book--group2 wednesday
TRANSCRIPT
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CHAPTER 11: THEREQUIREMENTS WORKSHOP
Group 2: Andrew Denner
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Overview
The requirements workshop is one of the most powerful techniques foreliciting requirementsGathers all stakeholders for a shortperiod
The use of outside facilitator can helpBrainstorming is the most importantpart of the workshop
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Why Requirements Workshop
There are many different methods forrequirement elicitationIt is beneficial to use many differenttoolsMost versatile is Workshoping
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Benefits
Assists building an effective teamone purpose, the success of theprojectAll stakeholders get their sayForces agreement on what app mustdoExpose and resolve potential politicalissuesOutput of preliminary system
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Preparations
Proper preparation is criticalExpect resistance but if you build itthey will come
Take time to ensure participation of the right stakeholdersAttend to logistics
Proper invitations , lighting etc.Expect Murphys LawAppearance is everything
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Warm-up Materials
Send out materials in advance, it willget the crowd in the right mentalstatePush the idea This is not just anothermeeting
Two types of warm-up materialsProject Specific materialsOut of the box thinking material
Dont send out materials too far in
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Choosing the Facilitator
If possible have a specialist, not ateam membera non stakeholderIf it must be a team member theyshould have:
Received training in the processDemonstrate strong consensus building
skillsBe personable and well respectedBe strong enough to chair a challengingmeeting
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The facilitators Responsibility
Establish a professional andobjective tone for the meeting.Start and stop the meeting on time.Establish and enforce the "rules"for the meeting.Introduce the goals and agenda forthe meeting.Manage the meeting and keep theteam "on track."
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The facilitators Responsibility
Facilitate a process of decision andconsensus making, but avoidparticipating in the content.Manage any facilities and logisticsissues to ensure that the focusremains on the agenda.
Make certain that all stakeholdersparticipate and have their inputheard.
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Setting an agenda
The agenda should be needs based,but structuredMost follow a standard form
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After the Workshop
Follow-up The facilitator is responsible for sendingout minutes, records and outputs
After that the project leader mustfollow-up on open action items andorganize info for output
Often is simple list of ideas or features
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Review
Holding a workshop is powerful, andgets everyone under one roof andproperly alignedAllows a compression of manymethods into one marathon eventOutside facilitators experience is
helpful
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CHAPTER 12BRAINSTORMING ANDIDEA REDUCTION
Group 2: Hojun Jaygarl
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Key points
Brainstorming involves both ideageneration
idea reduction . The most creative, innovative ideasoften result from combining multiple,seemingly unrelated ideas .Various voting techniques may beused to prioritize the ideas created.Although live brainstorming ispreferred, Web-based brainstorming
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Brainstorming!
When you are in the workshopWhenever you found yourself needing new ideas or creative
solutions to problems
Brainstorming is a very useful
technique.It's simple, fun, and an easy way to get
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Finding undiscovered ruins
The workshop provides the opportunityto solicit new input and to mutate andcombine these new features with thosealready under consideration.
This process will also help in the goal of "finding the undiscovered ruins" andthereby making sure that you havecomplete input and that all stakeholderneeds are addressed.
Typically, a portion of the workshop is
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Benefits of Brainstorming
This elicitation technique has a number of benefits.It encourages participation by all parties
present.It allows participants to "piggyback" onone another's ideas.It has high bandwidth. Many ideas canbe generated in a short period of time.
The results typically indicate a numberof possible solutions to whateverproblem is posed.
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Phases of Brainstorming
Brainstorming has two phasesIdea generation
Delineate as many ideas as possibleFocus on breadth of ideas, not necessarilydepth.
Idea reductionAnalyze all the ideas generated.Idea reduction includes pruning,organizing, ranking, expanding, grouping,refining, and so on.
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Live Brainstorming
1. All the significant stakeholders gather in one room , and suppliesare distributed.
2. The supplies given to eachparticipant
A stack of large sticky notes and athick black marker for writing on thenotes.3" x 5" (7 cm x 12 cm) - 5" x 7" (12
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3. Then the facilitator explains therules .
Live Brainstorming
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4. States clearly and concisely theobjective of the process.
The way the objective is stated will affectthe outcome of the session.For example, the following questions are afew ways to state the objective.
What features would you like to see in theproduct?What services should the product provide?What opportunities are we missing in theproduct or the market?
Live Brainstorming
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4. The facilitator asks participants toshare their ideas aloud and towrite them down, one per sheet.
This process is important To make sure the idea is captured in thatperson's own words
To make sure ideas are not lost
To enable posting of ideas for laterpiggybacking
To prevent delays in the creative process thatcould be caused by a single scribe trying toca ture all ideas on a fli chart or whiteboard
Live Brainstorming
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5. Collect and Post idea on a wall
Remember, no criticism or debate!"That's a stupid idea, "We alreadyhave that idea on the wall."
the deleterious effect of suppressing further participation"That's a Great Idea!
encourage further participation byall stakeholders.
Live Brainstorming
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5. Collect and Post idea on a wallRemember, no criticism or debate!
Live Brainstorming
"That's a stupididea"We already
have that idea
on the wall.
The deleterious effectof suppressingfurther participation
"That's a GreatIdea!
encourage furtherparticipation by allstakeholders.
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LullsIt is common for silence to occur
during idea generation. There are not times to stopLonger nulls state the objective
again and ask stimulation questions
Live Brainstorming
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Time to stopMost idea-generation sessions
last around an hour(some last 2-3hours).It is common to generate 50100ideas.
