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Slides from British Gas hosted IIBA event on 3rd April 2012
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British gas iiba 1.0
- 1. Agile Business Requirements & Facilitated Discussion Julie Franks Ewan Ashley Date : 3rd April 2012 © British Gas Trading Limited 2011
- 2. Agenda & Introduction • House keeping • Part 1: Agile Business Requirements • Part 2: Discussion & Group Activity • Prize Draw • Networking © British Gas Trading Limited 2011 Slide 2
- 3. Agile Business Requirement – What does that Mean? • Depends upon your organisation • Depends upon your team • What does the business think Agile is? Agile analysis is more than a method Agile analysis is how to complete activities quickly and consistently © British Gas Trading Limited 2011
- 4. Agile Business Requirements • A challenging summer • Lots of projects were being shaped • Stakeholders kept changing (IS & Business) • Changes to Scope • Timescales would come and go • 15 plus Management Lack stakeholders = Little was delivered Pressure to deliver New IS Project Control of projects • BAU HeadwereCentre Requirements late New inContact weren’t new requirements Manic the Business Deliveries of Change Attrition asked ‘Why Questions were • AnalysisIncreasing followed was slow Deliverable MD announcement • Business were demanding isProject staff changes Lots projects Compliance doing…’ this of Clarity • Lack of expensive squeezed • All Changebeing thrown Work was resource jitters made Market No decisions • IS costs were escalating • Little Development Estimating wasn’t great away • IS seen as slow © British Gas Trading Limited 2011 Slide 4
- 5. What would you Do? • Break into groups • Decide on 5 things you would do for your scenario – What would be your method when approaching analysis tasks – How would you get your current requirements clarified and prioritised – How would you stop the need for scope change – How would you settle stakeholders – How would you deal with time management, conflicts and constraints – Make time to discuss in your group and then share and compare with your fellow table – You have 20 minutes – Present your findings back to the whole group © British Gas Trading Limited 2011
- 6. Exercise Feedback What would be your method when approaching analysis tasks © British Gas Trading Limited 2011
- 7. Exercise Feedback How would you get your current requirements clarified and prioritised © British Gas Trading Limited 2011
- 8. Exercise Feedback How would you stop the need for scope change © British Gas Trading Limited 2011
- 9. Exercise Feedback How would you settle stakeholders © British Gas Trading Limited 2011
- 10. Exercise Feedback How would you deal with time management, conflicts and constraints © British Gas Trading Limited 2011
- 11. Large Systems Replacement • More than 1 years worth of analysis had happened • Put in place a joint method of working • Gained consensus to the approach – everyone was on the bus • We knew how to deal with deviations • Rapid Turn around of fixed tasks each day – Monday Finalise and publish presentation – Tuesday Run through materials before workshop – Wednesday Run Workshop and produce all outputs – Thursday Walk through outcomes with other teams – Friday Gain feedback. Start Presentation for following week • All stakeholders had skin in the game • It was a team effort facilitated by the BA’s © British Gas Trading Limited 2011
- 12. Did the Approach Work? Yes • Stakeholders felt engaged • The right people were in the room • All IS staff were committed to the approach • Clear deliverables set out in the approach • Timeliness of output demonstrated commitment • A clear direction was gained as a result of the approach • Stakeholders still talk about its success © British Gas Trading Limited 2011
- 13. Systems Refresh • Two systems needed updating • Vital for the business, a lot of noise to IS • Agreed how to progress with stakeholders • System G required rationalisation and code updates • Methodology was rapid, code first - requirements second • Requirements were gathered quickly to suit rapid development • Problems came from the testing team • System R required systems overhaul including process change • Requirements remained static • All Stakeholders kept changing their mind © British Gas Trading Limited 2011
- 14. Did the Approach Work? In Parts • The business needed quick change so approach was good • The Business knew what they would receive • Requirements were had a base line fast • Delivery mechanism kept changing • Questions over outsourcing strategy dulled the approach • The consensus view stalled • Past decisions keep being called into question • Confidence has been lost © British Gas Trading Limited 2011
- 15. New System • A new system had been worked on for 1 year • Deliverables were slow and over engineered • Back log was being changed daily by Product Owners with the development team • Development staff often spent time doing nothing as requirements weren’t clear • Analysis approach was agreed • Rapid Turn round in weekly iterations – Requirements Clarification – Work with the Scrum – Develop code – Test and Release © British Gas Trading Limited 2011
- 16. Did the Approach Work? Yes • The team started to gain clarity on what was required • Requirements which were not essential were re-prioritised • Technical progress was made on backlog • Everyone was busy However… • Approach never realised full potential as the project was stopped © British Gas Trading Limited 2011
- 17. Take Away Lessons • Set out your approach carefully with a good story as to why • Get buy-in from everyone - Senior stakeholder will give a greater chance of success • Requirements Capture doesn’t have to be formal or slow • Don’t succumb to pressure • If you promise to do something, make sure you deliver • Make sure you don’t over commit • Work as a team to get the job done • Re-sell the message when you can • You can change your style but you can’t stop the clock © British Gas Trading Limited 2011
- 18. Questions? © British Gas Trading Limited 2011
- 19. Agile Business Requirements – Facilitated Discussion © British Gas Trading Limited 2011 Slide 19
- 20. What to do now…for 10 minutes • Draw on your experiences for shared learning • Get together in your groups take your statement and come up with arguments For and Against that statement. • What conclusions can you draw? For Against Conclusions © British Gas Trading Limited 2011 Slide 20
- 21. What to do now…for 10 minutes Briefly discuss your conclusions with the other group that is looking at the same question © British Gas Trading Limited 2011 Image: renjith krishnan - http://www.freedigitalphotos.net Slide 21
- 22. Feedback © British Gas Trading Limited 2011 Slide 22
- 23. Feedback © British Gas Trading Limited 2011 Slide 23
- 24. Feedback © British Gas Trading Limited 2011 Slide 24
- 25. Feedback © British Gas Trading Limited 2011 Slide 25
- 26. Feedback © British Gas Trading Limited 2011 Slide 26
- 27. Networking and Vote © British Gas Trading Limited 2011 People image: ddpavumba - http://www.freedigitalphotos.net Slide 27
- 28. And finally…Prize Draw Ronald G. Ross ‘father of business rules’ Building Business Solutions: Business Analysis with Business Rules Next IIBA Event © British Gas Trading Limited 2011 Slide 28