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Rapid JAD Requirements Software Development

Start with the End in Mind

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finish-2When developing systems and software, how do you know when you’re done?

Here are some proven failing methods:

  1. When time is up
  2. When the budget is exhausted
  3. When a sponsor or client demands the product
  4. When the project is cancelled or suspended

These are arbitrary, and sometimes brutal, measures, none of which necessarily correlates with either a complete or quality product.

Agile, test-driven development focuses on building to a testable goal, and then rapidly fixing what’s needed until all tests pass.

The business/requirements analyst can play a key role in helping to develop acceptance criteria, working with:

  • the product owner (What really meets the need of the customer?)
  • the developers (What exactly am I building, and how will I know that my code implements the desired features?)
  • and the testing/quality assurance lead (How can I test to demonstrate required functionality?)

With a focus on the end in mind, the business analyst can insert this bit of magic:

  • “This requirement is fulfilled when it is demonstrated that…”

This “definition of done” comes before the product owner signs off on the requirement, and the requirement is not fully written without this statement.

So, as you are implementing Rapid JAD processes, remember, you are not done unless you have started with the end in mind.

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Rapid JAD Requirements Software Development

How To Get More of What You Need Faster

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As a business analyst or system developer, do you want to get more of what you need– accurate, complete, testable requirements that meet the customer’s needs–faster?

Like any good business analyst, I often use graphical tools to explore an idea, discover logical relationships, simplify concepts, or present findings.

Consider the following:rapid-jad-2x2

This simple 2-by-2 chart plots speed and accuracy in determining functional requirements for software development.  Both are desirable goals.

It’s obvious: avoid quadrants 1-3.  Ever been there?  These are not happy places for any project.

Quadrant 4 is everyone’s goal.  Get more of what you need, faster. But how to get there? Reliably? Repeatedly? Quickly?

In my years of project experience I’ve come to rely on the four simple, actionable steps we call Rapid JAD (see quadrant 4, above).

How quickly you begin realizing benefits simply depends upon how quickly you adopt and begin practicing Rapid JAD.  Regardless of the size, complexity, duration, or project phase, start now.  Or, if you’ve already started using Rapid JAD (congratulations!), then seek opportunities to learn, reflect, improve your practice, or share with others.

You will get more of what you need, faster.  Guaranteed.

For an introduction or refresher:

Capture Now
Document Once
Visible to All
Revise Quickly

Start getting more of what you need, faster. Use the 2X2 chart, above, to plot your own success!

 

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Document Management Rapid JAD

Getting It Right

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by Erik Jul

When specifying requirements for a new system, large or small, how much do we have to get right?

Isn’t “All of it” the right answer?

Not always, and maybe never.

Concepts such as “minimally viable product” (which carries the moniker MVP as if it were some sort of champion), “iterative solution scoping,” and “progressive elaboration” decry the notion of completeness and possibly even that of correctness.

Of course, no one wants to deliver, or attempt to use, a system that does not work or is ill-suited to the task. So “getting it right” must matter to some degree: the system must work as specified.

But how much of what the user needs or wants has been identified and correctly specified in functional and other requirements? And of that, how much was correctly implemented?

Relying upon a Six Sigma approach (a methodology driving toward six standard deviations between the mean and the nearest specification limit) may reduce defects, but may still fall short of identifying a customer’s true problem and its best solution.

Lean, Lean Six Sigma, Agile, and the Three Amigos Scrum Alliance. These, plus approaches already forgotten or yet to be proposed, try to help us “get it right.”

In successive waves of innovation and reinvention, practitioners attempt to narrow the gap between what’s needed, what’s specified, what’s delivered, and what solves the customer’s problem.

Along that path, from problem to solution (scope, time, and cost notwithstanding), the professional solutions team—sponsor, business owner, project manager, business analyst, QA /tester, solution architect, developer, trainer, change management lead—all focus on “getting it right.”

Common software development and project management practices such as change requests, expectation management, phased releases, bug fixes, cumulative updates, and new versions testify that “getting it right” remains a noble goal seldom reached and maybe never reasonably expected.  For now, these are our best tools for getting it right, eventually.

To increase the likelihood of getting more right now rather than eventually, try these Rapid JAD principles: Capture Now, Document Once, Visible to All, and Revise Quickly.

Simple. Proven. Effective.

How much do you want to get right?

 

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Rapid JAD in Large Projects

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Rapid JAD: Accelerated System Design Processes

Rapid JAD (Joint Application Design) in large projects provides Vision Development and encourages business leaders to think outside of their box.

Setting The Stage

The business has completed a Cost Benefit Analysis and approved development of a new system. The requirements for the system have been documented, an RFP (Request For Proposal) was issued, and now there is a contract in place. This process can take a long time and the team leading the development may not include the same people who documented the requirements of the system. This means there will be many instances where the development team and the business leaders have a different understanding of the requirements. The development team only has what was documented, and while this may be clearly written, words still leave room for variation in interpretation. The business leaders know what they need and have a background which adds to their understanding when they read a requirement, yet still there can be requirements which they are not clear about as they read.

JAD sessions provide the opportunity for both teams to discuss their understanding of the requirements and work to a mutual agreement of what needs developed to meet the needs of the business. In Rapid JAD sessions this will include discussions about the Definition of Done.

Vision Development

A new software project means change and change can be difficult. Not everyone likes change. Rapid JAD sessions provide a framework for creating an atmosphere of enthusiasm toward the coming change through Vision Development. Shaping a vision of the system to be developed, including improvement in processes, provides a source for motivation which will be needed as work on the project moves forward.

Having a vision for the new system is exciting. The business will be able to complete work in a new way and the business leaders are helping to shape that new system.  Processes which are not efficient today will be improved. This is Exciting! With excitement and enthusiasm business leaders armed with a clarifying vision of the system to be developed share and ask for input from co-workers. As this continues the vision and enthusiasm toward the coming change spreads.

A clear vision of how things will be improved drives a motivation for change. Without this motivation both development and change are much more difficult. Vision Development is one part of the Rapid JAD sessions which set a large project on a course for success.

Change

People who have done things the same way for a long time develop habits. The way they complete work becomes a process. They complete one process and proceed to the next. It may have been taught to them to do it just as they have been for as long as they can remember. Their goal is to accurately and efficiently complete the process. When their process is done the next process can start.

Rapid JAD sessions are led by a development team which is not entrenched in the current process. Therefore the development team will see ways to complete the requirement with a different perspective. What is the purpose of the requirement? What is the end goal? What is the best way to complete the end goal? As a result of viewing the requirements from a different perspective new process possibilities are introduced. This assists the business leaders in thinking about different ways to complete their goal. The business leaders start thinking outside of their box, becoming creative and designing new processes. This too is exciting!

Summary

Through discussion of requirements and the creation of new processes both a clarification of vision and a positive enthusiasm for change is developed using Rapid JAD. These are two important factors needed for success in large projects.

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