This document discusses implementing QlikView projects in an agile environment. It begins with an overview of agile concepts like Scrum and the agile manifesto. It then discusses challenges in applying agile to QlikView work, including reusing data files and the cultural shift required. The document recommends empowering decentralized business intelligence teams while maintaining central governance. It also notes common concerns in agile adoption and emphasizes business engagement and adaptability.

1. QlikView Projects in Agile Environment
By Saleha Amin

2. Agenda
Understanding Agile
Limitations of Agile
Challenges in implementing Agile in QlikView environment
Reuse of QVDs
Implementing Agile: Cultural Shift, Business Engagement, Decentralize BI
Key Takeaways
Q & A

3. Disclaimer
The material discussed in this presentation is my own observations and
do not represent the practices promoted by Agile Alliance or Hologic

4. Agile Manifesto
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan

5. Scrum Process Overview
Sprint
Retrospect
ive
Backlog
Grooming
Sprint
Planning
Sprint
Execution
Sprint
Review
Sprint
Retrospective
Scrum Roles
Product Owner Scrum Master Scrum Team

6. Required
functionality
Nice to
have
Future
release
High priority stories are broken down
with details and acceptance criteria and
low priority items are not yet
decomposed.
HighPriorityLowtoMedium
priority
Backlog Grooming

7. High Priority
Stories
Sprint related
activities
Support/Maintenance
Sprint Buffer
Time Off
Planning a Sprint
TotalSprint
Capacity
2-Week Sprint = 80hrs
 Sprint Buffer = 10hrs
 High Priority Stories = 50hr
 Time Off = 2hrs
 Support Maintenance = 10hrs
 Sprint related activities = 8hrs

8. Sprint Iterations (2 weeks/ 10 Days)
Mon Tue Wed Thu Fri
Sprint #1
Planning
Work Day Work Day
Work Day Work Day Work Day Work Day
Sprint #2
Planning
Sprint #1
Demo and
Retrospective
Backlog
Grooming
Work Day
Work Day Work Day Work Day Work Day
Work Day
Work Day Work Day
Work Day Work Day Work Day Work Day
Portfolio
Planning
Meeting

9. Portfolio Planning
2016 April May June July 2017
Today
UAT
7/6/2016
UAT
6/15/2016
UAT
6/8/2016
UAT
5/25/2016
UAT
5/22/2016
UAT
5/14/2016
5/11/2016- 6/12/2016Where-Shipped Report
6/15/2016 - 7/17/2016Quality Trending and Instrument
Reliability
5/25/2016 - 6/26/2016Related Records
5/4/2016 - 5/22/2016Quest Business Review
5/28/2016 - 6/12/2016Integrate Oracle and Agile data
4/1/2016 - 6/5/2016Introduce efficiencies for Quality Reporting

10. Key points so far…
Responding to change
Innovate quickly and at a reduced cost
Highest business value functionality is priority
Frequent evaluation of the dashboard by the business
Standard change management process
Better visibility of project roadmap
Empowered and motivated team members
Work Day
Adaptation

11. Myths about Agile process
 A development fad
 Complete absence of process and change control resulting in ad-hoc changes and
endless scope creeps
 There is no documentation in agile
 Must be implemented by the book
Example User Story: As a business analyst, I want a QlikView dashboard that gives me the
current count of all instruments so I can improve inventory management

12. Steps in implementing Agile Methodology
1) Evaluate the gaps in your current process
 Prioritize requirements
 Engage customers
 Stakeholder participation
 Project Duration
 Change Control
 User Adoption
2) Set reasonable expectations on how agile will help you fill those gaps
3) Start with a small, focused project with high business engagement
4) Once implemented, do frequent health check

13. Gaps in our process
Lack of a standard project management process
Polarized teams
How to choose a platform for a particular business request, ex: QlikView,
OBI, or Discoverer
All requests were on ad-hoc basis
No standard way to inform business about the status of their request
No standard triage process

14. Common concerns when implementing Agile
What tool to use?
Does the team need to go through formal agile training?
Who takes the role of the product owner?
How is a scrum master different from a project manager?
What should be the duration of a sprint?
Too many meetings

15. Implementing Agile in BI
In real world when we are implementing agile, first we need to create the
ecosystem for Agile to thrive. There are several key points to keep in
consideration
- Reuse and maintainability
- Cultural shift
- Decentralize BI- Hybrid model
- Business engagement

16. Re-use and maintainability
 Introduce plug and play in Qlikview development
 No logic in the ETL layer so QVDs could be used across various QlikView
applications
 Avoid building LAYOUTS with tightly-coupled database schemas
 Data models should be extensible with minimum re-work
 Ability to create rule based components, so a change in one component
can trigger changes to all applications that used this component
 Ability to automate routine tasks
Challenge
Designing and coding for reuse takes longer, and under the pressure of
project deadlines and resource constraints, most developers
don’t do this

17. Cultural Shift
Empowered, self organizing teams
Plan driven to value driven development
Embrace change
Encourage innovation
Management trusts the team and team takes ownership
Frequent communication of organizational goals and priorities

18. Decentralize BI- Use a hybrid model
Centralized BI eventually becomes the bottleneck
Divide responsibilities between central and departmental teams depending on
your organization’s structure and culture
Operations and governance controlled by the IT the rest lies with the business
IT and Business have different priorities; finding alignment is a challenge
Schlegel, Kurt, Frank Buytendijk, and Dan Sommer. "Create a Centralized and Decentralized Organizational Model
for Business Intelligence." (2014). Gartner. Web.

19. Challenges with Agile
Simple but not easy
Maintaining the rhyme of sprints
Agile at team level but not enterprise level
Lack of BRD there is nothing to go back to…dig into your inbox.
Customer keeps on changing their request
Challenge with globally distributed teams
Resources are not 100% dedicated on a single project
Frequent requirement changes and intensive collaboration can be
stressful on the team

20. What the future holds
BI shift from being IT centric to business centric
Empowering business users to create their own BI apps
Optimally 80% of BI initiative should be self service
It is ok to loosen control on non mission-critical BI apps to promote self
service
Boris Evelson. "Build An Agile BI Organization." Forrester. 5 Feb. 2015.
Web

21. Q/A