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An introduction to agile business analysis
An introduction to agile business analysis
An introduction to agile business analysis
An introduction to agile business analysis
An introduction to agile business analysis
An introduction to agile business analysis
An introduction to agile business analysis
An introduction to agile business analysis
An introduction to agile business analysis
An introduction to agile business analysis
An introduction to agile business analysis
An introduction to agile business analysis
An introduction to agile business analysis
An introduction to agile business analysis
An introduction to agile business analysis
An introduction to agile business analysis
An introduction to agile business analysis
An introduction to agile business analysis
An introduction to agile business analysis
An introduction to agile business analysis
An introduction to agile business analysis
An introduction to agile business analysis
An introduction to agile business analysis
An introduction to agile business analysis
An introduction to agile business analysis
An introduction to agile business analysis
An introduction to agile business analysis
An introduction to agile business analysis
An introduction to agile business analysis
An introduction to agile business analysis
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An introduction to agile business analysis

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Four tools for prioritizing and scoping work to be performed by Agile teams.

Four tools for prioritizing and scoping work to be performed by Agile teams.

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  • Notice the result of the A3 shows three key standards to get work done.Outcome – Deliverables in the context of the problem & prioritized (isn’t this what we want from the business?)Sequence – what order do they need to be doneTiming – When will it be done (can be assigned at the last responsible moment)Owner - Coordination
  • Notice the result of the A3 shows three key standards to get work done.Outcome – Deliverables in the context of the problem & prioritized (isn’t this what we want from the business?)Sequence – what order do they need to be doneTiming – When will it be done (can be assigned at the last responsible moment)Owner - Coordination
  • Notice the result of the A3 shows three key standards to get work done.Outcome – Deliverables in the context of the problem & prioritized (isn’t this what we want from the business?)Sequence – what order do they need to be doneTiming – When will it be done (can be assigned at the last responsible moment)Owner - Coordination
  • Notice the result of the A3 shows three key standards to get work done.Outcome – Deliverables in the context of the problem & prioritized (isn’t this what we want from the business?)Sequence – what order do they need to be doneTiming – When will it be done (can be assigned at the last responsible moment)Owner - Coordination
  • Transcript

