The document discusses the concept of business analysis, defining it as practices and tools for understanding organizational structures and recommending solutions. It compares traditional waterfall and agile development methodologies, advocating for lean thinking to enhance business analysis and project outcomes. Additionally, it emphasizes the importance of value delivery and waste reduction in enterprise analysis to improve business capabilities and stakeholder satisfaction.

1. 2010
“Lean Thinking on
“Lean Thinking on
Business Analysis”
Business Analysis”
Continuous Discovery and Delivery
of Business Transformations

2. Do you know what is
Business Analysis?

3. Definition based on BABOK/IIBA:
“Business Analysis is a set of practices and tools that
allow us to understand the structure, polices and
operations of an organization in order to recommend
solutions that could contribute to achieve its goals.”
2004-2009

4. Ok! But this is not what
many people do over there
Agile Development
Business Intelligence
Business Analysts
Business Analysts Systems Analysts
Business Process Management Systems Analysts
Business Rules
Requirements Analysts
Requirements Analysts Product Owners
Decision Analysis and Game Theory Product Owners
Enterprise Architecture
Governance and Compliance Frameworks Product Managers
Product Managers Business Architects
Business Architects
IT Service Management
Lean and Six Sigma Project Managers
Project Managers Management Consultants
Management Consultants
Organizational Change Management
Project Management UX Designers
UX Designers Process Analysts
Process Analysts
Quality Management
Service Oriented Architecture
Software Engineering (particularly Requirements Eng.)
Software Process Improvement
Software Quality Assurance
Strategic Planning
Usability and User Experience Design

5. Business Analysis Knowledge Areas Determine how to complete aa
Determine how to complete
BABOK® Guide Version 2.0 business analysis effort
business analysis effort
Define aa solution that can
Define solution that can
feasibly be implemented by the
feasibly be implemented by the
business
business
Determine which solution
Determine which solution
best fits the business need
best fits the business need
Identify and understand
Identify and understand
needs and concerns
needs and concerns
Ensure that stakeholders and
Ensure that stakeholders and
team remain in agreement
team remain in agreement
on the solution
on the solution
Enable the team to implement aa
Enable the team to implement
solution that will meet the needs
solution that will meet the needs Support the effective
Support the effective
of the sponsoring organization
of the sponsoring organization performance of
performance of
and stakeholders
and stakeholders business analysis
business analysis

6. Is it true
that all of
Business Analysis
professionals follow the
WATERFALL
Model?

7. In 2006, by recognizing that the agile approach is
significantly contributing to the way people are
developing software, the IIBA determined that
BABOK version 2.0 (2009) should be compatible
with this way of thinking.
Plan Driven
X
Change Driven
BABOK Agile Extension will be published in 2011

8. Let’s play
Let’’s play
Let’
Let
a game!
a game!

9. Large Lots x Small Lots
Team Setup
Analyst Designer Programmer Tester Customer
Game Goal
Deliver to the customer 10 software requirements analyzed,
designed, coded and tested in the shortest time.

10. Experiment Results
Operating in Large Lots
Analysis Design Coding Testing
1 2 3 4 5 6 7 8 9 0 1 2 3 4 5 6 7 8 9 0 1 2 3 4 5 6 7 8 9 0 1 2 3 4 5 6 7 8 9 0
Total Time = 40 UT 1º. Feedback = 31 UT
77.5% of total time and 90% of functionalities at high risk.
Operating in Small Lots (Unitary Flow)
Analysis 1 2 3 4 5 6 7 8 9 0
Velocity Gain = 40 / 13 = 3.07
Design 1 2 3 4 5 6 7 8 9 0
Final Lead Time = 13 / 40 = 32.5%
Coding 1 2 3 4 5 6 7 8 9 0
Testing 1 2 3 4 5 6 7 8 9 0
Feedback Time= 4 / 31 = 12.9%
Total Time = 13 UT 1º. Feedback = 4 UT
30.8% of total time and 60% of functionalities at zero risk.

11. Questions to our managers:
1. Is your organization really interested in
developing software projects so slowly?
2. If it’s really not of interest of doing this, what
keeps your organization culture wedded to waste?
3. Do the “stakeholders” have any perception about
the risks they are facing by keeping that logistics?
4. Do you believe that a low performance and
a high risk project can affect business results?
5. So, what could be the interest of a Business
Analyst by discussing this scenario?

