Lean out your product backlog with Lean product Development and business analysis techniques - Pascal Van CauwenberghePresentation Transcript
Lean out your Product Backlog Pascal Van Cauwenberghe Nayima
“Here we are now.Entertain us.” Kurt Cobain, American Philosopher
Consultant. Project Manager. Games Maker. His Blog: blog.nayima.be NAYIMA We make play work
And so it begins… We’re going Agile!
What do I do now?
Write User Stories
A Vomit of User Stories
Prioritise User Stories
We need Business Value on each card
There has to be a better way
I’d like to have a chat with you about...
1. Some Business Analysis tools That I’ve used the past 10 years
2. Tell war stories Projects where we used the tools
3. Explain why we do this
3. Explain why we do this Before After
4. You may have to do some work
5. Share some more wisdom from American philosophers
Who are your top 3 stakeholders?What is their #1 goal? You have 2 mins to share with your neighbour
Goal Table Stakeholder, n: Role, Team or Organisation involved or affected by the project Goal, n: What a stakeholder wants to achieve Capability, n: Something we need to achieve the goal. Necessary, but maybe not sufficient Test, n: A way to decide if a goal has been achieved Measure, n: A way to determine how close we are to a goal Risk, n: Negative consequences of achieving the goal
A Phone Company
Focus on goals not means
Quantify stakeholder goals
The Logical Thinking Process
The Logical Thinking Process Intermediate Objectives Map Prerequisite/ Transition Tree How do we get there? In small steps. What is our goal? What are we missing? Future Reality Tree Current Reality Tree Would that work? What could possibly go wrong? Why don’t we have what we need? Conflict Resolution Diagram What could be done to resolve the underlying fundamental conflict?
Using the Logical Thinking Process Intermediate Objectives Map Current Reality Tree Conflict Resolution Diagram Future Reality Tree Prerequisite/ Transition Tree Context Diagram
Phone Intermediate Objectives Map Get request Update billing Add service Perform request Provision service Confirm request How difficult could it be?
A Phone Company
Derive capabilities from goals
Some customers seem to have the phone number of our CEO...
What are the criteria your organisation uses to select and prioritise work? You have 2 mins to share with your neighbour
“Party like it’s 1999” , American Philosopher
It’s 1999 While people are getting worried about Y2K…
Project E Goal: Build an online bank that sells mortgage loans in Sweden And then in other European countries Constraint: integrate with Swedish government databases Constraint: 2 developers Constraint: the press conference for the launch is in 2.5 months
What happened? We launched on time Full-featured frontend Combination of manual and automated processes One country at first, then expanded to Europe All manual processes were automated gradually as customer base grew Money coming in invested in backoffice automation
Good looking frontend Press conference Ease of use Curious customers can ask for quote Integration with Swedish government Databases Implement Swedish Business Rules Expand to other countries Scale number of customers
Business Value Model Diagram of effects What are the important goals? How will we achieve the goals? What are our constraints? This is our strategy This is our definition of value
A Phone Company
For example Leading Lagging Customer satisfaction Successful transactions Reliable process Call center cost # calls Request confirmation Customer loss Regulations
Project Economic Framework
Using the Logical Thinking Process Intermediate Objectives Map Current Reality Tree Conflict Resolution Diagram Future Reality Tree Prerequisite/ Transition Tree Context Diagram Business Value Model Plan
Business Value Model == Hypothesis Make reasoning & assumptions explicit Verify regularly and improve
Product Development cycle
Create a Business Value hypothesis
Verify and improve your Business Value hypothesis Early and often
“Coin an acronym and you have a profitable consulting business” Dave Nicolette, American philosopher
IDD Irritation Driven Development TM
IDD You heard it here first TM
Everybody participates in building the models
The Kano Model Stupid features Table stakes Linear features
“If I had asked my customers what they wanted, they would have said ‘Faster horses’” Henry Ford, American philosopher
The Kano Model Stupid features Table stakes Linear features Exciters
WOW! I didn’t know you could do that!
“The big print giveth.The small print taketh away” Tom Waits, American philosopher
What could possibly go wrong?
Political risk One type of product is the responsibility of division A Other type of product is the responsibility of division B Division manager bonus is based on revenue of division…
Find one risk of success on your project You have 2 mins to share with your neighbour
What are the dangers of success?
“The chief cause of problems is solutions” Eric Sevareid, American philosopher
“When do we (finally) start writing User Stories?” We thought you were an Agile coach? And can’t we start coding yet?
