SCALING AGILE ANALYSIS
QUICK INTRO
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Adarsh Sridhar
Consultant | Agile Coach | Business Analyst | ThoughtWorker
WE WILL TALK ABOUT
•Analysis in agile
•Scaling in agile
•Impact of scale on analysis
•Scaling agile analysis - practical guide
•Q&A
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ANALYSIS in Agileagile ANALYSIS
AGILE PRINCIPLES
•Welcome change
•Evolutionary Design
•Frequent releases
•Sustainable pace
•Self-organizing teams
•Face-to-face communication
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“ AN ANALYST IS SOMEONE WHO STUDIES HOW PEOPLE INTERACT WITH SYSTEMS, HOW SYSTEM INTACT WITH SYSTEMS AND TRIES TO
MAKE THEIR LIFE BETTER”
agile Analysis
AGILE ANALYSIS
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ANALYSIS PRACTISE
PROJECT MGMT
PRACTISE
TECHNICAL SKILLS
Analytics
Prototyping/wireframes
Continuous integration
Research
Story mapValue stream
mapping
Iterative
Release plan
Velocity tracking
Adaptive planningBMC/LC
User Stories
Story Maps
Jobs to be done
Product roadmap
User Journey
Outcomes
Information Radiators
Data flow diagrams
Define API/Contract
Context diagrams
Data synthesis
Limit WIP
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Scale in AgileSCALING in Agile
https://www.flickr.com/photos/argonavigo/5320119828
DEFINING SCALE
•Lots of functionality in a short timeline
•Multiple stakeholders
•Multiple delivery teams
•Many integration points
•Distributed teams
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Whats happens to Agility when we scale?
Can we make this elephant dance?
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•Team organization •Unmanageable team size •Ad-hoc overlap of responsibilities •Loss of ownership
•Continuous Integration •Components Dependency issues •Deployment Overheads •Maintenance of different product versions
AGILITY AND SCALE
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•Planning • Aggregation of work across streams • Depth of knowledge & Involvement in dev process • Scope creep &/ system gaps
•Communication •During release initiation meetings, virtual conferencing leads to inefficiencies
•Frequent face-to-face communication adds to project expenses
AGILITY AND SCALE
SCALING WITHOUT ADAPTING
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ContinuousIntegration
CodeRepository Cruise Installables
StoryLists
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SCALING WITHOUT ADAPTING
SCALING analysis
SCALING ANALYSIS
HOW DOES SCALE IMPACT ANALYSIS?
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Planning Execution Sustaining
Conflicting stakeholder requirements Prioritizing what to build Inter-dependency across teams and
features Maintaining a common pipeline for distributed teams
BA team to have a shared vision on the product Planning and scheduling stories
Knowledge silos
Managing scope-creep Embracing Ad-hoc requests Handling critical, time sensitive
requests
SCALING ANALYSIS - PLANNING
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Concept Triage Pipeline Team
CONCEPT TRIAGE
What ? Product Sponsor/Owner is responsible for creating a business case that demonstrates why we should do a project and where the business value is derived from
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How? PO/Business presents the case to a larger delivery team. Like pitching a new Idea to a bunch of VC’s. Typically once a week.
•Product Owner •Developer - Lead •QA
•Marketing •Compliance •Legal
•IT Ops •UX
Who?
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Key Inputs •Problem/Opportunity Statement •Financial (Business Case & Business Value) •Key Drivers •Benefit Analysis •Success Criteria
Key Deliverable •Size of Business value •High level effort •Inception/Discovery •Key Drivers •Benefit Analysis
T-Shirt Cost (Lower) Iterations Cost (Upper) Iterations Band Size
XS £25,000 0.5 £50,000 1 £25,000
S £50,000 1 £100,000 2 £50,000
M £100,000 2 £250,000 5 £150,000
L £250,000 5 £500,000 10 £250,000
XL £500,000 10 £1,000,000 20 £500,000
E > £2,000,000 40
CONCEPT TRIAGE
PIPELINE TEAM
What ? A team formed to do initial requirement analysis directly working with Portfolio manager. (Roles are rotated periodically)
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How? Team along with key sponsor run short workshops, time boxed experiments, validate concept and do just enough analysis
•Product Owner/BA •Developer - pair
•Business sponsor • UX
Who?
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Key Inputs •Problem/Opportunity Statement •Market research •Business drivers •Success Criteria
Key Deliverables •Initial story list •High level scope and core processes •Risks, constrains •Teams to be involved •Rough size
PIPELINE TEAM
PLANNING - RECAP
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Concept Triage Pipeline Team
What? Forum to curate and share ideas Dedicated team from delivery
How? Give a pitch to an extended team Workshops, experiments
Ideas gets questioned & sizedhigh level solution and size, risks &
constrains identified
Too much focus on cost. Good ideas may get discarded
Pre-solved features to the dev teams
SCALING ANALYSIS - EXECUTION
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BA Stand-ups Release/Feature Kickoffs BA Showcase
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BA Stand Up’s Bi-weekly stand ups to ensure the whole BA community is aware about the changes in the system Bring out issues/blockers Share Techniques/Process
Release Kick off /Feature Kick offs Have a release kick off with the whole development team Share Big wins and losses of Previous release Share Features getting developed in current release
BA Showcase Every feature owner presents the feature/solution to BA community Other BA’s act as devil’s advocate to break the solution – thereby ensuring that the right solution is implemented
SCALING ANALYSIS - EXECUTION
SCALING ANALYSIS - SUSTAINING
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Express bucket SWAT Teams Information radiators
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Express check out Reserved capacity in each team to take on ad-hoc requests Gold card - Team can decide to exercise to fix things annoying them Small items/Quick Wins - Miscellaneous small requests which can be played independently
SWAT Teams Compliance that needs to be fixed Very critical, time sensitive, requires cross cutting team involvement To resolve Performance, security related issues impacting production
Information radiators Product road map Feature wall Portfolio value map
SCALING ANALYSIS - SUSTAINING
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SUSTAINING - INFORMATION RADIATORS
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SUSTAINING - INFORMATION RADIATORS
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SUSTAINING - INFORMATION RADIATORS
HOW DOES SCALE IMPACT ANALYSIS? -
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Planning Execution Sustaining
Conflicting stakeholder requirements Prioritizing what to build Inter-dependency across teams and
features Maintaining a common pipeline for distributed teams
BA team to have a shared vision on the product Planning and scheduling stories
Knowledge silos
Managing scope-creep Embracing Ad-hoc requests Handling critical, time sensitive
requests
RECAP
SCALING ANALYSIS - RECAP
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Planning Execution Sustaining
BA team to have a shared vision on the product Planning and scheduling stories
Knowledge silos
Managing scope-creep Embracing Ad-hoc requests Handling critical, time sensitive
requests
Concept Triage
Pipeline Team
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Planning Execution Sustaining
Managing scope-creep Embracing Ad-hoc requests Handling critical, time sensitive
requests
Concept Triage
Pipeline Team
BA Stand ups
Release Kickoffs
BA Showcase
SCALING ANALYSIS - RECAP
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Planning Execution Sustaining
Concept Triage
Pipeline Team
BA Stand ups
Release Kickoffs
BA Showcase
Express Bucket
SWAT Teams
Information Radiators
SCALING ANALYSIS - RECAP