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Agile Business Analysis Techniques for Deciding What to Build
1. An introduction to Agile Business Analysis Techniques A survey of tools to decide what to build
2. Why is this hard? #1. Business value is unarticulated #2. We have insufficient views of what matters to our end users and customers #3. We don’t have a way to focus our efforts #4. We don’t have clarity of purpose
3. #1. Business value is unarticulated Make business value assumptions explicit Business Value Goal Model
5. Business Value Goal Model Tire Manufacturer Survive by re-establishing credibility Thematic Goal Fix the Tires Repair Distributor Relationships Improve PR Address Morale Settle Lawsuits Focusing Objectives
6. Business Value Goal Model Tire Manufacturer Survive by re-establishing credibility Thematic Goal Fix the tires Settle lawsuits Address morale Repair distributor relationships Improve PR Focusing Objectives Revenue Customer Satisfaction Market share Production levels Expenses Standard Objectives
7. #1. Business value is unarticulated Make business value assumptions explicit Business Value Goal Model Overcoming Politics Silo’s and Turf Wars, Patrick Lencioni, Jossey-Bass, 2006 Light Weight Context for conversation and shared understanding about strategy and business value
8. #2. We have insufficient views of what matters to our end users or customers Be explicit about what matters to the customer Customer Value Profile
9. Customer Value Map Example Customer Attributes in the Experience Lifecycle
10. Customer Value Map Example high Starbucks Emphasis Industry low quality speed convenience fashion selection ambiance price location serviceexpertise factors of customer experience
11. #2. We have insufficient views of what matters to our end users or customers Be explicit about what matters to the customer Customer Value Profile Charting Your Company’s Future, W. Chan Kim and Renee Mauborgne, HBR, June 2002 Identify Specific Gaps Context for Performance Conversation Long Lived Value
12. #3 We don’t have a view to focus our efforts Focus on the next most important opportunity Capability Model
13. Capability Describe the target business or product as a set of outcomes – or capabilities. Verb - Noun Verb - Noun
17. Capability Performance Gaps Business Value Produce Tires KEY High Value Medium Value Low Value Low Performing Medium Performing High Performing
18. Capability Performance Gaps Business Value Produce Tires Risk Risk Business Risk Technology Risk Organizational Risk Market Risk KEY High Value Medium Value Low Value Low Performing Medium Performing High Performing High Risk Moderate Risk Low Risk
19. Backlog Against the Capability Model High Value Medium Value Low Value Low Performing Medium Performing High Performing Hard to Change Moderate Effort to Change Easy to Change
20. #3 We don’t have a view to focus our efforts Focus on the next most important opportunity Capability Model The Next Revolution in Productivity, Merrifield, Calhoun and Stevens, HBR, June 2008 Stable model Updates as performance improves Low friction to maintain once established Easy to revaluate if strategy changes
21. We don’t have clarity of purpose Prioritize efforts, not on starting, but on delivering value, then maximize the amount of work not done to deliver that value A3 Focusing Tool
27. We don’t have clarity of purpose Prioritize efforts, not on starting, but on delivering value, then maximize the amount of work not done to deliver that value A3 Focusing Tool Managing to Learn, John Shook, Lean Enterprise Inc., January 2008 Shared understanding of what and why Initiatives / or epics are very focus and clearly tied to business and customer value Light weight approach communicates more than detailed requirements
28. Focus on finishing B C A 3 managers, 3 equally important initiatives. B C A B C A We try to show progress every month A A A B B B C C C This way each manager sees progress every period …but the business gets no benefit before period 7. Or we can establish an organizational priority A A A B B B C C C Preference is shown but the business realizes benefit sooner And task switching and interruptions make the difference more stark A A A B B B C C C What is the impact of an expedite request?
Notice the result of the A3 shows three key standards to get work done.Outcome – Deliverables in the context of the problem & prioritized (isn’t this what we want from the business?)Sequence – what order do they need to be doneTiming – When will it be done (can be assigned at the last responsible moment)Owner - Coordination
Notice the result of the A3 shows three key standards to get work done.Outcome – Deliverables in the context of the problem & prioritized (isn’t this what we want from the business?)Sequence – what order do they need to be doneTiming – When will it be done (can be assigned at the last responsible moment)Owner - Coordination
Notice the result of the A3 shows three key standards to get work done.Outcome – Deliverables in the context of the problem & prioritized (isn’t this what we want from the business?)Sequence – what order do they need to be doneTiming – When will it be done (can be assigned at the last responsible moment)Owner - Coordination
Notice the result of the A3 shows three key standards to get work done.Outcome – Deliverables in the context of the problem & prioritized (isn’t this what we want from the business?)Sequence – what order do they need to be doneTiming – When will it be done (can be assigned at the last responsible moment)Owner - Coordination