SPSNYC Shifting the Paradigm of Requirements Gathering 2013
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Are you tired of attending or leading the same old boring requirements gathering sessions? Would you like to find a way to get stakeholders excited about requirements gathering? Then this session is for you! Find out how to use collaborative play to build better solution requirements for SharePoint projects (or any other project for that matter). In this session I will introduce you to seriously fun ways to do work – Seriously! Learn how to tap into true innovation and uncover hidden business requirements. What are you waiting for come to my session and learn how to put these tools into action!
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SPSNYC Shifting the Paradigm of Requirements Gathering 2013
- 1. SharePoint Delivery Director ICC Shifting the Paradigm of Requirements Gathering
- 2. 2 | SharePoint Saturday New York City 2013 Please remember to turn in your filled out bingo cards and event evaluations for prizes. SharePint is sponsored by Slalom at Whiskey Trader (Between 55th and 56th on 6th Avenue). Follow SharePoint Saturday New York City on Twitter @spsnyc and hashtag #spsnyc
- 3. Agenda •Introduction •Problem Patterns •Changing the Paradigm •Conclusion
- 7. 11Million
- 10. 31 Hours
- 22. The New Paradigm: - Collaborative Play - Innovation Games - Serious Games
- 23. Envision
- 24. Create a clear, compelling vision
- 25. Game Setup •Cover Story Template •Post-its •Pens •tape •Facilitator (# depends on size of group •At least 3 participants •A Scribe •Camera (optional)
- 27. Cover: Tells the story of your big success
- 28. Headline: The Substance of the cover story
- 29. Sidebars: Interesting facts about the story
- 30. Quotes: Quotes from potential end users of the solution
- 31. Brainstorm: Documenting initial ideas – this is important!
- 32. Images: Supporting the content with illustrations
- 34. Current State
- 38. Game Setup •A BOAT ! •Post-its (various colors) •Pens •tape •Facilitator (# depends on size of group •At least 3 participants •A Scribe •Camera (optional)
- 41. Uncover Needs
- 43. Not Just any Box
- 44. It represents the product they Want to Use
- 45. Shopping List •A Box! •Markers •Scissors •Glue •Magazines •Pompoms •Foam shapes •Stickers •Pipe cleaners •Tape •Glitter
- 52. Shape
- 56. Learn which features will be Most Valuable
- 57. How will your purposed features Stack Up
- 58. What features will cause Confusion
- 59. Find out what features have Highest Priority
- 60. Game Setup •A Tree ! •Post-its from Sailboat & Product Box •Post-its (empty) •Pens •tape •Facilitator (# depends on size of group •At least 3 participants •A Scribe •Camera (optional)
- 62. Example 1
- 63. Example 2
- 64. Sample Observations •Is your tree growing in a balanced manner? •Does one branch get the bulk of the growth? •Do the roots of the tree extend as far
- 65. Refine
- 73. Whyare we doing this?