12. “Not only the solution scope
but the way how it is delivered to
our customers could affect
their business results.”
X

13. Question No. #1
How Lean Thinking could
affect the Planning of our
Business Analysis Activities?

14. Dude’
The Dude’s Law
Why
Value =
By David
How
Hussman

15. 1º. Guiding the organization to an Iterative and
Incremental Culture of Business Value
Tom Gilb
http://stakeholdervalues.com/Value+Product+Owner
1 to 3 weeks cycle
1 to 3 weeks cycle
Business
Analyst Product
Champion
Stakeholder
SCRUM
Business Vision
Product Vision
Business Vision
Product Vision
Prioritize
Prioritize
Verify
Verify
Verify
Verify
Product
Owner
Facilitator Prioritize
Prioritize
Business Product
Vision Vision
Value Management Product Management Value Manag.
Value Manag.
Value Management Product Management
BUSINESS PRODUCT BUSINESS

16. 2º. Guiding Stakeholders to a JIT Thinking
General Concepts
General Concepts Approval
Approval
Business Case
Business Case Project Charter
Project Charter
JIT
Environment Setup
Environment Setup Production Cycle
Production Cycle Production Cycle
Production Cycle
Self-Organizing
Self-Organizing Progressive Detailing
Progressive Detailing Progressive Detailing
Progressive Detailing
Sprint 0 Sprint 1 Sprint 2
Validation
Requirements
Workshop of N+2 Retrospective of N
Sprint N Daily Scrum
Sprint Review of N
DS DS DS DS R DS DS DS DS R
SR SR
P1 RW1 VAL1 RW2 VAL2 P1 RW1 VAL1 RW2 VAL2
P2 P2
Day 1 Day 2 Day 3 Day 4 Day 5 Day 1 Day 2 Day 3 Day 4 Day 5 Day 1
Sprint Planning 2 of N
Sprint Planning 1 of N Requirements Sprint N+1
Workshop of N+1

17. 3º. Stimulating a Continuous and Pull Flow
of Business Demands
Henrik Kniberg
QCon,
QCon, San Francisco
Nov 18, 2009

18. 4º. Contributing to Balance the Production
Stelios Pantazopoulos, Project Vital Signs (http://www.projectvitalsigns.com/)

19. 4º. Contributing to Balance the Production
David J. Anderson
http://www.agilemanagement.net/Articles/Weblog/Archives/June2009.html

20. 5º. Stimulating Continuous Improvements of
Value Stream through the Logistic Chain

21. Lead Time Reduction
Dude’
The Dude’s Law
Why
Value =
By David
How
Hussman

22. Question No. #2
How Lean Thinking
could affect our
Enterprise Analysis?

23. By David
Hussman

24. A Thinking Focused on Value Delivery
and Waste Reduction
Value is seen through the eyes of
those who pay for the use and
benefit from the systems we
develop.
Waste is anything that consumes
resources in time, effort, space
and money without adding value
to the customer.

25. Generally, new resources are
"pushed" to the environment,
while not adding value to its
users, either to the business ...
By Chris Matts
“Feature Injection”
If we work guided to deliver only
real value to the business, we will
add new resources in a software
product only when a business
value is pulled by the customer.

26. Do you really know
what could be value to a
business environment?

28. A Hierarchical Model for the Project Scope
Authored by
Luiz C. Parzianello

29. Ideal Software Product
guided by
Identity
and Mission that has business value
guided by
Beliefs and
respects
developed by Personal Values
improves
Capabilities
supports
and Strategies
supported by
Actors
Behavior generates
determine Results
Market or relative to
Environment Authored by Luiz C. Parzianello
based on Robert Dilts’ Logical Levels

30. A Business Transformation Model
Release #1 Release #2 Release #3 Release #4
Time
Time
New Capabilities:
New Capabilities:
••Who?
Business Roadmap
Who?
Business Roadmap
••What?
What?
STRATEGY
••Why?
Why? < My User Story >
New Results:
New Results:
••What? In order to <new or improved business capability>
capability>,
What?
••Where?
Where?
as a <role>, I need to <new or improved behavior> by
<role>
••When?
When? using <a software product or component>
component>.
••How much?
How much?
Business Value: X Other Attributes: ABCD …
Value: Attributes:
New Behaviors:
New Behaviors:
••Who? Criteria:
Acceptance Criteria: Constraints:
Constraints:
Product Roadmap
Who?
Product Roadmap
OPERATIONS
••What?
What?
••How?
How?
- Funct. Reqs.? - Non-Funct. Reqs.?
New Features: - BDD? - Business Rules
New Features:
••What?
What?
••How?
How?
••Why?
Why?

31. Scientific
Method
“Until people prove otherwise, most of requirements
confirmation.”
are hypothesis awaiting for confirmation.”

32. “First be sure you are building
the right thing. Then make sure
right.”
you are building the thing right.”
“The Poppendiecks”
Poppendiecks”
“What defines a winner is
not how fast we deliver,
but how fast we learn
from what we deliver”
Jason Gorman

33. Success Criteria to be observed
by the end of a Software Project:
A customer satisfied with his/her investment;
A service provider satisfied with his/her profit;
Users satisfied and praising the product;
A team satisfied and proud of its results;
Team members even more competent;
Everybody ready to run a new project!

34. The practice should not be merely a mean
or a way to reach the goal, enlightenment.
The practice is, by itself, the goal, as well as
the goal (enlightenment) is, by itself,
the practice itself.
Zen Teaching
KAIZEN FOR EVER …

35. Thank you!
you!
Luiz Claudio Parzianello
parzianello@gmail.com
http://twitter.com/lcparzianello
http://www.slideshare.net/parzianello