from vision statement to product backlog
DESCRIPTION
An effective way to quickly develop software project and product requirements in business environments.TRANSCRIPT
Copyright © 2009 Luiz Cláudio Parzianello Slide 1 from 31
From Vision Statementto Product Backlog:
An Effective Way to Quickly DevelopProject and Product Requirements
Luiz Cláudio [email protected]
Brazil Scrum GatheringSão Paulo, Brazil, 13/05/2009
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Master´s Degree in Systems Engineering from USP Bachelor´s Degree in Electronics Engineering from PUCRS + 25 years of experience in informatics (prog., analysis e
management) + 10 years as consultant and instructor in Software Engineering + 6 years of experience in Agile Methods Certified Scrum Master and Coach in Lean Software
Development CEO from Surya Digital Management Vice-Coord. from Agile Methods User Group at SUCESU-RS
I’ve acted as a researcher, consultant and instructor for the following companies: Incor-HCFMUSP, Citibank (Caribe), Sicredi, Banrisul, FAURGS, SBC, ThyssenKrupp Elevadores, Refap/Petrobrás, FIERGS, Mercador-Neogrid, Ministry of Planning from Angola, Mayoral of Novo Hamburgo, Mayoral of Santa Cruz do Sul, FUNTEC (Argentina), and others.
About the Speaker
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What is a Software Product?
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A Software Product
From Merriam-Webster
• The entire set of programs, procedures, and related documentation associated with a system and especially a computer system; specifically: computer programs;
From WordReference.Com
• Written programs or procedures or rules and associated documentation pertaining to the operation of a computer system and that are stored in read/write memory.
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A Software Product
Scrum“Something with
VALUEto our customers”
“Something withVALUE
to our customers”
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So, how can I explore this“VALUE” in a Vision Statement?
A Software Product
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A Software Product
It would be a software product a kind of resource to support a transformation in a business environment?
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How a business process can help meto define a transformation scenario?
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A Business Process
A1
A2
A3
A4
A5
A6Customer Customer
People Tools Materials
RESOURCES
Requests
Information
Norms Regulations Indicators Procedures
POLICIES
Products
Information
Services
Business Process
Projecttargets
User Software
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A Business Process
A1A2
A4 A5
I1
I2
S1
S2
O1
O2
T1
T2A3
M1 M2
C1 C2 AS IS
A1A2
A4 A5
I1
I2
S1
S2
O1
O2
T1
T2A3
M1 M2
C1 C2 TO BE
A project is atransformation process!
Where you canfind compliments ...
Where you canfind complaints ...
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How can I structure a strategyfor the transformation process?
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Present State(PROBLEM)
Present State(PROBLEM)
A Strategy of Change
S.C.O.R.E. ModelThe minimum amount of information that needs to be
addressed by any process of change or healing.Robert Dilts & Todd Epstein (1987)
Complaints about bad results or
unaddressed
opportunities
(Symptoms)
Transformation
Desire State(GOAL)
Desire State(GOAL)
The most noticeable
and conscious
aspects of a Goal
(Outcomes)
Rationale for the
transformation (Effects)
Underlying elements
responsible for creating
and maintaining symptoms (Causes)
Underlying elements
responsible for removing
causes(Resources)
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Where? When?With whom?
Where? When?With whom?
Logical Levels of Learning and ChangeRobert Dilts based on Gregory Bateson
A Strategy of Change
Environment
SpiritualityPurpose
When we find a problem ata particular level …
When we find a problem ata particular level …
… we can solve it atthe next upper level!
… we can solve it atthe next upper level!
What doyou do?
What doyou do?
Behaviour
is perceived by my senses triggering a
Capabilitiesand Strategies
How doyou do?
How doyou do?
is a conscious actionsupported by
Who are you?Who are you?
Identityand Mission
Are unconsciousresponses based on
“Bad behaviour can generatebad results … Good behaviourcan generate good results!”
“Bad behaviour can generatebad results … Good behaviourcan generate good results!”
