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This file is the content of a workshop ran at the 2dn Latin-American Conference on Agile Software Methodologies (Agiles 2009). It discuss how to elaborate an effective Agile Project Charter (called Project Story) based on assumptions from NLP.
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Slide 1 of 21Copyright © 2009 LUIZ C PARZIANELLO
2nd Latin-American Conference onAgile Development Methodologies
Santa Catarina, Brazil, 09/10/2009
Workshop
Writing EffectiveWriting EffectiveWriting EffectiveWriting EffectiveProject StoriesProject StoriesProject StoriesProject Stories
LuizLuizLuizLuiz Claudio ParzianelloClaudio ParzianelloClaudio ParzianelloClaudio [email protected]
http://parzianello.blogspot.com
Slide 2 of 21Copyright © 2009 LUIZ C PARZIANELLO
LUIZ CLAUDIO PARZIANELLOLUIZ CLAUDIO PARZIANELLOLUIZ CLAUDIO PARZIANELLOLUIZ CLAUDIO PARZIANELLO� Master´s Degree in Systems Engineering from USP� Bachelor´s Degree in Electronics Engineering from PUCRS� + 25 years of experience in informatics (prog., analysis e management)� + 10 years as consultant and instructor in Software Engineering� + 6 years of experience in the Agile Culture (Leading and Coaching)� Interested in Software Requirements, NLP, Lean, Scrum and XP� CEO from Surya Digital Management� Vice-Coord. from Agile Methods User Group at SUCESU-RS� Agiles 2009: Organizing Committee and Program Chair
� I’ve acted as a researcher, consultant and instructor for the following companies: Incor-HCFMUSP, Citibank, SICREDI, BANRISUL, FAURGS, ThyssenKrupp Elevadores, Refap/Petrobrás, FIERGS, ELETROSUL, Mercador-Neogrid, Ministry of Planning from Angola, Mayoral of Novo Hamburgo, Mayoral of Santa Cruz do Sul, FUNTEC y UNLP (Argentina) ...
The SpeakerThe SpeakerThe SpeakerThe Speaker
Slide 3 of 21Copyright © 2009 LUIZ C PARZIANELLO
An IntroductionAn IntroductionAn IntroductionAn Introduction
"The Project StoryProject StoryProject StoryProject Story is based on the principle that a software project is a resource that supports the change of a business process (transformation) that must migrate from an actual scenario (AS IS) to a desired one (TO BE), using the product software as a support mechanism.“
Slide 4 of 21Copyright © 2009 LUIZ C PARZIANELLO
The TransformationThe TransformationThe TransformationThe Transformation
A1A2
A4 A5
E1
E2
F1
F2
S1
S2
D1
D2A3
M1 M2
C1 C2 AS ISAS ISAS ISAS IS
A1A2
A4 A5
E1
E2
F1
F2
S1
S2
D1
D2A3
M1 M2
C1 C2 TO BETO BETO BETO BE
A project is aA project is aA project is aA project is atransformation process!transformation process!transformation process!transformation process!
Where you canWhere you canWhere you canWhere you canfind compliments ...find compliments ...find compliments ...find compliments ...
Where you canWhere you canWhere you canWhere you canfind complaints ...find complaints ...find complaints ...find complaints ...
Business Business Business Business ProcessProcessProcessProcess
Slide 5 of 21Copyright © 2009 LUIZ C PARZIANELLO
� Who are associated Who are associated Who are associated Who are associated with the problem?with the problem?with the problem?with the problem?
� When can we observe When can we observe When can we observe When can we observe the problem?the problem?the problem?the problem?
� Where the problem Where the problem Where the problem Where the problem can be found?can be found?can be found?can be found?
� How does the How does the How does the How does the problem happen?problem happen?problem happen?problem happen?
� How many times we How many times we How many times we How many times we can see the problem?can see the problem?can see the problem?can see the problem?
� Why do you Why do you Why do you Why do you think the problem is think the problem is think the problem is think the problem is
happening?happening?happening?happening?
� What is the What is the What is the What is the problem?problem?problem?problem?
The InvestigationThe InvestigationThe InvestigationThe Investigation
Slide 6 of 21Copyright © 2009 LUIZ C PARZIANELLO
� Toyota specialists believe that when you structure your problem solving around 1 page of paper (A3), then your thinking is focused and structured.