- 74. Game Setup •A Rainbow ! •Post-its from Product Tree •Post-its (empty) •Pens •tape •Facilitator (# depends on size of group •At least 3 participants •A Scribe •Camera (optional)
- 77. Sample List of Games •Speed Boat – Sail Boat •Product Box •Prune the Product Tree •Requirements Rainbow •Cover Story •Spider Web •Start Your Day •The Apprentice •Low Tech Social Network •Remember the Future •Show and Tell •20/20 Vision •Buy a Feature •Give Them a Hot Tub
- 78. © 2012, Information Control Corporation 79
- 79. Conclusion •There is a different way •Try something New •Field Tested – Proven Results © 2013, Information Control Corporation 80
- 80. About Me @shellecaldwell linkedin.com/in /michellecaldwell mcaldwell@iccohio.com Michelle Caldwell, PSM, SSGB SharePoint Portfolio & Delivery Executive @ ICC shellecaldwell.com
- 81. Where can I learn more? © 2012, Information Control Corporation 82
- 82. References • http://innovationgames.com/ • http://www.instituteofplay.org/about/context/why-games-learning/ • http://en.wikipedia.org/wiki/Innovation_game
- 83. © 2012, Information Control Corporation 84
Notes de l'éditeur
- What is a paradigm anyway?A paradigm is a “model”, a way of observing the world that allows people to understand it and draw conclusions.The ancient Greeks modeled our solar system with the Earth at the center, and the Sun and planets orbiting it. This paradigm lasted for thousands of years – until scientists discovered that it just didn’t work… Because the paradigm was so entrenched, astronomers made up all sorts of crazy theories to explain planetary motion…http://www.nataleni.com/wp-content/uploads/2011/01/Claudius-Ptolemy-1-1024x854.jpg
- But then, in the 17th century, Copernicus put the Sun at the center, with the Earth orbiting. This was a scientific revolution and a huge paradigm shift – it broke the previous model (and religious law): But it was a simpler model that worked better and so it has stuck.http://www.kirksville.k12.mo.us/khs/teacher_web/alternative/Planisphere_of_Copernicus_jk.jpg
- What is our paradigm for requirements gathering?The meeting: People sitting around a table, being asked for input, while someone takes notes.[This image is not fantastic RG]
- Approximately 11 million meetings occur in the US every day
- Most professionals attend 61.8 meetings a month
- Of which 50% of them are unproductive
- If each meeting is approx. 1 hour long then professionals loose on average 31 hours per month to ineffective meetings
- How are most requirements gathered?[THIS SLIDE IS NOW ANIMATED – watch it in presentation mode]In meetings right? Let’s look at how productive the average meetings isApproximately 11 million meetings occur in the US every dayMost professionals attend 61.8 meetings a monthOf which 50% of them are unproductiveIf each meeting is approx. 1 hour long then professionals loose on average 31 hours per month to ineffective meetingsLETS EXPLODE THIS with a new paradigm
- How are most requirements gathered?[THIS SLIDE IS NOW ANIMATED – watch it in presentation mode]In meetings right? Let’s look at how productive the average meetings isApproximately 11 million meetings occur in the US every dayMost professionals attend 61.8 meetings a monthOf which 50% of them are unproductiveIf each meeting is approx. 1 hour long then professionals loose on average 31 hours per month to ineffective meetingsLETS EXPLODE THIS with a new paradigm
- Before I explain the details of the new paradigm, I’m going to keep you all in suspense while I show you some patterns connected with the current paradigm
- But not just any patterns – bad patterns that lead to poor results.
- Platitudes for requirements“We want better collaboration” “We want to share better” “We want to find information faster”Why is this requirement problematic?This type of high-level and abstract narrative can be a useful motivational tool because the lack of detail invites us to form our own ideas as to how this vision might be realized. But although we might all intuitively agree with the vision at first, we soon need more detail. If you can’t answer the questions “What are we trying to achieve?” and “How will we know when we’ve done it?” then you’re not ready to start.Many organizations struggle to define a clear business case or to measure the success of SharePoint initiatives.Result:Solution doesn’t meet the need (s) of the stakeholder and is thus viewed as a failureDesired business outcomes are not capturedAnd the list goes on and on……..
- Stakeholder(s) don’t have time to be engaged on the project so they send a representative in their placeThis doesn’t really workWhy? – ever play telephone?Result:Solution doesn’t meet the need (s) of the stakeholder and is thus viewed as a failureDesired business outcomes are not capturedAnd the list goes on and on……..
- Silver Bullet - Do you have a Solution Looking for a Problem to solve?Pursuing a solution looking for a problem is obviously monetarily costly but, even more dire, can cost thousands of hours of scarce time. Going too deeply down a technical rabbit hole can literally waste years of IT hours that could have been more wisely invested. Furthermore, technical solutions looking for problems make IT appear out of touch. Luckily, the answer to technical solutions looking for a problem is fairly simple: continually ask yourself what problem the technology is solving, and if the cure is better than the disease.It’s nearly always better to pull the plug on an immature or unusable technology than throw good money after badThere’s no such thing as a SharePoint project — there are only organizational change projects; and executives are in a unique position to be able to drive change in an organization. Visibly active and participatory executive support gives credibility to a program or initiative. Without such support,Result: SharePoint-based initiatives can fail either because the proposed projects don’t gain approval and funding, or projects deliver solutions that are then not adopted and used by the business.
