Requirements

Use Case 2.0 – Slices and Relationships: Extension

Since the introduction of Use-Case 2.0 we have received a number of questions about use-case slices and in particular how they relate to the concepts on include, extend and generalization. In this blog we will look at the impact of the extend relationship on use-case slicing.

What’s the Problem?

An extend relationship can be used to factor out optional behaviour from a use-case narrative. It is particularly useful in the following situations:

  1. Where the optional behaviour will be part of a separately purchased extension
  2. Where different customers require different variations of the same behaviour
  3. Where already implemented use cases need to be extended
  4. Where additions need to be made to previously frozen or signed off use cases

Consider a hotel management system with which customers can make online room reservations. As shown in figure 1, the primary use cases would be “Reserve Room”, “Check In Customer” and “Check Out Customer”.

Use Case 2.0 – Slices and Relationships: Extension

Figure 1 – Hotel Management System Use Cases

Now let’s consider what happens if the hotel management system being built is to be a modular commercial product with an optional waiting list feature. This feature allows a customer to be put on a waiting list in the case where the room they like is already booked. The customer will then be informed when the room becomes available or can have the room reserved automatically within a given timeframe. This feature could easily be captured within use case “Reserve Room” but since it is an optional feature, it is factored out into an extension use case.

Use Case 2.0 – Slices and Relationships: Extension

Figure 2 – The re-factored Reserve Room Use Case

Now, to provide a little more context, let’s first have a look at the use-case narrative of the original Reserve Room use-case.

Use Case 2.0 – Slices and Relationships: Extension

Figure 3 – Reserve Room use-case narrative

Without the extending use case we would have had only one use case to slice up - Reserve Room.  Consider the following example Reserve Room use-case slices.

Use Case 2.0 – Slices and Relationships: Extension

Figure 4 - Use-case slices for the Reserve Room use case

The question now is what will happen to these slices when we make use of extension:

  • Does an extending use case have its own use-case slices?
  • Does using extend change the number of use-case slices?
  • Does using extend have an impact on any existing use-case slices?

Does an extending use case have its own use-case slices?
The answer is yes. Using extend means that we move behaviour from one use case to another; we start by literally cutting and pasting text between the two use-case narratives. More specifically we take out one or more alternative flows and place them in a use case of their own. In this case the Alternative Flows AF16, 17, 18 and 19, which are all about the waiting list, would be moved to the new Handle Waiting List use case.

We could have left all the behaviour related to handling a waiting list in the Reserve Room use case. By using extend we have made optional behaviour explicit. In the case of extension the extending use case is performed in the context of the original use case but without the original use case’s knowledge. This means that any use-case slice that requires behaviour of the extension use case must belong to the extension use case. So, extension use cases do have their own use-case slices

Does extension change the number of use-case slices?
Before refactoring we had one use case with its set of use-case slices. The question is what will happen to this set when we factor out the optional behaviour using the extension. Most likely the total number of use-case slices will remain the same because any alternative flow significant enough to get moved to an extension use-case would probably have got its own slice or slices.

Does extension have an impact on the use-case slices?
Yes and no. Yes, because in the use-case slices we must refer to the right flows of the right use cases;   the original use case or the extension use case. No, because the stories and test conditions remain the same independent of the use case they belong to.

Some Examples

Let’s first have a look at the refined narrative of the Reserve Room use case and the narrative of the Handle Waiting List use case

Use Case 2.0 – Slices and Relationships: Extension

Figure 5 – Updated use-case narrative

And below you will find use-case slices from the extending Handle Waiting List use case

Use Case 2.0 – Slices and Relationships: Extension

Figure 6 - Use-case slices of the Handle Waiting List use case

Notice that in the example use-case slice above:

  1. The basic flow of the Reserve Room is always required because the Handle Waiting List (extension) use case cannot be performed without it.
  2. Alternative Flow 16 of the original Reserve Room use case has become the basic flow of the  Handle Waiting List (extension) use case.
  3. Alternative Flow 17, 18 and 19 of the original Reserve Room use case have become Alternative Flow 1, 2 and 3 respectively of the Handle Waiting List (extension) use case.

Final words

So, as you can see use-case slices are as effective for use cases and use-case models that use the extension mechanism as those that don’t.  In the next blog in this series we will examine the effect of the generalize relationship on the slicing of the use cases.

This post was co-authored with Ian Spence.

Useful links:

Use Case 2.0 Training Classes

MoSCoW Anxiety

According to Wikipedia MoSCoW is a prioritization technique and a core aspect of agile software development. Its purpose is to focus a team on the most important requirements, for example to meet a deadline.

I know of many project teams that struggle using this technique because their stakeholders are unwilling to do the prioritization or accept the technique itself. If you have participated on a project where all requirements were classified as must have, I am sure you know what I mean.

What can you do when this happens to you? Well, valid options that might come to mind are run and hide and performing a coup for a decent Product Owner. However, before you go to extremes you might want to try another option first.