The process tends to have anatural end; at some point, thestakeholders will simply run out of
Live Brainstorming
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After the idea generation, it is time toinitiate idea reduction. Severalsteps are involved.1. Pruning ideas2. Grouping ideas3. Defining Features4. Prioritizing ideas
Idea Reduction
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Visiting each idea briefly,Asking for concurrence from thegroup that the idea is basicallyvalid.
Idea Reduction Pruning Idea
Is theidea
worthy?Remove
Stay
Agreement:
Agreement:
Disagreem
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Related ideas are grouped together inregions of the walls. Name the groupsof related ideas.
Idea generation can be reinitiatednow for any one of these groups
Idea Reduction Grouping Idea
E.g.:New features
Performance issuesEnhancements tocurrent featuresUser interface andease-of-use issues
A freight and deliveryservice:
Package routing andtrackingCustomer serviceMarketing and salesWeb-based services
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Writing a short description of what theidea meant to the person who submittedit. Gives the opportunity to further describe the feature helps ensure that the participants have a common
understanding of the feature
Idea Reduction Defining Features
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Once the groupings have stabilized andbeen agreed to, it is time to prioritizeideas.
3. Cumulative Voting: The Hundred-Dollar TestEach person is given $100to be spent on "purchasing ideas."
Limit the amount spendson one featureCaveat : Work only once.Partici ants will bias in the next time.
Idea Reduction Prioritizing Ideas
Results of cumulativevoting:Idea 1 $380Idea 2 $200Idea 3 $180Idea 4 $140Idea 5 . . ....
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2. "Critical, Important, Useful"CategorizationGood for small group# of votes = # of ideas
Each vote must be categorized:Critical (1/3), Important(1/3), Useful(1/3)Critical (9pts): indispensable, Without the feature, thesystem does not fulfill its primary mission or meet themarket need.
Important (3pts): There could be a significant loss. If theimportant items don't get implemented, some users would not likethe product and would not buy it.
Useful (1 pt): Nice to have.v At lest useful to avoid insult to other ideas
Idea Reduction Prioritizing Ideas
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Sometimes live brainstorming is notpossible Internet or an intranet basedbrainstormingIt may be particularly suited for 1. developing advanced applications for which
research is required2. a long term view is critical3. the concept is initially fuzzy, wide variety4. significant number of users and other
stakeholders inputs are involved
Web-Based Brainstorming
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Records and comments on productfeatures it gives persistence.Ideas and comments can becirculated over a long period timewith full recording.Ideas can grow and mature with thepassage of time.
Web-Based Brainstorming
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The attendees
The Case Study: The HOLIS Re uirements Worksho
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The workshopa warm up package
A few recent magazines articleshighlighting the trends in home automationCopies of selective interviews that hadbeen conductedA summarized list of the needs that had
been identified to date
The Case Study: The HOLIS Re uirements Worksho
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HOLIS requirement workshopstructure
The Case Study: The HOLIS Re uirements Worksho
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The SessionAll participants were able to have theirinput heard.
Rick did a fine job of facilitating, but oneawkward period occurred when Rick gotinto an argument with Alyssa aboutpriorities for a couple of features . (Theteam members decided that for any futureworkshop, they would bring in an outsidefacilitator .)Rick led a brainstorming session onpotential features for HOLIS, and the team
The Case Study: The HOLIS Re uirements Worksho
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The analysis of Results The results of the process turned outas expected, except for two significantitems.
2. "Built-in security It had low priority.
After a quick offline review, decided toinclude this functionality and toposition it as a unique, competitivedifferentiator in the marketplace.
The Case Study: The HOLIS Re uirements Worksho
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Our management goalMaximize the productivity andachievementIn harmony with the objectivesWe need to propel team members toshow
the unique and creative talents andindividual skills
The workshop and brainstormingtechniques
Summary
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CHAPTER 13.STORYBOARDING
Group 2: Nam Pham
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Content
1. Overview
3. Types of storyboards
5. What storyboards do
7. Tools
9. Conclusions
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Storyboarding
Extremely inexpensive
User friendly, informal and interactive
Provides an early review of the userinterfaces of the system
Easy to create and easy to modify
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Types of storyboards
Passive: Tell a story to the user
Active storyboards: Try to make the user see a movie thathasnt actually been produced yet
Interactive storyboards:
Let user experience the system is asrealistic a manner as practical.
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Types of storyboards
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What storyboards do
To work through the details of thehuman-to-machine interface.For used-based systems
Who the players are (users, othersystems, devices, etc)What happens to them (behavior of theusers and systems)How it happens (showing events, states,state transition).
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An example of storyboards The WHO representedthe guests who ride on
the roller coaster(going to die) The WHAT represented thebehavior of the rollercoaster (falls out andkills everyone). The HOW providedfurther description of how this interactionhappens (the rollercoaster smashes intothe camera, all of theharnesses rise back up,the front eight cars
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Tools
Passive-storyboarding: paper, pencilor post-it notes.Active-storyboarding: Power Point, pdf filesInteractive-storyboarding: softwarepackage for interactive prototyping
such as Macromedias Director andCinemation.
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ConclusionsProvide an early review of the userinterfaces of the system.
To elicit early Yes, But syndrome(possible blank-page syndrome).Passive, active, or interactiveIdentify the players, explain whathappens, and describe how it happens tothem
Sketchy, user friendly, interactive andeasy to modifyDo early and often with new orinnovative content