Your SlideShare is downloading. ×
0
EVAN LEYBOURN
EVAN@THEAGILEDIRECTOR.COM
AGILE BUSINESS
INTELLIGENCE
Evan Leybourn
Lean / Agile Business Leader and Author
Melbourne,Australia
@eleybourn
http://theagiledirector.com
CLICK TO ...
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
CL...
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)
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)
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)
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)
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)
Upcoming SlideShare
Loading in...5
×

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

535

Published on

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.

Published in: Business, Technology
0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
535
On Slideshare
0
From Embeds
0
Number of Embeds
6
Actions
Shares
0
Downloads
31
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide
  • Add ABM/GDAC logo
  • 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.
  • Transcript of "Agile Business Intelligence (or how to give management what they need when they ask for it)"

    1. 1. EVAN LEYBOURN EVAN@THEAGILEDIRECTOR.COM AGILE BUSINESS INTELLIGENCE
    2. 2. Evan Leybourn Lean / Agile Business Leader and Author Melbourne,Australia @eleybourn http://theagiledirector.com CLICK TO DISCOVER MORE
    3. 3. WHAT DOES BEING “AGILE” ACTUALLY MEAN? THEAGILE MANIFESTO
    4. 4. Waterfall Agile
    5. 5. Waterfall Agile
    6. 6. INDIVIDUALS AND INTERACTIONS OVER PROCESSESAND TOOLS
    7. 7. WORKING SOFTWARE OVER COMPREHENSIVE DOCUMENTATION
    8. 8. CUSTOMER COLLABORATION OVER CONTRACT NEGOTIATION
    9. 9. RESPONDING TO CHANGE OVER FOLLOWINGAPLAN
    10. 10. Business change via sustained effort across the organisation
    11. 11. Business change via sustained effort across the organisation Change Change Change
    12. 12. 7 +/- 2
    13. 13. 7 +/- 2 TYPICALTEAM SIZE
    14. 14. BEGINNINGTHE PROCESS AGILE PROJECTS HAVE MINIMAL INITIATION
    15. 15. THE DEVELOPMENTTEAM SHOULD BE ENGAGED DURING INITIATION
    16. 16. CUSTOMER IS FULLY AWARE OF THEIR RESPONSIBILITIES CUSTOMERSSHAREACCOUNTABILITYFOR DELIVERY
    17. 17. CREATE THE INITIAL PRODUCT BACKLOG (IN LOW DETAIL) ALLOW CUSTOMERSTO SLOWLYDEFINETHEIR NEEDS
    18. 18. ESTIMATE THE PRODUCT BACKLOG FIRSTORDER ESTIMATE- USING STORYPOINTS
    19. 19. 1, 2, 3, 5, 8, 13, 20, 40, 100 FIBONACCISEQUENCE
    20. 20. ITERATIONS SHOULD BE BETWEEN 1 & 4 WEEKS SHORTER ITERATIONS PROVIDE MORE OPPORTUNITIES TO INSPECT &ADAPT
    21. 21. PRIORITISE THE PRODUCT BACKLOG BEFORETHE PLANNING WORKSHOP
    22. 22. DEFINE THE BUSINESS GOAL FOR THE ITERATION PART 1: BUSINESS PLANNING
    23. 23. PART 2:TECHNICALPLANNING DECOMPOSE USER STORIES INTO TASKS (< 1 DAY)
    24. 24. CREATE THE ITERATION BACKLOG (IN HIGH DETAIL) OWNED & MAINTAINED BYTHE DEVELOPERS
    25. 25. PLAN, DESIGN & ESTIMATE TASKS TECHNICALSPECIFICATIONS
    26. 26. KANBAN (かんばん) WORKFLOW MONITORING& VISUALISATION
    27. 27. MURA: UNEVENNESS MURI: OVERBURDEN MUDA: WASTE UNDERSTANDINGWASTE
    28. 28. TEST– DRIVEN DEVELOPMENT
    29. 29. TESTTYPES DEFECT, USABILITY, FUNCTIONALITY & DATA
    30. 30. CUSTOMERS CAN ALWAYS SEE PROGRESS PROMOTINGTRANSPARENCYTHROUGHTHE SCRUMSAND BACKLOG
    31. 31. PROGRESS MONITORING BURNUP CHARTS BURNDOWN CHARTS CUMULATIVE FLOW STATISTICAL RUN
    32. 32. BURNUP CHART
    33. 33. BURNDOWN CHART
    34. 34. VELOCITY HOW MUCH WORK CAN BE DELIVERED PER ITERATION
    35. 35. DISCOVERY
    36. 36. SCOPE CREEP
    37. 37. PLATEAU
    38. 38. TOO MANY FEATURES
    39. 39. TRACKING EPICS
    40. 40. CUMULATIVE FLOW DIAGRAM
    41. 41. CYCLE TIME RUN CHARTS
    42. 42. DIFFERS BY ORGANISATION WHAT DOES “DONE” MEAN?
    43. 43. PRESENT & REVIEW COMPLETED WORK TO THE CUSTOMER ITERATION REVIEW
    44. 44. RETROSPECTIVE & KAIZEN (改善) CONTINUOUS IMPROVEMENT
    45. 45. KAIZEN EMPHASISES TEAMWORK, DISCIPLINE & MORALE
    46. 46. 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
    1. A particular slide catching your eye?

      Clipping is a handy way to collect important slides you want to go back to later.

    ×