� The A3 ProblemA3 ProblemA3 ProblemA3 Problem----Solving ReportSolving ReportSolving ReportSolving Report is a document that tells the “story”of the issue, observation, or problem.
The Problem SolvingThe Problem SolvingThe Problem SolvingThe Problem Solving
Slide 7 of 21Copyright © 2009 LUIZ C PARZIANELLO
A3 A3 A3 A3 ProblemProblemProblemProblem----SolvingSolvingSolvingSolving ReportReportReportReportA3 A3 A3 A3 ProblemProblemProblemProblem----SolvingSolvingSolvingSolving ReportReportReportReport
DurwardDurwardDurwardDurward K. K. K. K. SobekSobekSobekSobek IIIIIIIIhttp://www.coe.montana.edu/IE/faculty/sobek/A3/report.htm
The Problem SolvingThe Problem SolvingThe Problem SolvingThe Problem Solving
Slide 8 of 21Copyright © 2009 LUIZ C PARZIANELLO
A Strategy for ChangeA Strategy for ChangeA Strategy for ChangeA Strategy for Change
Present StatePresent StatePresent StatePresent State(PROBLEM)
Present StatePresent StatePresent StatePresent State(PROBLEM)
S.C.O.R.E. ModelS.C.O.R.E. ModelS.C.O.R.E. ModelS.C.O.R.E. ModelThe minimum amount of information that needs to be
addressed by any process of change or healing.Robert Dilts & Todd Epstein (1987)
Complaints about bad results or
unaddressed opportunities(SymptomsSymptomsSymptomsSymptoms)
TransformationTransformationTransformationTransformation
Desired StateDesired StateDesired StateDesired State(GOAL)
Desired StateDesired StateDesired StateDesired State(GOAL)
The most noticeable and
conscious aspects of a
Goal(OutcomesOutcomesOutcomesOutcomes)
Rationale for the transformation
(EffectsEffectsEffectsEffects)
Underlying elements
responsible for creating and maintaining symptoms (CausesCausesCausesCauses)
Underlying elements
responsible for removing causes(ResourcesResourcesResourcesResources)
A weakA weakA weakA weaksystemicsystemicsystemicsystemicthinking!thinking!thinking!thinking!
A strongA strongA strongA strongsystemicsystemicsystemicsystemicthinking!thinking!thinking!thinking!
☺☺☺☺
Slide 9 of 21Copyright © 2009 LUIZ C PARZIANELLO
Who? Where?When?
Who? Where?When?
Logical Levels of Learning and ChangeLogical Levels of Learning and ChangeLogical Levels of Learning and ChangeLogical Levels of Learning and ChangeRobert Dilts based on Gregory Bateson
EnvironmentEnvironmentEnvironmentEnvironment
When we find a problem atWhen we find a problem atWhen we find a problem atWhen we find a problem ata particular level a particular level a particular level a particular level …………
When we find a problem atWhen we find a problem atWhen we find a problem atWhen we find a problem ata particular level a particular level a particular level a particular level …………
………… we can solve it atwe can solve it atwe can solve it atwe can solve it atthe next upper level!the next upper level!the next upper level!the next upper level!
………… we can solve it atwe can solve it atwe can solve it atwe can solve it atthe next upper level!the next upper level!the next upper level!the next upper level!
What dothey do?
What dothey do?
BehaviorBehaviorBehaviorBehavior
is perceived by the senses triggering a
CapabilitiesCapabilitiesCapabilitiesCapabilitiesand Strategiesand Strategiesand Strategiesand Strategies
How dothey do?
How dothey do?
is a conscious actionsupported by
Who are they?Who are they?
IdentityIdentityIdentityIdentityand Missionand Missionand Missionand Mission
Are unconsciousresponses based on
““““Bad behaviour can generateBad behaviour can generateBad behaviour can generateBad behaviour can generatebad results bad results bad results bad results ………… Good behaviourGood behaviourGood behaviourGood behaviourcan generate good results!can generate good results!can generate good results!can generate good results!””””
““““Bad behaviour can generateBad behaviour can generateBad behaviour can generateBad behaviour can generatebad results bad results bad results bad results ………… Good behaviourGood behaviourGood behaviourGood behaviourcan generate good results!can generate good results!can generate good results!can generate good results!””””
Why dothey do?
Why dothey do?
