1. Stakeholder WinWin And Requirements Prioritization Nupul Kukreja 19 th October 2015 1

3. Agenda WinWin Negotations – What/Why? The ‘science’ of decision making – what, why and how? The role of decision making in Value Based Requirements Engineering & Prioritization (VBRE/RP) Importance of ‘Planning’ VBRP – what, why & how? Practical Example

4. Will You Buy The Car? Picture the following dialogue between you and a car salesperson: You: I’d like to buy the fully loaded Honda Accord, for $25,500. I’ve done my homework. That’s the best price! Salesperson: You got it! Deal! Let’s finish the paper work.

5. Negotiation Negotiation is traditionally viewed as a win- lose game between two parties Even if you bought the car on your terms, you’d still feel you left something on the table You’d feel it was too easy! Moral: – DON’T say “YES” to everything – DON’T say “NO” to everything either Than what do you say?

6. WinWin Negotiations Negotiation, especially when multiple success critical stakeholders are involved should never be “Win-Lose” There should always be a “WinWin” – even if one party feels they’re losing, they’ll “flip” the winners in their favor over time  Lose-Lose WinWin != Satisfying Everyone WinWin == Satisficing Everyone (It’s different) How’s it done?

7. WinWin Taxonomy (a.k.a. WIOA Model) Win-Win Equilibrium: All win conditions covered by agreements No outstanding issues 7 Win Condition: Stakeholders’ desired objectives stated in a form understandable by users, customers and other stakeholders and formalized only where necessary Issue: captures conflicts between win conditions and their associated risks and uncertainties Option: candidate solutions to resolve an issue Agreement: captures shared commitment of stakeholders with regard to accepted win conditions or adopted options

8. We also capture a 3 rd dimension of “Relative Penalty” – Degree of project failure if WC not deilvered 1.Refine and expand negotiation topics 2.Collect stakeholders’ win conditions 3.Converge on win conditions 4.Define glossary of key terms 5.Prioritize win conditions on: Business Value vs. Ease of Realization 6.Reveal issues and constraints 7.Record issues and options 8.Negotiate agreements WinWin Negotiation Primer Shared taxonomy of topics to understand project scope Record first draft of stakeholder’s needs/wants for all to view Disambiguation and de-duplication Domain vocabulary to develop mutual understanding Degree of project success dependent on win condition Technological, social, political or economic feasibility Variance in prioritization provokes discussion of issues/constraints Issues recorded along with possible resolution tactics Mutually agree to win conditions/options 8 Above steps accelerated by a “Shaper” i.e. a facilitator who guides the negotiation

9. Logging Issues and Options There WILL be issues, constraints, uncertainties, risks associated with some of the win conditions These “issues” need to be resolved – with further discussion and logging the corresponding ‘options/alternatives’ for their resolution In case of multiple options/alternatives the most feasible and agreed to by all success critical stakeholders is considered an ‘official’ agreement Winbook provides facilities for the same 9

10. WinWin Equilibrium The state when: – All Win Conditions have been covered by agreements – No outstanding issues Provides a ‘heat map’ of the current state of negotiations: – RED: Win Conditions (WC)/Options not agreed to or issue not closed – GREEN: WCs/Options agreed to or issues closed – YELLOW/AMBER: WCs/Options marked as candidates for ‘potential agreement’  further discussion may be required Winbook provides capability to ‘see’ this heat map! Every new feature request, expectation, benefit MUST BE LOGGED into Winbook – helps in having an up to date view of the ‘heat’ map w.r.t., the current state of negotiations 10

11. Winbook and WinWin Negotiations Based on the WinWin Negotiation Framework and directly supports the WIOA Model Winbook is a tool to ‘log’ the negotiation and show its ‘status’ as function of time “Functional” Win Conditions to be captured in the user- story format (As a, I can so that ) Dynamic prioritization of win conditions with sensitivity analysis capability Winbook Tutorial available on CS577 class-website under “Tools & Tutorials” WinWin Sessions are HUMAN centric and highly iterative. A tool like Winbook only helps ‘document/augment’ the process and not execute it 11

12. WHAT NEXT? Negotiations over…

13. Insightful Questions Given N requirements and budget/schedule constraints which ones to implement? Which test cases should I run given time constraints? What programming language should I choose? Which design should I choose? What framework should I choose? What architecture should I choose? Which project(s) should we choose? Heck! How do I choose anything? 13

14. Decision Making – What? Definition: * Decision making can be regarded as the mental processes (cognitive process) resulting in the selection of a course of action among several alternative scenarios Every decision making process produces a final choice The output can be an action or an opinion of choice. *Courtesy: http://en.wikipedia.org/wiki/Decision_making 14

