Requirements and User-Centered Design in an Agile Context

Requirements and User-Centered Design in an Agile Context

The Volvo Group Business Areas AB Volvo Volvo Trucks Renault Trucks Mack Trucks Nissan Diesel Buses Construction Equipment Volvo Penta Volvo Aero Financial Services Business Units Volvo 3P Volvo Powertrain Volvo Parts Volvo Logistics Volvo Information Technology 2 2010-04-20

customers The Volvo Group Volvo Cars 3 2010-04-20

Global Presence Offshore centres Sweden Canada USA United Kingdom France Russia Poland Belgium Turkey China Korea Japan Mexico India Thailand Malaysia Singapore Brazil South Africa Australia 4 2010-04-20

Key figures 1998/2009 1998 2009 Sales (msek) 2,800 7,446 Volvo Group 100% 84% Non-Volvo Group 0% 16% Employees 2,100 5,000 Locations 12 > 35 5 2010-04-20

Eva Hådding eva.hadding@volvo.com Computational Linguistics System Development User-Interface Design & Usability Process and Methods Development & Implementation Requirements Management Wordwork, Astra, Ericsson, Rational, IBM, Business Office/Application Development Techniques 6 2010-04-20

Requirements... 7 2010-04-20

From wish to requirement Requirement - a desired feature or behavior of the system, approved by the customer. The requirements sets the scope for the project. 8 2010-04-20

Why bother about Requirements? The most common reason for System development errors are and originates from Requirement errors or lack of Requirements Requirement errors are also the ones most costly to fix About 70% of the rework costs are referred to Requirements errors *Boehm 1988 9 2010-04-20

What is Requirements Management about? Visualize the solution by capturing, organizing and documenting requirements on a system Agreement on the solution Customer and IT supplier agreeing on the requirements throughout the project! 10 2010-04-20

Requirements documentation User Stories Vision Use-Case Model Supplementary Specification The background and high-level requirements Mainly functional requirements Mainly non-functional requirements 11 2010-04-20

Requirements Management Basic Principles Requirement Management is communication Work closely with the customer Work closely with the team Work with requirements throughout the project Expect, welcome and control change Structure requirements Start on a high level and let the requirements evolve Prioritize, negotiate, set and control scope Adapt the process to the needs of the project 12 2010-04-20

User-Centered Design & Usability... 13 2010-04-20

Usability ISO 9241-11 Definition of Usability The extent to which a product can be used by specified users to achieve specified goals with effectiveness, efficiency and satisfaction in a specified context of use. 14 2010-04-20

Usability Understand The User... knowledge about our users - their working environment, their tasks, drivers and goals! 15 2010-04-20

User involvement 16 2010-04-20

User involvement 17 2010-04-20

Agile methods... Taking iterative software planning and development one step further! 18 2010-04-20

Agile Manifesto We value Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. Principle nr.1 - Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 19 2010-04-20

Scrum Characteristics Daily follow up How are we doing? Any impediments? Focus We are working on the things most wanted by the customer Deadline within 2-4 weeks! Requirements stable for 2-4 weeks Deliveries Working Software Every 2-4 weeks Daily Visibility Everyone knows what to work on Progress Problems Planning Clear goal Detailed planning of what we know (this and next sprint) Agile customer can re-prioritize every 2-4 week 20 2010-04-20

Scrum Roles Scrum Master helps the organization to use Scrum to reach the goals Product Owner maximises the ROI of the Project and champions the vision Scrum Team develops the product and their ways of working 21 2010-04-20

Daily Scrum meetings Parameters Daily 15-minutes Stand-up Not for problem solving Three questions: What did you do yesterday What will you do today? What obstacles are in your way? Scrum meetings are open 22 2010-04-20

Scrum Sprint Backlog Daily Scrum Product Backlog Sprint Sprint Planning Sprint Review 23 2010-04-20 Increment

Scrum easy to understand but hard to master 24 2010-04-20

So What s New with Agile Development?... 25 2010-04-20

Requirements in an Agile Context Less details, less documentation - more info kept in the head Requirements distributed into test specifications and prototypes Requirements documentation does not necessarily become system documentation Better communication within team and with the Product Owner More general team roles 26 2010-04-20

Usability Challenges in Agile Projects User-centered design can be considered waste With the lean agile teams, usability expertise could be considered too costly Stakeholders other than the Product Owner can be neglected - especially end-users! Hard to squeeze in user testing and demos in short and intense sprints Early conceptual, get-the-whole-picture work often missed 27 2010-04-20

Advantages for Requirements and Usability in an Agile Context Customer focus! Better communication! Team integration! Prototyping drives increased usability... and requirements... and the whole development work Requirements + Usability = true 28 2010-04-20

In reality... 29 2010-04-20

Man the barricades! We want the USER! 30 2010-04-20

Reaching the end-user End-user Usability specialist/ Developer 31 2010-04-20

The main challenge... How to make what I perceive as very simple, straight-forward logical best practice - why not talk to the people who are going to use the system understood, wanted and implemented by colleagues with very different perspectives, goals and drivers... 32 2010-04-20

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