- Using a demo to gather requirementsLet me show you what SharePoint can do and we can use the demo to define your requirements.This doesn’t really workWhy? – you are focused on technology features instead of gaining insight into the business challenge that needs to be solved – furthermore SharePoint is not the solution for every issueResult – Poor requirements analysis – understanding is based on features instead of organizational goals and potential cultural barriers/benefits
- Requirements gathering meetings using only questionnairesThis doesn’t really work?Why? –Most stakeholders will only give you a very small % of what their requirements are on paper. It takes human interaction and a skilled facilitator to draw out and refine the “unknown requirements” Stakeholders may respond superficially because the questionnaire takes too much time to fill out, Stakeholders may not respond at all, Result – requirements that are not captured/discovered because they were not articulated in the responses. This results in the constant evolution of requirements. Potentially information can be collected from a large portion of a group. This potential is not often realised, as returns from questionnaires are usually low
- STOP - Instead seek to understand and solve business problems
- For the rest of the presentation, I will show you a new paradigm for requirements gathering that may seem strange to you (just as the model with the sun at the center of the solar system seemed strange in the 17th century).BUT: I have put these into practice myself, and they have turned out to be VERY effective.Let’s start with the Cover Story game.
- “A clear, compelling vision for SharePoint is a must if want to have the best chances of success. However simply asking a bunch of stakeholders the question “So what is the vision for SharePoint?” is probably not going to get you the results that you are hoping for. An effective way to get users to describe their vision for SharePoint is the Cover Story game.”In the next set of slides I will explain how this game is setup [Moving this text to then next slide]What if – you approached each problem as if it "involves redesigning the organization on the assumption that it was destroyed last night... The most effective way of creating the future is by closing or reducing the gap between the current state and the idealized design". – Russell Ackoff
- Cover: Tells the story of their big successHeadline: The substance of the cover storySidebars: Interesting facts about the storyQuotes: Quotes from potential end users of the solutionBrainstorm: documenting initial ideas (this is important!)Images: Supporting the content with illustrationsCover Story is a game about pure imagination. The purpose is to think expansively around an ideal future state for the organization; it’s an exercise in visioning. The object of the game is to suspend all disbelief and envision a future state that is so stellar that it landed your organization on the cover of a well-known magazine. The players must pretend as though this future has already taken place and has been reported by the mainstream media. This game is worth playing because it not only encourages people to “think big,” but also actually plants the seeds for a future that perhaps wasn’t possible before the game was playedThe reason that this works particularly well for SharePoint is that there are a number of possible visions that an organization may have for the platform. The Cover Story game gives you enough structure to ensure that you get tangible examples without constraining users from being able to really explore the many possible end states.At the end of the time period, usually an hour, get the groups to present their cover story, essentially their vision of SharePoint, to the rest of the groups and then discuss.
- Cover: Tells the story of their big successHeadline: The substance of the cover storySidebars: Interesting facts about the storyQuotes: Quotes from potential end users of the solutionBrainstorm: documenting initial ideas (this is important!)Images: Supporting the content with illustrationsCover Story is a game about pure imagination. The purpose is to think expansively around an ideal future state for the organization; it’s an exercise in visioning. The object of the game is to suspend all disbelief and envision a future state that is so stellar that it landed your organization on the cover of a well-known magazine. The players must pretend as though this future has already taken place and has been reported by the mainstream media. This game is worth playing because it not only encourages people to “think big,” but also actually plants the seeds for a future that perhaps wasn’t possible before the game was playedThe reason that this works particularly well for SharePoint is that there are a number of possible visions that an organization may have for the platform. The Cover Story game gives you enough structure to ensure that you get tangible examples without constraining users from being able to really explore the many possible end states.At the end of the time period, usually an hour, get the groups to present their cover story, essentially their vision of SharePoint, to the rest of the groups and then discuss.
