Presentation given by Pascal Van Cauwenberghe at Lean & Kanban Belgium 2010. Some techniques and methods for Lean and Agile product development.

1. Lean out your Product Backlog Pascal Van Cauwenberghe Nayima

2. “Here we are now.Entertain us.” Kurt Cobain, American Philosopher

3. Consultant. Project Manager. Games Maker. His Blog: blog.nayima.be NAYIMA We make play work

4. And so it begins… We’re going Agile!

5. Congratulations

6. What do I do now?

7. Write User Stories

8. A Vomit of User Stories

9. Prioritise User Stories

10. We need Business Value on each card

11. HELP!

12. There has to be a better way

13. I’d like to have a chat with you about...

14. 1. Some Business Analysis tools That I’ve used the past 10 years

15. 2. Tell war stories Projects where we used the tools

16. 3. Explain why we do this

17. 3. Explain why we do this Before After

18. 4. You may have to do some work

19. 5. Share some more wisdom from American philosophers

20. Who are your top 3 stakeholders?What is their #1 goal? You have 2 mins to share with your neighbour

21. Goal Table Stakeholder, n: Role, Team or Organisation involved or affected by the project Goal, n: What a stakeholder wants to achieve Capability, n: Something we need to achieve the goal. Necessary, but maybe not sufficient Test, n: A way to decide if a goal has been achieved Measure, n: A way to determine how close we are to a goal Risk, n: Negative consequences of achieving the goal

22. A Phone Company

23. Focus on goals not means

24. Quantify stakeholder goals

25. The Logical Thinking Process

26. The Logical Thinking Process Intermediate Objectives Map Prerequisite/ Transition Tree How do we get there? In small steps. What is our goal? What are we missing? Future Reality Tree Current Reality Tree Would that work? What could possibly go wrong? Why don’t we have what we need? Conflict Resolution Diagram What could be done to resolve the underlying fundamental conflict?

27. Using the Logical Thinking Process Intermediate Objectives Map Current Reality Tree Conflict Resolution Diagram Future Reality Tree Prerequisite/ Transition Tree Context Diagram

28. Phone Intermediate Objectives Map Get request Update billing Add service Perform request Provision service Confirm request How difficult could it be?

29. A Phone Company

30. Derive capabilities from goals

31. Some customers seem to have the phone number of our CEO...

32. What are the criteria your organisation uses to select and prioritise work? You have 2 mins to share with your neighbour

33. “Party like it’s 1999” , American Philosopher

34. It’s 1999 While people are getting worried about Y2K…

35. Project E Goal: Build an online bank that sells mortgage loans in Sweden And then in other European countries Constraint: integrate with Swedish government databases Constraint: 2 developers Constraint: the press conference for the launch is in 2.5 months

37. What happened? We launched on time Full-featured frontend Combination of manual and automated processes One country at first, then expanded to Europe All manual processes were automated gradually as customer base grew Money coming in invested in backoffice automation

38. Good looking frontend Press conference Ease of use Curious customers can ask for quote Integration with Swedish government Databases Implement Swedish Business Rules Expand to other countries Scale number of customers

39. Business Value Model Diagram of effects What are the important goals? How will we achieve the goals? What are our constraints? This is our strategy This is our definition of value

40. A Phone Company

41. For example Leading Lagging Customer satisfaction Successful transactions Reliable process Call center cost # calls Request confirmation Customer loss Regulations

42. Project Economic Framework

43. Using the Logical Thinking Process Intermediate Objectives Map Current Reality Tree Conflict Resolution Diagram Future Reality Tree Prerequisite/ Transition Tree Context Diagram Business Value Model Plan

44. Business Value Model == Hypothesis Make reasoning & assumptions explicit Verify regularly and improve

45. PDCA cycle

46. Product Development cycle

47. Create a Business Value hypothesis

48. Verify and improve your Business Value hypothesis Early and often

49. “Coin an acronym and you have a profitable consulting business” Dave Nicolette, American philosopher

50. IDD Irritation Driven Development TM

51. IDD You heard it here first TM

52. Everybody participates in building the models

53. The Kano Model Stupid features Table stakes Linear features

54. “If I had asked my customers what they wanted, they would have said ‘Faster horses’” Henry Ford, American philosopher

55. The Kano Model Stupid features Table stakes Linear features Exciters

56. WOW! I didn’t know you could do that!

57. “The big print giveth.The small print taketh away” Tom Waits, American philosopher

58. What could possibly go wrong?

59. Political risk One type of product is the responsibility of division A Other type of product is the responsibility of division B Division manager bonus is based on revenue of division…

60. Find one risk of success on your project You have 2 mins to share with your neighbour

61. What are the dangers of success?

62. “The chief cause of problems is solutions” Eric Sevareid, American philosopher

63. “When do we (finally) start writing User Stories?” We thought you were an Agile coach? And can’t we start coding yet?

