Agile Business Analysis<br />Understanding Feature Injection<br />Antony Marcano & Chris Matts<br />
@AntonyMarcano<br />http://antonymarcano.com<br />@PapaChrisMatts<br />http://decision-coach.com<br />
Agile Business Analysis<br />So, what is it?<br />
What is Business Analysis<br />Understanding the business value sought<br />Understanding the problem domain<br />Explorin...
What is Agile Business Analysis<br />Accepting that we can’t have 20/20 foresight<br />Evolve everyone’s understanding of ...
Feature Injection<br />Feature Injection helps us incrementally and Iteratively:<br />Discover the real business value<br ...
Facilitate Growth <br />in understanding<br />Understand<br />the value<br />Understand the problem<br />Explore<br />A<br...
Collaboration & Conversation<br />Business Value<br />The Problem<br />(often communicated as a solution)<br />Business Va...
How?<br />
Understand the value<br />Business Value<br />The Problem<br />(often communicated as a solution)<br />Understand the Busi...
	“Users ultimately dictate solutions to us, as a delta from the previous set of solutions we’ve delivered them. That’s jus...
Business Value<br />Increase<br />Revenue<br />Reduce<br />Costs<br />Protect<br />Revenue<br />?<br />
A Useful Technique<br />5 Whys<br />Popping the “why” stack<br />
Understanding the problem<br />Business Value<br />Example Driven Modelling<br />Example Driven Modelling<br />Feature<br ...
Knowns<br />Known unknowns<br />Known knowns<br />Unknowns<br />Knowns<br />Unknown unknowns<br />Unknown knowns<br />Unkn...
Modelling<br />The value is in the outputs<br />
http://www.agilejournal.com/articles/columns/column-articles/1918-feature-injection-part-4<br />
http://www.agilejournal.com/articles/columns/column-articles/1918-feature-injection-part-4<br />
Aim to understand…<br />That which helps achieve the business value:<br />Who will use the product?  (roles)<br />What do ...
What-if<br />Example<br />Discussing the resulting evolution to the model may<br />     then inspire more examples<br />Re...
Exploring the solutions<br />Business Value<br />Feature<br />Feature<br />
We now have an understanding of…<br />Value:			What is our motivation?<br />Roles: 		Who will use our product?<br />Behavi...
<some business value sought><br /><some solution increment><br /><some role><br /><some product capability><br /><some ben...
User Stories <br />Grouping of cohesive examples<br />Explains the role, capability and incentive<br />As <some role><br /...
<Value sought><br />As <some role><br />I want <some capability><br />So that <some benefit to the role><br />As <some rol...
Example<br />PrintCo – a Printer Manufacturer<br />We need mandatory registration on our website<br />
Why? Because we need more e-mail addresses<br />Why? Because we want to e-mail more customers<br />Why? Because 3% of them...
Role: 			PrintCo Customers<br />Behaviour:	Give us their e-mail addresses<br />Incentive:	Get special deals on consumables...
Discuss Examples<br />antony+somecomment@riverglide.com<br />andy@riverglide.com<br />nobody@example.com<br />some.body@to...
Increase PrintCo Consumable Sales<br />As PrintCo Customer<br />I want to be asked for my e-mail address via the website<b...
Resources<br />http://www.agilejournal.com/articles/columns/column-articles<br />/1472-feature-injection<br />/1684-featur...
Discussion<br />
Twitter:<br />@AntonyMarcano @PapaChrisMatts<br />@RiverGlide<br />E-mail: <br />talktous@riverglide.com<br />antony@river...
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Feature Injection River Glide

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Business Analysts sometimes wonder where they fit in a cross-functional agile team. How do you get from a vague and amorphous business problem to a collection of user stories that the team can incrementally implement?

Chris and Antony show how Business Analysts can use their existing skill sets to find the questions for the "unknown unknowns", the answers for the "known unknowns" and how to spread the shared understanding of the "known knowns".

They will demonstrate how examples can be exchanged to evolve the shared understanding of the domain, how modelling helps uncover gaps in that understanding and how to incrementally communicate this understanding to the people implementing the product.

