book--group2 wednesday

8/14/2019 Book--Group2 Wednesday

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CHAPTER 11: THEREQUIREMENTS WORKSHOP

Group 2: Andrew Denner


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Overview

The requirements workshop is one of the most powerful techniques foreliciting requirementsGathers all stakeholders for a shortperiod

The use of outside facilitator can helpBrainstorming is the most importantpart of the workshop


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Why Requirements Workshop

There are many different methods forrequirement elicitationIt is beneficial to use many differenttoolsMost versatile is Workshoping


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Benefits

Assists building an effective teamone purpose, the success of theprojectAll stakeholders get their sayForces agreement on what app mustdoExpose and resolve potential politicalissuesOutput of preliminary system


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Preparations

Proper preparation is criticalExpect resistance but if you build itthey will come

Take time to ensure participation of the right stakeholdersAttend to logistics

Proper invitations , lighting etc.Expect Murphys LawAppearance is everything


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Warm-up Materials

Send out materials in advance, it willget the crowd in the right mentalstatePush the idea This is not just anothermeeting

Two types of warm-up materialsProject Specific materialsOut of the box thinking material

Dont send out materials too far in


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Choosing the Facilitator

If possible have a specialist, not ateam membera non stakeholderIf it must be a team member theyshould have:

Received training in the processDemonstrate strong consensus building

skillsBe personable and well respectedBe strong enough to chair a challengingmeeting


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The facilitators Responsibility

Establish a professional andobjective tone for the meeting.Start and stop the meeting on time.Establish and enforce the "rules"for the meeting.Introduce the goals and agenda forthe meeting.Manage the meeting and keep theteam "on track."


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The facilitators Responsibility

Facilitate a process of decision andconsensus making, but avoidparticipating in the content.Manage any facilities and logisticsissues to ensure that the focusremains on the agenda.

Make certain that all stakeholdersparticipate and have their inputheard.


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Setting an agenda

The agenda should be needs based,but structuredMost follow a standard form


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After the Workshop

Follow-up The facilitator is responsible for sendingout minutes, records and outputs

After that the project leader mustfollow-up on open action items andorganize info for output

Often is simple list of ideas or features


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Review

Holding a workshop is powerful, andgets everyone under one roof andproperly alignedAllows a compression of manymethods into one marathon eventOutside facilitators experience is

helpful


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CHAPTER 12BRAINSTORMING ANDIDEA REDUCTION

Group 2: Hojun Jaygarl


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Key points

Brainstorming involves both ideageneration

idea reduction . The most creative, innovative ideasoften result from combining multiple,seemingly unrelated ideas .Various voting techniques may beused to prioritize the ideas created.Although live brainstorming ispreferred, Web-based brainstorming


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Brainstorming!

When you are in the workshopWhenever you found yourself needing new ideas or creative

solutions to problems

Brainstorming is a very useful

technique.It's simple, fun, and an easy way to get


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Finding undiscovered ruins

The workshop provides the opportunityto solicit new input and to mutate andcombine these new features with thosealready under consideration.

This process will also help in the goal of "finding the undiscovered ruins" andthereby making sure that you havecomplete input and that all stakeholderneeds are addressed.

Typically, a portion of the workshop is


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Benefits of Brainstorming

This elicitation technique has a number of benefits.It encourages participation by all parties

present.It allows participants to "piggyback" onone another's ideas.It has high bandwidth. Many ideas canbe generated in a short period of time.

The results typically indicate a numberof possible solutions to whateverproblem is posed.


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Phases of Brainstorming

Brainstorming has two phasesIdea generation

Delineate as many ideas as possibleFocus on breadth of ideas, not necessarilydepth.

Idea reductionAnalyze all the ideas generated.Idea reduction includes pruning,organizing, ranking, expanding, grouping,refining, and so on.


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Live Brainstorming

1. All the significant stakeholders gather in one room , and suppliesare distributed.

2. The supplies given to eachparticipant

A stack of large sticky notes and athick black marker for writing on thenotes.3" x 5" (7 cm x 12 cm) - 5" x 7" (12


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3. Then the facilitator explains therules .

Live Brainstorming


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4. States clearly and concisely theobjective of the process.

The way the objective is stated will affectthe outcome of the session.For example, the following questions are afew ways to state the objective.

What features would you like to see in theproduct?What services should the product provide?What opportunities are we missing in theproduct or the market?

Live Brainstorming


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4. The facilitator asks participants toshare their ideas aloud and towrite them down, one per sheet.

This process is important To make sure the idea is captured in thatperson's own words

To make sure ideas are not lost

To enable posting of ideas for laterpiggybacking

To prevent delays in the creative process thatcould be caused by a single scribe trying toca ture all ideas on a fli chart or whiteboard

Live Brainstorming


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5. Collect and Post idea on a wall

Remember, no criticism or debate!"That's a stupid idea, "We alreadyhave that idea on the wall."

the deleterious effect of suppressing further participation"That's a Great Idea!

encourage further participation byall stakeholders.

Live Brainstorming


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5. Collect and Post idea on a wallRemember, no criticism or debate!

Live Brainstorming

"That's a stupididea"We already

have that idea

on the wall.

The deleterious effectof suppressingfurther participation

"That's a GreatIdea!

encourage furtherparticipation by allstakeholders.


