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Concise requirements give your team a useful, easy to read and easy to change understanding of what must be done. Great requirements exist to do three things:
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User stories can make requirements management a lot easier. They shift some of the communication from up-front documentation to ongoing dialog. That’s the main reason they work so well for agile teams. And agile teams focus on “what’s next?” instead of an ever-changing “what’s everything?” The problem is, when those conversations are working well, it is easy to forget to make sure that what you’ve done is actually enough. Add a small dose of traceability, and you can easily validate the completeness of your user stories.
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When defining requirements, you always start in the context of a goal – either a user goal or a corporate goal. You need to be aware of both. Having a positive user experience is important, and requires a user-centered understanding. Achieving your corporate goals might be in conflict with some user goals.
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For you product managers out there – here are a couple upcoming productcamp unconferences. For you business analysts, here’s an excuse to do a little domain modeling and practice your UML class diagram skills.
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When prices go up, demand goes down. But how much does it go down? Price elasticity of demand is the term economists use for the math that describes this behavior.
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Pictures can convey messages much more powerfully than words. In a recent discussion about writing whitepapers, I suggested combining the idea-creation advice from Made To Stick with the image-creation advice from Back of The Napkin. Check out this article to see some concrete examples.
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A lot of books and blogs and experts tell us to use “The System shall…” when writing requirements. Read on to find out why that’s not a very good idea.
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Growth is a make or break measurement for products and companies. Investment is often determined by expected value, which is based (in part) on expectations of growth. When you create a product, there are aspects of growth – how many people can use your product, and how many people do use your product. When dealing with a freemium business model, there are two elements of use - paid use and free use.
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Ever scratch your head and wonder why you can use your favorite application for free? How can a business actually make money (and stay in business) when they offer their product for free? This article looks at the freemium business model, to see when it makes sense for a company to offer it. The freemium model is one where the company offers two (or more) versions of a product. The basic version is free to use. You have to pay for the premium version. The goal of this article is to answer the product management question, “Should you create a freemium business model?”
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Just because your requirement is not a user story does not mean you have to throw it out when planning your next sprint. See one way (that is working) for managing non-functional requirements with an agile team.
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These articles are written primarily for business analysts and product managers. Hopefully they help with thinking, doing, and training. Welcome aboard and let us know what you think!