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  • Let’s get a discussion going here.
  • Traditionally…Expected to somehow see into the future… expectation of 20/20 foresightApplied to all/most/much of the problem before technical teams start implementationEmphasis on models &amp; artifactsBA moved to a new project once implementation startsBalancing new project demands with old project queriesNot enough time to keep documentation up to date for the previous projectNo opportunity to learn while doing
  • Understanding the business value soughtUnderstanding the problem domainExploring the roles, incentives and required product capabilities that solve the problemsSharing that understanding with others
  • In non commercial settingsIncrease &lt;something of value&gt;Reduce &lt;some inhibitor or subtractor&gt;Protect &lt;something of value&gt;
  • The 5th Why is the one that Increases Revenue, Protects Revenue or Reduces Cost.Perhaps better to think of it as ‘popping the “why” stack’ because it’s not always 5 whys.
  • Solutions are an example of something coming from the bottom right…Knowledge falls into one of these categories: Unknown unknowns - the things we don’t know that we don’t know Unknown Knowns – the things that is ‘common sense’ to one but not another Known unknowns – the things we know we don’t know Known Knowns – the things we’re confident in knowingThe knowledge the business analyst starts with is often to the left, some unknown unkowns and some known unknownsImagine a simple board game, where there are: An infinite number of pieces on the bottom left quadrant A finite and known number of pieces in the top leftAn infinite number pieces in the bottom right.The game has two types of move: Questions that identify the right questions to ask? Answers move pieces from uu -&gt; ku Questions that identifywho to ask? Answers: Move pieces ku -&gt; kk And pieces from uk-&gt;kkDuplicate pieces exist where there is an unknown-known with a matching pieces in other ‘unknown’ groupsPieces that move to the top right can be ‘played’ – i.e. used to drive a solutionSome pieces can only be played togetherOthers can only be played as a cluster
  • We naturally model things in our mind. It’s useful to have a way of sharing that with others so that they can challenge our understanding…We want to share that model in a way that makes it easy for anyone to change.
  • As these things solidify, we can pull “business value increments” or “minimal marketable features” or “customer-valued work-items” into a structure that makes it easy to incrementally deliver these in our product
  • As these things solidify, we can pull “business value increments” or “minimal marketable features” or “customer-valued work-items” into a structure that makes it easy to incrementally deliver these in our product
  • From the examples, we infer the rules.We arrive at a coherent set of examples for capturing e-mail… and realise that’s a story.We arrive at some more for sending the reminders
  • Chris, you want an e-mail address there?
  • Feature Injection River Glide

