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|Agile where business analysts go to die?
IIBA BASSA 2013 – 3 & 4 September 2013
Arrie van der Dussen
get hold of me • Co-founder of EOH Kaizania Academies
• Director @ EOH Kaizania Academies
• 18 years experience in IT• 10+ experience in Lean, Agile,
Organisational Transformation• Agile consultant, trainer and
coach
083 700 2181
@arrievddussen
| CHANGE
Source: Ian Morris | Why the West Rules – For Now
Humanities capability in terms of:
• Energy Capture• Organization• Information
Technology• Weaponry
| WHY INNOVATE?
• Field of play
• Players
• Playing
• Feedback
• Survivors
• Adaptation - Players
• Adaptation - Field of Play
Darwin
Constant REVOLUTION requires
Constant ADAPTATION
yourproducts & services & processes
will change ever fasterand it willnever stop
ADAPTor
DIE
| FLOW BASED PRODUCT DEVELOPMENT – ENABLING CONTINUOUS ADAPTATION
| lean
| WHERE DO BA’S FIT INTO THIS?
not sure, you are mentioned nowhere?
do what you do usuallybut do it differently
the difference is not big at allbut it’s huge
| WHY IS IT SO DIFFICULT TO BE A BUSINESS ANALYST IN AN “AGILE” ORGANISATION?
Who drives the bus?
• 95% - IT– Why?
who is driving the bus?
silver bullet over principles and values
do not get sucked into the tools, processes and terminology
cargo-cults
Work hard, but limited change
• We are stuck!
fooling around without real organisational change!
Most of this still Waterfall/Gated Processing and Planning
Thus, agile does not realise the expected benefits through empirical process control in order to deliver fast at high quality in a
constantly changing and fast paced environment.
Limited Agile practices only applied at this
level
Project Initiation
Project Planning
Requirements Definition
Archirecture Design
Systems Analysis
Development
OrganisationalGravitationalPull will slow you down!
Business and IT – Stop the silliness and share the risk
agile is not a baseball bat to hit I.T with!
| SO, WHAT TO DO?
muda (waste) and non value added activities value added
muda (waste) and non value added activities value addedreduced waste
traditional focus
lean focus
total lead time through value stream
muda (waste) and non value added activities value added push harder to deliver
profi
t reduce waste to increase profit
profi
tpr
ofit
| waste vs value
pure waste
manufacturing Industry
service Industry
60% 5%35 %
Value addednecessary waste
49% 1%
50%
total lead time through value stream
| waste vs value
business analysis to:
to avoid/remove wasteto create flow of valueto enable pullto continuously perfect
to understand value
| IT’S ABOUT ECONOMICS
prin
cipl
es o
f inn
ovati
on active management of queues
exploitation of variability
cadence and synchronisation
exploiting fast feedback
reduction of batch sizes to enable flow
WIP limitation to ensure higher flow and quality
decentralised control value
this makes for good economics, or does it?
tactical
execution
strategic Management Infrastructure
& Process
Architecture & Practices
Culture & Mindset
Tools & Techniques
| BUSINESS ANALYST FOCUS?
Learn to apply your knowledge and techniques appropriately based on what you face:
Project ComplexityProject Uncertainty
|adapt, do not conform
revolutionary
non standard workempirical process control
evolutionary
standard workdefined process control
doing
reviewing
adapting
planning
value value stream flow pull perfection
operating existing products and services more efficiently
shortening concept to cash cycle
| understand kaizen in your world!
In summary
Business analysis is a goal, not a role
Business analysis must be adaptable
Don’t be different, just do what you do differently
Enable change and value
Apply your competence and knowledge, just in a different manner
Your actions needs to assist your organisation to adapt. Continuously!
Help your organisation thrive!
AGILEANALYSIS