Why doyou do that?
Why doyou do that?
Beliefsand Values
are semiconscious actionsbased on personal
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How can I write a story for thewhole project using these models?
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A Project Story
Who are associated with the problem?
When does the problem
usually happen?
Where can we see the
problem?
What is the mode or situation the problem
occurs?
How many times the problem usually
happen?
Why is the problem happening in your
business?
What is your
problem?
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Toyota specialists believe that when you structure your problem solving around 1 page of paper (A3), then your thinking is focused and structured.
The A3 Problem-Solving Report is a document that tells the story of the issue, observation, or problem.
A Project Story
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A Project Story
THE PROJECT CHARTER:1x A3 or 2x A4 Form
THE PROJECT CHARTER:1x A3 or 2x A4 Form
Project IdentificationProject Identification
Present ScenarioPresent Scenario
Desired ScenarioDesired Scenario
Critical Success FactorsCritical Success Factors
Product ScopeProduct Scope
Cost EstimatesCost Estimates
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A Project Story
Mary Jane Sir JohnAn Electronic Document Management System
Conceive and develop a Web application to reduce the amount of space and time required tocapture, organize and manage corporate documents.
Docs. Department
IT
Bart
Lisa
Process guidelines and product validation
Software development, delivery and maintenance
10/03/2009 20/03/2009 15/04/2009
Who is asking for this project? What is this project for? Who belongs to the project context? How is our projects queue?
Logical Levels (Identity)
Logical Levels (Mission)
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A Project Story
Tell me about your business environment and process …Where, when and with whom do you run your business?What are your process outputs and what do you expect as inputs to produce them?How are your activities planned to be done?How do you control your process?
Who, where, when and what? How much? How do you do that? Why do you think that?
Tell me about efficiency and effectiveness …What about your wastes? Are you losing new opportunities?
Tell me about your beliefs ...Why are you facing bad results? Why are you losing business opportunities? Why do you do that?
Tell me about people, tools and materials …What about people skills? What about equipments and tools capabilities?
SCORE (Present)
SCORE (Causes)
Logical Levels (Environment and Behavior)
SCORE (Outcomes)
SCORE (Resources)Logical Levels (Capabilities)
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A Project Story
Tell me about your FUTURE business environment and process …Where, when and with whom do you EXPECT to run your business?What about process outputs and inputs in that future?How will you plan your activities in that future?What about controlling your process by this way?
Tell me about your TARGET efficiency and effectiveness …New capabilities? Better productivity? More velocity? Less failures?
Tell me about EXPECTED people, tools and materials …New skills? New people? New equipments? New product software or maintenance?
Tell me about RECOGNITION …Return of Investment (ROI)? Do the results fit the ecology of the surrounding environment?
Who, where, when and what? How much? Why? How will you do that?
SCORE (Future)
Logical Levels(Environment and Behavior)
SCORE (Outcomes)
SCORE (Effects)
SCORE (Resources)Logical Levels (Capabilities)
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A Project Story
This is what we need to start the project …
A1A2
A4 A5
I1
I2
S1
S2
O1
O2
T1
T2A3
Pre-Requirements(Setups) M1 M2
C1 C2PROJECT
Execution Conditions(Policies)
Alternative Solutions
PotentialRisks
This is what we consider to run the project …
This is what we consider as project threats and impediments …
This is what can be done if we face that problem …
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A Project Story
System A
System B
EnterpriseService Bus(ESB/SOA)
A new web application with 3 modules:Customers, Accounts and Reports
A new set of services (< 4) integratingsystems A and B
A new set of services (< 4) providingfinancial information to the ESB
• Java, Struts, PostgreSQL• SOA via Web Services• Check attached prototype for GUI
4 6
1 2
1 1
4 6
Where? What? Why? How much?
