Feature Injection<br />Lean Business Analysis<br />Antony Marcano & Andy Palmer<br />
@AntonyMarcano<br />http://antonymarcano.com<br />@AndyPalmer<br />http://andypalmer.com<br />
Credit where credit is due<br />@PapaChrisMatts<br />http://decision-coach.com<br />
What is Business Analysis<br />Understanding the business value sought<br />Understanding the problem domain<br />Explorin...
What is Lean Business Analysis<br />Accepting that we can’t have 20/20 foresight<br />Evolve everyone’s understanding of t...
Feature Injection<br />Feature Injection helps us incrementally and Iteratively:<br />Discover the real business value<br ...
Feature Injection Overview<br />Facilitate Growth <br />in understanding<br />Understand<br />the value<br />Understand th...
Feature Injection in Practice<br />Collaboration & Conversation<br />Business Value<br />The Problem<br />(often communica...
How?<br />
Business Value<br />The Problem<br />(often communicated as a solution)<br />Understand the Business Value<br />Understand...
	“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 /><thing of value><br />Reduce<br /><subtractor from value><br />Protect<br /><thing of va...
A Useful Technique<br />5 Whys<br />Popping the “why” stack<br />
Business Value<br />Example Driven Modelling<br />Example Driven Modelling<br />Feature<br />Feature<br />Understanding th...
Knowns<br />Known unknowns<br />Known knowns<br />Unknowns<br />Knowns<br />Unknown unknowns<br />Unknown knowns<br />Unkn...
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...
Business Value<br />Feature<br />Feature<br />Exploring the solutions<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...
Feature Injection in Practice<br />Collaboration & Conversation<br />Business Value<br />The Problem<br />(often communica...
Resources<br />http://www.agilejournal.com/articles/columns/column-articles<br />/1472-feature-injection<br />/1684-featur...
Discussion<br />
Twitter:<br />@AntonyMarcano @AndyPalmer<br />@RiverGlide<br />E-mail: <br />talktous@riverglide.com<br />
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  • Antony Marcano &amp; Andy PalmerExperienced Agile Developers &amp; Coaches for hireCreated http://pairwith.usCreated Narrative Fixture
  • 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
  • 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 riverglide

    1. 1. Feature Injection<br />Lean Business Analysis<br />Antony Marcano & Andy Palmer<br />
    2. 2. @AntonyMarcano<br />http://antonymarcano.com<br />@AndyPalmer<br />http://andypalmer.com<br />
    3. 3. Credit where credit is due<br />@PapaChrisMatts<br />http://decision-coach.com<br />
    4. 4.
    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 Lean 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. Feature Injection Overview<br />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. Feature Injection in Practice<br />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. Business Value<br />The Problem<br />(often communicated as a solution)<br />Understand the Business Value<br />Understand the 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 /><thing of value><br />Reduce<br /><subtractor from value><br />Protect<br /><thing of value><br />?<br />
    15. 15. A Useful Technique<br />5 Whys<br />Popping the “why” stack<br />
    16. 16. Business Value<br />Example Driven Modelling<br />Example Driven Modelling<br />Feature<br />Feature<br />Understanding the problem<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. http://www.agilejournal.com/articles/columns/column-articles/1918-feature-injection-part-4<br />
    19. 19. http://www.agilejournal.com/articles/columns/column-articles/1918-feature-injection-part-4<br />
    20. 20. 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”<br />into a structure that makes it easy <br />to incrementally deliver these in our product<br />
    21. 21. 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 />
    22. 22. Business Value<br />Feature<br />Feature<br />Exploring the solutions<br />
    23. 23. 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 />
    24. 24. <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 />
    25. 25. 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 />
    26. 26. <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 />
    27. 27. Example<br />PrintCo – a Printer Manufacturer<br />We need mandatory registration on our website<br />
    28. 28. 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 />
    29. 29. 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 />
    30. 30. Discuss Examples<br />antony+somecomment@riverglide.com<br />andy@riverglide.com<br />nobody@example.com<br />some.body@to.<br />
    31. 31. 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 />
    32. 32. Feature Injection in Practice<br />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 />
    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 @AndyPalmer<br />@RiverGlide<br />E-mail: <br />talktous@riverglide.com<br />

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