Lean Business Intelligence: Achieve Better, Faster, Cheaper Business Intelligence

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The Team Data Objects BAU Reporting Team •Responsibilities: • Process and Analyse requests for new business reports • Manage changes to front-end report system & report designs • Manage changes to ETL jobs, data structure, and data warehouse •Located in Sydney, Melbourne, Auckland, Wellington Management •Responsibilities • Set priorities for new requests and additional work • Monitor team’s ‘doneness’ • Report to upper management on time and status •Located in Sydney3 © 2012 IBM Corporation

The CustomersBusiness Line Managers•What do these line managers do?: • Manage profitability and financials for products lines • Manage personnel and efficiency of teams • Manage future planning and budgeting for product lines•Distributed in over 6 citiesFinance and Audit•What do these numbers guys do? • Monitor finance and transactional spend of the business • Audit the finance of the product lines•Distributed in 2 cities, 5 buildings © 2012 IBM Corporation

The Original Environment / Issues • Team was ‘slave to many masters’ • Inability to properly understand priority or scope • ‘Biggest Fish’ prioritisation the largest organisation or product always won • Inability to change priorities fast enough • Dev Managers spent too many hours attempting to get ‘status’ • Attempting to call/email to get and give status across different locations • Attempting to manage dependencies across the teams & locations • Inability to efficiently plan and manage different types of work • Forecasted long range work like planned audit reports, org changes • Immediate reactive work like defects, hot request for market changes © 2012 IBM Corporation

The Basis for a New Way Forward Lean / Kanban Principles •Move to Pull Method of working •Limit work-in-progress •Use a unified taskboard/dashboard Scrum Principles •Work in ‘somewhat’ timeboxed fashion •Use a unified taskboard/dashboard •Retrospectives7 © 2012 IBM Corporation

The New Process The Backlogs •Three tiers of backlogs are kept: • The ‘Team backlog’ functions similar to a product backlog • The ‘Release backlog’ helps group and prepare for quarterly releases • The ‘Sprint backlog’ functions as a typical sprint backlog •Managing the backlogs: • Planned & Prioritised using virtual planning meetings across team • Worked using Scrum of Scrums across distributed teams Work on the backlogs •Epics &Stories used for ‘Visioned’ work: • Epics used for Large planned upgrades • Stories used for planned enhancements, changes, and production defects •Defects & Tasks used for ‘Reactive’ work: • Defects used in traditional manner, defect against current code base • Tasks are used to decompose individual work across team members8 © 2012 IBM Corporation

End-User Customer Benefits Giving a Method to the Madness •Customers become part of the planning: • Instead of just logging a request and waiting to see what happens. • Forces customers to see the impact of their request on the greater team. •All ‘Customers’ understand rank and progress : • Helps foster understanding of why/when work gets done. • Keeps politicing and ‘horse-trading’ out in the open, obvious to everyone. Ability to ‘BE’ agile •Ability to change and respond to business needs: • Seeing what is WIP, allows customers to more ‘logically’ change their mind. • Looking over backlogs and completed items helps identify business trends. •Ability to see understand change impacts in real-time: • Highlights the impacts between changes and enhancement requests. • Instant understanding of impact a reactive item has on planned items.10 © 2012 IBM Corporation

Team Member Benefits Giving a Method to the Madness •True understanding of priority: • No matter how urgent or how important one customer makes it sound….. • Offers cover to team when politics enter the mix. •The Ability to work and organise across a global team: • Streamlines collaboration and teaming across shared tasks. • Allows grouping and trending of tasks, across all customers and teams. Reduction of Reporting Overhead •Better view of Doneness: • Ability to link and create dependencies on related tasks. • A more complete view of all related tasks, and their completeness. •Running off of real-time live data: • Complete removal of data collection activities (took over 24 hrs across all teams). • Complete removal of report creation, validation, and emailing.11 © 2012 IBM Corporation

The Numbers (metrics) Giving a Method to the Madness •A workload which could not have otherwise been managed: • Over 3,000 total work items in system.* • 200-225 active at any one time.* •Improvement in concurrent development: • Originally only able to do 2 streams across 2 test teams. • Improved to 6 streams across 4 test teams. Working better, faster, leaner •Increase in team productivity and delivery: • Was able to triple the productivity (amount of features) team built.* • Was able to double the complexity (difficulty of features) team built.* •Focus on value add: • Team members reduced reporting time from 4hrs/week to 0hrs/week. • Reduction of 1FTE who did nothing but report consolidation.12 © 2012 IBM Corporation *Metrics captured over 3 release (9 sprints)

Streams on: • Agile ALM • Cloud & Mobile Case Studies by: • Architecture • NBN Co • Continuous Delivery • Telstra • Accenture • Odecee www.ibm.com/software/au/innovate/ This is a complimentary event 18 © 2012 IBM Corporation

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Lean Business Intelligence: Achieve Better, Faster, Cheaper Business Intelligence

by Kurt Solarte on Jul 25, 2012

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