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“We need better approaches to understanding and managing software requirements, and Dean provides them in this book. He draws ideas from three very useful intellectual pools: classical management practices, Agile methods, and lean product development. By combining the strengths of these three approaches, he has produced something that works better than any one in isolation.”
–From the Foreword by Don Reinertsen, President of Reinertsen & Associates; author of Managing the Design Factory; and leading expert on rapid product development
Effective requirements discovery and analysis is a critical best practice for serious application development. Until now, however, requirements and Agile methods have rarely coexisted peacefully. For many enterprises considering Agile approaches, the absence of effective and scalable Agile requirements processes has been a showstopper for Agile adoption. In Agile Software Requirements, Dean Leffingwell shows exactly how to create effective requirements in Agile environments.
- Part I presents the “big picture” of Agile requirements in the enterprise, and describes an overall process model for Agile requirements at the project team, program, and portfolio levels
- Part II describes a simple and lightweight, yet comprehensive model that Agile project teams can use to manage requirements
- Part III shows how to develop Agile requirements for complex systems that require the cooperation of multiple teams
- Part IV guides enterprises in developing Agile requirements for ever-larger “systems of systems,” application suites, and product portfolios
This book will help you leverage the benefits of Agile without sacrificing the value of effective requirements discovery and analysis. You’ll find proven solutions you can apply right now–whether you’re a software developer or tester, executive, project/program manager, architect, or team leader.
- Sales Rank: #103606 in Books
- Published on: 2011-01-06
- Original language: English
- Number of items: 1
- Dimensions: 9.20" h x 1.40" w x 7.30" l, .0 pounds
- Binding: Hardcover
- 560 pages
Review
Praise for Agile Software Requirements
“In my opinion, there is no book out there that more artfully addresses the specific needs of agile teams, programs, and portfolios all in one. I believe this book is an organizational necessity for any enterprise.”
–Sarah Edrie, Director of Quality Engineering, Harvard Business School
“Agile Software Requirements and Mr. Leffingwell’s teachings have been very influential and inspiring to our organization. They have allowed us to make critical cultural changes to the way we approach software development by following the framework he’s outlined here. It has been an extraordinary experience.”
–Chris Chapman, Software Development Manager, Discount Tire
“This book supplies empirical wisdom connected with strong and very well-structured theory of succeeding with software projects of different scales. People new to agile, practitioners, or accomplished agilists–we all were waiting for such a book.”
–Oleksandr (Alex) Yakyma, Agile Consultant, www.enter-Agile.com
“This book presents practical and proven agile approaches for managing software requirements for a team, collaborating teams of teams, and all across the enterprise. However, this is not only a great book on agile requirements engineering; rather, Leffingwell describes the bigger picture of how the enterprise can achieve the benefits of business agility by implementing lean product development flow. His ‘Big Picture’ of agile requirements is an excellent reference for any organization pursuing an intrinsically lean software development operational mode. Best of all, we’ve applied many of these principles and practices at Nokia (and even helped create some of them), and therefore we know they work.
–Juha-Markus Aalto, Agile Change Program Manager, Nokia Corporation
“This pragmatic, easy-to-understand, yet thought-provoking book provides a hands-on guide to addressing a key problem that enterprises face: How to make requirements practices work effectively in large-scale agile environments. Dean Leffingwell’s focus on lean principles is refreshing and much needed!”
–Per Kroll, author, and Chief Architect for Measured Improvements, IBM
“Agile programming is a fluid development environment. This book serves as a good starting point for learning.”
–Brad Jackson, SAS Institute Inc.
“Dean Leffingwell captures the essence of agile in its entirety, all the way from the discrete user story in the ‘trenches’ to complex software portfolios at the enterprise level. The narrative balances software engineering theory with pragmatic implementation aspects in an easy-to-understand manner. It is a book that demands to be read in a single sitting.”
–Israel Gat, http://theAgileexecutive.com, @Agile_exec on Twitter
“An incredibly complete, clear, concise, and pragmatic reference for agile software development. Much more than mere guidelines for creating requirements, building teams, and managing projects, this reference work belongs on the bookshelf of anyone and everyone involved with not only agile processes but software development in general.”
–R.L. Bogetti, Lead System Designer, Baxter Healthcare
“This book covers software requirements from the team level to program and portfolio levels, including the architecture management and a consistent framework for the whole enterprise. We have practiced the multi-team release planning and the enterprise-level architecture work with kanban and achieved instant success in our organization. Combining the principles of the product development flow with the current large-scale agile and lean software development is a really novel concept. Well worth reading and trying out the ideas here.”