- Cover: Tells the story of their big successHeadline: The substance of the cover storySidebars: Interesting facts about the storyQuotes: Quotes from potential end users of the solutionBrainstorm: documenting initial ideas (this is important!)Images: Supporting the content with illustrationsCover Story is a game about pure imagination. The purpose is to think expansively around an ideal future state for the organization; it’s an exercise in visioning. The object of the game is to suspend all disbelief and envision a future state that is so stellar that it landed your organization on the cover of a well-known magazine. The players must pretend as though this future has already taken place and has been reported by the mainstream media. This game is worth playing because it not only encourages people to “think big,” but also actually plants the seeds for a future that perhaps wasn’t possible before the game was playedThe reason that this works particularly well for SharePoint is that there are a number of possible visions that an organization may have for the platform. The Cover Story game gives you enough structure to ensure that you get tangible examples without constraining users from being able to really explore the many possible end states.At the end of the time period, usually an hour, get the groups to present their cover story, essentially their vision of SharePoint, to the rest of the groups and then discuss.
- Cover: Tells the story of their big successHeadline: The substance of the cover storySidebars: Interesting facts about the storyQuotes: Quotes from potential end users of the solutionBrainstorm: documenting initial ideas (this is important!)Images: Supporting the content with illustrationsCover Story is a game about pure imagination. The purpose is to think expansively around an ideal future state for the organization; it’s an exercise in visioning. The object of the game is to suspend all disbelief and envision a future state that is so stellar that it landed your organization on the cover of a well-known magazine. The players must pretend as though this future has already taken place and has been reported by the mainstream media. This game is worth playing because it not only encourages people to “think big,” but also actually plants the seeds for a future that perhaps wasn’t possible before the game was playedThe reason that this works particularly well for SharePoint is that there are a number of possible visions that an organization may have for the platform. The Cover Story game gives you enough structure to ensure that you get tangible examples without constraining users from being able to really explore the many possible end states.At the end of the time period, usually an hour, get the groups to present their cover story, essentially their vision of SharePoint, to the rest of the groups and then discuss.
- Cover: Tells the story of their big successHeadline: The substance of the cover storySidebars: Interesting facts about the storyQuotes: Quotes from potential end users of the solutionBrainstorm: documenting initial ideas (this is important!)Images: Supporting the content with illustrationsCover Story is a game about pure imagination. The purpose is to think expansively around an ideal future state for the organization; it’s an exercise in visioning. The object of the game is to suspend all disbelief and envision a future state that is so stellar that it landed your organization on the cover of a well-known magazine. The players must pretend as though this future has already taken place and has been reported by the mainstream media. This game is worth playing because it not only encourages people to “think big,” but also actually plants the seeds for a future that perhaps wasn’t possible before the game was playedThe reason that this works particularly well for SharePoint is that there are a number of possible visions that an organization may have for the platform. The Cover Story game gives you enough structure to ensure that you get tangible examples without constraining users from being able to really explore the many possible end states.At the end of the time period, usually an hour, get the groups to present their cover story, essentially their vision of SharePoint, to the rest of the groups and then discuss.
- Cover: Tells the story of their big successHeadline: The substance of the cover storySidebars: Interesting facts about the storyQuotes: Quotes from potential end users of the solutionBrainstorm: documenting initial ideas (this is important!)Images: Supporting the content with illustrationsCover Story is a game about pure imagination. The purpose is to think expansively around an ideal future state for the organization; it’s an exercise in visioning. The object of the game is to suspend all disbelief and envision a future state that is so stellar that it landed your organization on the cover of a well-known magazine. The players must pretend as though this future has already taken place and has been reported by the mainstream media. This game is worth playing because it not only encourages people to “think big,” but also actually plants the seeds for a future that perhaps wasn’t possible before the game was playedThe reason that this works particularly well for SharePoint is that there are a number of possible visions that an organization may have for the platform. The Cover Story game gives you enough structure to ensure that you get tangible examples without constraining users from being able to really explore the many possible end states.At the end of the time period, usually an hour, get the groups to present their cover story, essentially their vision of SharePoint, to the rest of the groups and then discuss.
