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Luke Johnstone (Assurity Consulting)

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'Why Traditional BA Practices Are a Blocker to an Agile Transformation'

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Luke Johnstone (Assurity Consulting)

  1. 1. Why Traditional BA Practices are a Blocker in an Agile Transformation Luke Johnstone Assurity Consulting
  2. 2. Intro’s Traditional  BA  Practices Agile  Transformation ChCh  Earthquakes Anti  Patterns Types  of  Waste Wrap  up
  3. 3. Context - Traditional Business Analysis Practices •  All the analysis upfront •  Verbose requirements documents •  Walkthroughs, reviews and sign off of BA artefacts •  Baselining and freezing of requirements •  Hand over requirements and leave the team to it •  Communicate via documents
  4. 4. Context - Agile Transformation Doing Agile Being Agile
  5. 5. Context – Christchurch Earthquakes
  6. 6. My Experience… Forward Works Project
  7. 7. Context – Christchurch •  As urgency lessened, people wanted to keep operating in this way •  This drove a new way of doing Business Analysis…
  8. 8. Working with the right people at the right time Doing all of the analysis upfront Producing what is needed, when its needed Working in Silos Building quality in from the outset Checking for quality at the end Avoiding unnecessary steps that don’t add value Following a prescribed process over over over over Lean Business Analysis Manifesto
  9. 9. Eliminate BA Anti Patterns
  10. 10. Business Analysis Anti Patterns = Waste
  11. 11. An Agile Transformation requires us to: •  Be Leaner •  Decide Faster •  Be Collaborative and Transparent •  Focus on Value Adding activities •  Reduce Necessary Waste and eliminate Non Value Adding activities But Why Focus on Waste?
  12. 12. Waste 1of 8 - Unfinished Work Unsold inventory or Debt. Costs incurred but no return on investment
  13. 13. Unfinished Work - Example Finished the analysis, then nothing happened...ever! Pre Job Processing Customer Comms ICP selection Validate Address data Identify ICPs for deployment Create Deployment Letter Templates Send comms via email Improve vacant disco selection process (criteria) Improve MD process Tidy up existing address data Tidy up vacant letter report Add Do not disco / reco flag to accounts Tidy up vacant disco reconciliation report Target vacant consumption Introduce Consumption threshold Introduce new check if previous customer MD Tidy up existing address data ongoing Remove unused info Exclude long term vacant ICPs Remove unmetered ICPs Create Service Orders Close Service Orders Transform files Validate files Process files Receive files Create SO’s Validate SO’s Deliver SO’s Allocate SO’s Via Web services Apply file level validation NMR files Via eMail From Metrix Meter location codes Register content codes Apply content level validation Delta Disco/ Reco/MC CJR CJRs with UTI Tariff Code mismatches Meter number mismatches Cat 2 Deployment CJRs Apply fees Reverse fees CJRs with unsuccessful closure codes Return invalid CJRs NMR files Add memo note deployment Apply validation rules to SOs Stop invalid SO’s being generated Maintain allocation matrix Allocate SOs Maintain delivery matrix Deliver SO to MEP Via Web services eMail Bulk creation Decision support to EA complete SO Data entry validation rules All Service Order types 1 2 3 IVR/website for Disc Temp Processing temp Disco / Reco CJRs Disco – is customer MD? Approval to disco? SO contains mandatory info For Disco credit; vacant For Disco temp/other Reco When creating SO’s manually For pre-vetting calls into EC Deployment Disco/Reco? AMS AMS as an interim step before webservice? Deployment Disco/Reco? Return to sender if fails file level validation Temp reco’s are raised when temp disco SO’s are raised. The reco CJR may be received before the disco CJR If job unsuccessful If job successful Deployment; meter changes Deployment; meter changes Deployment; meter change; disco; reco Get CJR info quicker Get permanent Disco CJR quicker Manage Service Orders Workflow Management Reporting SP Management Exception Management Disco credit SOs report Store exceptions Auto resolve exceptions identify exceptions Assign exceptions for resolution Monitor SLA adherence Identify changes to in flight SO’s Cancel So’s Auto Cancel SO’s on switch Notify SPs of changes to in flight SO’s ARCS SOs to remain open Number of un/ sucessful/ cancelled jobs Post Job Processing MEP Noms Comms Monitor acceptance Manage non acceptance Manage rejections My Meridian access notification Confirm Disco completed Notify customers they can access my meridian after the AMM upgrade Notify customers their site has been permanently disconnected
  14. 14. Unfinished Work - Solution Doing all of the analysis upfront Producing what is needed, when its needed over
  15. 15. Waste 2 of 8 – Unnecessary Features Features that go beyond the basic function of the product Delays release of product and ROI Increases cost of product
  16. 16. Unnecessary Features - Examples
  17. 17. Unnecessary Features - Solutions •  Involving the right users or focus groups •  Impact mapping – Linking deliverables to goals •  Identifying the MVP •  Prototyping •  Iterative releases Doing all of the analysis upfront Producing what is needed, when its needed over
  18. 18. Waste 3 of 8 – Silos and Handovers BA works in isolation of the customer or delivery team Hands over responsibility to the development team and leaves them to it