–Santeri Kangas, Chief Software Architect, and Gabor Gunyho, Lean Change Agent, F-Secure Corp.
“Dean Leffingwell and his Agile Release Train (ART) concept guides us from teamlevel agile to enterprise-level agile. The ART concept is a very powerful tool in planning and managing large software programs and helps to identify and solve potential organizational roadblocks–early.”
–Markku Lukkarinen, Head of Programs, Nokia Siemens Networks
About the Author
Dean Leffingwell, a thirty-year software industry veteran, has spent his career helping software teams achieve their goals. A renowned methodologist, author, coach, entrepreneur, and executive, he founded Requisite, Inc., makers of RequisitePro, and served as its CEO. As vice president at Rational Software (now part of IBM), he led the commercialization of the Rational Unified Process. As an independent consultant and as an advisor to Rally Software, he has helped entrepreneurial teams and large, distributed, multinational corporations implement Agile methods at scale. He is the author of Scaling Software Agility: Best Practices for Large Enterprises (Addison-Wesley, 2007) and is the lead author of Managing Software Requirements, Second Edition (Addison-Wesley, 2003), which has been translated into five languages.
Most helpful customer reviews
35 of 35 people found the following review helpful.
The first complete book on what an enterprise level agile process should look like
By T Anderson
I still remember the first few pages of Managing Software Requirements: A Unified Approach (The Addison-Wesley Object Technology Series). I was in BWI waiting on my daughter's flight to arrive. The book opened with such a great beginning I knew I was going to love it. In a nutshell what I heard the authors say was we have years of experience that you don't, let us show you what we have learned so you don't have to repeat our mistakes. That is my number one reason for reading books. The message at the beginning of this book is the same.
I feel this is the first complete book on what an enterprise level agile process should look like. What baffles me is the number of enterprises I have been in that have not come close to implementing 10% of the process this book outlines, yet they call themselves agile and lean. The one thing this book brings to light is just how complex and advanced agile processes are. Like the book says, "it is not easy, it is agile".
This book has the caveat that certain skills are required for the agile teams to be successful. I agree with that completely. The thing I have a hard time with is the fact that agile processes assume such skill sets are readily available. They aren't. That is why I see such a mess in 90% of the attempts I have seen when enterprises attempt to go agile. Almost all of them will claim to be successful at implementing their agile processes, but budgets and bugs don't lie. Agile does not equate to simple or easy, actually the opposite is true.
So then does that mean agile methods should be avoided and this book is not worth reading? Absolutely not. It is one of the few books that may just help you implement a successful agile enterprise environment. If nothing else, it does not pull punches, so it will enlighten you as to just how difficult it is to pull it off. It is a must read for anyone out there claiming to be running an agile enterprise.
This book is unique in that it provides a complete view of all the roles throughout the enterprise that are involved with the process and does a great job of defining the activities they are involved with. The book calls the process Agile Enterprise Big Picture: Scaled Agile Delivery Model, or the Big Picture for short. The process has three levels, the Team level, the Program level, and the portfolio level.
The book starts out with a really cool overview of software development process models. The chapter goes from Waterfall to Spiral, RAD, RUP to Crystal, Scrum, XP, FDD, DSDM, Open UP, Kanban to Enterprise-Scale Adaptive Processes.
The rest of part one dedicates four more chapters to introducing the Agile Enterprise Big Picture: Scaled Agile Delivery Model (the Big Picture).
The book has three more parts, one for each process level. The Team level, the Program level, and the portfolio level. Each part has several chapters that drill deep into the details of each level.
One of the things I really like about the book is that it acknowledges the importance of software architecture. It does not go along with the common agile "emergent architecture" view. The book advocates intentional architecture. It also acknowledges project managers and doesn't just drop them from the picture.
Another thing I really like is that modernization is realized through the architectural epics. Modernization strategies are usually nonexistent in most enterprises until they find it is too late. Then they are implemented in a haphazard way creating so much more damage than necessary. This book makes modernization strategies first class citizens through architectural epics.
If you are in an enterprise environment and you are attempting to implement agile processes, this book is the book to have. Agile requires experience. This book is filled with experience from the trenches. The book is written well and the author's writing style makes it an easy read. As easy as you can make a topic that is so complex.
