Non-Functional Criteria
A nonfunctional criteria statement can be written as follows:
- Given that the Customer Service departments from around the United States will be using the XYZ application from 7am – 8pm in their respective time zones, when Customer Service representatives login to the XYZ application then the application must support at least 500 concurrent users during all United States time zones starting at 7am and ending at 8pm.
Performance Criteria
If there is an assumption of a certain level of performance than this should also be included in the acceptance criteria. All too often organizations leave performance testing as an afterthought or ignore it waiting to see what will happen once the product is in production. Examples of performance criteria are response time for data searches, system availability, and are the users geographically dispersed making network bandwidth a constraint.
A performance criteria statement can be written as follows:
- Given that up to 500 concurrent users can be logged into the XYZ application, when a user completes the blank case title, completes the blank case description and hits submit, then the automatic ticket number should be sent to the end customer within 2 minutes.
Acceptance criteria are the specific instructions or constraints communicated from the view of the end user to the scrum team. They should be defined before any work begins in developing features. Some organizations develop acceptance criteria at the time that user stories are initially developed. Others do so during the planning of each sprint as part of the backlog refinement. Well written acceptance criteria are part of the effort to determine when a feature is successfully delivered or “done”.
Recommended Further Reading
The following materials may assist you in order to get the most out of this course:
Course Contents
Section 1: Agile Project Management
Section 2: Using the Agile Manifesto to Deliver Change
Section 3: The 12 Agile Principles
Section 4: The Agile Fundamentals
Section 5: The Declaration of Interdependence
Section 6: Agile Development Frameworks
Section 7: Introduction to Scrum
Section 8: Scrum Projects
Section 9: Scrum Project Roles
Section 10: Meet the Scrum Team
Section 11: Building the Scrum Team
Section 12: Scrum in Projects, Programs & Portfolios
Section 13: How to Manage an Agile Project
Section 14: Leadership Styles
Section 15: The Agile Project Life-cycle
Section 16: Business Justification with Agile
Section 17: Calculating the Benefits With Agile
Section 18: Quality in Agile
Section 19: Acceptance Criteria and the Prioritised Product Backlog
Section 20: Quality Management in Scrum
Section 21: Change in Scrum
Section 22: Integrating Change in Scrum
Section 23: Managing Change in Scrum
Section 24: Risk in Scrum
Section 25: Risk Assessment Techniques
Section 26: Initiating an Agile Project
Section 27: Forming the Scrum Team
Section 28: Epics and Personas
Section 29: Creating the Prioritised Product Backlog
Section 30: Conduct Release Planning
Section 31: The Project Business Case
Section 32: Planning in Scrum
Section 33: Scrum Boards
Section 34: Sprint Planning
Section 35: User Stories
Section 36: User Stories and Tasks
Section 37: The Sprint Backlog
Section 38: Implementation of Scrum
Section 39: The Daily Scrum
Section 40: The Product Backlog
Section 41: Scrum Charts
Section 42: Review and Retrospective
Section 43: Scrum of Scrums
Section 44: Validating a Sprint
Section 45: Retrospective Sprint
Section 46: Releasing the Product
Section 47: Project Retrospective
Section 48: The Communication Plan
Section 49: Formal Business Sign-off
Section 50: Scaling Scrum
Section 51: Stakeholders
Section 52: Programs and Portfolios