Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

BA and Beyond - Matt thompson - Making the complex complicated Reuniting cause and effect

1,282 views

Published on

So much of software development and customer solution delivery is exploratory, requiring experimentation to solve new problems in areas we know nothing about. Our requirements are not known. They are not waiting to be gathered. They must be discovered. In many cases it may only be possible to determine the cause of a successful effect after the event.

So how do we approach such uncertain situations as Business Analysts?

This session will introduce the Cynefin framework, a model that helps us make sense of different problems, based on their predictability.

It will describe how we as analysts can use it to understand which of our problem areas are complex and how we should respond, embracing this uncertainty.

It will also introduce requirement discovery techniques for problems that no-one yet understands, and how these have been used to discover customer needs in a new loyalty proposition at John Lewis & Partners.

Published in: Business
  • Be the first to comment

  • Be the first to like this

BA and Beyond - Matt thompson - Making the complex complicated Reuniting cause and effect

  1. 1. Making The Complex Complicated Reuniting cause and effect Matt Thompson @BAmattTea
  2. 2. What would you do if your printer ran out of paper?
  3. 3. What would you do if your car ran out of brake fluid?
  4. 4. What would you do if you wanted your start-up to make €1m profit in its first year?
  5. 5. GAME ∞ NEVERENDING
  6. 6. GAME ∞ NEVERENDING
  7. 7. No-one set out to do these things Outcomes and requirements weren’t known beforehand They were all differentiators and hugely valuable
  8. 8. COMPLICATED OBVIOUS COMPLEX CHAOTIC Cynefin Dave Snowden & Cognitive Edge
  9. 9. COMPLICATED OBVIOUS COMPLEX CHAOTIC
  10. 10. COMPLICATED OBVIOUS COMPLEX CHAOTIC Best practice categorise
  11. 11. COMPLICATED OBVIOUS COMPLEX CHAOTIC Best practice Good practice analyse categorise
  12. 12. COMPLICATED OBVIOUS COMPLEX CHAOTIC Best practice Good practiceEmergent practice analyse categorise probe
  13. 13. COMPLICATED OBVIOUS COMPLEX CHAOTIC Best practice Good practiceEmergent practice Novel practice analyse categorise probe act
  14. 14. 5 4 2 3 1 Somebody outside the organisation has done it Nobody has ever done it Somebody inside the organisation has done it Someone in the team has done it We all know how to do it with thanks to Liz Keogh
  15. 15. COMPLICATED OBVIOUS COMPLEX CHAOTIC Best practice Good practiceEmergent practice Novel practice
  16. 16. COMPLICATED OBVIOUS COMPLEX CHAOTIC Best practice Good practiceEmergent practice Novel practice 5 4 2 3 1
  17. 17. CUSTOMER LOYALTY increase
  18. 18. CUSTOMER LOYALTY Beyond what we’d already tried... Nobody in our organisation had new knowledge Nobody had succeeded in our context increase
  19. 19. CUSTOMER LOYALTY Beyond what we’d already tried... Nobody in our organisation had new knowledge Nobody had succeeded in our context 4 increase
  20. 20. Indicators of success Indicators of failure A way to amplify it A way to dampen it A scenario where it works SAFE-TO-FAIL PROBES
  21. 21. What did we probe? To discover what would make customers more loyal
  22. 22. Single card Single, cross-divisional loyalty scheme One card and all benefits in one place
  23. 23. Single card Increase invitees Sign-ups to invite Engagement in feedback Oops!
  24. 24. WHAT DID I LEARN? Classifying problem how to analyse it Define safe-to-fail probe indicators (especially how dampen) Probes don’t need to be groundbreaking Don’t try to make probes work - just measure indicators @BAmattTea

×