Collaborative Modeling In A Nutshell
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Have you ever found yourself in a conversation with stakeholders, development team, or both that was going no where? Do you find that the written word never quite conveys what you are trying to say? Are you a believer in the saying “a picture is worth a 1,000 words?” Are you always looking for the closest whiteboard and marker? You may want to try collaborative modeling. Collaborative modeling refers to the use of well-known requirements modeling techniques in a collaborative fashion to build and maintain a shared understanding of your problem space and potential solution(s). Join Kent to explore how to use requirements models as collaborative elicitation and analysis techniques with your delivery team and stakeholders. We won’t necessarily cover how to do create every specific type of model, but we will talk about when specific techniques are the most helpful, and how to use them in a collaborative fashion. Learning Objectives: - When specific modeling techniques may be the most helpful - How to model collaboratively - Why collaborative modeling is effective
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Collaborative Modeling In A Nutshell
- 1. Collaborative Modeling in a Nutshell Kent McDonald @beyondreqs
- 2. What © 2015 Knowledge Bridge Partners 2
- 3. Collaborative Modeling Techniques Collaborative ModelingTechniquesTechnique Description Data dictionary Agree on entities and their attributes as well as the definitions and specific characteristics of both. Context diagram Understand the people, systems, or organizations impacted by a solution and the interfaces between those parties and the solution. Logical data model Relative to a possible solution, understand the data that stakeholders want to know and remember and how that data is organized. State transition diagram Understand the specific states a particular entity can be in and what causes the state to change. Glossary Agree on key terms and their definitions. © 2015 Knowledge Bridge Partners 3
- 4. Collaborative Modeling Techniques Collaborative ModelingTechniques Technique Description Organizational Chart Understand the reporting relationships between people impacted by a solution. Value Stream Map Identify opportunities for improvement in the operations of an organization. Functional Decomposition Understand complex processes, systems, functional areas, or deliverables by breaking them down into their simpler constituent parts. Process Flow Understand the specifics of a particular process for the purpose of identifying changes to implement a solution. Wireframe Agree upon the nature of a user interface, including what information should be included. Report Mockup Understand the information needs of stakeholders in order to help them answer questions or make decisions. © 2015 Knowledge Bridge Partners 4
- 5. When © 2015 Knowledge Bridge Partners 5
- 6. Define the Problem Space © 2015 Knowledge Bridge Partners 6
- 7. Define a Specific Solution © 2015 Knowledge Bridge Partners 7
- 8. Describe Aspects of a Solution © 2015 Knowledge Bridge Partners 8
- 9. When Techniques are Helpful When SpecificTechniques are helpful Technique Define the Problem Space Define a Specific Solution Describe an Aspect of the Solution Data dictionary X Context diagram X X X Logical data model X X X State transition diagram X Glossary X X© 2015 Knowledge Bridge Partners 9
- 10. When Techniques are Helpful When SpecificTechniques are helpful Technique Define the Problem Space Define a Specific Solution Describe an Aspect of the Solution Organization chart X X X Value stream map X X Functional decomposition X X X Process flow X X Wireframe X X Report Mockup X X© 2015 Knowledge Bridge Partners 10
- 11. Scenarios Scenarios when techniques are helpfulWhen you are in this scenario… These techniques can be helpful Your solution has a lot of interfaces with other systems or organizations Context diagram Your solution is fairly data intensive Context diagram; Logical data model; Data dictionary You are looking to identify improvements in business processes Value stream map; Process flow Your solution is aiming to support decision making or analytics Report mockup; Data dictionary; Logical data model Your solution is fairly complicated Functional decomposition© 2015 Knowledge Bridge Partners 11
- 12. Why © 2015 Knowledge Bridge Partners 12
- 13. Shared Understanding 13© 2015 Knowledge Bridge Partners
- 14. Do you have a complete solution? © 2015 Knowledge Bridge Partners 14
- 15. Is the backlog more like a wish list?© 2015 Knowledge Bridge Partners 15
- 16. How © 2015 Knowledge Bridge Partners 16
- 17. 1. Get the right people together 17© 2015 Knowledge Bridge Partners
- 18. 2. Gather at a white board with lots of markers & sticky notes 18© 2015 Knowledge Bridge Partners
- 19. 3. Identify Acceptance Criteria 19© 2015 Knowledge Bridge Partners Not Met Met
- 20. 20© 2015 Knowledge Bridge Partners 4. Discuss and sketch the desired change
- 21. 5. Stop when you meet acceptance criteria (or time box) 21© 2015 Knowledge Bridge Partners Not Met Met
- 22. 6. Take a picture if you need to 22© 2015 Knowledge Bridge Partners
- 23. Collaborative Modeling Variations Collaborative ModelingVariations Scenario Right People Suggested Acceptance Criteria Define the problem space • Key stakeholders (those with decision- making authority, sponsors) • Team • Shared understanding of scope • Org units impacted • Project objectives Define a specific solution • Key SME • Decision makers • Team • Agreed upon model of future state • Backlog items Describe specific aspects of a solution • Impacted stakeholder • Testing perspective • Coding perspective Models sufficient for describing the selected backlog item © 2015 Knowledge Bridge Partners 23
- 24. Caveats and Considerations © 2015 Knowledge Bridge Partners 24
