book

Beyond Requirements: Analysis with an Agile Mindset

by Kent J. McDonald

September 2015

Intermediate to advanced

304 pages

7h 17m

English

Addison-Wesley Professional

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What This Book Is AboutWho Is This Book For?To What Context Does This Book Apply?What Problem Is This Book Trying to Solve?How the Book Is OrganizedPart I: IdeasPart II: Case StudiesPart III: TechniquesPart IV: Resources
IntroductionDeliver ValueCollaborateIterateSimplifyConsider ContextDecide WiselyReflect and AdaptConclusionIf You Remember Nothing Else

IntroductionNeeds and SolutionsOutcome and OutputDiscovery and DeliveryIf You Remember Nothing Else
IntroductionCustomer DevelopmentBuild-Measure-LearnMetricsGood MetricsThings to Consider with MetricsCreating Your MetricsIf You Remember Nothing Else
IntroductionA Structure for Decision MakingDetermine the Decision MakerSelect a Decision MechanismDetermine What Information Is NeededMake a Timely DecisionBuild Support with Peers/StakeholdersCommunicate the DecisionEnact the DecisionReal OptionsCognitive BiasesElicitationAnalysisDecision MakingIf You Remember Nothing Else
IntroductionFeature InjectionIdentify the ValueInject the FeaturesSpot the ExamplesMinimum Viable ProductMinimum Marketable FeaturesIf You Remember Nothing Else
IntroductionWhat Is the Need?What Are Some Possible Solutions?What Should We Do Next?What Are the Details of This Part (i.e., Telling the Story)?If You Remember Nothing Else
IntroductionThe NeedThe Possible Solution(s)The Deliveries of ValueDefine-Build-TestThe Incident of the ThemesAgile2014Lessons Learned
IntroductionThe NeedThe Possible Solution(s)The Deliveries of ValueLessons Learned
IntroductionThe NeedThe Possible Solution(s)The Deliveries of ValueLessons Learned
IntroductionThe NeedThe Possible Solution(s)Lessons Learned
IntroductionStakeholder AnalysisUser AnalysisStakeholder MapWhat It IsAn ExampleWhen to Use ItWhy Use ItHow to Use ItCaveats and ConsiderationsAdditional ResourcesCommitment ScaleWhat It IsAn ExampleWhen to Use ItWhy Use ItHow to Use ItCaveats and ConsiderationsAdditional ResourceUser ModelingWhat It IsAn ExampleWhen to Use ItWhy Use ItHow to Use ItCaveats and ConsiderationsAdditional ResourcesPersonaWhat It IsAn ExampleWhen to Use ItWhy Use ItHow to Use ItCaveats and ConsiderationsAdditional Resources
IntroductionPurpose-Based Alignment ModelWhat It IsThe Quadrants ExplainedAn ExampleWhen to Use ItWhy Use ItHow to Use ItCaveats and ConsiderationsAdditional ResourceSix QuestionsWhat It IsAn ExampleWhen to Use ItWhy Use ItHow to Use ItCaveats and ConsiderationsAdditional ResourceContext Leadership ModelWhat It IsAn ExampleWhen to Use ItWhy Use ItHow to Use ItCaveats and ConsiderationsAdditional Resource
IntroductionDecision FiltersWhat It IsAn ExampleWhen to Use ItWhy Use ItHow to Use ItCaveats and ConsiderationsAdditional ResourcesProject Opportunity AssessmentWhat It IsAn ExampleWhen to Use ItWhy Use ItHow to Use ItCaveats and ConsiderationsAdditional ResourceProblem StatementWhat It IsAn ExampleWhen to Use ItWhy Use ItHow to Use ItCaveats and ConsiderationsAdditional Resource
IntroductionImpact MappingWhat It IsAn ExampleWhen to Use ItWhy Use ItHow to Use ItCaveats and ConsiderationsAdditional ResourcesStory MappingWhat It IsAn ExampleWhen to Use ItWhy Use ItHow to Use ItCaveats and ConsiderationsAdditional ResourcesCollaborative ModelingWhat It IsAn ExampleWhen to Use ItWhy Use ItHow to Use ItCaveats and ConsiderationsAdditional ResourcesAcceptance CriteriaWhat It IsAn ExampleWhen to Use ItWhy Use ItHow to Use ItCaveats and ConsiderationsAdditional ResourcesExamplesWhat It IsAn ExampleWhen to Use ItWhy Use ItHow to Use ItCaveats and ConsiderationsAdditional Resources
IntroductionDiscovery BoardWhat It IsAn ExampleWhen to Use ItWhy Use ItHow to Use ItCaveats and ConsiderationsAdditional ResourcesDefinition of ReadyWhat It IsAn ExampleWhen to Use ItWhy Use ItHow to Use ItCaveats and ConsiderationsAdditional ResourcesDelivery BoardWhat It IsAn ExampleWhen to Use ItWhy Use ItHow to Use ItCaveats and ConsiderationsAdditional ResourcesDefinition of DoneWhat It IsAn ExampleWhen to Use ItWhy Use ItHow to Use ItCaveats and ConsiderationsAdditional ResourcesSystem DocumentationWhat It IsAn ExampleWhen to Use ItWhy Use ItHow to Use ItCaveats and ConsiderationsAdditional Resources
IntroductionDefinitions

Content preview from Beyond Requirements: Analysis with an Agile Mindset

Chapter 5. Deliver Value

Introduction

A guiding principle that warrants some extra discussion is the principle of “Deliver value.” It seemed appropriate to explain this principle in a bit more detail given how much lip service is given to the idea of delivering value in the agile mindset. In this chapter I discuss some key concepts surrounding value delivery, including Feature Injection, minimum viable product, and minimum marketable feature.

Feature Injection

Feature Injection is a term coined by Chris Matts for an alternative approach to analysis. This approach is derived from the idea that as we pull business value from a system, we inject the features that represent the work the team does (outputs) to create that value (outcome). The key ...

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The Professional Agile Leader: The Leader's Journey Toward Growing Mature Agile Teams and Organizations

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ISBN: 9780133039863Purchase book

Beyond Requirements: Analysis with an Agile Mindset

by Kent J. McDonald

Chapter 5. Deliver Value

Introduction

Feature Injection

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
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Publisher Resources

Chapter 5. Deliver Value

Introduction

Feature Injection

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,and much more.

You might also like

The Professional Agile Leader: The Leader's Journey Toward Growing Mature Agile Teams and Organizations

Creating Agile Organizations: A Systemic Approach

Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise

Doing Agile Right

Publisher Resources

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.