    1. 1. Agile Business Analysis<br />Understanding Feature Injection<br />Antony Marcano & Chris Matts<br />
    2. 2. @AntonyMarcano<br />http://antonymarcano.com<br />@PapaChrisMatts<br />http://decision-coach.com<br />
    3. 3.
    4. 4. Agile Business Analysis<br />So, what is it?<br />
    5. 5. What is Business Analysis<br />Understanding the business value sought<br />Understanding the problem domain<br />Exploring the roles, incentives and required product capabilities that solve the problems<br />Facilitating growth of that understanding among others<br />
    6. 6.
    7. 7. What is Agile Business Analysis<br />Accepting that we can’t have 20/20 foresight<br />Evolve everyone’s understanding of the value & problem as the team evolves the solution<br />Working in small product increments<br />Remaining fully engaged on a project through to delivery – why?<br />
    8. 8. Feature Injection<br />Feature Injection helps us incrementally and Iteratively:<br />Discover the real business value<br />Explore the problem domain<br />Explore the roles, incentives and required product capabilities<br />Evolve’s everyone’s understanding of the problem as the solution also evolves<br />
    9. 9. Facilitate Growth <br />in understanding<br />Understand<br />the value<br />Understand the problem<br />Explore<br />A<br />Solution<br />Learn<br />
    10. 10. Collaboration & Conversation<br />Business Value<br />The Problem<br />(often communicated as a solution)<br />Business Value<br />Business Value<br />Understand the Business Value<br />A solution<br />Understand the Problem(s)<br />Example Driven Modelling<br />Example Driven Modelling<br />Example Driven Modelling<br />Feature<br />Feature<br />Feature<br />Feature<br />
    11. 11. How?<br />
    12. 12. Understand the value<br />Business Value<br />The Problem<br />(often communicated as a solution)<br />Understand the Business Value<br />
    13. 13. “Users ultimately dictate solutions to us, as a delta from the previous set of solutions we’ve delivered them. That’s just human psychology <br /> – writer’s block when looking at a blank page, as compared to the ease with which we provide ‘constructive criticism’ on somebody else’s work.” – Udi Dahan<br />
    14. 14. Business Value<br />Increase<br />Revenue<br />Reduce<br />Costs<br />Protect<br />Revenue<br />?<br />
    15. 15. A Useful Technique<br />5 Whys<br />Popping the “why” stack<br />
    16. 16. Understanding the problem<br />Business Value<br />Example Driven Modelling<br />Example Driven Modelling<br />Feature<br />Feature<br />
    17. 17. Knowns<br />Known unknowns<br />Known knowns<br />Unknowns<br />Knowns<br />Unknown unknowns<br />Unknown knowns<br />Unknowns<br />
    18. 18. Modelling<br />The value is in the outputs<br />
    19. 19. http://www.agilejournal.com/articles/columns/column-articles/1918-feature-injection-part-4<br />
    20. 20. http://www.agilejournal.com/articles/columns/column-articles/1918-feature-injection-part-4<br />
    21. 21. Aim to understand…<br />That which helps achieve the business value:<br />Who will use the product? (roles)<br />What do we need them to do? (behaviours) <br />Why would they want to do it? (incentives)<br />How are user behaviours exhibited? (examples)<br />As these things solidify, we can pull “business value increments” (BVI) <br />into a structure that makes it easy <br />to incrementally deliver these in our product<br />
    22. 22. What-if<br />Example<br />Discussing the resulting evolution to the model may<br /> then inspire more examples<br />Reflect – in scope?<br />Evolving<br />Model<br />Elaborated Example<br />(Test)<br />Feature<br />Group of cohesive examples<br />
    23. 23. Exploring the solutions<br />Business Value<br />Feature<br />Feature<br />
    24. 24. We now have an understanding of…<br />Value: What is our motivation?<br />Roles: Who will use our product?<br />Behaviour: What do we need them to do?<br />Incentives: Why would they want to do it?<br />Examples: How are user behaviours exhibited?<br />
    25. 25. <some business value sought><br /><some solution increment><br /><some role><br /><some product capability><br /><some benefit to the role><br /><some solution increment><br /><some role><br /><some product capability><br /><some benefit to the role><br />
    26. 26. User Stories <br />Grouping of cohesive examples<br />Explains the role, capability and incentive<br />As <some role><br />I want <some capability><br />So that <some benefit to the role><br />XP Day 2001 session “Tuning XP” - Rachel Davies and Tim McKinnon<br />
    27. 27. <Value sought><br />As <some role><br />I want <some capability><br />So that <some benefit to the role><br />As <some role><br />I want <some capability><br />So that <some benefit to the role><br />Should <achieve some<br /> outcome for<br />some stimulae><br />Should <achieve some<br /> outcome for<br />some stimulae><br />Should <achieve some<br /> outcome for<br />some stimulae><br />Should <achieve some<br /> outcome for<br />some stimulae><br />Examples<br />
    28. 28. Example<br />PrintCo – a Printer Manufacturer<br />We need mandatory registration on our website<br />
    29. 29. Why? Because we need more e-mail addresses<br />Why? Because we want to e-mail more customers<br />Why? Because 3% of them buy consumables and this will increase our consumable sales figures<br />So ,we will increase revenue by increasing our mailing list<br />
    30. 30. Role: PrintCo Customers<br />Behaviour: Give us their e-mail addresses<br />Incentive: Get special deals on consumables<br />Printer Driver & Management Software Update?<br />Reminder e-mail page?<br />
    31. 31. Discuss Examples<br />antony+somecomment@riverglide.com<br />andy@riverglide.com<br />nobody@example.com<br />some.body@to.<br />
    32. 32. Increase PrintCo Consumable Sales<br />As PrintCo Customer<br />I want to be asked for my e-mail address via the website<br />So that I can get monthly e-mails with special deals on consumables<br />As a PrintCo Customer<br />I want to be e-mailed with deals specific to my printer<br />So that I don’t have to wade<br /> through irrelevant info<br />Should capture valid email address:<br />name[+comment]@somwhere.com<br />Should reject <br />black-hole addresses: *@example.com<br />Should contain <br />Single ownership consumable deals<br />Should contain multiple ownership consumable deals<br />Examples<br />
    33. 33. Resources<br />http://www.agilejournal.com/articles/columns/column-articles<br />/1472-feature-injection<br />/1684-feature-injection-part-2<br />/1643-feature-injection-part-3<br />/1918-feature-injection-part-4<br />http://www.testingreflections.com/node/view/8556<br />
    34. 34. Discussion<br />
    35. 35. Twitter:<br />@AntonyMarcano @PapaChrisMatts<br />@RiverGlide<br />E-mail: <br />talktous@riverglide.com<br />antony@riverglide.com<br />
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