- 25. Models used to define solutions can also be used to describe the solution 25© 2015 Knowledge Bridge Partners
- 26. Collaborative modeling works best face to face 26© 2015 Knowledge Bridge Partners
- 27. Supplement discussions with visuals, even if virtual 27© 2015 Knowledge Bridge Partners
- 28. What did you find useful? @beyondreqs, when I go back to work, I’m going to try… © 2015 Knowledge Bridge Partners 28
- 29. Questions? © 2015 Knowledge Bridge Partners 29
- 30. If you remember nothing else… 1. Collaborative modeling helps you to define the problem, define solutions, and describe specific solution 2. Collaborative modeling helps you to build shared understanding © 2015 Knowledge Bridge Partners 30
- 31. Stay in Touch Kent McDonald kentjmcdonald@gmail.com @beyondreqs www.beyondrequirements.com Slides available from: http://www.slideshare.net/kentjmcdonald © 2015 Knowledge Bridge Partners 31
Notas del editor
- Anyone Can Write User Stories. It’s the (Shared) Understanding That’s Important Kent McDonald @beyondreqs “Who should write user stories?” “How can I write better user stories?” When should we write user stories?” All questions frequently asked. And all questions entirely missing the point. Just as the *holding* is the most important part of the rental car reservation, the *shared understanding* is the most important part of the user story. Join Kent to learn how user stories help you build shared understanding of the right solution with your team. Along the way, learn some techniques to address common issues that stand in the way of getting everyone telling the same story. Learning Objectives: * Start with value, then identify stories (Valuable) * One way to stop solutioning (Negotiable) * Dealing with dependencies (that may not be there) within your backlog (Independent) * Ways to split user stories into a more manageable size (Easily Sized and Small) * Mapping your way to acceptance criteria (Testable)
- The use of analysis and modeling techniques in a collaborative fashion to build and main a shared understanding Applied to problem space and solution Results from modeling techniques are helpful, discussions are more helpful. Think of moving artifacts from sole means of communication to aids to overall communication Instructor Notes: Collaborative modeling refers to the use of well-known requirements analysis and modeling techniques in a collaborative fashion to build and maintain a shared understanding of the problem space and the potential solution. The main premise is that requirements models, which have long been viewed as documentation techniques, can also be put to great use as elicitation and analysis techniques in a collaborative setting with the delivery team and stakeholders jointly discussing the problem and solution. Modeling techniques that I find particularly helpful are listed in Table 14.2. Note that for consistency and familiarity I list each of these techniques based on the result they create, but I cannot stress enough that the artifacts are not as important as the discussions held to create them. The artifacts can be helpful to document the discussions and any decisions made, but the discussions them-selves are powerful ways to build shared understanding. The resulting arti-facts go from being the sole means of communication to aids for the overall communication.
- Production Notes Instructor Notes Data dictionary Agree on entities and their attributes as well as the definitions and specific characteristics of both. Context diagram Understand the people, systems, or organizations impacted by a solution and the interfaces between those parties and the solution. Logical data model Relative to a possible solution, understand the data that stakeholders want to know and remember and how that data is organized. State transition diagram Understand the specific states a particular entity can be in and what causes the state to change. Glossary Agree on key terms and their definitions.
- Collaborative Modeling Techniques Production Notes: Instructor Notes: Organization chart Understand the reporting relationships between people impacted by a solution. Value stream map Identify opportunities for improvement in the operations of an organization. Functional decomposition Understand complex processes, systems, functional areas, or deliverables by breaking them down into their simpler constituent parts. Process flow Understand the specifics of a particular process for the purpose of identifying changes to implement a solution. Wireframe Agree upon the nature of a user interface, including what information should be included. Report mockup Understand the information needs of stakeholders in order to help them answer questions or make decisions.
- Define the problem space Define a specific solution Describe specific aspects of the solution Instructor Notes: Different collaborative modeling techniques are useful in different aspects of an IT project. The three aspects are listed here, followed by Table 14.3, which indicates which features apply when. • Define the problem space. Your team can use collaborative modeling when it starts work on a new project and needs to understand the context in which a problem occurs (I often refer to this as the “problem space”) and how potential solutions might impact the problem space. • Define a specific solution. Your team can use collaborative modeling to definea specific solution and provide a foundation for the team to identify imple-mentation options. When used for this purpose, the models help your team identify features and user stories based on a full understanding of the solution. • Describe specific aspects of the solution. Your team can use collaborative modeling to further describe specific backlog items. The models you use for this aspect may be ones you initially created to define the solution, or your team may find it helpful to create more detailed models to get a better understanding about a particular aspect of the solution.