BeliefsBeliefsBeliefsBeliefsand Valuesand Valuesand Valuesand Values
are semiconscious actionsbased on personal
IdealIdealIdealIdealPurposePurposePurposePurpose
A Strategy for ThinkingA Strategy for ThinkingA Strategy for ThinkingA Strategy for Thinking
Slide 10 of 21Copyright © 2009 LUIZ C PARZIANELLO
A Strategy for ThinkingA Strategy for ThinkingA Strategy for ThinkingA Strategy for Thinking
� In order to get better results, people have to change their behavior in a specific business environment;
� New behavior can be achieved by introducing new capabilities;
� A software product is a A software product is a A software product is a A software product is a resourceresourceresourceresource developed to support the developed to support the developed to support the developed to support the new capabilitiesnew capabilitiesnew capabilitiesnew capabilities expected for the business process;expected for the business process;expected for the business process;expected for the business process;
� A business strategy have to be considered when planning new capabilities with a software product;
� The project team (customer and developers) have to share the same beliefs to guarantee a product and a production cycle that provide value for the business;
Slide 11 of 21Copyright © 2009 LUIZ C PARZIANELLO
PROJECT STORY:PROJECT STORY:PROJECT STORY:PROJECT STORY:A template 1x A3 or 2x A4
PROJECT STORY:PROJECT STORY:PROJECT STORY:PROJECT STORY:A template 1x A3 or 2x A4
Project IdentificationProject Identification
Actual ScenarioActual Scenario
Desired ScenarioDesired Scenario
Success Critical FactorsSuccess Critical Factors
Product ScopeProduct Scope
Cost EstimationCost Estimation
A Project StoryA Project StoryA Project StoryA Project Story
Release PlanningRelease Planning
Slide 12 of 21Copyright © 2009 LUIZ C PARZIANELLO
Identity, Mission and ValuesIdentity, Mission and ValuesIdentity, Mission and ValuesIdentity, Mission and Values
Who is asking for this project? Who will guarantee necessary resources?
What is the project identityidentityidentityidentity?
What is the project missionmissionmissionmission?
A name … A name … Business values Business values Business values Business values …………
< a date > < a date > < a date >
Identity:Identity:Identity:Identity: Should be related to an intuitive title.
Mission:Mission:Mission:Mission: Should be related to …
• Increase efficiency and effectiveness
• Allow more business opportunities
• Conform to regulations or standards
Slide 13 of 21Copyright © 2009 LUIZ C PARZIANELLO
Bad Behaviors and ResultsBad Behaviors and ResultsBad Behaviors and ResultsBad Behaviors and Results
Tell me about the PRESENT business environment and process Tell me about the PRESENT business environment and process Tell me about the PRESENT business environment and process Tell me about the PRESENT business environment and process …………
Tell me about efficiency, effectiveness, threats and nonTell me about efficiency, effectiveness, threats and nonTell me about efficiency, effectiveness, threats and nonTell me about efficiency, effectiveness, threats and non----conformities conformities conformities conformities …………
Tell me your beliefs about the problem ...Tell me your beliefs about the problem ...Tell me your beliefs about the problem ...Tell me your beliefs about the problem ...
Tell me about people, tools and materials Tell me about people, tools and materials Tell me about people, tools and materials Tell me about people, tools and materials …………
� Who, where, when and what?Who, where, when and what?Who, where, when and what?Who, where, when and what?� How much? How many?How much? How many?How much? How many?How much? How many?� How do you do that?How do you do that?How do you do that?How do you do that?� Why do you think that?Why do you think that?Why do you think that?Why do you think that?
EnvironmentEnvironmentEnvironmentEnvironmentBehaviorBehaviorBehaviorBehavior
Bad ResultsBad ResultsBad ResultsBad Results
CapabilitiesCapabilitiesCapabilitiesCapabilities
Beliefs aboutBeliefs aboutBeliefs aboutBeliefs aboutStrategiesStrategiesStrategiesStrategies
Slide 14 of 21Copyright © 2009 LUIZ C PARZIANELLO
New Behaviors and BenefitsNew Behaviors and BenefitsNew Behaviors and BenefitsNew Behaviors and Benefits
Tell me about the FUTURE business environment and process Tell me about the FUTURE business environment and process Tell me about the FUTURE business environment and process Tell me about the FUTURE business environment and process …………
Tell me about EXPECTED people, tools and materials Tell me about EXPECTED people, tools and materials Tell me about EXPECTED people, tools and materials Tell me about EXPECTED people, tools and materials …………
Tell me about RECOGNITION Tell me about RECOGNITION Tell me about RECOGNITION Tell me about RECOGNITION ………… ROI?ROI?ROI?ROI?
