Agile BusinessRequirements &FacilitatedDiscussion                                     Julie Franks                        ...
Agenda & Introduction• House keeping• Part 1: Agile Business Requirements• Part 2: Discussion & Group Activity• Prize Draw...
Agile Business Requirement                                       – What does that Mean?• Depends upon your organisation• D...
Agile Business Requirements• A challenging summer• Lots of projects were being shaped• Stakeholders kept changing (IS & Bu...
What would you Do?• Break into groups• Decide on 5 things you would do for your scenario   –    What would be your method ...
Exercise Feedback                         What would be your method when                            approaching analysis t...
Exercise Feedback                           How would you get your current                         requirements clarified ...
Exercise Feedback               How would you stop the need for scope                              change© British Gas Tra...
Exercise Feedback                        How would you settle stakeholders© British Gas Trading Limited 2011
Exercise Feedback     How would you deal with time management,              conflicts and constraints© British Gas Trading...
Large Systems Replacement• More than 1 years worth of analysis had happened• Put in place a joint method of working• Gaine...
Did the Approach Work?                                     Yes• Stakeholders felt engaged• The right people were in the ro...
Systems Refresh• Two systems needed updating• Vital for the business, a lot of noise to IS• Agreed how to progress with st...
Did the Approach Work?                         In Parts• The business needed quick change so approach was good• The Busine...
New System• A new system had been worked on for 1 year• Deliverables were slow and over engineered• Back log was being cha...
Did the Approach Work?                           Yes• The team started to gain clarity on what was required• Requirements ...
Take Away Lessons• Set out your approach carefully with a good story as to why• Get buy-in from everyone - Senior stakehol...
Questions?© British Gas Trading Limited 2011
Agile Business Requirements – FacilitatedDiscussion© British Gas Trading Limited 2011Slide 19
What to do now…for 10 minutes• Draw on your experiences for shared learning• Get together in your groups take your stateme...
What to do now…for 10 minutesBriefly discuss your conclusions with the other group  that is looking at the same question© ...
Feedback© British Gas Trading Limited 2011Slide 22
Feedback© British Gas Trading Limited 2011Slide 23
Feedback© British Gas Trading Limited 2011Slide 24
Feedback© British Gas Trading Limited 2011Slide 25
Feedback© British Gas Trading Limited 2011Slide 26
Networking and Vote© British Gas Trading Limited 2011   People image: ddpavumba - http://www.freedigitalphotos.netSlide 27
And finally…Prize DrawRonald G. Ross‘father of business rules’Building BusinessSolutions: BusinessAnalysis with BusinessRu...
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British gas iiba 1.0

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Slides from British Gas hosted IIBA event on 3rd April 2012

