Skip to main content

BUFR

If you are an executive at a software company, your development team may be familiar with agile or iterative software development.

At first, its advocates lamented "big up-front design" (BUFD). Software organizations that try to design the product up front in excrutiating detail waste a lot of effort, as implementing and testing the software uncovers many unforeseen problems. Agile development attempts to exercise the architecture (high-level design) and expose these problems early. It typically does so by "releasing" the software early for testing. It thereby attacks architectural risks early in the development process and defers the design details.

More recently, advocates of agile development have realized that a more serious problem than architectural risk is requirements risk. You never know all of the requirements until you release the product. If your organization engages in "big up-front requirements" (BUFR), you tend to waste even more time than with BUFD. You're better off attacking requirements risks early in the process - again, by "releasing" the software early for testing and feedback - after having defined the key requirements but having deferred the details.

Since market problems and needs should drive the requirements for a product, the product manager must work collaboratively with the development team to iterate on the requirements. A product manager who engages in BUFR and then throws the requirements over the wall to developers subjects the entire product development effort to risk - requirements risk.

UPDATE: Some people refer to BUFD and BUFR as 'BDUF' ("big design up front") and 'BRUF' ("big requirements up front"), respectively.

Comments

Popular posts from this blog

Why Spreadsheets Suck for Prioritizing

The Goal As a company executive, you want confidence that your product team (which includes all the people, from all departments, responsible for product success) has a sound basis for deciding which items are on the product roadmap. You also want confidence the team is prioritizing the items in a smart way. What Should We Prioritize? The items the team prioritizes could be features, user stories, epics, market problems, themes, or experiments. Melissa Perri  makes an excellent case for a " problem roadmap ", and, in general, I recommend focusing on the latter types of items. However, the topic of what types of items you should prioritize - and in what situations - is interesting and important but beyond the scope of this blog entry. A Sad but Familiar Story If there is significant controversy about priorities, then almost inevitably, a product manager or other member of the team decides to put together The Spreadsheet. I've done it. Some of the mos

Interaction Design: the Neglected Skill

Your product development organization has a big, gaping hole in it. (Be prepared to feel defensive as you continue reading.) One of the most important roles in product development is the role of interaction designer. An interaction designer designs how the users will interact with the product and conceptualize the tasks they perform. He decides whether, for example, the user interface will be command driven, object oriented (clicking on objects then specifying what to do with them), or wizard based. The interaction designer decides the individual steps in the use cases. Every company has one or more people that play the interaction designer role. Usually, those people have little or no expertise in interaction design. Sadly, they typically don't even realize how unqualified they are. Let's see who typically plays the role at companies. Engineer . An engineer is an expert on building what is designed. Yes, an engineer may know how to design the internal structure of the hardware

Stop Validating and Start Falsifying

The product management and startup worlds are buzzing about the importance of "validation". In this entry, I'll explain how this idea originated and why it's leading organizations astray. Why Validate? In lean startup circles, you constantly hear about "validated learning" and "validating" product ideas: The assumption is that you have a great product idea and seek validation from customers before expending vast resources to build and bring it to market. Indeed, it makes sense to transcend conventional approaches to making product decisions . Intuition, sales anecdotes, feature requests from customers, backward industry thinking, and spreadsheets don't form the basis for sound product decisions. Incorporating lean startup concepts , and a more scientific approach to learning markets, is undoubtedly a sounder approach. Moreover, in larger organizations, sometimes further in the product life-cycle, everyone seems to have an opinio