Agile Business Intelligence (or how to give management what they need when they ask for it)
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Agile Business Intelligence (or how to give management what they need when they ask for it)

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If you like the ideas raised in this presentation, don't forget to check out my latest book, Directing the Agile Organisation (http://theagiledirector.com/book). ...

If you like the ideas raised in this presentation, don't forget to check out my latest book, Directing the Agile Organisation (http://theagiledirector.com/book).

Based on common agile management methods, this presentation will demonstrate the processes and workflows required to manage a Business Intelligence team or project in a flexible, iterative and agile manner. We will also examine the open source technologies that assist in supporting and automating the processes.

These processes draw on the underlying principles of agile and utilises a combination of Scrum, Test Driven Development, Feature Driven Design and XP. These methods can be applied in both a low maturity environment to develop business intelligence capability, or a high maturity environment to encourage greater customer engagement.

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  • Let’s finish off by looking at our original definition of business growth; Business growth comes from applying profitability to customer growth. Profitability comes from delivering services to your customers, accurately and efficiently. Over the last 15 minutes we have looked at some of the mechanisms from the lean and agile traditions that we can apply for adaptable businesses and sustainable business growth. And I’ll leave you on that note. Any questions.

Agile Business Intelligence (or how to give management what they need when they ask for it) Agile Business Intelligence (or how to give management what they need when they ask for it) Presentation Transcript

  • EVAN LEYBOURN EVAN@THEAGILEDIRECTOR.COM AGILE BUSINESS INTELLIGENCE
  • Evan Leybourn Lean / Agile Business Leader and Author Melbourne,Australia @eleybourn http://theagiledirector.com CLICK TO DISCOVER MORE
  • WHAT DOES BEING “AGILE” ACTUALLY MEAN? THEAGILE MANIFESTO
  • Waterfall Agile
  • Waterfall Agile
  • INDIVIDUALS AND INTERACTIONS OVER PROCESSESAND TOOLS
  • WORKING SOFTWARE OVER COMPREHENSIVE DOCUMENTATION
  • CUSTOMER COLLABORATION OVER CONTRACT NEGOTIATION
  • RESPONDING TO CHANGE OVER FOLLOWINGAPLAN
  • Business change via sustained effort across the organisation
  • Business change via sustained effort across the organisation Change Change Change
  • 7 +/- 2
  • 7 +/- 2 TYPICALTEAM SIZE
  • BEGINNINGTHE PROCESS AGILE PROJECTS HAVE MINIMAL INITIATION
  • THE DEVELOPMENTTEAM SHOULD BE ENGAGED DURING INITIATION
  • CUSTOMER IS FULLY AWARE OF THEIR RESPONSIBILITIES CUSTOMERSSHAREACCOUNTABILITYFOR DELIVERY
  • CREATE THE INITIAL PRODUCT BACKLOG (IN LOW DETAIL) ALLOW CUSTOMERSTO SLOWLYDEFINETHEIR NEEDS
  • ESTIMATE THE PRODUCT BACKLOG FIRSTORDER ESTIMATE- USING STORYPOINTS
  • 1, 2, 3, 5, 8, 13, 20, 40, 100 FIBONACCISEQUENCE
  • ITERATIONS SHOULD BE BETWEEN 1 & 4 WEEKS SHORTER ITERATIONS PROVIDE MORE OPPORTUNITIES TO INSPECT &ADAPT
  • PRIORITISE THE PRODUCT BACKLOG BEFORETHE PLANNING WORKSHOP
  • DEFINE THE BUSINESS GOAL FOR THE ITERATION PART 1: BUSINESS PLANNING
  • PART 2:TECHNICALPLANNING DECOMPOSE USER STORIES INTO TASKS (< 1 DAY)
  • CREATE THE ITERATION BACKLOG (IN HIGH DETAIL) OWNED & MAINTAINED BYTHE DEVELOPERS
  • PLAN, DESIGN & ESTIMATE TASKS TECHNICALSPECIFICATIONS
  • KANBAN (かんばん) WORKFLOW MONITORING& VISUALISATION
  • MURA: UNEVENNESS MURI: OVERBURDEN MUDA: WASTE UNDERSTANDINGWASTE
  • TEST– DRIVEN DEVELOPMENT
  • TESTTYPES DEFECT, USABILITY, FUNCTIONALITY & DATA
  • CUSTOMERS CAN ALWAYS SEE PROGRESS PROMOTINGTRANSPARENCYTHROUGHTHE SCRUMSAND BACKLOG
  • PROGRESS MONITORING BURNUP CHARTS BURNDOWN CHARTS CUMULATIVE FLOW STATISTICAL RUN
  • BURNUP CHART
  • BURNDOWN CHART
  • VELOCITY HOW MUCH WORK CAN BE DELIVERED PER ITERATION
  • DISCOVERY
  • SCOPE CREEP
  • PLATEAU
  • TOO MANY FEATURES
  • TRACKING EPICS
  • CUMULATIVE FLOW DIAGRAM
  • CYCLE TIME RUN CHARTS
  • DIFFERS BY ORGANISATION WHAT DOES “DONE” MEAN?
  • PRESENT & REVIEW COMPLETED WORK TO THE CUSTOMER ITERATION REVIEW
  • RETROSPECTIVE & KAIZEN (改善) CONTINUOUS IMPROVEMENT
  • KAIZEN EMPHASISES TEAMWORK, DISCIPLINE & MORALE
  • TO LEARN MORE, CHECK OUT DIRECTING THE AGILE ORGANISATION BY EVAN LEYBOURN AVAILABLE AT AMAZON AND ALL GOOD BOOK STORES CLICK HERE TO DISCOVER MORE