Writing stories made easy Goal AS A... TO ACHIEVE... I NEED... GOTCHAS Stakeholder Capability Test and measure Risk I KNOW I GOT IT WHEN... TO ACHIEVE ... AS A ... I NEED ... PASSES IT’S DONE WHEN ... TO NOT ACHIEVE ... I NEED ... Another capability
User Story Carpaccio Goal Table Project Level Story Project Level Story Project Level Story Project Level Story Release Level Story Release Level Story Release Level Story Release Level Story Release Level Story Iteration Level Story Iteration Level Story Iteration Level Story Iteration Level Story
Derive detailed stories from goals Step by step
Kanban board TODO BUSY Accept DONE Iteration Release Value
Integrate analysis into your flow From Value to Cash
Conflict Resolution Diagram Detailed estimates and plans Reliable long term roadmap Satisfy growing customer base No estimates No planning Be more efficient
How would you solve this?
Conflict Resolution Diagram Detailed estimates and plans Reliable long term roadmap Satisfy growing customer base Assumption: estimating is the only way to determine the cost of a feature No estimates No planning Be more efficient
What if… We didn’t have to estimate to have a cost? We didn’t have to create detailed stories to estimate and plan? But that’s not possible, is it?
Conflict Resolution Diagram Detailed estimates and plans Set budget and Build to budget Reliable long term roadmap Satisfy growing customer base No estimates No planning Be more efficient
Building the roadmap Put stakeholder goals in the roadmap, not features More implementation freedom More meaningful for customers Estimate the value of each goal in the roadmap Decide how much you want to invest to realise the value As a percentage of the capacity of the team Create a roadmap based on value and budget Not cost
Building the roadmap Goal 2 Value/ Budget Goal 1 Value / Budget Goal 4 Value/Budget Goal 1 Value / Budget Goal 3 Value/ Budget Release 2 Release 1
Implementing the roadmap For each release, the product manager and team decide how to achieve goals, given the budget Don’t have to stick to individual budgets as long as release budget is respected Constraints create a challenge Which leads to more creativity Monitor flow of stories and handle risks
Would you rather haggle…
…or solve problems?
Make it a problem-solving exercise That’s what we’re good at
Keep focus Don’t work on 1000 goals at the same time
Don’t outrun your customers Backlog The Bottleneck The Business Operations Dev team
Don’t outrun your customers The Bottleneck Dev team The Business Operations Backlog 6 releases per year 2 releases per year
4 customers are faster than 1 The Bottleneck Dev team Backlog Sales Operations Production Finance Audit Customers 6 releases per year 2 major releases per year per group
We don’t call them “The Business”We call us “We” Dev team Backlog Sales Operations Production Finance Audit Customers 6 releases per year 2 releases per year per group
Integrate deeply with your customer
Yes, but! No, but!
Commonly heard objections “We’ve spent 6 months on analysis already” “Business Value is impossible to measure” “This is waterfall analysis, it’s not agile” “This is too hard” “Doing this with the whole team is a waste of time” “It’s too structured”
The Phone Company Before Already spent 2 months on analysis Identified 60 features 2 years worth of work “We need web-based self-service” Reluctantly agreed to do a few days of analysis training After Only 10 out of those 60 features delivered value Identified 4 new features crucial to the success of the project 25% of the value could be delivered within one month; no need for a web application
The Chemicals Company Before Asked consultancy to provide bid Consultants did 3 months of analysis Estimate: 9 months of development Customer asked us for a second opinion After 2 weeks to provide bid Estimate: 3 months of development Customer increased value by exchanging features during the project Delivered one day early
The Transport Company Before A new team on their first Agile project Two days of business analysis with the whole team “Aren’t we wasting too much time analysing?” “Why are the developers here?” “When can we start coding?” After In production 3 months earlier than predicted “I can’t believe we already released. Normally we’d still be doing analysis.” Developers came up with a new use for existing data, with large financial and ecological benefits
The Transport Company Before Development teams deliver more, faster thanks to agile methods Real bottleneck is test and deploy: several months between development and deployment Delivering more is making things worse No budget to improve test and deploy After Every agile project has quantified value Cost of deployment delay becomes visible: millions per month Cost of improving test and deploy is insignificant compared to cost of delay Started test and deploy improvement
To summarize These are the only things you need to know to pass the test
Just remember Focus on stakeholder goals, not means Model and measure value Apply the science of product development and systems thinking to generate questions Tap into everyone’s creativity Analyse just-in-time using pull Make it a problem-solving exercise There’s a lot more where this came from
Business Analysis Body of Knowledge (BABOK) International Institute of Business Analysts (IIBA) www.theiiba.org
From the BABOK “Business analysis is the set of tasks and techniques used to work as a liaison among stakeholders in order to understand the structure, policies, and operations of an organization, and to recommend solutions that enable the organization to achieve its goals.”
The Agile Extension to the BABOK The Agile extension gives guidance on how to perform business analysis on Agile projects Overview available on IIBA website We need your input and review Yahoo group: Agile_BA_Requirements
“I must say I find television very educational. The minute somebody turns it on, I go into the other room and read a book” Groucho Marx, American philosopher
If you want to know more
Merci Thank You Dank u
If you want to know more www.agilecoach.net www.nayima.be blog.nayima.be