Requirements, tests, training, help files – the connection?

Part one What would you like sir

Part two Requirements,tests, training, help files

Part three Why no project exists onin isolation-whwat should be done

Part four Business rules, Process rules, Process, Data, different viewpoints

Part five Testing requirements is not optional

Part six Requirements strategy can make or break your project

 Really! – Have you seen this new stuff? 

This could easily have been Mick Jagger and Keith Richards after their first successful gig. In the modern world, it is more likely to be a hard working CTO talking to a COO about his systems needs.

Systems are not like any other purchase. You can go to a tailor today and he will do almost the identical things that a tailor did for Julius Ceaser.  You can call an architect and his approach will differ little from that of Hiram Abif apart from the time taken to produce drawings.  When it comes to systems though, it is more like medicine. Patients differ, you only hear what they tell you and you don’t really understand anything you have not personally experienced, you have to tease it out using your instinct and experience and play the numbers game.

There are techniques for flushing out the problems and verifying them and for getting the medicine accepted, but ultimately every doctor likes to deal with life threatening situations. If he succeeds for whatever reason, he’s a hero and if not, well, he did his best.
Apart from a lucky few, most of us in the software industry have to earn a living by delivering value in the real world through cost savings, or competitive advantage and that’s a tall order.
It calls for a mixture of calculated risk taking and good fall back positions and it requires an insight that combines real understanding of the business domain with leading edge technological ability. It doesn’t matter whether this is done by a committee or a genius as long as it gets done

The requirements challenge

So how do you meet a business person, listen to his/her needs and six, nine or thirty six months later get a well done, thank you response?

There isn’t a really good answer to this. If it is six months, you are in with a chance. If it is nine you are still in there, at thirty six, the likelihood is that before you deliver this, a much better solution will have been invented, or the problem will have been replaced by a new one.

There is a considerable number of methodologies out there, most of them geared up to coax you into paying for expensive training courses and few aimed at really bridging the divide between what a business needs and what technology can deliver with reasonable reliability.   A methodology that really works has to be able to understand business needs, translate it into process and match this with the best possible technical solution.

Defining the problem

This is not as simple as it sounds. If you read my business case blogs, you will probably remember the way I recommend tying corporate objectives in a direct and accountable way to the benefits delivered by the business case.  That makes perfect sense of course, because a good business sets a plan and then works to deliver on it.
There are other scenarios however that need to be taken into account, this example will hopefully help to illustrate the point.
Suppose we approach an Amazon tribe still living in the traditional way, tell them that we would like to give them some gifts and ask them about the problems they would most like to solve and the things that might give them the most satisfaction.  Problems and exciters. The likelihood is that having seen bright steel machetes amongst the crew, they might suggest a steel spear to make fishing more productive. We might then suggest that rather than give them a spear, we can give them a monofilament net. This way they can catch enough for the whole tribe in an hour instead of having to fish all day.Here we have seen a classic example of the two cardinal sins of analysis:

 1.       Asking a question that the object of the question can’t possibly be expected to answer well.

2.       Answering with a solution rather than a problem.

The interviewee in this example can’t be expected to know how to manage this process, so the entire responsibility lies with the interviewer. By the way, that includes the many occasions when the interviewee believes she knows exactly what she wants and is driving.
The responsibility of the analyst extends to making sure that the interviewee has explored and understood the problem and has a sufficient understanding of it and of the desired outcomes to start either designing or verifying the solution.
I include verifying here, because an increasing number of business people believe themselves to be tech wizards and arrive with fait accomplis and a budget wanting a technically trained fellow to make her vision happen.  In these cases, instead of designing a solution, the analyst goes through a process of verifying the problem, the requirements and the solution.  If these three don’t match and the sponsor doesn’t see it then it is up to the individual analyst’s conscience  and professional intergityas to what he/she should do next.

In Summary

In this part we have talked about three key issues:

1.       The unique challenge facing a systems professional in getting to the real problem before starting on the solution.

