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Beyond SW Agility, how to drive Business Agility Transformation

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R&D Program for Businees Transformation through an Agile approach
The importance of the Business Analysis.
Key stakeholders and main techniques of BA
BABOK Guide customization for the Agile program

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Beyond SW Agility, how to drive Business Agility Transformation

  1. 1. Beyond SW Agility, how to drive Business Agility Transformation Gaetano Lombardi, Program Manager HCL Pierpaolo Salvador, Project Manager HCL Enterprise Hotel, Corso Sempione, 91-93, Milano © International Institute of Business Analysis
  2. 2. HCL is a business enterprise with presence in the fields of Technology and Healthcare. Founded in 1976 as one of India's original IT garage start-ups, the HCL enterprise currently comprises three companies in India - HCL Technologies, HCL Infosystems and HCL Healthcare with annual revenues of US$ 6.5 billion and over 95,000 professionals from diverse nationalities operating across 31 countries including over 500 points of presence in India. In the technology space, HCL’s offerings span a wide range of software and hardware services and solutions including R&D, Technology Services, Enterprise and Applications Consulting, Remote Infrastructure Management, IT Hardware, Systems Integration, Distribution of Technology and Telecom Products. A new entrant in Healthcare, HCL aims to provide innovative medical services, products and training to meet the growing demand for quality Healthcare in India. For further information, visit www.hcl.com © International Institute of Business Analysis 2
  3. 3. Agenda AGILE and LEAN Transformation: SW Agility AGILE and LEAN Transformation: Business Agility The Efficiency Paradox Operational Strategy Application Lesson Learned © International Institute of Business Analysis 3
  4. 4. Project Success Rate increases © International Institute of Business Analysis 4
  5. 5. AGILE and LEAN © International Institute of Business Analysis 5
  6. 6. AGILE (LEAN) Transformation AGILE and LEAN transformation often focuses on process improvement benefits adopting ad hoc methods and tools Tipically: Established lifecycle from idea to working software Transparency of software development process Structured approach to requirements management Reliable planning and estimation practices Action plan for continuous improvement for the teams (based on a team / enterprise retrospective). © International Institute of Business Analysis 6
  7. 7. BABOK® Guide Heating Map © International Institute of Business Analysis 7 Business Analysis Process BABOK ver 2.0 Development Project BusinessAnalyst 2.1 Plan Business Analysis Approach 2.2 Conduct Stakeholder Analysis 2.3 Plan BA Activities 2.4 Plan BA Communication 2.5 Plan Req’ts Mgt Process 2.6 Manage BA Performances 5.1 Business Need 3.1 Prepare for Elicitation 4.1 Manage Solution Scope & Requirements 6.1 Prioritize Requirements 4.4 Prepare Req’ts Package 4.5 Communicate Requirements 4.2 Manage Req’ts Traceability 3.2 Conduct Elicitation Activities 3.3 Document Elicitation Results 3.4 Confirm Elicitation Results 6.3 Specify & Model Results 5.1 Define Business Need 7.4 Define Transition Requirements 4.3 Maintain Req’ts for Re- Use 7.1 Assess Proposed Solution 7.2 Allocate Requirements 5.2 Assess Capability Gaps 5.3 Determine Solution Approach 5.4 Define Solution Scope 5.5 Define Business Case 7.5 Validate Solution 6.2 Organize Requirements 6.4 Define Assumptions & Costraints Solution Selection or design Solution Implementation 7.3 Assess Organization Readines 6.5 Verify Requiremments 6.6 Validate Requiremments 7.6 Evaluate Solution Performance Legend BABOK Guide Tasks Application: RED frequently applied; Orange applied; Green Less Applied
  8. 8. Stakeholders Engagement Heating Map Business Analyst Customer Domain SME End User Implementation SME Operational Support Project Manager Supplier Tester Regulator Sponsor © International Institute of Business Analysis 8 Legend BABOK® Guide Stakeholders: RED frequently engaged Orange engaged Green Less engaged Solution Requirements
  9. 9. SW Agility vs Business Agility Large part of organization starting AGILE or LEAN transformation have not succeeded in getting the benefits that they hope from it, as achieving business agility “rapidly responding with solutions that address business and customer needs” Adopting AGILE or LEAN methods and tools for business process is, in fact, somewhat misleading, because it assumes that AGILE or LEAN is a collection of methods and tools. But that it is not AGILE or LEAN. LEAN or AGILE is an operation strategy. Therefore the question is “How do we realize a LEAN / AGILE implementation strategy ?” © International Institute of Business Analysis 9
  10. 10. Resource Efficiency vs Flow Efficiency © International Institute of Business Analysis 10
  11. 11. System effects of the two Strategies © International Institute of Business Analysis 11
  12. 12. Lean as Operational Strategy © International Institute of Business Analysis 12 Strategy to increase Resource Efficiency Strategy to increase Flow Efficiency
  13. 13. BABOK® Guide Heating Map © International Institute of Business Analysis 13 Development Project BusinessAnalyst Legend BABOK ® Guide Tasks Application: RED frequently applied; Orange applied; Green Less Applied
  14. 14. Stakeholders Engagement Heating Map Business Analyst Customer Domain SME End User Implementation SME Operational Support Project Manager Supplier Tester Regulator Sponsor © International Institute of Business Analysis 14 Solution Requirements Business Requirements Stakeholders Requirements Transition Requirements Legend BABOK® Guide Stakeholders: RED frequently engaged Orange engaged Green Less engaged
  15. 15. From standard process to Value Stream Mapping © International Institute of Business Analysis 15
  16. 16. VSM Analysing Variation and Bottlenecks © International Institute of Business Analysis 16
  17. 17. VSM Reducing variations and bottlenecks © International Institute of Business Analysis 17 F0 10 F1 49 F2 22 F3 11 F4 10 Slots used 58% on LSV 73% M13A 50% M13B M14A Features to be tested before C4 8 TR xxx TR 40 TR AS 40 2 weeks2,5 days5 weeks2 weeks1/2 weeks1 week
  18. 18. Improvement trend © International Institute of Business Analysis 18
  19. 19. Lessons Learned Business transformation shall not be executed at lower abstraction levels, methods and tools, but shall start from values and principles. Shared Operational Strategy, connected to Business needs, has been the guiding light BABOK Guide in Business Transformation. Some of the processes becomes hotter than others and key for success: Conduct Elicitation Activities Assess capability Gaps Define Solution Scope Assess Organization Readiness Define Transition Requirements and Communication … Among techniques: Focus Group, Interviews, Metrics and Key Performance Indicators, Process Modelling, Observation, have been the key practices to run the operational improvements. © International Institute of Business Analysis 19
  20. 20. Thanks! gaetano.lombardi@hcl.com pierpaolo.salvador@hcl.com © International Institute of Business Analysis

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