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


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A walk through the method used, the adoption, the tooling, and even show the before and after metrics that management kept proving the improvement in complexity and productivity that the team was able to achieve.

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

  1. 1. lige nce tel aper BI s I n , C he nes etter usi ter, B n B - FasLea study C on s u ltant a g i ngCase r. M an e–S olart urt S th July 201 2 K 72 Fr iday
  2. 2. Agenda 1 Description of the team and environment 2 Description of principles and process 3 Benefits achieved & view of the dashboards 4 Questions2 © 2012 IBM Corporation
  3. 3. 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
  4. 4. 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
  5. 5. 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
  6. 6. Agenda 1 Description of team and environment 2 Description of principles and process 3 Benefits achieved & view of the dashboards 4 Questions6 © 2012 IBM Corporation
  7. 7. 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
  8. 8. 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
  9. 9. Agenda 1 Description of team and environment 2 Description of principles and process 3 Benefits achieved & view of the dashboards 4 Questions9 © 2012 IBM Corporation
  10. 10. 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
  11. 11. 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
  12. 12. 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)
  13. 13. Taskboard View13 © 2012 IBM Corporation
  14. 14. Planning View14 © 2012 IBM Corporation
  15. 15. Dashboards15 © 2012 IBM Corporation
  16. 16. High Level - Project Active Status Report16 © 2012 IBM Corporation
  17. 17. 17 © 2012 IBM Corporation
  18. 18. Streams on: • Agile ALM • Cloud & Mobile Case Studies by: • Architecture • NBN Co • Continuous Delivery • Telstra • Accenture • Odecee This is a complimentary event 18 © 2012 IBM Corporation