Basically what we have here is a kind of anxiety, MoSCoW anxiety if you will.  Anxiety? Yes!  In my experience many stakeholders simply become afraid they will not get what they have asked for when they are asked to classify requirements below the must have level. This makes perfect sense when you reckon that many projects deliver only a (small) part of the promised functionality and a lot of stakeholders have felt let down by IT at least a number of times. Read More

More accurate requirements: Who framed Roger Rabbit?

Last June at Innovate 2010 in Florida Kurt Bittner envisioned the new role and responsibilities of the next generation business analyst. If you were not able to attend, his presentation is available online so you can check it out: Transforming the role of the Business Analyst. The need for a different role and responsibilities is to provide solutions for ongoing problems a lot of companies are faced with. These are common problems like:

  • Users expecting  functionality they did not initially ask for
  • Users demanding functionality they will never use
  • Contradictory of conflicting requirements

In order to be more successful, a number of changes are to be made and lessons are to be learned. One of them is that business analysts need to be more focused on desired outcomes rather than features. And another is that business analysts need to probe into root causes rather than being satisfied with just identifying the wants. Being focused on outcomes and unraveling root causes can be hard work and sometimes it is easy to mix them up or to get stuck. A smarter way it is to be more aware of the language that is used for questioning and context frames . Read More

Dutch post: Meer heldere requirements: Kies de juiste verpakking

Mijn collega Kurt Bittner heeft afgelopen juni  tijdens IBM Innovate 2010 (Florida) zijn visie gegeven op de nieuwe rol en verantwoordelijkheden van de nieuwe generatie informatieanalisten. Wanneer je geen kans hebt gezien om zijn presentatie bij te wonen, bekijk die dan via Slideshare: Transforming the role of the Business Analyst. Hieronder volgende enkele observaties of veel voorkomende problemen die hebben geleid tot zijn visie:

  • Gebruikers verwachten andere  functionaliteit dan waar ze oorspronkelijk om hebben gevraagd.
  • Gebruikers eisen functionaliteit die ze nooit zullen gebruiken
  • Gebruikers geven tegenstrijdige of conflicterende requirements Read More

Dutch post: Meer heldere requirements: vermomde processen

De laatste paar dagen hebben verschillende mensen mij dezelfde vraag gesteld: “Hoe kunnen we meer heldere requirements krijgen”. Hoewel ik het eens ben dat het niet netjes is om een vraag met een vraag te beantwoorden, is het in mijn visie beter om in dit geval soepel om te gaan met die etiquette. En wel  omdat deze vraag eigenlijk niet zo eenvoudig te beantwoorden is. Bijvoorbeeld, waarom is dit nodig en welk probleem lost het op? Of, wat bedoel je precies met helder? En heb je heldere requirements en wil je er meer? En in dat geval, meer dan wat? Of heb je requirements die niet helder zijn en die je beter wilt kunnen communiceren. En zo ja, hoeveel beter?

Je zou kunnen zeggen dat dit gewoon spelen met woorden is. En dat klopt! Maar is het formuleren en communiceren van requirements niet feitelijk hetzelfde? Voor meer heldere requirements zijn een tal van zaken benodigd. Er is echter een belangrijk element dat vaak over het hoofd wordt gezien, namelijk inzicht in de structuur van taal en de wijze waarop taal wordt geïnterpreteerd. Read More

The Kernel Journals 7: SatNav for Software Development Projects

In the last Kernel Journal we looked at the problem that Barry Boehm was aiming to solve back in 1995 when he first proposed his three standard process milestones (which later gained industry prominence as the milestones in the Unified Software Development Process and the Rational Unified Process), namely that “the proliferation of software process models provides flexibility”, but leaves us “with no common anchor points around which to plan and control.” [Barry Boehm, November 1995]. We looked at how a small set of domain entities with simple state progression models (which we call “Alphas”) can make these common anchor points much more practical and useful while ensuring that they remain process-neutral and do not become “document-driven”.

The alphas, when used with common milestones such as the Unified Process Milestones, can actually give us much more than this – they can provide a project status and health dashboard that can be used by the customer and supplier organizations to assess the current status and health of any / all projects, irrespective of which processes or practices they are following. The graphic below shows just such a dashboard, with a set of kernel alphas and a traffic-light status for each alpha, which is derived by comparing where the project is now (the state machine to the left of each traffic light) with where it needs to be to achieve the next project milestone (the state machine to the right of each traffic light).The Kernel Journals 7: SatNav for Software Development Projects

In Kernel Journal 5: “Making the Invisible Visible” I described how we can easily “skin” a process kernel, by providing a portal for projects to capture, share and agree the essential project information that is needed to achieve each state progression (for example, using a set of templated Wiki pages). Once we have done this, we can make the alpha dashboard much more useful to the project teams themselves, by flagging which sections of the project portal need to be updated and agreed to get the project to where it needs to go next.

This gives us the equivalent of a Satellite Navigation System for our software projects project that enables us to:

  • Set our journey destination and waypoints (milestones)
  • Track where we are now, compared to where we want to be
  • Get guidance on what to do next in order to progress towards our destination.