5. What is Business Analysis Understanding the business value sought Understanding the problem domain Exploring the roles, incentives and required product capabilities that solve the problems Facilitating growth of that understanding among others
6.
7. What is Lean Business Analysis Accepting that we canât have 20/20 foresight Evolve everyoneâs understanding of the value & problem as the team evolves the solution Working in small product increments Remaining fully engaged on a project through to delivery â why?
8. Feature Injection Feature Injection helps us incrementally and Iteratively: Discover the real business value Explore the problem domain Explore the roles, incentives and required product capabilities Evolveâs everyoneâs understanding of the problem as the solution also evolves
9. Feature Injection Overview Facilitate Growth in understanding Understand the value Understand the problem Explore A Solution Learn
10. Feature Injection in Practice Collaboration & Conversation Business Value The Problem (often communicated as a solution) Business Value Business Value Understand the Business Value A solution Understand the Problem(s) Example Driven Modelling Example Driven Modelling Example Driven Modelling Feature Feature Feature Feature
12. Business Value The Problem (often communicated as a solution) Understand the Business Value Understand the value
13. âUsers ultimately dictate solutions to us, as a delta from the previous set of solutions weâve delivered them. Thatâs just human psychology â writerâs block when looking at a blank page, as compared to the ease with which we provide âconstructive criticismâ on somebody elseâs work.â â Udi Dahan
14. Business Value Increase <thing of value> Reduce <subtractor from value> Protect <thing of value> ?
20. Aim to understand⌠That which helps achieve the business value: Who will use the product? (roles) What do we need them to do? (behaviours) Why would they want to do it? (incentives) How are user behaviours exhibited? (examples) As these things solidify, we can pull âbusiness value incrementsâ into a structure that makes it easy to incrementally deliver these in our product
21. What-if Example Discussing the resulting evolution to the model may then inspire more examples Reflect â in scope? Evolving Model Elaborated Example (Test) Feature Group of cohesive examples
23. We now have an understanding of⌠Value: What is our motivation? Roles: Who will use our product? Behaviour: What do we need them to do? Incentives: Why would they want to do it? Examples: How are user behaviours exhibited?
24. <some business value sought> <some solution increment> <some role> <some product capability> <some benefit to the role> <some solution increment> <some role> <some product capability> <some benefit to the role>
25. User Stories Grouping of cohesive examples Explains the role, capability and incentive As <some role> I want <some capability> So that <some benefit to the role> XP Day 2001 session âTuning XPâ - Rachel Davies and Tim McKinnon
26. <Value sought> As <some role> I want <some capability> So that <some benefit to the role> As <some role> I want <some capability> So that <some benefit to the role> Should <achieve some outcome for some stimulae> Should <achieve some outcome for some stimulae> Should <achieve some outcome for some stimulae> Should <achieve some outcome for some stimulae> Examples
27. Example PrintCo â a Printer Manufacturer We need mandatory registration on our website
28. Why? Because we need more e-mail addresses Why? Because we want to e-mail more customers Why? Because 3% of them buy consumables and this will increase our consumable sales figures So ,we will increase revenue by increasing our mailing list
29. Role: PrintCo Customers Behaviour: Give us their e-mail addresses Incentive: Get special deals on consumables Printer Driver & Management Software Update? Reminder e-mail page?
31. Increase PrintCo Consumable Sales As PrintCo Customer I want to be asked for my e-mail address via the website So that I can get monthly e-mails with special deals on consumables As a PrintCo Customer I want to be e-mailed with deals specific to my printer So that I donât have to wade through irrelevant info Should capture valid email address: name[+comment]@somwhere.com Should reject black-hole addresses: *@example.com Should contain Single ownership consumable deals Should contain multiple ownership consumable deals Examples
32. Feature Injection in Practice Collaboration & Conversation Business Value The Problem (often communicated as a solution) Business Value Business Value Understand the Business Value A solution Understand the Problem(s) Example Driven Modelling Example Driven Modelling Example Driven Modelling Feature Feature Feature Feature
Antony Marcano & Andy PalmerExperienced Agile Developers & Coaches for hireCreated http://pairwith.usCreated Narrative Fixture
TraditionallyâŚExpected to somehow see into the future⌠expectation of 20/20 foresightApplied to all/most/much of the problem before technical teams start implementationEmphasis on models & artifactsBA moved to a new project once implementation startsBalancing new project demands with old project queriesNot enough time to keep documentation up to date for the previous projectNo opportunity to learn while doing
Understanding the business value soughtUnderstanding the problem domainExploring the roles, incentives and required product capabilities that solve the problemsSharing that understanding with others
In non commercial settingsIncrease <something of value>Reduce <some inhibitor or subtractor>Protect <something of value>
The 5th Why is the one that Increases Revenue, Protects Revenue or Reduces Cost.Perhaps better to think of it as âpopping the âwhyâ stackâ because itâs not always 5 whys.
Solutions are an example of something coming from the bottom rightâŚKnowledge falls into one of these categories: Unknown unknowns - the things we donât know that we donât know Unknown Knowns â the things that is âcommon senseâ to one but not another Known unknowns â the things we know we donât know Known Knowns â the things weâre confident in knowingThe knowledge the business analyst starts with is often to the left, some unknown unkowns and some known unknownsImagine a simple board game, where there are: An infinite number of pieces on the bottom left quadrant A finite and known number of pieces in the top leftAn infinite number pieces in the bottom right.The game has two types of move: Questions that identify the right questions to ask? Answers move pieces from uu -> ku Questions that identifywho to ask? Answers: Move pieces ku -> kk And pieces from uk->kkDuplicate pieces exist where there is an unknown-known with a matching pieces in other âunknownâ groupsPieces that move to the top right can be âplayedâ â i.e. used to drive a solutionSome pieces can only be played togetherOthers can only be played as a cluster
As these things solidify, we can pull âbusiness value incrementsâ or âminimal marketable featuresâ or âcustomer-valued work-itemsâ into a structure that makes it easy to incrementally deliver these in our product
As these things solidify, we can pull âbusiness value incrementsâ or âminimal marketable featuresâ or âcustomer-valued work-itemsâ into a structure that makes it easy to incrementally deliver these in our product
From the examples, we infer the rules.We arrive at a coherent set of examples for capturing e-mail⌠and realise thatâs a story.We arrive at some more for sending the reminders
