Posts Tagged ‘software development’

Giving customers their legitimate place in software development.

26 August, 2013

Being really lean means that only that functionality customers use (and are willing to pay for) is developed and released. That means being so agile, that trends and patterns in customer needs/wishes and problems are continuously understood and drive service/product development and delivery.

For this the ‘voice of the customer’ needs to be continuously monitored. The result of the listening is to be analyzed and integrated in the development life cycle (e.g. product backlogs).

As not all new functionality or innovations originate from customers, also the ‘voice of the internal-experts needs to be continuously monitored. This knowledge, experiences and ideas is integrated in the development life cycle as well.

In earlier blogs I wrote in Customer Sensor Networks. Being the same subject, it lacks the natural place in the present developments in agile software development methods. By lack of a better word I use in this blog the term CusDevCus which stands for Customer-Development-Customer. With Development I mean the complete development lifecycle including Marketing, Sales, Product Management, Development, Release and Operations, ect. I am open for any better term.

Core elements of CusDevCus are:

  1. Integrated customer feedback (or external expert feedback) into the development life cycle loop to create integrated feedback,. Integrated feedback
    1. is unlimited in size, the larger the amount of participants, the more effective the next release,
    2. gains insight in trends and weak signals for present and future functionality,
    3. is generated in the form of testing developed functionality as well as new (unrelated) ideas.
  2. Integrated employee (as internal experts) feedback with the same aspects explained under the integrated customer feedback and
    1. open to all employees, continuously…
  3. The feedback combines both quantitative and qualitative information.
  4. Each feedback is signified by the feedback provider. This provides navigation through large amount of feedback.
  5. The Product Owner analyses the feedback-patterns. The combined quantitative and qualitative information enables both a deep understanding of the explicit functionality-feedback and the high level patterns.
  6. Because the feedback is integrated in agile development methods (like Scrum, Kanban, OpenUP, ..) experimentation of new functionality is possible in a semi-real environment using real customers.  This seriously reduces R&D and Sales and Marketing effort and optimizes organizational learning.
  7. CusDevCus fully builds on devOps, BusDevOps lean startup and other agile evolutions.
  8. CusDevCus is based on open feedback in the form of narratives. That means there are no preformatted testforms or questionnaires for feedback.
  9. Of course the open format feedback does not eliminate the need for professional testing!

10. CusDevCus focuses on different user groups. Different user groups have different needs. They reveal different uses (or no use) of functionality.

In my view the above described next step in agile (software) development is a natural one. The main question is whether companies are able to make the mental shift to integrate the customer as described in the software development lifecycle.

Cynefin-agile requirements development using SenseMaker®

6 June, 2012

In a previous blog I wrote on Lean and Agile software development with Sensemaker.
In this blog I’ll further explore the actual use of Sensemaker for initial development of requirements for software projects. I also explain the process of distilling high level requirements into detailed user stories.

In standard fail-safe software development environment, requirements development is a steps-wise process from high level business- or user requests into smart allocated product component requirements.  This is a process which intertwines with constructing a Work Breakdown Structure. This breaking down enables the project to determine a high level overview on the work to be done. It is the vision of what the end product is about, without yet knowing the functionality in detail.

At this point the project decides on the approach to develop the functionality (e.g. scrum, waterfall, etc.) and how this is delivered to the customer. Typically if the environment is both complex in terms of number of requirements, the number of stakeholders involved and the frequency that requirements change, a Cynefin-agile approach is recommended.
If the set of requirements is limited and clear from the outset, just use the waterfall method or, if you can’t resists, apply agile-scrum.

In order to apply the cynefin-agile approach the use of signifying large quantities of requirements in SenseMaker is recommended. Using SenseMaker involves signifying the requirements or user-stories. Signifying can be done by the providers of the user stories, or by SenseMaker. It reduces the overhead of handling large amount of stakeholder input significantly.

Signifying provides a structure that enables the development team to view large amount of entered stories from different viewpoints. (during maintenance of the delivered product this method provides strong innovation opportunities).
Analyzing the signified set of requirements/user stories provides the product backlog.

Another element of cynefin-agile are the so-called experiments. In early stages of new development, neither the stakeholders, nor the development team have a clear picture of what is to build. So in stead of the standard fail-safe approach an Safe-Fail approach is opted.

Safe-fail provides an development environment based on learning. Only by learning the development team and other stakeholders are able to gain an understanding of the capabilities and opportunities to be developed. Experiments are started on some selected user stories from the product backlog. Mark that failures of some experiments are expected! This failure provides the must needed learning. Learning provides valuable insight in the risks and innovation possibilities.

The functionality delivered after each sprint or increment is evaluated by the team and stakeholders. Experiments are either stopped or enforced. In such way, all parts of the vision can be addressed.
The delivered functionality is co-created by the development team and all stakeholders.

Using Sensemaker® enables development teams to apply the cynefin-agile approach of safe-fail software or product development.