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1 Copyright ©2008 Serena Software, Inc. Requirements Dont Have to be Hard Drrs. Kelly Shaw & Rick Hubbard Serena Software
2 Copyright ©2008 Serena Software, Inc. The First Step Given this years theme of Innovation… The first step to creating an innovative & achievable solution is to… …form a well-craftedand authoritativestatement of the problem… …which is attested by the Economic Stakeholder Lets start with a simple list and progress from there… …what aspects of requirements do you believe are hard, or problematic? Now lets delve a little deeper into the nature of innovation
3 Copyright ©2008 Serena Software, Inc. What is Innovation?
4 Copyright ©2008 Serena Software, Inc. Nature of Innovation What is the fundamental nature of innovation? Something new? Necessary, yet insufficient answer Innovation is something new… …in the presence of an apparent contradiction(s), and… …typically bounded by an assumed constraint(s) For Example: A Special Diet… Story about a college Computer Science project Lets apply this idea to you…
5 Copyright ©2008 Serena Software, Inc. Cardstorm Prototype Candidates 5x8 Index Cards Write Name & Contact Details in Lower Right In Quiet In 15 words, or less, please describe a problem, any problem, in your organization which is bounded by a contradction(s) and a constraint(s)
6 Copyright ©2008 Serena Software, Inc. Collect Cardstorm Results
7 Copyright ©2008 Serena Software, Inc. What Can Be Done? What can be done later in a project to overcome deficienciesfailuresin requirements practices? Spend More Money Rework Take Longer Higher Risk Lower Quality Deliver Less Reduce ROI Squander Opportunity Cost Disappoint Business/Customers
8 Copyright ©2008 Serena Software, Inc. The Value of Prototyping
9 Copyright ©2008 Serena Software, Inc. With Innovative Thinking Requirements Dont Have to be Hard Problem: Customers Dont Know What they Want and They Think Requirements Capture Takes Forever Recall: What is the Nature of Innovation? Something new, apparent contradiction & constraint Lets find a way to collect requirements when customers dont know what they want in short periods of time…especially with respect to: Surfacing Assumptions Surfacing Tacit Knowledge
10 Copyright ©2008 Serena Software, Inc. Kano Model Extremely Satisfied Extreme Dissatisfied Absolutely Unfulfilled Absolutely Fulfilled Over Time Excited Assumed Stated
11 Copyright ©2008 Serena Software, Inc. With Innovative Thinking Requirements Dont Have to be Hard Problem: We dont know if the solution technology is feasible Lets find a way to collect requirements and test a technology stack in a short period of time Problem: Whats the best way to decide to build or buy? Lets find a way to collect sufficient requirements to authoritatively conduct a build/buy decision in a short period of time Problem: Customers are always changing their minds; especially when they learn the cost of a feature Lets find a way to quickly collect, assess and validate requirements
12 Copyright ©2008 Serena Software, Inc. Could You Apply This Approach to Requirements and Prototyping?
13 Copyright ©2008 Serena Software, Inc. PDSA/PDCA Shewhart/Deming Cycle Frequently Misunderstood D Really Means…
14 Copyright ©2008 Serena Software, Inc. Ultra, Ultra-Brief Discussion of PID Controllers PID ProportionalCurrent Error IntegralSum Prior Errors DerivativeRate of Change of Errors
15 Copyright ©2008 Serena Software, Inc. Lets Find a Way… Lets find a way to collect requirements when customers dont know what they want in short periods of time…especially with respect to: Surfacing Assumptions Surfacing Tacit Knowledge Lets find a way to collect requirements and test a technology stack in a short period of time Lets find a way to collect sufficient requirements to authoritatively conduct a build/buy decision in a short period of time Lets find a way to quickly collect, assess and validate requirements
16 Copyright ©2008 Serena Software, Inc. Prototyping Lets See How Shaw is Doing… Lets Surface Assumptions… Lets Surface Tacit Knowledge…
17 Copyright ©2008 Serena Software, Inc. Questions
14% of the exam 24 questions 1 Carol Pattyn 6/18/13.
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Chapter 1: What is Economics? Section 1. Slide 2 Copyright © Pearson Education, Inc.Chapter 1, Section 1 Objectives 1.Explain why scarcity and choice.
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MULT. INTEGERS 1. IF THE SIGNS ARE THE SAME THE ANSWER IS POSITIVE 2. IF THE SIGNS ARE DIFFERENT THE ANSWER IS NEGATIVE.
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Past Tense Probe Past Tense Probe – Practice 1 Past Tense Probe – Practice 2.
DIVIDING INTEGERS 1. IF THE SIGNS ARE THE SAME THE ANSWER IS POSITIVE 2. IF THE SIGNS ARE DIFFERENT THE ANSWER IS NEGATIVE.
Classroom Assessment Techniques for Early Alert of Students At Risk Carleen Vande Zande, Ph.D. Academic Leaders Workshop.
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= This is the fact family. You say: 8+3=11 and 3+8= =8 and 11-8=3.
Lecture 5: Requirements Engineering Dr Valentina Plekhanova University of Sunderland, UK
ADDING INTEGERS 1. POS. + POS. = POS. 2. NEG. + NEG. = NEG. 3. POS. + NEG. OR NEG. + POS. SUBTRACT TAKE SIGN OF BIGGER ABSOLUTE VALUE.
Affinity Diagrams 1. Learning Objectives Upon completing this module, you will be able to: Understand the purpose and proper use of the Affinity Diagram.
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Testing and Cost / Benefit Tor Stålhane. Why cost / benefit – 1 For most “real” software systems, the number of possible inputs is large. Thus, we can.
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1 Foundations of Business In order to appreciate and make informed decisions in the world around them, students will need to establish a basic business/economic.
1 Copyright © 2010, Elsevier Inc. All rights Reserved Fig 3.1 Chapter 3.
1 Copyright © 2014, 2010, and 2006 Pearson Education, Inc. Absolute-Value Equations and Inequalities Equations with Absolute Value Inequalities with Absolute.
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SUBTRACTING INTEGERS 1. CHANGE THE SUBTRACTION SIGN TO ADDITION 2. TAKE THE INVERSE OF THE SECOND NUMBER 3. FOLLOW THE RULES FOR ADDITION 4. ADD THE OPPOSITE.
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Copyright © 2007 Pearson Education, Inc. Slide R-2 Chapter R: Reference: Basic Algebraic Concepts R.1Review of Exponents and Polynomials R.2Review of.
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