- Cover: Tells the story of their big successHeadline: The substance of the cover storySidebars: Interesting facts about the storyQuotes: Quotes from potential end users of the solutionBrainstorm: documenting initial ideas (this is important!)Images: Supporting the content with illustrationsCover Story is a game about pure imagination. The purpose is to think expansively around an ideal future state for the organization; it’s an exercise in visioning. The object of the game is to suspend all disbelief and envision a future state that is so stellar that it landed your organization on the cover of a well-known magazine. The players must pretend as though this future has already taken place and has been reported by the mainstream media. This game is worth playing because it not only encourages people to “think big,” but also actually plants the seeds for a future that perhaps wasn’t possible before the game was playedThe reason that this works particularly well for SharePoint is that there are a number of possible visions that an organization may have for the platform. The Cover Story game gives you enough structure to ensure that you get tangible examples without constraining users from being able to really explore the many possible end states.At the end of the time period, usually an hour, get the groups to present their cover story, essentially their vision of SharePoint, to the rest of the groups and then discuss.
- Here is an example of a completed coverstory
- Basically we want to find out what hurts and how bad…….I have found the most profound success using workshops (like the ones RuvenGotz speaks about and writes about) and my personal favorite is Collaborative Play (Innovation Games specifically for this activity) The game Speedboat is a quick and painless way to gain insight and understanding into the current state of the situation –
- Ask team members to write what is slowing down the boat (one idea per card/post-it) and to pin the card to anchor or below water level
- Let team members to write ideas what can speed up the boat and pin cards to an engine (if you have a speedboat) or above the boat (if you have a sailboat) to represent “wind in the sails”.
- Here is a sample template I threw together for a customer a while back in paint in a couple of minutesIf you are interested in using any of these templates I will tweet the link to these in my skydrive – you can also find template for this game online at the innovations game website
- The principle of the game is to draw a boat with couple of anchors and engines. (in this example we simply used post-its) The boat should be named to represent a focus area (especially if you are going to examine large group of problems).After that you can apply grouping, sorting and/or voting the same way as you know in retrospective in agile/scrum.Result: a lot of ideas get presented without any hassles and participants freely promote possible/expected solutions that can be immediately changed into action items Speed Boat game allows not just open minds, but efficiently provides a strategy how to solve your problems. Additionally, trust and expectations are more clear.
- Product Box lets you leverage your customer’s/stakeholders collective experiences by asking them to design a product box for the solution/project.Not just any box, but a box that represents the product that they want to use. Benefits:In the process, you’ll learn what your customers think are the most important, exciting features of a given solution/project.
- Product Box lets you leverage your customer’s/stakeholders collective experiences by asking them to design a product box for the solution/project.Not just any box, but a box that represents the product that they want to use. Benefits:In the process, you’ll learn what your customers think are the most important, exciting features of a given solution/project.
- Product Box lets you leverage your customer’s/stakeholders collective experiences by asking them to design a product box for the solution/project.Not just any box, but a box that represents the product that they want to use. Benefits:In the process, you’ll learn what your customers think are the most important, exciting features of a given solution/project.
- Collect materials for making product boxes: Example list-plain cardboard boxes (cereal box size is good – you can buy them in a number of places I order mine from Staples)-Markers-Scissors-Glue-Magazines-pompoms-foam shapes-stickers (stars, happy faces, etc.)-pipe cleaners
- Here’s how to setup and facilitate the product box gameCollect materials for making product boxes: Example list-plain cardboard boxes (cereal box size is good – you can buy them in a number of places I order mine from Staples)-Markers-Scissors-Glue-Magazines-pompoms-foam shapes-stickers (stars, happy faces, etc.)-pipe cleanersAsk your customers/stakeholders to imagine that they’re selling their product at a tradeshow, infomercial, or public market. Give them a few cardboard boxes and ask them to literally design a product box that represents the solution they want to use. The box should have the key marketing slogans that they find interesting. – 40 minutesWhen finished, each participant takes turns selling their box to the rest of the group – max 2-3 minutesSometimes at the end of the selling you can setup the boxes and have anonymous votes for the groups top three or you can use the data collected in this session to prepare a list of features you can later prioritize with the group leveraging a different exercise
- Here are some finished examples of Product box
- Here are some finished examples of Product box
- Here are some finished examples of Product box
- Here are some finished examples of Product box
- Here are some finished examples of Product box
- Gardner's prune trees to control their growthSimilarly when collecting requirements we need to control the requirements sprawlPruning is designed to build a balanced tree that yields high quality fruitThe process isn’t about cutting it is about SHAPINGIf we want project that in essence yield high value return then we need to prune/shape the requirements to maximize the value of the investment being put forth by the project resourcesBy facilitating this activity you put the customers/stakeholders in the copilot seat to help you shape what requirements/features will shape the end result
- Product Box lets you leverage your customer’s/stakeholders collective experiences by asking them to design a product box for the solution/project.Not just any box, but a box that represents the product that they want to use. Benefits:In the process, you’ll learn what your customers think are the most important, exciting features of a given solution/project.