    • 1. An introduction to Agile Business Analysis Techniques<br />A survey of tools to decide <br />what to build<br />
    • 2. Why is this hard?<br />#1. Business value is unarticulated<br />#2. We have insufficient views of what matters to our end users and customers<br />#3. We don’t have a way to focus our efforts<br />#4. We don’t have clarity of purpose<br />
    • 3. #1. Business value is unarticulated<br />Make business value assumptions explicit<br />Business Value Goal Model<br />
    • 4. Business Value Goal Model<br />Tire Manufacturer<br />Fix the Tires<br />
    • 5. Business Value Goal Model<br />Tire Manufacturer<br />Survive by re-establishing credibility<br />Thematic Goal<br />Fix the Tires<br />Repair Distributor Relationships<br />Improve PR<br />Address Morale<br />Settle Lawsuits<br />Focusing Objectives<br />
    • 6. Business Value Goal Model<br />Tire Manufacturer<br />Survive by re-establishing credibility<br />Thematic Goal<br />Fix the tires<br />Settle lawsuits<br />Address morale<br />Repair distributor relationships<br />Improve PR<br />Focusing Objectives<br />Revenue<br />Customer Satisfaction<br />Market share<br />Production levels<br />Expenses<br />Standard Objectives<br />
    • 7. #1. Business value is unarticulated<br />Make business value assumptions explicit<br />Business Value Goal Model<br />Overcoming Politics Silo’s and Turf Wars, Patrick Lencioni, Jossey-Bass, 2006<br />Light Weight<br />Context for conversation and shared understanding about strategy and business value<br />
    • 8. #2. We have insufficient views of what matters to our end users or customers<br />Be explicit about what matters to the customer<br />Customer Value Profile<br />
    • 9. Customer Value Map Example<br />Customer Attributes in the Experience Lifecycle<br />
    • 10. Customer Value Map Example<br />high<br />Starbucks<br />Emphasis<br />Industry<br />low<br />quality<br />speed<br />convenience<br />fashion<br />selection<br />ambiance<br />price<br />location<br />serviceexpertise<br />factors of customer experience<br />
    • 11. #2. We have insufficient views of what matters to our end users or customers<br />Be explicit about what matters to the customer<br />Customer Value Profile<br />Charting Your Company’s Future, W. Chan Kim and Renee Mauborgne, HBR, June 2002<br />Identify Specific Gaps<br />Context for Performance Conversation<br />Long Lived Value<br />
    • 12. #3 We don’t have a view to focus our efforts<br />Focus on the next most important opportunity<br />Capability Model<br />
    • 13. Capability<br />Describe the target business or product as a set of outcomes – or capabilities.<br />Verb - Noun<br />Verb - Noun<br />
    • 14. Capability<br />Remains Stable over Time<br />Pay Employees<br />Verb - Noun<br />
    • 15. Capability<br />Business Value<br />Pay Employees<br />KEY<br />High Value<br />Medium Value<br />Low Value<br />
    • 16. Capability<br />Business Value<br />Produce Tires<br />KEY<br />High Value<br />Medium Value<br />Low Value<br />
    • 17. Capability<br />Performance Gaps<br />Business Value<br />Produce Tires<br />KEY<br />High Value<br />Medium Value<br />Low Value<br />Low Performing<br />Medium Performing<br />High Performing<br />
    • 18. Capability<br />Performance Gaps<br />Business Value<br />Produce Tires<br />Risk<br />Risk<br />Business Risk<br />Technology Risk<br />Organizational Risk<br />Market Risk<br />KEY<br />High Value<br />Medium Value<br />Low Value<br />Low Performing<br />Medium Performing<br />High Performing<br />High Risk<br />Moderate Risk<br />Low Risk<br />
    • 19. Backlog Against the Capability Model<br />High Value<br />Medium Value<br />Low Value<br />Low Performing<br />Medium Performing<br />High Performing<br />Hard to Change<br />Moderate Effort to Change<br />Easy to Change<br />
    • 20. #3 We don’t have a view to focus our efforts<br />Focus on the next most important opportunity<br />Capability Model<br />The Next Revolution in Productivity, Merrifield, Calhoun and Stevens, HBR, June 2008<br />Stable model<br />Updates as performance improves<br />Low friction to maintain once established<br />Easy to revaluate if strategy changes<br />
    • 21. We don’t have clarity of purpose<br />Prioritize efforts, not on starting, but on delivering value, then maximize the amount of work not done to deliver that value<br />A3 Focusing Tool<br />
    • 22. Maximize the amount of work not done<br />
    • 23. A3 Problem Solving: Overview<br />
    • 24. A3 Problem Solving: Outcome<br />
    • 25. A3 Problem Solving: Analysis<br />
    • 26. A3 Problem Solving: Plan<br />
    • 27. We don’t have clarity of purpose<br />Prioritize efforts, not on starting, but on delivering value, then maximize the amount of work not done to deliver that value<br />A3 Focusing Tool<br />Managing to Learn, John Shook, Lean Enterprise Inc., January 2008<br />Shared understanding of what and why<br />Initiatives / or epics are very focus and clearly tied to business and customer value<br />Light weight approach communicates more than detailed requirements<br />
    • 28. Focus on finishing<br />B<br />C<br />A<br />3 managers, 3 equally important initiatives. <br />B<br />C<br />A<br />B<br />C<br />A<br />We try to show progress every month<br />A<br />A<br />A<br />B<br />B<br />B<br />C<br />C<br />C<br />This way each manager sees progress every period …but the business gets no benefit before period 7.<br />Or we can establish an organizational priority <br />A<br />A<br />A<br />B<br />B<br />B<br />C<br />C<br />C<br />Preference is shown but the business realizes benefit sooner<br />And task switching and interruptions make the difference more stark<br />A<br />A<br />A<br />B<br />B<br />B<br />C<br />C<br />C<br />What is the impact of an expedite request?<br />
    • 29. Deciding what to build<br />Make business value assumptions explicit<br />Be explicit about what matters to the customer<br />Focus on the next most important opportunity<br /><ul><li>Prioritize efforts, not on starting, but on delivering value, then maximize the amount of work not done to deliver that value
    • 30. Focus on Finishing
    • 31. With light weight, high signal tools that provide long lived value</li></li></ul><li>A business analysis system for deciding what to build<br />Articulate Business Value<br />Explicit Customer Value<br />Execute with focus and clarity<br />Focus on the most important opportunities<br />Results drive learning and priorities<br />

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