� Who, where, when and what?Who, where, when and what?Who, where, when and what?Who, where, when and what?� How much? How many? Why?How much? How many? Why?How much? How many? Why?How much? How many? Why?� How will you do that?How will you do that?How will you do that?How will you do that?
Tell me about efficiency, effectiveness, opportunities and confoTell me about efficiency, effectiveness, opportunities and confoTell me about efficiency, effectiveness, opportunities and confoTell me about efficiency, effectiveness, opportunities and conformities rmities rmities rmities …………
EnvironmentEnvironmentEnvironmentEnvironmentBehaviorBehaviorBehaviorBehavior
Good ResultsGood ResultsGood ResultsGood Results
Beliefs and ValuesBeliefs and ValuesBeliefs and ValuesBeliefs and Values
Strategies andStrategies andStrategies andStrategies andCapabilitiesCapabilitiesCapabilitiesCapabilities
Slide 15 of 21Copyright © 2009 LUIZ C PARZIANELLO
TotalInvestment
CostCostCostCost
R1R1R1R1 R2R2R2R2 R3R3R3R3 R4R4R4R4 R5R5R5R5
StartStartStartStartProjectProjectProjectProject
StartStartStartStartProjectProjectProjectProject
EndEndEndEndProjectProjectProjectProject
EndEndEndEndProjectProjectProjectProject BreakBreakBreakBreak----evenevenevenevenBreakBreakBreakBreak----evenevenevenevenEndEndEndEnd
TransitionTransitionTransitionTransition
EndEndEndEndTransitionTransitionTransitionTransition
ROIROIROIROI
TimeTimeTimeTimeTimeTimeTimeTime
AgileAgileAgileAgile
WaterfallWaterfallWaterfallWaterfall
Release PlanningRelease PlanningRelease PlanningRelease Planning
Slide 16 of 21Copyright © 2009 LUIZ C PARZIANELLO
Business AssumptionsBusiness AssumptionsBusiness AssumptionsBusiness Assumptions
NumberNumberNumberNumber
Business ValueBusiness ValueBusiness ValueBusiness Value
Pre-SalesrequestrequestrequestrequestCustomerCustomerCustomerCustomer
productproductproductproductCustomerCustomerCustomerCustomer
Sales ManagerSales ManagerSales ManagerSales Manager Sales Mgmt.Sales Mgmt.Sales Mgmt.Sales Mgmt.SystemSystemSystemSystem
Sales PersonSales PersonSales PersonSales Person
Sales Planning
Sales
Post-Sales
Sales ControlBusinessBusinessBusinessBusinessProcessProcessProcessProcess
““““Identify the seven wastes and make a business strategy for the tIdentify the seven wastes and make a business strategy for the tIdentify the seven wastes and make a business strategy for the tIdentify the seven wastes and make a business strategy for the transformationransformationransformationransformation””””
1. Defects1. Defects1. Defects1. Defects
2. Overproduction2. Overproduction2. Overproduction2. Overproduction
3. Transportation3. Transportation3. Transportation3. Transportation
4. Waiting4. Waiting4. Waiting4. Waiting
5. Inventory5. Inventory5. Inventory5. Inventory
6. Motion6. Motion6. Motion6. Motion
7. Processing7. Processing7. Processing7. Processing
““““The 7 wastes are at the The 7 wastes are at the The 7 wastes are at the The 7 wastes are at the root of all unprofitable root of all unprofitable root of all unprofitable root of all unprofitable activity within your activity within your activity within your activity within your
organization.organization.organization.organization.””””
