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“eXtreme Analysis:the road to Extreme Business Value”
XP Day
Thursday, 25th November 2004
Olivier [email protected]
Introduction Project Context Issues we faced A solution:eXtreme Analysis Implementation Results Retrospective Q&A’s
Content
Profitable online bank
More than 3 million customers
Highest traffic financial portal in
Europe
79% owned by Prudential
Operating in France – La carte egg
Currently ranked as the world’s largest pure online bank
“We're an online financial services provider, launched in 1998 with the purpose of helping customers to
understand and manage their money more effectively.
Introduction
Introduction Project Context Issues we faced A solution:eXtreme Analysis Implementation Results Retrospective Q&A’s
Content
Issue: “from the money movement
request by a customer up to the
moment we confirm that movement to
them, things can go wrong and
sometimes do… We have ways of
resolving all issues of money
movement actually going
wrong. However, this exception
process is long, costly and
generates bad customer
experience.”
Project ContextProject description
Project Outcome
Teams
Budget
Status
Acquire Customers
Service Customers
DevelopCustomers
Egg: Process Mapping Level 1
Manage Customer Details
Manage Money Movements
Manage Servicing Enquiries
Service Customers: Process Mapping Level 2
Manage Money Movements: Process Mapping Level 3
Customers egg
Egg/customers
Request Money
Movement
Resolve problems during Money Movements
Capture Money
Movement Request
Perform Money
Movement
Confirm Money
Movement
Project description: “We need to
ensure that from the request to the
actual confirmation, ALL
money movements
happen correctly and the first time round. This will
eliminate time and money spent on
the exception process, and will also improve our
customers’ experience of our
financial services.”
Project ContextProject description
Project Outcome
Teams
Budget
Status
OPERATIONAL COST REDUCTION… by Reducing number of Money Movements going wrong
Reducing cost of Resolving Exceptions when something goes wrong Allowing customers to view a lot more on the web and not having to ring call centre
CUSTOMER EXPERIENCE IMPROVEMENT… by Getting rid of Money Movements going wrong
Keeping customers informed a lot more of their money transfers Reducing time to Resolve exceptions when they do occur
The primary stated outcome by Programme Management was OPERATIONAL COST REDUCTION, with an upfront target for the project to
deliver 120 Full Time Equivalent’s (FTE’s) savings in operational costs.
Project ContextProject description
Project Outcome
Teams
Budget
Status
1 Project Manager3 process architects14 Business Analysts
Business
1 Outcome Manager
Total: 19 people
Ke
y U
sers
and
Cu
sto
me
rs
Grand Total for team: 35 people
Working in XP mode
IT
1 Project Manager1 Solution Engineer Leader12 Solutions engineers2 QA specialists
Total: 16 people
Project ContextProject description
Project Outcome
Teams
Budget
Status
No actual budget figure will be given in this case study as it is
sensitive information.
However, it was a multi-million pound project.
Project ContextProject description
Project Outcome
Teams
Budget
Status
About 15 stories were delivered and implemented LIVE from work done on
1st process analysed.
Resource plan in place to upsize the IT Delivery team to 54 Solution
Engineers.
At which point I came in and replaced the IT Project Manager in charge
Altogether, there were 82 sub-processes to
review…
1 process analysed generated 92
stories…
Introduction Project Context Issues we faced A solution:eXtreme Analysis Implementation Results Retrospective Q&A’s
Content
Issues we faced
Altogether, there were 82 sub-processes to review…
1 process analysed generated 92 stories…
About 15 stories were delivered and implemented LIVE from work done on 1st process analysed.
Resource plan in place to upsize the IT Delivery team to 54 Solution Engineers.
Facts
Mmmh. If all processes generate as many stories, we can expect a total of 7544 stories… in 328 months time! (92 stories were written in
4 months…)
Without looking at our velocity, it looked like we did not have the capacity to deliver stories as fast as they were produced. At this rate, we will deliver all stories (7544) in 2011 months (in a given period of
time, we are delivering 6.13 less stories than were written!!!)
Derived assumptions
“Gulp. Maybe I should not have accepted that project. I’ll be doing this for life!”
Facts and assumptions
Issues - Summary
Issues we facedFacts and assumptions
Issues - Summary
“Either we find a solution to these issues, or this project will be a disaster…”
Out of these 5 issues, 3 were directly related to the way the analysis (getting your story straight) was being performed. Issue number 4 also relate to the lack of
capacity from the Customer to pick the right stories to implement.
Introduction Project Context Issues we faced A solution:eXtreme Analysis Implementation Results Retrospective Q&A’s
Content
A solution: eXtreme Analysis
On http://c2.com/cgi/wiki?ExtremeProgrammingSystem, Ron Jeffries describes eXtreme Programming. Some of what he says is in the left column below. What I mean by eXtreme Analysis is in the right column.
