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An introduction to agile business analysis
 

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

An introduction to agile business analysis An introduction to agile business analysis Presentation Transcript

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