NumberNumberNumberNumber
Business ValueBusiness ValueBusiness ValueBusiness Value
NumberNumberNumberNumber
Business ValueBusiness ValueBusiness ValueBusiness Value
NumberNumberNumberNumber
Business ValueBusiness ValueBusiness ValueBusiness Value
NumberNumberNumberNumber
Business ValueBusiness ValueBusiness ValueBusiness Value
NumberNumberNumberNumber
Business ValueBusiness ValueBusiness ValueBusiness Value
Slide 17 of 21Copyright © 2009 LUIZ C PARZIANELLO
Project AssumptionsProject AssumptionsProject AssumptionsProject Assumptions
A1A2
A4 A5
I1
I2
S1
S2
O1
O2
T1
T2A3
�
PrePrePrePre----RequirementsRequirementsRequirementsRequirements(Setups)(Setups)(Setups)(Setups) M1 M2
C1 C2PROJECTPROJECTPROJECTPROJECT
Execution ConditionsExecution ConditionsExecution ConditionsExecution Conditions(Policies)(Policies)(Policies)(Policies)
Alternative SolutionsAlternative SolutionsAlternative SolutionsAlternative Solutions
PotentialPotentialPotentialPotentialRisksRisksRisksRisks
This is what we need to start the project This is what we need to start the project This is what we need to start the project This is what we need to start the project …………
This is what we consider to run the project This is what we consider to run the project This is what we consider to run the project This is what we consider to run the project …………
This is what we consider as project threats and impediments This is what we consider as project threats and impediments This is what we consider as project threats and impediments This is what we consider as project threats and impediments …………
This is what can be done if we face a problem This is what can be done if we face a problem This is what can be done if we face a problem This is what can be done if we face a problem …………
Slide 18 of 21Copyright © 2009 LUIZ C PARZIANELLO
Product AssumptionsProduct AssumptionsProduct AssumptionsProduct Assumptions
< name >< name >< name >< name > < a list of applications or components >< a list of applications or components >< a list of applications or components >< a list of applications or components > < Non< Non< Non< Non----functional requirements >functional requirements >functional requirements >functional requirements > < < < < valuevaluevaluevalue >>>> < < < < valuevaluevaluevalue >>>>
Project CategoriesProject CategoriesProject CategoriesProject Categories::::
(A)(A)(A)(A) 1 to 2 months1 to 2 months1 to 2 months1 to 2 months
(B)(B)(B)(B) 3 to 4 months3 to 4 months3 to 4 months3 to 4 months
(C)(C)(C)(C) 5 to 6 months5 to 6 months5 to 6 months5 to 6 months
12 months OR 11 ± 1?(C) + (C)
Slide 19 of 21Copyright © 2009 LUIZ C PARZIANELLO
Budget AssumptionsBudget AssumptionsBudget AssumptionsBudget Assumptions
AAAAUniqueUniqueUniqueUniqueTeamTeamTeamTeam
ProportionalProportionalProportionalProportionalto theto theto theto the
project duration.project duration.project duration.project duration.costs costs costs costs
Scrum MasterDeveloper
To lead the technical team and run business analysisTeam members to develop System A
13
5.000,002.500,00
5.000,007.500,00
Developer Team member to implement services in System B 16h 40,00 640,00
Computers For the technical team 4 1.000,00 4.000,00
Designer To conceive and prototype a GUI 1 3.000,00 3.000,00
10.000,0010.000,0010.000,0010.000,00
Server Repository, Continuous Integration, V&V 1 3.000,00 3.000,00
13.140,0013.140,0013.140,0013.140,00
75.700,0075.700,0075.700,0075.700,00 88.840,0088.840,0088.840,0088.840,005x 13.140,00 + 1x 10.000,00 6x 13.140,00 + 1x 10.000,00
Slide 20 of 21Copyright © 2009 LUIZ C PARZIANELLO
The Project Story:The Project Story:The Project Story:The Project Story:
� Is an effective way to really understand the main topics of a software project;
� Is based on strong linguistic assumptions used by many therapists in a change process for individuals and groups;
� Should be developed by the Project Team in requirements workshops coordinated by the Product Owner;
� Has to be developed in a time box limited by 2 weeks;
� Can be considered an Agile Project Charter because it stimulates communication, is value driven, is limited on time and gives directions for inspection and adaptation.
ConclusionsConclusionsConclusionsConclusions
Slide 21 of 21Copyright © 2009 LUIZ C PARZIANELLO
Thanks and enjoy your project!Thanks and enjoy your project!Thanks and enjoy your project!Thanks and enjoy your project!
Luiz Claudio ParzianelloLuiz Claudio ParzianelloLuiz Claudio ParzianelloLuiz Claudio [email protected]
http://parzianello.blogspot.com