Tag: Project Management

Introduction

• Principles of requirements engineering

Overview of Requirements and Requirements Analysis

• Types of requirements
• Quality of requirements
• Importance of requirements analysis

Defining the Four Core Components of Requirements

• Data
• Process
• External agent/actor
• Business rules

Understanding Requirements Analysis Methodology

• Context analysis
• Design requirements analysis
• States and modes analysis
• Parsing analysis
• Functional analysis

Applying Different Requirements Analysis Techniques

• Diagramming
• Modelling
• User Stories
• Glossary
• Phototyping

Managing Requirements Using an Iterative Process

• Linking Agile to Business
• Identifying, controlling and managing changes to requirements
• Determining the project scope
• Reviewing, validating and testing correct understanding of detailed specifications

Best Practices

Summary and Conclusion

Course Outline

Software Engineering 5 days

Day 1: Project Management

• Project versus line management and maintenance and support
• Project definition and project forms
• Management – general rules and project management
• Management styles
• What is special for IT projects?
• Basic project process
• Iterative, incremental, waterfall, agile and lean project process
• Project phases
• Project roles
• Project documentation and other artefacts
• Soft factors and peopleware
• PRINCE 2, PMBOK, PMI, IPMA and other project standards

Day 2: Business Analysis and Requirements Engineering Fundamentals

• Defining business goals
• Business analysis, business process management, business process improvement
• The boundary between business and system analysis
• System stakeholders, system users, system context and system boudaries
• Why are requirements necessary?
• What us requirements engineering
• The boundary between requirements engineering and architectural design
• Where is requirements engineering often hidden?
• Requirements engineering in iterative, lean, and agile development and in continuous integration – FDD, DDD, BDD, TDD
• Basic requirements engineering process, roles and artefacts
• Standards and certifications: BABOK, ISO/IEEE 29148, IREB, BCS, IIBA

Day 3: Architecture and Development Fundamentals

• Programming languages – structural and object-oriented paradigms
• Object-oriented development – how much is history, how much is the future
• Modularity, portability, maintainability and scalability of architectures
• Definition and type of software architectures
• Enterprise architecture and system architecture
• Programming styles
• Programming environments
• Programming mistakes and how to avoid and prevent them
• Modelling architecture and components
• SOA, Web Services and micro-services
• Automatic build and continuous integration
• How much architecture design is there on a project?
• Extreme programming, TDD and re-factoring

Day 4: Quality Assurance and Testing Fundamentals

• Product quality: what is it? ISO 25010, FURPS etc.
• Product quality, user experience, Kano Model, customer experience management and integral quality
• User-centred design, personas and other ways to make quality individual
• Just-enough quality
• Quality Assurance and Quality Control
• Risk strategies in quality control
• The components of quality assurance: requirements, process control, configuration and change management, verification, validation, testing, static testing and static analysis
• Risk-based quality assurance
• Risk-based testing
• Risk-driven development
• Boehm’s curve in quality assurance and in testing
• The four testing schools – which suits your need?

Day 5: Process Types, Maturity and Process Improvement

• The evolution of IT process: from Alan Turing through Big Blue to lean startup
• Process and process-oriented organization
• The history of processes in crafts and industries
• Process modelling: UML, BPMN and more
• Process management, process optimization, process re-engineering and process management systems
• Innovative process approaches: Deming, Juran, TPS, Kaizen
• Is (process) quality free? (Philip Crosby)
• The need and history of maturity improvement: CMMI, SPICE and other maturity scales
• Special types of maturity: TMM, TPI (for testing), Requirements Engineering Maturity (Gorschek)
• Process maturity versus product maturity: any correlation? Any causal relationship?
• Process maturity versus business success: any correlation? any causal relationship?
• A forsaken lesson: Automated Defect Prevention and The Next Leap in Productivity
• Attempts: TQM, SixSigma, agile retrospectives, process frameworks

Requirements Engineering – 2 days

Day 1: Requirements Elicitation, Negotiation, Consolidation and Management

• Finding requirements: what, when and by whom
• Stakeholder classification
• Forgotten stakeholders
• Defining system context – defining requirements sources
• Elicitation methods and techniques
• Prototyping, personas, and requirements elicitation through testing (exploratory and otherwise)
• Marketing and requirements elicitation – MDRA (“Market-Driven Requirements Engineering”)
• Prioritising requirements: MoSCoW, Karl Wiegers and other techniques (including agile MMF)
• Refining requirements – agile “specification by example”
• Requirements negotiation: types of conflicts, conflict-solving methods
• Solving internal incongruence between some types of requirements (e.g. security versus ease of use)
• Requirements traceability – why and how
• Requirements status changes
• Requirements CCM, versioning and baselines
• Product view and project view on requirements
• Product management and requirements management in projects

Day 2: Requirements Analysis, Modelling, Specification, Verification and Validation

• Analysis is the thinking and re-thinking you do between elicitation and specification
• Requirements process is always iterative, even in sequential projects
• Describing requirements in natural language: risks and benefits
• Requirements modelling: benefits and costs
• The rules for using natural language for requirements specification
• Defining and managing requirements glossary
• UML, BPMN and other formal and semi-formal modelling notations for requirements
• Using document and sentence templates for requirements description
• Verification of requirements – goals, levels and methods
• Validation – with prototyping, reviews and inspections, and testing
• Requirements validation and system validation

