1. Agila Frukostseminarier
Knowit 2013

2. Våra seminarier
• Torsdag 31/1
Produktledning & kravhantering
• Fredag 22/2
Management 3.0 - introduktion
• Tisdag 26/3
HR - nya roller med nya mål
• Tisdag 23/4
Projektledning
• Onsdag 15/5
Att bygga team
• Torsdag 13/6
Förvaltning och support
• Anmälan till lars.irenius@knowit.se
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Frukostseminarium Knowit 31/1 2013

3. Agenda idag
• 8:00 – 8:10 Hämta frukost och komma på plats.
• 8:10 – 8:45 Agil produktledning och kravhantering
– Lars Irenius, Knowit
• 8:45 – 9:15
Att hantera både förutsägbarhet och osäkerhet i
produktledning.
– Johan Oskarsson, Knowit
• 9:15 – 9:20 Paus
• 9:20 – 9:50 Prototypdriven behovsanalys.
– Elisabeth Hagberg, Knowit
• 9:50 – 10:00 Avrundning
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4. Agil produktledning och
kravhantering.
Lars Irenius, Knowit

5. Krav = att överföra kunskap
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6. Kravspec på dryck
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7. Produktledning & krav. 7
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8. Michael Polanyi, 1966
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9. Explicit, tyst och underförstådd (implicit)
kunskap
Tacit
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10. Produktledning & krav. 10
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11. Källa: http://ashklytoosi.edublogs.org/week-4/
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12. Ikujiro Nonaka, 1995
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13. SECI Process
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14. David Snowden, 1999
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15. Cynefin (“kuh-NEH-vin”)
oförutsägbar förutsägbar
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16. Snowbird, Utah
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17. Agile Manifesto, 2001
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18. Fyra av de tolv principerna bakom Agile
Manifesto.
Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software.
Welcome changing requirements, even late in development.
The most efficient and effective method of conveying information to
and within a development team is face-to-face conversation.
The best architectures, requirements, and designs emerge from
self-organizing teams.
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19. Mike Cohn, 2004
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20. Why User Stories? (Mike Cohn)
• User stories emphasize verbal communication.
• User stories work for iterative development.
• User stories encourage participatory design.
• User stories build up tacit knowledge.
Don't forget that the main purpose of a story card
is to act as a reminder to discuss the feature. Keep
these reminders brief. Add the
detail you need to remember where to resume a
conversation, but do not replace the conversation
by adding more detail to the story
card.
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21. PROPS, PPS etc.
BP-A BP-B BP-C
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22. RUP Requirement Process
Step 1: Creating an overview of your project
Begin the requirements management process by planning how to organize your project.
Step 2: Analyzing the problem analyst
and
team
The
and gathering stakeholder needs
The analyst is responsiblemembers
determine
the
for analyzing and gathering stakeholder needs. These needs express the problem or business
objectives that drive thepriority
of
the
requirements
software requirements.
Step 3: Documenting features in a vision document
The analyst and the customer agree on the high-level product requirements (or features) of the proposed software product.
Step 4: Developing requirement details Team
members
use
queries
After the feature requirements have been defined, the analyst can create iews
to
review
their
use cases to implement
and
vsoftware requirements or
assigned
requirements
those features. The analyst enters requirements in and defines attributes to track the requirements.
Step 5: Creating traceability between requirements
After all the requirements have been created in , the analyst uses traceability to ensure the quality and completeness of your
products. Traceability can indicate the source, derivation, or dependencies between requirements.
Step 6: Prioritizing requirements Team
members
use
queries
The analyst and team members determine the priority of the requirements or use cases that have been created.
and
views
to
track
the
Step 7: Assigning requirements
After you have prioritized the requirements and use cases, assign them to team members. status
Step 8: Adding detail to requirements
Team members use queries and views to review their assigned requirements and gather information for adding detail to the
requirements.
Step 9: Managing changes to the requirements
Team members use queries and views to track the status of the requirements and manage change.
Source: Rational Software Information Center
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23. Agil utveckling (SCRUM)
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24. Jurgen Appelo, 2011
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25. Produktledning & krav. 25
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26. Hur säkerställer ni en
kontinuerlig dialog ?
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