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Kaizania Academies - Agile: where Business Analysts go to die?
The document discusses the challenges faced by business analysts in agile organizations, emphasizing the need for adaptation rather than strict adherence to traditional methodologies. It explores the importance of reducing waste and creating value in order to facilitate continuous improvement and adaptation in a rapidly changing environment. The author advocates for a shift in mindset and practices for business analysts to effectively contribute to organizational success in an agile context.
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Kaizania Academies - Agile: where Business Analysts go to die?
- 1. |Agile where business analystsgo to die? IIBA BASSA 2013 – 3 & 4 September 2013 Arrie van der Dussen
- 3. get hold ofme • Co-founder of EOH Kaizania Academies • Director @ EOH Kaizania Academies • 18 years experience in IT • 10+ experience in Lean, Agile, Organisational Transformation • Agile consultant, trainer and coach 083 700 2181 arrie@kaizaniaacademies.co.za @arrievddussen
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- 5. Source: Ian Morris| Why the West Rules – For Now Humanities capability in terms of: • Energy Capture • Organization • Information Technology • Weaponry
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- 12. • Field ofplay • Players • Playing • Feedback • Survivors • Adaptation - Players • Adaptation - Field of Play Darwin
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- 14. your products & services& processes will change ever faster and it will never stop
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- 16. | FLOW BASEDPRODUCT DEVELOPMENT – ENABLING CONTINUOUS ADAPTATION
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- 20. | WHERE DOBA’S FIT INTO THIS?
- 21. not sure, youare mentioned nowhere?
- 22. do what youdo usually but do it differently the difference is not big at all but it’s huge
- 23. | WHY ISIT SO DIFFICULT TO BE A BUSINESS ANALYST IN AN “AGILE” ORGANISATION?
- 24. Who drives thebus? • 95% - IT – Why? who is driving the bus?
- 25. silver bullet overprinciples and values
- 28. do not getsucked into the tools, processes and terminology
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- 30. Work hard, butlimited change • We are stuck! fooling around without real organisational change!
- 31. Most of thisstill Waterfall/Gated Processing and Planning Thus, agile does not realise the expected benefits through empirical process control in order to deliver fast at high quality in a constantly changing and fast paced environment. Limited Agile practices only applied at this level Project Initiation Project Planning Requirements Definition Archirecture Design Systems Analysis Development
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- 33. Business and IT– Stop the silliness and share the risk
- 34. agile is nota baseball bat to hit I.T with!
- 36. | SO, WHATTO DO?
- 37. muda (waste) andnon value added activities value added muda (waste) and non value added activities value addedreduced waste traditional focus lean focus total lead time through value stream muda (waste) and non value added activities value added push harder to deliver profit reduce waste to increase profit profitprofit | waste vs value
- 38. pure waste manufacturing Industry serviceIndustry 60% 5%35 % Value addednecessary waste 49% 1 % 50% total lead time through value stream | waste vs value
- 39. business analysis to: toavoid/remove waste to create flow of value to enable pull to continuously perfect to understand value
- 40. | IT’S ABOUTECONOMICS
- 41. principlesofinnovation active managementof queues exploitation of variability cadence and synchronisation exploiting fast feedback reduction of batch sizes to enable flow WIP limitation to ensure higher flow and quality decentralised control value this makes for good economics, or does it?
- 42. tactical execution strategic Management Infrastructure & Process Architecture & Practices Culture& Mindset Tools & Techniques
- 43. | BUSINESS ANALYSTFOCUS?
- 44. Learn to applyyour knowledge and techniques appropriately based on what you face: Project Complexity Project Uncertainty |adapt, do not conform
- 45. revolutionary non standard work empiricalprocess control evolutionary standard work defined process control doing reviewing adapting planning value value stream flow pull perfection operating existing products and services more efficiently shortening concept to cash cycle | understand kaizen in your world!
- 46. In summary Business analysisis a goal, not a role Business analysis must be adaptable Don’t be different, just do what you do differently Enable change and value Apply your competence and knowledge, just in a different manner Your actions needs to assist your organisation to adapt. Continuously!
- 47. Help your organisationthrive! AGILE ANALYSIS
- 48. Help your organisationthrive! ANALYSIS AGILITY Thank you! arrie@kaizaniaacademies.co.za @arrievddussen