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
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 donât 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?
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
36.
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
41. For example Leading Lagging Customer satisfaction Successful transactions Reliable process Call center cost # calls Request confirmation Customer loss Regulations
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
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 divisionâŚ
60. Find one risk of success on your project You have 2 mins to share with your neighbour
62. âThe chief cause of problems is solutionsâ Eric Sevareid, American philosopher
63. âWhen do we (finally) start writing User Stories?â We thought you were an Agile coach? And canât 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 ITâS 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
71. Conflict Resolution Diagram Detailed estimates and plans Reliable long term roadmap Satisfy growing customer base No estimates No planning Be more efficient
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 didnât have to estimate to have a cost? We didnât have to create detailed stories to estimate and plan? But thatâs 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 Donât 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
84. Donât outrun your customers Backlog The Bottleneck The Business Operations Dev team
85. Donât 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 donât call them âThe BusinessâWe call us âWeâ Dev team Backlog Sales Operations Production Finance Audit Customers 6 releases per year 2 releases per year per group
90. Commonly heard objections âWeâve spent 6 months on analysis alreadyâ âBusiness Value is impossible to measureâ âThis is waterfall analysis, itâs not agileâ âThis is too hardâ âDoing this with the whole team is a waste of timeâ âItâs too structuredâ
91. The Phone Company Before Already spent 2 months on analysis Identified 60 features 2 years worth of work âWe need web-based self-serviceâ 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 âArenât we wasting too much time analysing?â âWhy are the developers here?â âWhen can we start coding?â After In production 3 months earlier than predicted âI canât believe we already released. Normally weâd still be doing analysis.â 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 everyoneâs creativity Analyse just-in-time using pull Make it a problem-solving exercise Thereâs 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 âBusiness 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.â
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. âI must say I find television very educational. The minute somebody turns it on, I go into the other room and read a bookâ Groucho Marx, American philosopher