2.       Educating the client about possibilities in order to truly understand what the problem is.

3.       Tempering the part time inventor with a little pragmatism without dampening his/her enthusiasm.

The next part will get much deeper into the language and culture of requirements and and discuss different methods of achieving a reliable result.
 

 

 

 

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Learn about Agile from Keith Richards

Keith Richards of Keith RichardsConsulting gave me my first formal training in DSDM nearly a decade ago and I am thrilled to have him contribute to our blog. If you would like to know more about Keith’s methods, you can purchase his book;
‘Agile Project Management: running PRINCE2 projects with DSDM Atern’ by Keith RIchards published by TSO’

What is Agile?

The word ‘agile’ has now become the hottest term being used in the methodology arena, but what exactly does it mean?

Amongst project managers and process mentors there is a broad understanding of the ethos of ‘agile’ but equally there is little agreement on the exact specifics of the genre.

Here are the views of KRC about the ‘new wave’ of approaches which are challenging the traditional view on how to deliver business benefit in the most effective way.

KRC believe that to be ‘agile’ means satisfying a set of criteria. These ‘criteria’ can be described as follws:

Responsive to change

Scope tolerant

Collaborative

Iterative

On time

Built incrementally

KRC also believe that the highest level of performance in the agile space can only be achieved if there is also compliance to a further three criteria. These are:

Business Focus

Quality Focus

Communication Focus

Over the coming weeks KRC will add to these criteria – in the meantime please get in touch if you would like to contribute.

 

Keith Richards

Why you still need business analysts and change managers when you do agile.

The first reaction to the theory of agile is to think something like, ”great, now we don’t to pay business analysts and change manager”.

It is logical without a doubt. You are not going to interview stakeholders, try to merge all the information, improve the waste and perfect a new process or design like we did in the good old days are you?No, you are going to very carefully select knowledgeable, committed and influential stakeholders and make them part of the team. Then you are going to facilitate them while tey design the changes.

What a splendid idea that really is. In one fell swoop you have created champions, educated them and built their commitment. You have fed the grapevine, the only truly effective channel of communication, with positive accurate messages delivered with conviction and enthusiasm by respected influential people.
At the same time you have gathered the most important knowledge into one place and not only got their input but had it bounced around amongst them and built up in increments.

How could it possibly be wrong? and how could it fail to win loyal support fast?

Welltheory is a fine and wonderful thing, but experience shows us a couple of important things: >

1. When analysts go about requirement the formal way and they interview everyone who could possibly be important to the project and hold workshops and demonstrations, it often emerges that:

 

a.

yes;”> Stakeholders are often deluded about what really goes on, they think big, but don’t do detail.

Senior stakeholders have imaginations just the same as programmers and when they suddenly get the feeling that they have box of lego and nobody
is watching, they begin to get creative in their thinking.

If this is allowed to happen in an agile project, then it will quickly begin to flounder
. Here’s where an experienced BA can test the theories, verify the processes and police the scope.

2. When change managers tackle a major change there are two forces in particular to be reckoned with:

a. The early adapters and champions that are encouraged and developed and who spread the word and are a generally positive force for change. Amongst these will often be people who resist and challenge things because they are taking ownership and are very serious about the project.

< b.

The blockers who initially grumble and then sit in ambush. Some of them are very powerful generally and amongst them will be people who are always agreeable, appear to be the picture of cooperation and are a joy to evangelise to, because they have not the slightest intention of taking any of it seriously and don’t feel even a little threatened.

These people will wreak havoc left to their own devices and a strong experienced change manager is critical to identify and manage the threat in a safe and appropriate way.

 

So how agile is agile?

Agile is very clever stuff and it can deliver an awful lot very quickly and cheaply when used by an intelligent , experienced team, but is a methodology, not a wonder drug, so use it to the limits, but use it in the appropriate setting and don’t throw away all the safety nets.

Ed Taaffe