15. Decision Making – Making a Choice Which apartment do you want to live in? 15

16. Making a Choice – How? So, just how did you choose your apartment? What all did you ‘see’ / evaluate before signing the lease? Examples of possible criteria: – Rent per month – Location i.e., quality of area – Proximity to campus – Presence of a good looking neighbor – …and probably several others 16

17. Analyzing the ‘Problem’ You have the two key ingredients necessary for a decision problem: – A list of criteria – A set of alternatives Problem: Given a list of criteria AND a set of alternatives select the alternative that best suits the given criteria Decision Analysis Criteria Alternatives Rank ordered set of alternatives Apartment Selection Rank ordered set of apartments 17

18. Decision Making – Why Bother? Converts ‘art’ into science – Adds rigor to the act of decision making Justification of choice of action i.e., why you chose what you chose? – Helps decrease legal liability Ex.: Why did Company A select the bid/tender of Company X over Y? (It’s not only cost ) Documents the institutional memory that lead to that particular decision (i.e., helps trace back to provide justification of decision) 18

19. Decision Making – How do you do it? If it is a well studied science (it is) does anything exist ‘out there’ to help practice this ‘science’? There are various techniques that can be employed: – Multi-attribute utility theory (ISE 562 in Fall) – Analytical Hierarchy Process (AHP) – Simple Additive Weighting (SAW) – TOPSIS (Technique of Ordered Preference by Similarity to Ideal Solution) – …and many more (http://en.wikipedia.org/wiki/MCDA#MCDM_Methods)http://en.wikipedia.org/wiki/MCDA#MCDM_Methods 19

20. Decision Problem – Look and Feel Criterion 1 Criterion 2 Criterion 3 … Criterion N Alternative 1S 11 S 12 S 13 …S 1N Alternative 2S 21 S 22 S 23 …S 2N Alternative 3S 31 S 32 S 33 …S 3N ……………… Alternative NS N1 S N2 S N3 …S NN S ij = Measure of how well Alternative ‘i‘ does on Criterion ‘j’ Almost always has a matrix-like representation: When considering multiple criteria in decision making the problem is often referred to as “Multiple Criteria Decision Analysis” (MCDA) or “Multiple Criteria Decision Making” (MCDM) 20

21. Okay, Great! But what has any of it got to do with VBSE? Everything!! How do you decide:  Which requirement to implement first?  Which component to design first?  Which architectural style/pattern to use?  Which requirements to test first?  Which test-cases form part of the regression suite?  What all to prototype first?  For which component to write the “first line of code”? Control Theory 21

22. Wait! But I’ve already done all of this before and I got it right too! Probably! However… Were you able to justify your choice i.e., how you came about choosing a specific option? – Was there ever a need to do so? Just “how” did you decide? – Perhaps intuition, gut feel, domain knowledge, tossing a coin, do as the Romans do… Yes, a simple 1-10 works or even MoSCoW (Must, Should, Could, Would – have) but for relatively simple problems 22

23. PLANNING 23

24. Planning and Decision Making What do we work on now? What do we work on next? How much money can/should we spend? How much is being spent? Are the risks being monitored/mitigated? How does risk impact the plan? Important to plan around ‘value’ 24

25. Purpose of ‘Planning’* Why do we do it? – Reduce risk & uncertainty – Supporting better decision making – Establishing trust (i.e. frequent delivery) – Conveying expectations Planning is a ‘quest for value’ – Attempt to find an optimal solution of the overall product development question: What should be built? *Agile Estimation & Planning – Mike Cohn 25

26. A Good Plan One that stakeholders find sufficiently reliable One that can be used as basis for decision making – Approximate time to market – An idea of the set of features Made more precise as project moves on Is a ‘living’ artifact showing the current status of the project to avoid last minute surprises Is planned around ‘value’ 26

27. Planning for ‘Value’* Stakeholders needs must be understood Just delivering features is not important – Necessary to balance scope, schedule, cost and value of features comprising the release Various factors impacting prioritization – Financial value of having the features – Cost of development – Amount/significance of new knowledge Product (what) Project (how) – Reducing Risk (Business/Technical) Schedule Cost Functionality *Agile Estimation & Planning – Mike Cohn 27

28. Decision Making and Planning for Value Decision analysis techniques can be ‘overloaded’ to perform requirements prioritization… …the rank-ordered output of decision making techniques could also rank-order requirements! Requirements prioritized against the goals/needs/values of the stakeholders  VBRP The prioritized requirements form the basis of the ‘plan’ – what is being delivered, for how much and by when? 28