How? SOFTWARE PRODUCT SCOPE (Medium Level)
Who and When? PROJECT PLAN (High Level)
• Similar to the services provided to System C
• Similar to the integration between System B and C
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A Project Story
Scrum Master
Developer
To lead the technical team and run business analysis
Team members to develop System A
1
3
5.000,00
2.500,00
5.000,00
7.500,00
14.100,00
ComputersFor the technical team 4 1.000,00 4.000,00
DesignerTo conceive and prototype a GUI 1 3.000,00 3.000,00
10.000,00
Server Repository, Continuous Integration, V&V 1 3.000,00 3.000,00
System A is the critical path (4months)66.400,00 94.600,00
DeveloperTeam member to implement services in System B 16h 40,00 640,00
DeveloperTeam member to implement services in ESB 16h 60,00 960,00
System A is the critical path (6months)
AUniqueTeam
Proportionalto the
project duration.
costs
X 4 months
X 6 months
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How can I detail aSoftware Product Scope?
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Software Product Scope
BusinessProcess
Activity#1
Activity#2
Activity#3 Activity
#4
Activity#5
Activity#6 Activity
#7
Activity#8
Activity#10Activity
#11
Activity#12 Activity
#13
Activity#14
Activity#15
“Tell me aboutyour activitiesand I’ll understandyour User Stories”
“Tell me aboutyour activitiesand I’ll understandyour User Stories”
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Software Product Scope
Activities performed every day by the Sales Manager who plans and controls the whole sales team. Based on daily data received from each team member (by PDA´s), the Sales Manager checks goals and results of the sales group and each individual person. Statistical reports (graphs and tables) are the main tools used by theManager in a web based Sales Management System.
Pre-SalesrequestCustomer product
Customer
Sales Manager Sales Mgmt.System
Sales Person
Sales Planning
Sales
Post-Sales
Sales Control
Sales Planning
and Control
• Data from PDA• Individual reports• Team reports• General Statistics (Graphs)
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Software Product Scope
SalesManager
HomerSimpson
He is responsible for quarterly team revenue goals, as well as weekly activity goals for each sales rep. Personality Type A
He’s moderately computer savvy. He uses our software every day.
• To make faster decisions• To get appropriate data• To have well designed reports
Who? What? How? Why?
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Software Product Scope
SalesManager
A report to checksales growthby month
I can take a decisionabout initiativesto be done bymy team
I need an A4 format report containing:Products, Salesman, Total Sales, andfilters to Region, Product and Salesman
AJAX Use attached prototype 3
Sales Management System - Reports Application
SALES PLANNING AND CONTROL
A1A2
A4 A5
I1
I2
S1
S2
O1
O2
T1
T2A3
M1 M2
C1 C2
BUSINESSPROCESS
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Software Product Scope
Project StoryProject Story
ProjectIdentification
ProjectIdentification
PresentScenario
PresentScenario
DesiredScenario
DesiredScenario
CriticalSuccess Factors
CriticalSuccess Factors
ProductScope
ProductScope
CostEstimates
CostEstimates
BusinessTheme #3
BusinessTheme #3
BusinessTheme #2
BusinessTheme #2
User Story#3
User Story#3
User Story#2
User Story#2
User Story#1
User Story#1
Project Scope
Process Scope BusinessTheme #1
BusinessTheme #1
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Conclusions Projects addressed in a superficial way could be called "first-
order problem-solving projects”. That is, they work around the problem to accomplish immediate objectives, but do not address the root causes or core assumptions of the real problem. This is time consuming and can result in poor software products.
The process view of a business environment can show the main pieces of our project puzzle, acting as a seed for the thinking process.
The LLLC and S.C.O.R.E. Models are strong to be considered in a software project when we recognize changes in a business environment.
5W2H gives us some directions about what have to be considered when we analyze the main project questions.
The A3 Problem-Solving Process helps people to engage in a collaborative, in-depth problem-solving technique.
A Project Story template can effectively guide team members through the discovery of a real project scope.
User Stories are well considered in terms of Themes.
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Thanks and enjoy your project!
Luiz Cláudio [email protected]