This books takes all the activities, artifacts, roles, responsibilities, and processes that have always made a successful software development project using classic software development processes such as the unified process and the RUP, and repositions them in their agile context.
All in all I highly recommend this book to anyone working in an enterprise level software development environment. The developer, project manager, tester, software architect, process engineer, business analyst, scrum master, product owner, project sponsor, CIO, CFO, and CEO could benefit from reading this book, even if you are not in an agile shop.
43 of 49 people found the following review helpful.
Close, But Wrong Features
By Earl Beede
I believe Dean Leffingwell has a solid grasp of the issues that face agile and, in particular, Scrum as it scales. He does well in basing his approach on the the thoughts of people like Donald Reinertsen. However, I can give the book only three stars as I disagree with Mr. Leffingwell in several important aspects.
First area is the people Mr. Leffingwell left out. If one is going to talk about scaling software development, one must at least engage Fred Brooks and his recent work, The Design of Design. Even if you disagree with Mr. Brooks' position that a single mind is required for conceptual integrity (at a given level of abstraction), you need to more than throw an agile principle at his well reasoned thought.
Then there is Tom Gilb. Mr. Gilb was agile for there was an agile. I feel that anybody who wants to talk seriously about scaling and agile needs to engage Mr. Gilb's position on requirements and their being testable at any level of abstraction. Again, you may disagree but not to consider it seems a huge oversight. His design impact estimation would be a perfect add to an architecture workshop.
A second area is the lack of testability at the higher levels of abstraction. Given a features approach, it seemed to me that Mr. Leffingwell had a hard time describing how to test things at the highest level. If, instead, he had the higher levels focus more on the problem and the (non-function) characteristics that made the client/customer/user feel the products would solve their problem, then coming up with tests is not that difficult. You can let an architecture "emerge" to the degree you have well designed tests that state that whatever emerges, must pass the tests!
A third area is Mr. Leffingwell's approach to requirements. I disagree with his features driven approach. I have worked as long in the field as Mr. Leffingwell and I have found that his approach, while perhaps letting the team be as efficient as possible in creating a thing, often leads to building the wrong thing. This isn't so bad on the small scale but large scale development really doesn't have the chance to fail fast AND cheap. If it does fail, it is always expensive. Fast feedback at the large end of development isn't a good substitute for building the right thing in the first place. I seek fast feedback, I just don't use it as a crutch for poor understanding of the clients problems/opportunities.
The main point is that "agility" is far more necessary when you take a features first approach as, to paraphrase the Cheshire Cat, "Any solution will work when you don't know the problem." When the problem is still not well understood, features (solutions) will fight to have their way, failing more often than succeeding, forcing the development organization to spin and flex. While Mr. Leffingwell will argue that requirements are not fully knowable at the start of a project (or if ever), that doesn't mean that the are not a least partially knowable. Given a reasonable approach to truly understanding the problem, I think practitioners will find that their business don't need to be as "agile" when they understand the customer's actual needs (not just their feature wants).
Even with those concerns, I have several action items to improve my seminars, writing, and coaching . I needed to remember the Cost of Delay more than I have. The idea of using the Kano model to talk about investment levels is great. If the concerns I listed don't bother you, you will probably get more bit more.
14 of 15 people found the following review helpful.
A detailed and extensive study of the agile gathering and management of requirements in enterprises
By Methods & Tools Software Development Magazine
Although many might tend to limit the concept of agile requirements to "user stories", this book reminds us that there could be more than just a post-it on an information radiator when we talk about requirements. The title of one of the initial chapters is "The Big Picture of Agile Requirements" and this book provides it, together with the small details that can help you write better stories.
Dean Leffingwell describes the general context of managing requirements in organizations based on a three levels view: portfolio, program and team. The concept of requirements is different at each of these levels: from the investment themes and epics of the enterprise strategy to the user stories implemented by teams during Scrum sprints. An interesting concept developed in the book is the Agile Release Train (ART) that aggregates user stories in features set. The goal is to adjust the team's capacity to produce software with the ability of customers to absorb it.
The book is very well written, achieving balance between a structured approach and easiness to read. It contains many case studies, templates and sample agenda that help relate the ideas expressed with the daily activities. Three appendixes at the end propose interviews and document templates, along with a release-planning checklist.
This book provides a detailed and extensive study of the agile gathering and management of requirements in enterprises and I will recommend it to everybody involved in some software requirement activity, from the business analyst to the project manager or developer.
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