29. The ‘Dimensions’ of Value Value is a multi-dimensional quantity, a simple 1- 10 may not cut it (too many ties – Must have, Must-must haves, must-must-must haves etc.) Value lies in the eyes of the beholder …and so does its dimensions! Dimensions are ‘hidden’ within the ‘expected benefits’ of the various stakeholders The benefits serve as the goals/objectives/criteria on which to prioritize the requirements Point to consider: Are all dimensions* equally important? ( *dimensions = benefits = criteria = goals = objectives ) 29

30. Prioritizing Criteria/Value Dimensions All criteria may NOT be equally important But just HOW do you prioritize the criteria themselves? – A simple 1-10 (Yes, it works ) – A highly involved process like multi-attribute utility theory (MAUT) to get the utility functions for each criteria which shows the risk attitude of each criterion – Or another interesting technique - Project Success Sliders* * Radical Project Management by Rob Thomsett 30

31. Project Success Sliders Image: Radical Project Management by Rob Thomsett 25% 50% 75% Success Criteria (defined at start of project) 31

32. Project Success Sliders Image: Radical Project Management by Rob Thomsett 25 50 100 75 25 75 50 1 2 4 3 1 3 2 It’s ‘subjective’ but an extremely effective tool to understand the importance of expectations and their relative tradeoffs! They can be (and are) interpreted on a relative scale i.e., twice as important, half as much etc., 32

33. Putting It All Together You have: 1.Relative ranking of all criteria 2.List of requirements (or win conditions) What else do you need? Scores! How well each requirement/win- condition does on each criteria You STILL need something else… The decision analysis ALGORITHM! 33

34. Overall Score Criteria Alternatives Criterion 1 Criterion 2 Criterion 3 … Criterion N W1W1 W2W2 W3W3 …WNWN S(A 1 )Alternative 1S 11 S 12 S 13 …S 1N S(A 2 )Alternative 2S 21 S 22 S 23 …S 2N S(A 3 )Alternative 3S 31 S 32 S 33 …S 3N ………………… S(A N ) Alternative NS N1 S N2 S N3 …S NN Decision Analysis Algorithm: Given a set of criteria with possible weights and the measure of how the alternatives rank on the respective criteria find an optimal alternative The scale of the scores could be absolute, relative, 1-10 (Likert Scale), Fibonacci... …must be consistent across criterion column 34

35. Algorithms for Practicing VBRP There are various algorithms in literature to choose from along with those from MCDA/M: – Kano Analysis – Planning Poker – 100-point assignment technique – Simple Additive Weighting – Quality Function Deployment (House of Quality) – Cost of Delay – Weigers’ Prioritization – Theory-W (Business value vs. Technical Feasibility) – TOPSIS – …and quite a few more 35

36. A Practical Example TOPSIS: Technique of Ordered Preference by Similarity to Ideal Solution (MCDM Technique) Integrated in Winbook for prioritizing MMFs and win conditions We’ll be using Business Value, Technical Feasibility and Relative Penalty as the criteria against which to rank the requirements MMFs Prioritized against stakeholders’ value propositions/goals/objectives Success Sliders for prioritizing value propositions Success Sliders 36

37. Ideal Alternative (S’) TOPSIS Primer Criterion 1 Criterion 2 Alternative 1 Alternative 2 Non-Ideal Alternative (S*) Aim: Rank order alternatives by their ‘closeness to ideal’ and ‘distance from non-ideal’ Criterion: Has ‘direction of preference’ i.e. more/less of the criterion is preferred Ideal: Best score for each criterion Non-ideal: Worst score for each criterion 37

38. 38

39. Refinements to TOPSIS/VBRP Prerequisite Handling (not yet integrated in Winbook) – Specifying MMF/WC prerequisites and factoring in prioritization – Simple solution: Priority of item less than all those in its prerequisite graph Hierarchical Prioritization (partially integrated) – Prioritizing high level MMFs w.r.t. project goals – Prioritizing WCs w.r.t. MMFs – Prioritizing test cases w.r.t. WCs and so on 39

40. Points To Note TOPSIS is ONE way of practicing VBRP You could even perform COTS tradeoff analyses using it. (It’s a decision problem!) Use the VBRP technique that is best suited to the situation Some prioritization techniques do not lend themselves to a typical spreadsheet like analysis The output of some techniques could be bucketed (categorized into the MoSCoW buckets) or ordinal (explicitly rank ordered) 40

41. Conclusion Tools and techniques for prioritization are only one side of the coin… …negotiations and discussions are the other. The latter must be held for the former to be of any value. Using the tool will NOT guarantee VBRP There “maybe” a Homework on VBRP…keep a watch out for the announcement 41