  19. 19. Silos and Handovers - Examples •  Developers wanted certainty around requirements •  Refused to accept work into a sprint until all requirements defined and all questions are answered •  Developers wanted certainty around requirements •  Refused to accept work into a sprint •  until all requirements defined and all questions are answered •  Refused to accept work •  Just et it done •  Then do the next tings
  20. 20. Silos and Handovers - Solution •  Collaborate •  Manage Value •  Make use of Definition of Ready and Definition of Done •  The Art of Negotiation •  Manage Expectations i.e. identify the key steps / information needed / people to influence in order to get decisions made Working with the right people at the right time Working in Silos over
  21. 21. Waste 4 of 8 – Unnecessary Processes Unnecessary processes can strangle an Agile process / framework Non value adding processes vs Necessary waste
  22. 22. Unnecessary Processes - Examples •  Governance gates, stage gating •  Sign off of requirements process / walk throughs / involving powerless stakeholders •  Defining too much detail too early
  23. 23. Unnecessary Processes - Solution BSG Customer Receive  SR Vol  average  ?  per  year %C&A  unknown (*)  Biz  Stakeholders,  BA,   Architecture,  Prog.  Owner Triage  SR Vol  average  ?  per  year %C&A  unknown (*)  Prog.  Owner,  PM Approve  and   Prioritise  SR PT   Vol  200  average  per  day %C&A  unknown (1)  Service  Desk Technician Regression  Test PT   Vol  average  12  per  year %C&A  unknown (*)  Prog.  Owner,  PM Develop  and  Test PT   Vol  average    per  year %C&A  unknown (*)  Prog.  Owner,  PM VA:  18d  3h WT:  126d <  1  Hour 5  days VSM Clear? Clear? Release PT   Vol  average  12    per  year %C&A  unknown (*)  Prog.  Owner,  PM Identify  options PT   Vol  average  ?  per  year %C&A  unknown (*)  Prog.  Owner,  PM Build  release   Package PT   Vol  average  12  per  year %C&A  unknown (*)  Prog.  Owner,  PM no yes no 1  day 15  days  (avg) 3  days2  Hours 10  daysUnknown <  1  day 5  days 60  days  (avg) 20  days  (avg) 10  days  (avg) 15  days  (avg) 0 VA  Time Wait  Time Project? Opportunity:   Reduce  the  wait   time  before  SRs   are  developed Opportunity:   Reduce  the  time   taken  to  do   regression   testing Opportunity:   Make  it  easier  to   track   development   time Avoiding unnecessary steps that don’t add value Following a prescribed process over
  24. 24. Waste 5 of 8 – Context Switching Increased risk of happening to BAs when working in an Agile team People unwilling to let go or Trying to do the right thing Making the most of a resource
  25. 25. Context Switching - Example
  26. 26. Context Switching - Solution •  Awareness / mindful of context switching •  Good Time management and Timing •  Stop starting / use WIP limits •  Expectation management •  Visualise the work •  A system can be optimised too much, need some inefficiency to cope Doing all of the analysis upfront Producing what is needed, when its needed over
  27. 27. Waste 6 of 8 – Waiting Can result in missed opportunities Delays the realisation of value
  28. 28. Waiting - Examples •  Waiting for management to make a decision •  Waiting for Development Team to be available •  Waiting for Stakeholders to be available
  29. 29. Waiting - Solution •  Understand / define the decision making criteria •  Asking the question - what can I do to push things along •  Make visible what will happen if a decision is not made •  Understanding pre and post conditions to optimise flow •  Better flow by slicing / chunking down to deliver analysis over Working with the right people at the right time Working in Silos
  30. 30. Waste 7 of 8 – Rework Redoing work that has already been done Unauthorised or Skunk work
  31. 31. Rework - Example •  Requirements needed to be verified •  Done too early •  $25k - $30k
  32. 32. Rework - Solution •  Just enough, Just In Time •  Involve the right user •  Impact Mapping / Story Mapping / Journey Mapping Doing all of the analysis upfront Producing what is needed, when its needed over
  33. 33. Waste 8 of 8 – Knowledge Hoarding Relying on a single person to provide all knowledge Niche / bleeding edge Complacency / assumptions
  34. 34. Knowledge Hoarding - Examples •  SME => BA •  One person being the font of all knowledge
  35. 35. Knowledge Hoarding - Solution •  Awareness •  Include other project team members early •  3 Amigos •  Pairing and Sharing •  Knowledge sharing sessions Working with the right people at the right time Working in Silos over
  36. 36. Summary An Agile Transformation requires a different approach to Business Analysis: •  Be Leaner, more Collaborative, and Transparent •  Focus on Value •  Earthquakes are bad, good outcomes though… •  Through necessity we developed a Lean Business Analysis Service
  37. 37. •  It means….! There's no more BAU, so we can’t do BA as usual!! Working with the right people at the right time Doing all of the analysis upfront Producing what is needed, when its needed Working in Silos Building quality in from the outset Checking for quality at the end Avoiding unnecessary steps that don’t add value Following a prescribed process over over over over Lean Business Analysis Manifesto
  38. 38. Thanks  for  listening…   Your  name     Your  organisa4on   Follow  me  @your  twi9er   Your  pic   Thanks for listening… Luke Johnstone Assurity Consulting
  39. 39. Working with the right people at the right time Doing all of the analysis upfront Producing what is needed, when its needed Working in Silos Building quality in from the outset Checking for quality at the end Avoiding unnecessary steps that don’t add value Following a prescribed process over over over over Lean Business Analysis Manifesto
  40. 40. Business Analysis Anti Patterns = Waste

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