6. What is Business Analysis Understanding the business value sought Understanding the problem domain Exploring the roles, incentives and required product capabilities that solve the problems Facilitating growth of that understanding among others
7.
8. What is Lean Business Analysis Accepting that we can’t have 20/20 foresight Evolve everyone’s understanding of the value & problem as the team evolves the solution Working in small product increments Remaining fully engaged on a project through to delivery – why?
9. Feature Injection Feature Injection helps us incrementally and Iteratively: Discover the real business value Explore the problem domain Explore the roles, incentives and required product capabilities Evolve’s everyone’s understanding of the problem as the solution also evolves
10. Facilitate Growth in understanding Understand the value Understand the problem Explore A Solution Learn
11. Collaboration & Conversation Business Value The Problem (often communicated as a solution) Business Value Business Value Understand the Business Value A solution Understand the Problem(s) Example Driven Modelling Example Driven Modelling Example Driven Modelling Feature Feature Feature Feature
13. Understand the value Business Value The Problem (often communicated as a solution) Understand the Business Value
14. “Users ultimately dictate solutions to us, as a delta from the previous set of solutions we’ve delivered them. That’s just human psychology – 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
15. Business Value Increase <thing of value> Reduce <subtractor from value> Protect <thing of value> ?
22. Aim to understand… That which helps achieve the business value: Who will use the product? (roles) What do we need them to do? (behaviours) Why would they want to do it? (incentives) How are user behaviours exhibited? (examples) As these things solidify, we can pull “business value increments” into a structure that makes it easy to incrementally deliver these in our product
23. What-if Example Discussing the resulting evolution to the model may then inspire more examples Reflect – in scope? Evolving Model Elaborated Example (Test) Feature Group of cohesive examples
25. We now have an understanding of… Value: What is our motivation? Roles: Who will use our product? Behaviour: What do we need them to do? Incentives: Why would they want to do it? Examples: How are user behaviours exhibited?
26. <some business value sought> <some solution increment> <some role> <some product capability> <some benefit to the role> <some solution increment> <some role> <some product capability> <some benefit to the role>
27. User Stories Grouping of cohesive examples Explains the role, capability and incentive As <some role> I want <some capability> So that <some benefit to the role> XP Day 2001 session “Tuning XP” - Rachel Davies and Tim McKinnon
28. <Value sought> As <some role> I want <some capability> So that <some benefit to the role> As <some role> I want <some capability> So that <some benefit to the role> Should <achieve some outcome for some stimulae> Should <achieve some outcome for some stimulae> Should <achieve some outcome for some stimulae> Should <achieve some outcome for some stimulae> Examples
29. Example PrintCo – a Printer Manufacturer We need mandatory registration on our website
30. Why? Because we need more e-mail addresses Why? Because we want to e-mail more customers Why? Because 3% of them buy consumables and this will increase our consumable sales figures So ,we will increase revenue by increasing our mailing list
31. Role: PrintCo Customers Behaviour: Give us their e-mail addresses Incentive: Get special deals on consumables Printer Driver & Management Software Update? Reminder e-mail page?
33. Increase PrintCo Consumable Sales As PrintCo Customer I want to be asked for my e-mail address via the website So that I can get monthly e-mails with special deals on consumables As a PrintCo Customer I want to be e-mailed with deals specific to my printer So that I don’t have to wade through irrelevant info Should capture valid email address: name[+comment]@somwhere.com Should reject black-hole addresses: *@example.com Should contain Single ownership consumable deals Should contain multiple ownership consumable deals Examples
Antony Marcano & Andy PalmerExperienced Agile Developers & Coaches for hireCreated http://pairwith.usCreated Narrative Fixture
Let’s get a discussion going here.
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 & 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 <something of value>Reduce <some inhibitor or subtractor>Protect <something of value>
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 -> ku Questions that identifywho to ask? Answers: Move pieces ku -> kk And pieces from uk->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
We naturally model things in our mind. It’s useful to have a way of sharing that with others so that they can challenge our understanding…We want to share that model in a way that makes it easy for anyone to change.
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
