Better Requirements and Improved Collaboration with User Stories

Transcription

1 Better Requirements and Improved Collaboration with User Stories Joann Pagett, CBAP Kevin Chase, CBAP November 4 th, Wells Fargo Bank, N.A. All rights reserved. For public use.

2 Speakers Joann Pagett, CBAP Business consultant with over 30 years in the financial services industry serving in positions spanning business, management, operations and technology. The constant change in the financial services industry throughout her long career has provided inspiration for creating value through innovative and disciplined work practices. Starting her career in customer facing roles provided a strong foundation for leading major change initiatives over the past 20 years including modernization and process improvement programs. Joann has been a CBAP since

3 Speakers Kevin Chase, CBAP, CEBS Building on his educational and early work experience as a public accountant, Kevin Chase has spent much of his career designing innovative solutions for a wide range of businesses. He has background in financial services, including 14 years in pension administration, and 4 years in wholesale banking. Kevin has led teams in business process engineering projects, as well as a large scale business rule driven defined benefit pension calculator. While in Benefits Administration, Kevin achieved the Certified Employee Benefits Specialist (CEBS) designation. In 2014, Kevin completed his CBAP certification. 2

4 Agenda 1. Why User Stories 2. Core Concepts 3. Concepts in Practice The Case for Structure 4. Conclusions 5. Q & A 3

5 What is Driving the Shift to Agile Methods Rapid change and increased complexity leads to Delivery challenges Slow "We struggled to start implementing something for 18 months " "Sessions have 10+ people for hours... over several months" Over budget "It's not uncommon for projects to be well over budget" Estimates are highly inaccurate and we spend a lot of time on them Delayed "70% of the time, code is delayed or important features are dropped" "Regulators do not understand why it takes us so long" 4

6 What are user stories? Ø Concise, simple statement needed to deliver value to a particular stakeholder Ø Invite exploration of the requirements Ø Promotes conversations with stakeholders Ø Needs Goal - Value As a Line of Business Manager I want to see requests for purchase So that I can find requests to approve 5

7 Advantages of User Stories Simple & consumable enables structured conversations Incremental bite size pieces Implement, learn, adapt, adjust Enable value driven prioritization, greater understanding of requirements by consumers Lean technique just in time analysis Enables agility, adaptability and accelerated value delivery 6

8 User Stories enable rich collaboration Business Users Customer Technology Resulting in more innovative, higher quality solutions 7

9 What are the sources of User Stories? Terminology Data Legal/ Regulatory Information Business Rules Business Information Business Context Business Capability About the business Strategy SMEs Business Process Business Process Model Business Outcomes Tasks Timing Dependencies Action, Interactions, Controls Capability Model Personas Non-functional requirements Quality attributes Architecture 8

10 Big Picture Business Strategy Problem/ Opportunity Prioritize by value & risk Drive Efficiency Improve purchasing Approval Approve Reject Adaptive Planning Business Rules Acceptance Tests UI Prototypes Modeling Artifacts 9

11 Ready for continuous planning process Ø Fully refined user stories include the results of the conversations Ø Grouping of prioritized requirements for estimating, release planning and delivery TIME Priority Increasing Detail 10

12 The Case for Structure

13 User Stories the case for structure User Stories are easy Good User Stories are hard TEMPLATES????? NOT AGILE!!!!! CONFINING!!! Ease transition to User Stories Consistency enables productivity 12

14 A well developed user story should be.. Independent (self-contained) Negotiable (can be changed) Valuable (supports approved scope) Estimable (sized & quantified) Right-Sized (not too complex) Testable 13

15 Typical components of a User Story User Story statement the statement of need and value Acceptance criteria the conditions of satisfaction 14

16 User Stories the whole story? User Story and acceptance criteria Other Tools Mockups Process Flows Use Cases Business Rules Glossary 15

17 Epics to User Stories Automate the approval process My Approvals Approve Attach Documents Add notes Reject 16

18 Structured Epic As a Purchasing I want So that Leader To automate the approval of purchase requests We can eliminate paper, facilitate better controls, and streamline the process. Still uses the <as a>, <I want> <so that> sentence structure. Too high level to meet INVEST criteria Great starting point for the conversation! Keeps team focused on big picture 17

19 User Story statement As a I want So that Line of Business Manager Encourages brevity Focuses your thought process Consistency to see all of the requests for purchase that I have not approved I can easily find just the requests I need to approve. 18

20 Acceptance criteria # Given That When Then 1 I am a Line of Business Manager I navigate to my approvals I see a list of requests that I need to approve. 2 I am a Line of Business Manager I don t have any requests that I need to approve AND I navigate to My Approvals. I get a message that there are no requests to be approved. 19

21 Acceptance criteria with business rules # Given That When Then 1 I am a line of I navigate to my I see a list of business manager approvals requests that I need to approve per the LOB Manager Approval rule. LOB Manager Approval rule A Line of Business Manager may approve a request for purchase only if is made by an employee who reports directly to them in the Organization Chart. 20

22 User story challenges Difficult to cross reference large numbers of stories Understanding relationships Requirements traceability Stories too small or too large Interdependency Too many details UI Detail too soon Thinking too far ahead 21

23 Getting to Agility Focus on INVEST ensures completeness Just in Time promotes accuracy User stories encourage discovery (through collaboration) Small consumable pieces of work enable efficient communication, adaptability, responsiveness Can be combined with any permanent artifact to accelerate delivery over the life of a product 22

24 Conclusion Accelerate delivery of value Best practice for Agile - Why Not Waterfall? Reduce waste Whole team collaboration More consumable requirements 23