- Product Box lets you leverage your customer’s/stakeholders collective experiences by asking them to design a product box for the solution/project.Not just any box, but a box that represents the product that they want to use. Benefits:In the process, you’ll learn what your customers think are the most important, exciting features of a given solution/project.
- Product Box lets you leverage your customer’s/stakeholders collective experiences by asking them to design a product box for the solution/project.Not just any box, but a box that represents the product that they want to use. Benefits:In the process, you’ll learn what your customers think are the most important, exciting features of a given solution/project.
- Product Box lets you leverage your customer’s/stakeholders collective experiences by asking them to design a product box for the solution/project.Not just any box, but a box that represents the product that they want to use. Benefits:In the process, you’ll learn what your customers think are the most important, exciting features of a given solution/project.
- Here’s how to setup and facilitate the Pruning the Product Tree GameStart by drawing a very large tree on a whiteboard or printing a tree as a poster.Thick limbs represent major areas of functionality within your system. The edge of the tree – its outermost branches – represents the features available in the current release. Write potential new features on several index cards, ideally shaped as leaves. Ask your customers to place desired features around the tree, defining the next phase of its growth. Questions/ObservationsDo they structure a tree that is growing in a balanced manner? Does one branch – perhaps a core feature of the product – get the bulk of the growth? (for example Collaboration)Does an underutilized aspect of the tree become stronger? (for example Social)We know that the roots of a tree (your support and customer care infrastructure) need to extend at least as far as your canopy
- Questions/ObservationsDo they structure a tree that is growing in a balanced manner? Does one branch – perhaps a core feature of the product – get the bulk of the growth? (for example Collaboration)Does an underutilized aspect of the tree become stronger? (for example Social)We know that the roots of a tree (your support and customer care infrastructure) need to extend at least as far as your canopyProduct tree can not only help you understand what the next phase looks like but it can also be used to help you build out your SharePoint/Solution Roadmap
- Now that we know what the overall scope of which requirements we will be targeting to implement in our next release of our solution/project We need to understand the details of each elementSimilar to building a house – you have decided you need walls, floors, windows and furniture (hopefully a roof too) but we haven’t defined yet what type of walls – (how tall, what will be the finish on the wall’s etc.) what kind of floors/ how many floors – you get the idea
- This is where The SharePoint Requirements Rainbow game comes inThis collaborative game originated by the ‘21apps’ team is a game to help teams clarify the requirements and user stories they create. It provides a way to help teams ensure the requirements that are defined add value, have some way of measuring this and importantly aligning them to the vision with a clear Why?The facilitator lists all the finalized requirements on the outermost requirements rainbow.Once the customer agrees to the listed requirements, project team and the customer move the in-scope requirements into the scope rainbow. This helps in clarifying the scope of the project or the product.How to measure the success?The customer define the success criteria of the in-scope project requirements to the project team.The customer brainstorms on how to measure the benefit to the organization for the in-scope requirements.Eventually in long run, the customer’s executive management needs to know the value addition the project is bringing to the organization in order to get a continuation or further funding.