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LullsIt is common for silence to occur

during idea generation. There are not times to stopLonger nulls state the objective

again and ask stimulation questions

Live Brainstorming


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Time to stopMost idea-generation sessions

last around an hour(some last 2-3hours).It is common to generate 50100ideas.

The process tends to have anatural end; at some point, thestakeholders will simply run out of

Live Brainstorming


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After the idea generation, it is time toinitiate idea reduction. Severalsteps are involved.1. Pruning ideas2. Grouping ideas3. Defining Features4. Prioritizing ideas

Idea Reduction


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Visiting each idea briefly,Asking for concurrence from thegroup that the idea is basicallyvalid.

Idea Reduction Pruning Idea

Is theidea

worthy?Remove

Stay

Agreement:

Agreement:

Disagreem


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Related ideas are grouped together inregions of the walls. Name the groupsof related ideas.

Idea generation can be reinitiatednow for any one of these groups

Idea Reduction Grouping Idea

E.g.:New features

Performance issuesEnhancements tocurrent featuresUser interface andease-of-use issues

A freight and deliveryservice:

Package routing andtrackingCustomer serviceMarketing and salesWeb-based services


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Writing a short description of what theidea meant to the person who submittedit. Gives the opportunity to further describe the feature helps ensure that the participants have a common

understanding of the feature

Idea Reduction Defining Features


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Once the groupings have stabilized andbeen agreed to, it is time to prioritizeideas.

3. Cumulative Voting: The Hundred-Dollar TestEach person is given $100to be spent on "purchasing ideas."

Limit the amount spendson one featureCaveat : Work only once.Partici ants will bias in the next time.

Idea Reduction Prioritizing Ideas

Results of cumulativevoting:Idea 1 $380Idea 2 $200Idea 3 $180Idea 4 $140Idea 5 . . ....


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2. "Critical, Important, Useful"CategorizationGood for small group# of votes = # of ideas

Each vote must be categorized:Critical (1/3), Important(1/3), Useful(1/3)Critical (9pts): indispensable, Without the feature, thesystem does not fulfill its primary mission or meet themarket need.

Important (3pts): There could be a significant loss. If theimportant items don't get implemented, some users would not likethe product and would not buy it.

Useful (1 pt): Nice to have.v At lest useful to avoid insult to other ideas

Idea Reduction Prioritizing Ideas


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Sometimes live brainstorming is notpossible Internet or an intranet basedbrainstormingIt may be particularly suited for 1. developing advanced applications for which

research is required2. a long term view is critical3. the concept is initially fuzzy, wide variety4. significant number of users and other

stakeholders inputs are involved

Web-Based Brainstorming


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Records and comments on productfeatures it gives persistence.Ideas and comments can becirculated over a long period timewith full recording.Ideas can grow and mature with thepassage of time.

Web-Based Brainstorming


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The attendees

The Case Study: The HOLIS Re uirements Worksho


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The workshopa warm up package

A few recent magazines articleshighlighting the trends in home automationCopies of selective interviews that hadbeen conductedA summarized list of the needs that had

been identified to date



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HOLIS requirement workshopstructure



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The SessionAll participants were able to have theirinput heard.

Rick did a fine job of facilitating, but oneawkward period occurred when Rick gotinto an argument with Alyssa aboutpriorities for a couple of features . (Theteam members decided that for any futureworkshop, they would bring in an outsidefacilitator .)Rick led a brainstorming session onpotential features for HOLIS, and the team



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The analysis of Results The results of the process turned outas expected, except for two significantitems.

2. "Built-in security It had low priority.

After a quick offline review, decided toinclude this functionality and toposition it as a unique, competitivedifferentiator in the marketplace.



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Our management goalMaximize the productivity andachievementIn harmony with the objectivesWe need to propel team members toshow

the unique and creative talents andindividual skills

The workshop and brainstormingtechniques

Summary


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CHAPTER 13.STORYBOARDING

Group 2: Nam Pham


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Content

1. Overview

3. Types of storyboards

5. What storyboards do

7. Tools

9. Conclusions


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Storyboarding

Extremely inexpensive

User friendly, informal and interactive

Provides an early review of the userinterfaces of the system

Easy to create and easy to modify


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Types of storyboards

Passive: Tell a story to the user

Active storyboards: Try to make the user see a movie thathasnt actually been produced yet

Interactive storyboards:

Let user experience the system is asrealistic a manner as practical.


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Types of storyboards


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What storyboards do

To work through the details of thehuman-to-machine interface.For used-based systems

Who the players are (users, othersystems, devices, etc)What happens to them (behavior of theusers and systems)How it happens (showing events, states,state transition).


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An example of storyboards The WHO representedthe guests who ride on

the roller coaster(going to die) The WHAT represented thebehavior of the rollercoaster (falls out andkills everyone). The HOW providedfurther description of how this interactionhappens (the rollercoaster smashes intothe camera, all of theharnesses rise back up,the front eight cars


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Tools

Passive-storyboarding: paper, pencilor post-it notes.Active-storyboarding: Power Point, pdf filesInteractive-storyboarding: softwarepackage for interactive prototyping

such as Macromedias Director andCinemation.


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ConclusionsProvide an early review of the userinterfaces of the system.

To elicit early Yes, But syndrome(possible blank-page syndrome).Passive, active, or interactiveIdentify the players, explain whathappens, and describe how it happens tothem

Sketchy, user friendly, interactive andeasy to modifyDo early and often with new orinnovative content

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