Too many agile projects fail to analyse the problem they are trying to solve because they feel analysis takes too long. All too often the decision to introduce IT is taken by well-meaning senior managers who fail to see the need for analysis or understand the problem they are trying to solve with IT. Once the problem has been assigned to the IT department analysis can be side-lined in favour of development work and technical solution. If you give the problem to IT to solve, then they are going to look to IT to solve it!
In the 1998 movie, Sliding Doors, Gwytheth Paltrow experiences two very different storylines in parallel because of one small difference. In one version, she leaves work early, catches the tube and arrives home to find her boyfriend in bed with another women; in the alternative version, she is slightly delayed, just misses the tube, and doesn’t catch him. The movie plays both versions side by side, switching scene by scene between them.
This blog is based on a real life project, where we were asked to help automate some manual business processes. As we began exploring the problem space, it turned out that another team had also been asked to do the same, but were taking a different approach from us. While we were thinking about business and user goals, they had decomposed the problem functionally.
This story describes how these two approaches differ, particularly with the outcome, tries to explain why goal decomposition is better, yet despite this, is still relatively rare to see.