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British gas iiba 1.0

  1. 1. Agile BusinessRequirements &FacilitatedDiscussion Julie Franks Ewan Ashley Date : 3rd April 2012© British Gas Trading Limited 2011
  2. 2. Agenda & Introduction• House keeping• Part 1: Agile Business Requirements• Part 2: Discussion & Group Activity• Prize Draw• Networking© British Gas Trading Limited 2011Slide 2
  3. 3. Agile Business Requirement – What does that Mean?• Depends upon your organisation• Depends upon your team• What does the business think Agile is? Agile analysis is more than a method Agile analysis is how to complete activities quickly and consistently© British Gas Trading Limited 2011
  4. 4. Agile Business Requirements• A challenging summer• Lots of projects were being shaped• Stakeholders kept changing (IS & Business)• Changes to Scope• Timescales would come and go • 15 plus Management Lack stakeholders = Little was delivered Pressure to deliver New IS Project Control of projects • BAU HeadwereCentre Requirements late New inContact weren’t new requirements Manic the Business Deliveries of Change Attrition asked ‘Why Questions were • AnalysisIncreasing followed was slow Deliverable MD announcement• Business were demanding isProject staff changes Lots projects Compliance doing…’ this of Clarity • Lack of expensive squeezed • All Changebeing thrown Work was resource jitters made Market No decisions• IS costs were escalating • Little Development Estimating wasn’t great away • IS seen as slow© British Gas Trading Limited 2011Slide 4
  5. 5. What would you Do?• Break into groups• Decide on 5 things you would do for your scenario – What would be your method when approaching analysis tasks – How would you get your current requirements clarified and prioritised – How would you stop the need for scope change – How would you settle stakeholders – How would you deal with time management, conflicts and constraints – Make time to discuss in your group and then share and compare with your fellow table – You have 20 minutes – Present your findings back to the whole group© British Gas Trading Limited 2011
  6. 6. Exercise Feedback What would be your method when approaching analysis tasks© British Gas Trading Limited 2011
  7. 7. Exercise Feedback How would you get your current requirements clarified and prioritised© British Gas Trading Limited 2011
  8. 8. Exercise Feedback How would you stop the need for scope change© British Gas Trading Limited 2011
  9. 9. Exercise Feedback How would you settle stakeholders© British Gas Trading Limited 2011
  10. 10. Exercise Feedback How would you deal with time management, conflicts and constraints© British Gas Trading Limited 2011
  11. 11. Large Systems Replacement• More than 1 years worth of analysis had happened• Put in place a joint method of working• Gained consensus to the approach – everyone was on the bus• We knew how to deal with deviations• Rapid Turn around of fixed tasks each day – Monday Finalise and publish presentation – Tuesday Run through materials before workshop – Wednesday Run Workshop and produce all outputs – Thursday Walk through outcomes with other teams – Friday Gain feedback. Start Presentation for following week• All stakeholders had skin in the game• It was a team effort facilitated by the BA’s© British Gas Trading Limited 2011
  12. 12. Did the Approach Work? Yes• Stakeholders felt engaged• The right people were in the room• All IS staff were committed to the approach• Clear deliverables set out in the approach• Timeliness of output demonstrated commitment• A clear direction was gained as a result of the approach• Stakeholders still talk about its success© British Gas Trading Limited 2011
  13. 13. Systems Refresh• Two systems needed updating• Vital for the business, a lot of noise to IS• Agreed how to progress with stakeholders• System G required rationalisation and code updates• Methodology was rapid, code first - requirements second• Requirements were gathered quickly to suit rapid development• Problems came from the testing team• System R required systems overhaul including process change• Requirements remained static• All Stakeholders kept changing their mind© British Gas Trading Limited 2011
  14. 14. Did the Approach Work? In Parts• The business needed quick change so approach was good• The Business knew what they would receive• Requirements were had a base line fast• Delivery mechanism kept changing• Questions over outsourcing strategy dulled the approach• The consensus view stalled• Past decisions keep being called into question• Confidence has been lost© British Gas Trading Limited 2011
  15. 15. New System• A new system had been worked on for 1 year• Deliverables were slow and over engineered• Back log was being changed daily by Product Owners with the development team• Development staff often spent time doing nothing as requirements weren’t clear• Analysis approach was agreed• Rapid Turn round in weekly iterations – Requirements Clarification – Work with the Scrum – Develop code – Test and Release© British Gas Trading Limited 2011
  16. 16. Did the Approach Work? Yes• The team started to gain clarity on what was required• Requirements which were not essential were re-prioritised• Technical progress was made on backlog• Everyone was busyHowever…• Approach never realised full potential as the project was stopped© British Gas Trading Limited 2011
  17. 17. Take Away Lessons• Set out your approach carefully with a good story as to why• Get buy-in from everyone - Senior stakeholder will give a greater chance of success• Requirements Capture doesn’t have to be formal or slow• Don’t succumb to pressure• If you promise to do something, make sure you deliver• Make sure you don’t over commit• Work as a team to get the job done• Re-sell the message when you can• You can change your style but you can’t stop the clock© British Gas Trading Limited 2011
  18. 18. Questions?© British Gas Trading Limited 2011
  19. 19. Agile Business Requirements – FacilitatedDiscussion© British Gas Trading Limited 2011Slide 19
  20. 20. What to do now…for 10 minutes• Draw on your experiences for shared learning• Get together in your groups take your statement and come up with argumentsFor and Against that statement.• What conclusions can you draw? For Against Conclusions © British Gas Trading Limited 2011 Slide 20
  21. 21. What to do now…for 10 minutesBriefly discuss your conclusions with the other group that is looking at the same question© British Gas Trading Limited 2011 Image: renjith krishnan - http://www.freedigitalphotos.netSlide 21
  22. 22. Feedback© British Gas Trading Limited 2011Slide 22
  23. 23. Feedback© British Gas Trading Limited 2011Slide 23
  24. 24. Feedback© British Gas Trading Limited 2011Slide 24
  25. 25. Feedback© British Gas Trading Limited 2011Slide 25
  26. 26. Feedback© British Gas Trading Limited 2011Slide 26
  27. 27. Networking and Vote© British Gas Trading Limited 2011 People image: ddpavumba - http://www.freedigitalphotos.netSlide 27
  28. 28. And finally…Prize DrawRonald G. Ross‘father of business rules’Building BusinessSolutions: BusinessAnalysis with BusinessRulesNext IIBA Event© British Gas Trading Limited 2011Slide 28
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