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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
      A survey of tools to decide
      what to build
    • 2. 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
    • 3. #1. Business value is unarticulated
      Make business value assumptions explicit
      Business Value Goal Model
    • 4. Business Value Goal Model
      Tire Manufacturer
      Fix the Tires
    • 5. 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
    • 6. 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
    • 7. #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
    • 8. #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
    • 9. Customer Value Map Example
      Customer Attributes in the Experience Lifecycle
    • 10. Customer Value Map Example
      high
      Starbucks
      Emphasis
      Industry
      low
      quality
      speed
      convenience
      fashion
      selection
      ambiance
      price
      location
      serviceexpertise
      factors of customer experience
    • 11. #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
    • 12. #3 We don’t have a view to focus our efforts
      Focus on the next most important opportunity
      Capability Model
    • 13. Capability
      Describe the target business or product as a set of outcomes – or capabilities.
      Verb - Noun
      Verb - Noun
    • 14. Capability
      Remains Stable over Time
      Pay Employees
      Verb - Noun
    • 15. Capability
      Business Value
      Pay Employees
      KEY
      High Value
      Medium Value
      Low Value
    • 16. Capability
      Business Value
      Produce Tires
      KEY
      High Value
      Medium Value
      Low Value
    • 17. Capability
      Performance Gaps
      Business Value
      Produce Tires
      KEY
      High Value
      Medium Value
      Low Value
      Low Performing
      Medium Performing
      High Performing
    • 18. 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
    • 19. 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
    • 20. #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
    • 21. 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
    • 22. Maximize the amount of work not done
    • 23. A3 Problem Solving: Overview
    • 24. A3 Problem Solving: Outcome
    • 25. A3 Problem Solving: Analysis
    • 26. A3 Problem Solving: Plan
    • 27. 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
    • 28. 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?
    • 29. 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
      • 30. Focus on Finishing
      • 31. 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

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