- Production Notes: From Julie: I’m guessing this is meant to have a very “hand-drawn” whiteboard look. I think it works great as is. If you want it mocked up by our illustrator let me know, but then it will look less like an original whiteboard drawing. KJM: I use this graphic quite a bit and joke that this is why I’m not an artist so it is definitely intended to have a hand-drawn feel to it. Instructor Notes:
- Production Notes: Instructor Notes:
- Production Notes: Remove the – in “Help Me” KJM Not necessary, but if you really want to… Instructor Notes:
- When Specific Techniques are helpful Production Notes: Instructor Notes: Different collaborative modeling techniques are useful in different aspects of an IT project. The three aspects are listed here, followed by Table 14.3, which indicates which features apply when.
- When Specific Techniques are Helpful Production Notes: Instructor Notes: Different collaborative modeling techniques are useful in different aspects of an IT project. The three aspects are listed here, followed by Table 14.3, which indicates which features apply when.
- Scenarios when techniques are helpful Production Notes: Instructor Notes: There are a variety of different modeling techniques that are all very useful in specific situations (see Table 14.4), but none of the techniques are applicable in all situations.
- Discussions while modeling help to build a shared understanding. Backlogs don’t identify a complete solution. Backlogs end up becoming a wish list. Identify changes that aren’t necessary. Instructor Notes: Collaborative modeling provides a way for teams to build a shared understand of the problem and solution options first, without having to go down the path of breaking the solution into implementation chunks (i.e., user stories). This approach addresses a couple of issues that occur when backlog creation relies on brainstorming alone. Backlogs Don’t Identify a Complete Solution By discussing the solution via models first, the team can identify all the changes that need to occur to implement a viable solution because they have a picture to fall back on. Brainstorming alone does not provide that big picture as a way of validating that the team has identified what is needed. Backlogs End Up Becoming a Wish List When a team collaboratively models the solution and uses the model as a way of identifying the changes that need to happen, they can also use the model to help identify changes that aren’t necessary. Building a backlog via brainstorming can often generate backlog items that are not absolutely essential to the desired solution. By having a model to reference that shows the specific changes that are necessary, the team can identify extraneous items that are not essential in order to solve the problem.
- Gather the right people together. Gather near a white board or flip-chart paper with plenty of sticky notes and markers. Identify the reason for the discussion and establish acceptance criteria for the discussion. Establish a shared understanding of current state. Sketch and discuss the desired change. End the discussion when you meet the discussion acceptance criteria. Take pictures of sketches (if needed). Instructor Notes: The general steps for collaborative modeling are quite simple: 1. Gather the right people together. The definition of “right” is based on the subject of the discussion and the intended outcomes. 2. Make sure the place where you gather is near a whiteboard and/or flip chart paper (preferably both), and that there are plenty of sticky notes and the right type of markers available. 3. Identify the reason for the discussion. Are you there to discuss the overall context of the solution, analyze a specific process, or agree on a particular user interface or report? Identify discussion acceptance criteria: in other words, how you will know the discussion was successful. 4. Make sure everyone has the same understanding of the current state. This is not as simple as asking if everyone is “on the same page.” It’s best to sketch out the current state quickly, or start with an existing representation of the current state, and explicitly ask if everyone is in agreement. If there is any disagreement, adjust the description of the current state until people indicate that it represents the true current situation. 5. Have the person with the best understanding of the desired change start describing the change by sketching on the whiteboard and talking through it at the same time. You may also find that it is helpful to have someone guide the discussion by asking questions of the stakeholder and sketching his or her interpretation of the answer on the whiteboard. The key is to talk and sketch things at the same time, to reinforce the conversation and lead to greater agreement. 6. End the discussion when everyone agrees that you have met the discussion acceptance criteria identified in step 3. 7. If anyone in the discussion thinks it would be helpful to keep the sketches that were made during the discussion, take pictures of them and save the pictures in a commonly agreed-upon repository for project documentation.
- Collaborative Modeling Variations Production Notes: Instructor Notes:
- Models used to define a solution can also be used to describe that solution. Collaborative modeling works best face to face. In all cases, supplement discussions with visuals. Instructor Notes: The same models used to define a specific solution can also be used to further describe specific aspects of the solution. The models used to define a specific solution may be general in nature, and the discussions when describing specific aspects of the solution will describe parts of the models in further detail. Collaborative modeling works best when the participants in the conversation are in the same room. If some members of your group work offsite, you can still do collaborative modeling with the aid of technology. Bring as many people together as you can in the same room, and then use a laptop or tablet camera to share the whiteboard with virtual team members. If all members of the team are distributed, use screen-sharing and handwriting apps to simulate an electronic whiteboard. The key in all cases is to supplement discussions with visuals.
- THINK THEN WRITE