performance
352
Supportability and Design Constraints
352
Template for an NFR Specification
352
Summary
354
Chapter
18
Requirements Analysis Toolkit
355
Activity Diagrams
357
Sample Reports
358
Pseudocode
358
Decision Tables and Decision Trees
359
Finite State Machines
361
Message Sequence Diagrams
364
Limitations of MSDs
364
Entity-Relationship Diagrams
365
Use-Case Modeling
366
Summary
366
Chapter
19
Use Cases
367
The Problems with User Stories and Backlog Items
368
Five Good Reason to Still Use Use Cases
368
Use Case Basics
369
Use Case Actors
370
Use Case Structure
3 70
A Step-by-Step Guide to Building the Use Case Model
372
A Use Case Example
375
Applying Use Cases
377
Tips for Applying Use Cases in Agile
378
Use Cases in the Agile Requirements Information Model
378
Summary
379
PartlV
Agile Requirements for the Portfolio
381
Chapter
20
Asile
Architecture
383
Introduction to the Portfolio Level of the Big Picture
383
Systems Architecture in Enterprise-Class Systems
384
Does All Architecture Emerge in Agile?
385
The Need for Intentional Architecture
386
Business Drivers for Architectural Epics
387
Role of the System Architect in the Agile Enterprise
388
Eight Principles of Agile Architecture
390
Principle
#1 :
The Teams That Code the System Design the System
390
Principle
#2:
Build the Simplest Architecture That Can
PossiblyWork
391
Principle
#3:
When in Doubt, Code or Model It Out
392
Principle
#4:
They Build It, They Test It
395
Principle
#5:
The Bigger the System, the Longer the Runway
395
Principle
#6:
System Architecture Is a Role Collaboration
396
Principle
#7:
There Is No Monopoly on Innovation
397
Principle
#8 :
Implement Architectural Flow
399
Implementing Architectural Epics
399
Case A: Big, but Incremental; the System Always Runs
400
Case B: Big, but Not Entirely Incremental; the System Takes
an Occasional Break
401
Case C: Really Big and Not Incremental; the System Runs
When Needed; Do No Harm
402
Splitting Architecture Epics
403
Summary
405
Chapter
21
Rearchitecting with Flow
407
Architectural Epic
Kanban
System
408
Objectives of the
Kanban
System
408
Overview of the Architectural Epic
Kanban
System
409
Queue Descriptions
410
Architecture Epic State Descriptions
411
1.
The Funnel: Problem/Solution Needs Identification
412
Sources of New Architectural Epics
413
Activities: Ranking the Epic
414
Work-in-Process Limits
415
Decision Authority
415
2.
Backlog
415
Activities: Cadence-Based Review, Discussion, and Peer Rating
415
Prioritization and Rating System
417
Weighted Rating and Decision Criteria
417
Pull from Transition to Analysis
418
Work-in-Process Limits
418
3.
Analysis
418
Activities
418
Collaboration with Development
419
Collaboration with the Business: Solution Management,
Product Management, Business Analysts
420
Work-in-Process Limits
420
Architectural Epic Business Case Template
420
Decision Authority
422
4.
Implementation
423
Implementation Path A: Transition to Development
423
Implementation Path B: Create a New Team
424
Implementation Path C: Outsourced Development
425
Implementation Path D: Purchase a Solution
425
Work in Process Limits
426
Summary
427
Chapter
22
Moving to Agile Portfolio Management
429
Portfolio Management
429
When Agile Teams Meet the PMO: Two Ships Pass in the Night
431
Legacy Mind-Sets Inhibit Enterprise Agility
432
The Problem Is Not Theirs ; It Is Ours
432
Legacy Mind-Sets in Portfolio Management
433
Eight Recommendations for Moving to Agile Portfolio
Management
436
Rethinking Investment Funding
436
Rethinking Change Management
440
Rethinking Governance and Oversight
442
Summary: On to Agile Portfolio Planning
447
Chapter
23
Investment Themes, Epics, and Portfolio Planning
449
Investment Themes
450
Communicating Investment Themes
451
Why Investment Mix Rather Than Backlog Priority?