- This is where The SharePoint Requirements Rainbow game comes inThis collaborative game originated by the ‘21apps’ team is a game to help teams clarify the requirements and user stories they create. It provides a way to help teams ensure the requirements that are defined add value, have some way of measuring this and importantly aligning them to the vision with a clear Why?The facilitator lists all the finalized requirements on the outermost requirements rainbow.Once the customer agrees to the listed requirements, project team and the customer move the in-scope requirements into the scope rainbow. This helps in clarifying the scope of the project or the product.How to measure the success?The customer define the success criteria of the in-scope project requirements to the project team.The customer brainstorms on how to measure the benefit to the organization for the in-scope requirements.Eventually in long run, the customer’s executive management needs to know the value addition the project is bringing to the organization in order to get a continuation or further funding.
- This is where The SharePoint Requirements Rainbow game comes inThis collaborative game originated by the ‘21apps’ team is a game to help teams clarify the requirements and user stories they create. It provides a way to help teams ensure the requirements that are defined add value, have some way of measuring this and importantly aligning them to the vision with a clear Why?The facilitator lists all the finalized requirements on the outermost requirements rainbow.Once the customer agrees to the listed requirements, project team and the customer move the in-scope requirements into the scope rainbow. This helps in clarifying the scope of the project or the product.How to measure the success?The customer define the success criteria of the in-scope project requirements to the project team.The customer brainstorms on how to measure the benefit to the organization for the in-scope requirements.Eventually in long run, the customer’s executive management needs to know the value addition the project is bringing to the organization in order to get a continuation or further funding.
- This is where The SharePoint Requirements Rainbow game comes inThis collaborative game originated by the ‘21apps’ team is a game to help teams clarify the requirements and user stories they create. It provides a way to help teams ensure the requirements that are defined add value, have some way of measuring this and importantly aligning them to the vision with a clear Why?The facilitator lists all the finalized requirements on the outermost requirements rainbow.Once the customer agrees to the listed requirements, project team and the customer move the in-scope requirements into the scope rainbow. This helps in clarifying the scope of the project or the product.How to measure the success?The customer define the success criteria of the in-scope project requirements to the project team.The customer brainstorms on how to measure the benefit to the organization for the in-scope requirements.Eventually in long run, the customer’s executive management needs to know the value addition the project is bringing to the organization in order to get a continuation or further funding.
- This is where The SharePoint Requirements Rainbow game comes inThis collaborative game originated by the ‘21apps’ team is a game to help teams clarify the requirements and user stories they create. It provides a way to help teams ensure the requirements that are defined add value, have some way of measuring this and importantly aligning them to the vision with a clear Why?The facilitator lists all the finalized requirements on the outermost requirements rainbow.Once the customer agrees to the listed requirements, project team and the customer move the in-scope requirements into the scope rainbow. This helps in clarifying the scope of the project or the product.How to measure the success?The customer define the success criteria of the in-scope project requirements to the project team.The customer brainstorms on how to measure the benefit to the organization for the in-scope requirements.Eventually in long run, the customer’s executive management needs to know the value addition the project is bringing to the organization in order to get a continuation or further funding.
- Here is an example:Here is how to setup and facilitate the Requirement Rainbow gameDraw or Print out a requirements rainbowHave the team stand around the rainbowYou need 1 facilitator and 1 scribe/observerThe facilitator lists all the finalized requirements on the outermost requirements rainbow.Once the customer agrees to the listed requirements, project team and the customer move the in-scope requirements into the scope rainbow. This helps in clarifying the scope of the project or the product.How to measure the success?The customer define the success criteria of the in-scope project requirements to the project team.The customer brainstorms on how to measure the benefit to the organization for the in-scope requirements.Eventually in long run, the customer’s executive management needs to know the value addition the project is bringing to the organization in order to get a continuation or further funding.Only then do you move onto the next requirement and repeat the same processThe end result is a set of well defined, well understood, measurable requirements that have value statements that map back to the vision. This process can also help flush out requirements that don’t belong or add value to the overall solution
- So where can you begin?Easy games to get started with is Sailboat/speedboat and Pruning the product treeBe brave to try something new
- Founding member of BuckeyeSPUG (COSPUG)Been working with SharePoint since 200515 years of IT experienceLead a team of 45 SharePoint consultantsProfessional Scrum MasterSix Sigma CertifiedSharePoint Saturday Speaker and OrganizerDog Food Conference Planning Committee