Sunday, August 30, 2020

Pondering on Requirements

I remember the day on my career when I understood that Requirements was something special. 

I had spent years with software testing where feedback was welcome even if the resulting changes got prioritized to wait, but this project was different.

I could have seen it coming from the advice people were giving on exact requirements traceability, like we were preparing for the war to defend what was rightfully ours. 

I had tested a system to find out it had been built on a version of an open source component that was end of life, with problems that would as the project progressed lead us to a dead end with regards to our ability to react. It had been built in a way where the component change was not straightforward, quite the opposite. I reported this, getting the attention of all of my own organizations management team. We scheduled a meeting with the subcontractor's architect and he played the Requirements card. We had not been specifically saying that putting us into this position with a brand new in progress multi-million system should rely on something different. 

My years with this company were filled with experiences like this. Continuous fights over contractual clauses. Meetings where we would discuss movement of money for yet another newly discovered Requirement like one saying that a machine intended to calculate monetary benefits should calculate at least roughly correctly. No, all of those were our mistakes in the Requirements. 

Years passed, and I learned to choose my work so that instead of focusing on Requirements, we focused on  value and features and progress. Requirements stayed in the role they should be: points of communication, aiming for mutual understanding and benefit to our customers. Useful for testing to know as the rough idea of what we were building, but not the focus or the limit of what there is for that system. 

With agile, we learned that epics and stories were not requirements, they were a new kind of intermix of a mini project plan and something requirements-like. With continuous delivery, we could do small slices at a time, and running tested features supported by test automation and a caring team were our new normal. 

When Requirements card gets played, it is now played to avoid responsibility on one side of the mutual relationship of building something good. It's played to say there needs to be a list and proof of covering all those, because someone expects something they are sure you cannot do without that. The cost of the proof - not just the direct work but the impact on being able to see things and be motivated - was irrelevant. 



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