451
Epics
452
Subepics
453
Expressing Epics
453
Discriminating Epics, Features, and Stories
454
Types of Epics
456
Identifying and Prioritizing Business Epics:
A Kanban
System
for Portfolio Planning
456
Overview
457
State Diagram View
458
The Funnel: Problem/Solution Needs Identification
459
Backlog
461
Analysis
463
Implementation
467
Summary
467
Chapter
24
Conclusion
469
Further Information
470
Appendix A Context-Free Interview
471
Appendix
В
Vision Document Template
475
Appendixe
Release Plannins Readiness Checklist
485
Appendix
D
Asile
Requirements Enterprise Backlog Meta-model
489
Bibliography
491
Index
495
|
| any_adam_object | 1 |
| author | Leffingwell, Dean |
| author_facet | Leffingwell, Dean |
| author_role | aut |
| author_sort | Leffingwell, Dean |
| author_variant | d l dl |
| building | Verbundindex |
| bvnumber | BV037331606 |
| classification_rvk | SR 870 ST 230 |
| classification_tum | DAT 345f DAT 335f |
| ctrlnum | (OCoLC)707193340 (DE-599)BSZ337917752 |
| dewey-full | 005.3 |
| dewey-hundreds | 000 - Computer science, information, general works |
| dewey-ones | 005 - Computer programming, programs, data, security |
| dewey-raw | 005.3 |
| dewey-search | 005.3 |
| dewey-sort | 15.3 |
| dewey-tens | 000 - Computer science, information, general works |
| discipline | Informatik |
| format | Book |
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| id | DE-604.BV037331606 |
| illustrated | Illustrated |
| indexdate | 2025-02-20T06:43:05Z |
| institution | BVB |
| isbn | 9780321635846 0321635841 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-022485508 |
| oclc_num | 707193340 |
| open_access_boolean | |
| owner | DE-M347 DE-83 DE-2070s DE-859 DE-863 DE-BY-FWS DE-91G DE-BY-TUM DE-739 DE-384 |
| owner_facet | DE-M347 DE-83 DE-2070s DE-859 DE-863 DE-BY-FWS DE-91G DE-BY-TUM DE-739 DE-384 |
| physical | XXXV, 518 S. graph. Darst. 24 cm |
| publishDate | 2011 |
| publishDateSearch | 2011 |
| publishDateSort | 2011 |
| publisher | Addison-Wesley |
| record_format | marc |
| series2 | Agile software development series |
| spellingShingle | Leffingwell, Dean Agile software requirements lean requirements practices for teams, programs, and the enterprise Agile Softwareentwicklung (DE-588)4806620-5 gnd |
| subject_GND | (DE-588)4806620-5 |
| title | Agile software requirements lean requirements practices for teams, programs, and the enterprise |
| title_auth | Agile software requirements lean requirements practices for teams, programs, and the enterprise |
| title_exact_search | Agile software requirements lean requirements practices for teams, programs, and the enterprise |
| title_full | Agile software requirements lean requirements practices for teams, programs, and the enterprise Dean Leffingwell |
| title_fullStr | Agile software requirements lean requirements practices for teams, programs, and the enterprise Dean Leffingwell |
| title_full_unstemmed | Agile software requirements lean requirements practices for teams, programs, and the enterprise Dean Leffingwell |
| title_short | Agile software requirements |
| title_sort | agile software requirements lean requirements practices for teams programs and the enterprise |
| title_sub | lean requirements practices for teams, programs, and the enterprise |
| topic | Agile Softwareentwicklung (DE-588)4806620-5 gnd |
| topic_facet | Agile Softwareentwicklung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=022485508&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT leffingwelldean agilesoftwarerequirementsleanrequirementspracticesforteamsprogramsandtheenterprise |
Indexes
THWS Würzburg Teilbibliothek SHL, Raum I.2.11
| Call Number: |
1340 SR 870 L493st |
|---|---|
| Copy 1 | ausleihbar Available Place a Hold |