Testing – 2 days

Day 1: Test Design, Test Execution and Exploratory Testing

• Test design: after risk-based testing, choosing the optimum way to use the time and resources available
• Test design “from infinity to here” – exhaustive testing is not possible
• Test cases and test scenarios
• Test design on various test levels (from unit to system test level)
• Test design for static and for dynamic testing
• Business-oriented and technique-oriented test design (“black-box” and “white-box”)
• Attempting to break the system (“negative testing”) and supporting the developers (acceptance testing)
• Test design to achieve test coverage – various test coverage measures
• Experience-based test design
• Designing test cases from requirements and system models
• Test design heuristics and exploratory testing
• When to design test cases? – traditional and exploratory approach
• Describing test cases – how much detail?
• Test execution – psychological aspects
• Test execution – logging and reporting
• Designing tests for “non-functional” testing
• Automatic test design and MBT (Model-Based Testing)

Day 2: Test Organization, Management and Automation

• Test levels (or phases)
• Who does the testing, and when? – various solutions
• Test environments: cost, administration, access, responsibility
• Simulators, emulators and virtual test environment
• Testing in agile scrum
• Test team organization and role
• Test process
• Test automation – what can be automated?
• Test execution automation – approaches and tools

Module 1:  Traditional Development Approaches

• 1.1 Overview of Sequential, Predictive Development Approaches
  • Description of sequential, predictive ‘Waterfall’ approaches
  • Timeline of evolution of Waterfall approaches
• 1.2 Strawman Waterfall
  • Dr Winston Royce’s Waterfall model
  • Benefits of Waterfall for controlling projects
  • Royce’s “Inherent risks”
• 1.3 V-Model
  • Early verification and validation
  • Benefits of V-model
• 1.4 Incremental Models
  • Example of Rational Unified Process
  • Incremental delivery
  • Breaking down scope and managing risk
• 1.5 When to Use Waterfall
  • Defined process control

Module 2:  Prince2 Overview

• 2.1 What is Prince2?
  • Definition and origins
  • Prince2 Certifications: Foundation, Practitioner, Agile
  • Benefits of Prince2
• 2.2 Prince2 Methodology
  • Roles – Project manager, customer, user, supplier, project board
  • Management Techniques – Project assurance, project support
  • Scope – Interaction with contracts and contractual management
  • Controlling Change – Risk, quality, and change management
• 2.3 Prince2 Process Model
  • Directing a project
  • Starting up a project
  • Initiating a project
  • Managing stage boundaries
  • Controlling a stage
  • Managing product delivery
  • Closing a project
  • Planning                             

Module 3:  Agile Overview

• 3.1 Historical Overview
  • Timeline of evolution of ‘Agile’ ideas 90s to present
  • Early Agile approaches – Scrum, XP, DSDM
  • Agile Developments – Kanban, BDD, DevOps, Scaling
• 3.2 The Agile Manifesto
  • Background to creating the Manifesto
  • Agile Manifesto overview
    • Individuals and interactions over processes and tools
    • Working software over comprehensive documentation
    • Customer collaboration over contract negotiation
    • Responding to change over following a plan

Module 4:  Agile Principles

• 4.1 The 12 Agile Principles
  • Group discussion on each principle
• 4.2 Summary of Agile concepts
  • Iterative planning and development
  • Continuous improvement
  • Continuous learning
  • Collaboration and face-to-face communication
  • Collective accountability
  • Cross-functional teams

Module 5:  Agile Project Management with Scrum

• 5.1 The Scrum Framework
  • Overview – Scrum Guide 2016
  • Scrum roles and responsibilities – Scrum Master, Product Owner, Team
  • Scrum events – Sprint, Sprint Planning, Review, Retrospective, Daily Scrum
  • Scrum artefacts – Product Backlog, Sprint Backlog, Product Increment
• 5.2 Agile Project Management Principles
  • Empirical Process Control
  • Iterative planning and reporting
  • Continuous Improvement and retrospection
  • Resource management and teams

Module 6: Software Testing

• 6.1 Testing Fundamentals
  • The Fundamental Test Process
    • Planning, Analysis & Design, Execution, Evaluation, Closure
  • Test levels – unit, integration, system, user acceptance
  • Test approaches – requirements-based, risk-based, experience-based
  • Test design techniques – white-box, black-box techniques
• 6.2 Agile Testing
  • Agile Testing Quadrants overview – test strategy, planning
  • Test-driven development
  • Test automation principles – test automation pyramid
• 6.3 Test Types
  • Technology-facing tests that guide development
    • Unit testing, TDD, smoke tests
  • Business-facing tests that guide development
    • Story tests, examples, acceptance testing
  • Business-facing tests that critique the product
    • Exploratory testing, Alpa/Beta testing, UAT
  • Technology-facing tests that critique the product
    • Performance testing, usability, quality attributes              

Module 7:  Traditional Business Analysis

• 7.1 What is Business Analysis?
  • Business analysis and the business analyst
  • Levels of business analysis – enterprise, project, operational
  • Business Analysis principles
• 7.2 IIBA BA Book of Knowledge – Knowledge Areas
  • Business Analysis Planning and Monitoring
  • Elicitation and Collaboration
  • Requirements Life Cycle Management
  • Strategy Analysis
  • Requirements Analysis and Design Definition
  • Solution Evaluation

Module 8:  Agile Business Analysis

• 8.1 Agile Business Analysis Considerations
  • Iterative development
  • Cross-functional teams
  • Collaboration between business and technology areas
• 8.2 Behaviour-Driven Development Overview
  • Origins in TDD and recent developments
  • Definitions – BDD, ATDD, Specification by Example
• 8.3 BDD Activities
  • Focus on features that deliver business value
  • Derive features collaboratively
  • Keep options open
  • Use concrete examples to illustrate features
  • Write executable specifications
  • Create living documentation
• 8.4 Agile BA Techniques & Tools
  • Business value definition
  • Personas
  • Impact Mapping
  • Real options
  • User Stories and acceptance criteria
  • Relative estimation
  • Given-When-Then template
  • Tool support for BDD