64. Writing stories made easy Goal AS A... TO ACHIEVE... I NEED... GOTCHAS Stakeholder Capability Test and measure Risk I KNOW I GOT IT WHEN... TO ACHIEVE ... AS A ... I NEED ... PASSES IT’S DONE WHEN ... TO NOT ACHIEVE ... I NEED ... Another capability

65. User Story Carpaccio Goal Table Project Level Story Project Level Story Project Level Story Project Level Story Release Level Story Release Level Story Release Level Story Release Level Story Release Level Story Iteration Level Story Iteration Level Story Iteration Level Story Iteration Level Story

66. Derive detailed stories from goals Step by step

67. Kanban board TODO BUSY Accept DONE Iteration Release Value

68. Integrate analysis into your flow From Value to Cash

69. Help! My developers have gone Kanban!

70. Conflict Resolution Diagram Prerequisite 1 Requirement 1 Objective Requirement 2 Prerequisite 2

71. Conflict Resolution Diagram Detailed estimates and plans Reliable long term roadmap Satisfy growing customer base No estimates No planning Be more efficient

72. How would you solve this?

73. Conflict Resolution Diagram Detailed estimates and plans Reliable long term roadmap Satisfy growing customer base Assumption: estimating is the only way to determine the cost of a feature No estimates No planning Be more efficient

74. What if… We didn’t have to estimate to have a cost? We didn’t have to create detailed stories to estimate and plan? But that’s not possible, is it?

75. Conflict Resolution Diagram Detailed estimates and plans Set budget and Build to budget Reliable long term roadmap Satisfy growing customer base No estimates No planning Be more efficient

76. Building the roadmap Put stakeholder goals in the roadmap, not features More implementation freedom More meaningful for customers Estimate the value of each goal in the roadmap Decide how much you want to invest to realise the value As a percentage of the capacity of the team Create a roadmap based on value and budget Not cost

77. Building the roadmap Goal 2 Value/ Budget Goal 1 Value / Budget Goal 4 Value/Budget Goal 1 Value / Budget Goal 3 Value/ Budget Release 2 Release 1

78. Implementing the roadmap For each release, the product manager and team decide how to achieve goals, given the budget Don’t have to stick to individual budgets as long as release budget is respected Constraints create a challenge Which leads to more creativity Monitor flow of stories and handle risks

79. Would you rather haggle…

80. …or solve problems?

81. Respectful Challenge

82. Make it a problem-solving exercise That’s what we’re good at

83. Keep focus Don’t work on 1000 goals at the same time

84. Don’t outrun your customers Backlog The Bottleneck The Business Operations Dev team

85. Don’t outrun your customers The Bottleneck Dev team The Business Operations Backlog 6 releases per year 2 releases per year

86. 4 customers are faster than 1 The Bottleneck Dev team Backlog Sales Operations Production Finance Audit Customers 6 releases per year 2 major releases per year per group

87. We don’t call them “The Business”We call us “We” Dev team Backlog Sales Operations Production Finance Audit Customers 6 releases per year 2 releases per year per group

88. Integrate deeply with your customer

89. Yes, but! No, but!

90. Commonly heard objections “We’ve spent 6 months on analysis already” “Business Value is impossible to measure” “This is waterfall analysis, it’s not agile” “This is too hard” “Doing this with the whole team is a waste of time” “It’s too structured”

91. The Phone Company Before Already spent 2 months on analysis Identified 60 features 2 years worth of work “We need web-based self-service” Reluctantly agreed to do a few days of analysis training After Only 10 out of those 60 features delivered value Identified 4 new features crucial to the success of the project 25% of the value could be delivered within one month; no need for a web application

92. The Chemicals Company Before Asked consultancy to provide bid Consultants did 3 months of analysis Estimate: 9 months of development Customer asked us for a second opinion After 2 weeks to provide bid Estimate: 3 months of development Customer increased value by exchanging features during the project Delivered one day early

93. The Transport Company Before A new team on their first Agile project Two days of business analysis with the whole team “Aren’t we wasting too much time analysing?” “Why are the developers here?” “When can we start coding?” After In production 3 months earlier than predicted “I can’t believe we already released. Normally we’d still be doing analysis.” Developers came up with a new use for existing data, with large financial and ecological benefits

94. The Transport Company Before Development teams deliver more, faster thanks to agile methods Real bottleneck is test and deploy: several months between development and deployment Delivering more is making things worse No budget to improve test and deploy After Every agile project has quantified value Cost of deployment delay becomes visible: millions per month Cost of improving test and deploy is insignificant compared to cost of delay Started test and deploy improvement

95. To summarize These are the only things you need to know to pass the test

96. Just remember Focus on stakeholder goals, not means Model and measure value Apply the science of product development and systems thinking to generate questions Tap into everyone’s creativity Analyse just-in-time using pull Make it a problem-solving exercise There’s a lot more where this came from

97. Business Analysis Body of Knowledge (BABOK) International Institute of Business Analysts (IIBA) www.theiiba.org

98. From the BABOK “Business analysis is the set of tasks and techniques used to work as a liaison among stakeholders in order to understand the structure, policies, and operations of an organization, and to recommend solutions that enable the organization to achieve its goals.”

99. The Agile Extension to the BABOK The Agile extension gives guidance on how to perform business analysis on Agile projects Overview available on IIBA website We need your input and review Yahoo group: Agile_BA_Requirements

100. “I must say I find television very educational. The minute somebody turns it on, I go into the other room and read a book” Groucho Marx, American philosopher

101. If you want to know more

103. Merci Thank You Dank u

104. If you want to know more www.agilecoach.net www.nayima.be blog.nayima.be