By Dean Leffingwell
“We want higher methods to realizing and coping with software program requisites, and Dean presents them during this booklet. He attracts rules from 3 very beneficial highbrow swimming pools: classical administration practices, Agile equipment, and lean product improvement. by means of combining the strengths of those 3 ways, he has produced anything that works greater than anyone in isolation.” –From the Foreword by way of Don Reinertsen, President of Reinertsen & affiliates; writer of handling the layout manufacturing facility; and major professional on speedy product improvement potent necessities discovery and research is a serious most sensible perform for severe program improvement. beforehand, even if, standards and Agile equipment have hardly ever coexisted peacefully. for lots of agencies contemplating Agile techniques, the absence of powerful and scalable Agile standards techniques has been a showstopper for Agile adoption. In Agile software program specifications, Dean Leffingwell exhibits precisely how you can create potent standards in Agile environments. half I offers the “big photograph” of Agile standards within the firm, and describes an total approach version for Agile specifications on the venture crew, application, and portfolio degrees half II describes an easy and light-weight, but complete version that Agile venture groups can use to control standards half III exhibits tips on how to strengthen Agile requisites for complicated structures that require the cooperation of a number of groups half IV courses organizations in constructing Agile standards for ever-larger “systems of systems,” software suites, and product portfolios This booklet may also help you leverage the advantages of Agile with no sacrificing the worth of powerful necessities discovery and research. You’ll locate confirmed suggestions you could follow correct now–whether you’re a software program developer or tester, govt, project/program supervisor, architect, or group chief.
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Extra resources for Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise (Agile Software Development Series)
Even today it does an excellent job of synthesizing and defining the core beliefs underlying the movement: We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Customer collaboration over contract negotiation 3. org Wow! Com> A a daPtive (a giLe ) P Rocesses Working software over comprehensive documentation Responding to change over following a plan 13 That is, while there is value in the items on the right, we value the items on the left more.
Com> 16 c haPteR 1 a B Rief h istoRy of s oftwaRe R equiRements m ethods requirements m anagement in a gile i s f undamentally different No matter the specific method, agile’s treatment of requirements is fundamentally different. We see it immediately in the core principles: Manifesto principle #1—Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Manifesto principle #2—Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
There is another critical, implicit deficit of the model as well. Software veterans reading this book will likely note that there is another critical dimension, quality, which does not even appear in the iron triangle diagram. Since cost, schedule, and requirements were all fixed, quality was the only variable the teams could access. We all know how well that worked out. So, it certainly does appear from the data that attempting to fix the requirements up front and then carefully control change and use quality as the team’s variable was a fundamentally flawed set of assumptions on which to base a software process model.
Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise (Agile Software Development Series) by Dean Leffingwell