Introduction
What does it mean in practice?
A solution: eXtreme AnalysisIntroduction
What does it mean in practice?
In effect, that meant changing a few things
We will do everything following 4 principles:simplicity, communication, feedback and courage
Team values
• The whole analyst team (17 people), will stop analysing everything for the sake of analysing: they will analyse what will generate customer stories that carry value – ONLY. This is driven by the Outcome Manager and the stories he produces.
• We will implement a heart beat for this process• We will only plan and do what we can do• We will work at a sustainable pace
New team core practices were also implemented
Sounds familiar?
Introduction Project Context Issues we faced A solution:eXtreme Analysis Implementation Results Retrospective Q&A’s
Content
Implementation
Run Planning Game: to Mapping Level 3
Outcome Manager
Analysts Outcome Manager
Present Outcome Stories
Estimate Analysis
Tasks
Break down into
Analysis Tasks
Set Team Velocity Plan
Iteration
Entire Team
Run Analysis
Iteration 1
Run Analysis
Iteration n
Write outcome Stories
Start Iteration
Run Analysis Planning
Game
Write Customer
Stories Day 1
Run Stand Up
Meeting Day 2
Write Customer
Stories Day n
Run Stand Up
Meeting Day n+1
Run Show and Tell: Validate
Customer Stories
Run Iteration
Retrospective
Close Iteration,
go to next Iteration
Run Analysis Iteration 1: to Mapping Level 2
Outcome of Analysis iteration…
A pack of stories
with value! that we can take to the Delivery Planning
Game.
Introduction Project Context Issues we faced A solution:eXtreme Analysis Implementation Results Retrospective Q&A’s
Content
Results
We managed to run 3 Analysis iterations of 2 weeks each….
63.5 FTEsTOTAL BUSINESS VALUE ANALYSED
… that produced 199 stories. ALL carrying Business Value!
Total Business Value of:
57.6 FTEs
The “do the simplest thing that could possibly work” also
produced 3 stories that did not need IT resources to implement…
Total Business Value of:
5.9 FTEs
On getting your story straight…
On the overall XP Project…
In comparison to the first 4 months of analysis, this shows that:
It took us 2.6 times less time…
to analyse/find 31.7 times more Business Value.
ResultsOn getting your story straight…
On the overall XP Delivery (1)…
OutcomeGrouped stories per
dependency group (AREA), Estimated ALL 199 stories,
Ordered AREAS per effort/value ratio,
And…
ResultsOn getting your story straight…
On the overall XP Delivery (2)…
A story/AREA/effort/Business Value profile of the project(effort/value ratio)
ResultsOn getting your story straight…
On the overall XP Delivery (3)…
Value/Iteration mapping (effort/value ratio)
Which allowed us to make the following pointsand recommendations to the steering committee:
ResultsOn getting your story straight…
On the overall XP Delivery (4)…
• There is not as much Business Value in this project as first thought (reminder: 120 FTEs was the target, we only managed to find and write stories for 57.6 FTEs)
• We have ordered the Story Areas per Value/effort ratio• We can deliver 100% of 57.8 FTEs value in 10 iterations @ current team velocity,
but it might not be the best thing to do…
Points made to steering group:
All these recommendations were implemented with the following results:
1. During delivery, we discovered additional business value in the stories which brought the overall delivered Value to 62 FTEs.
2. We only used 2/3rd of the Budget in the end (overall actual project expenditure).
3. Putting aside the first 4 months, we actually only used ½ the initial agreed budget, for ½ the Business Value…
• Plan and budget for 5 iterations: this will generate 80% of the 57.8 FTEs we have found
• Don’t waste another 5 iterations on the remaining 20% (as there are no MMF in there…)
• Run the non technical stories implementation using Agile principles…
Recommendations made to steering group:
Introduction Project Context Issues we faced A solution:eXtreme Analysis Implementation Results Retrospective Q&A’s
Content
Retrospective
• The heart beat worked really well: the entire Analyst team enjoyed the management discipline as much as we do (don’t we?)
• Simplicity, feedback, communication and courage (aggressiveness) worked well outside IT (why not?)
• Defining outcome stories up front along with acceptance tests clarified the exact point at which an Analysis story was delivered
• Working from stories themselves, they got better at writing stories for us ;-)• There are Outcome smells, just like there are code smells• Can’t estimate it? SPIKElyse it ;-)
What worked for us in XA
• Analysis task break down: we did not have enough time to become really good at it >> the outcome stories estimates were not always accurate
• Analysts were a bit confused by the 2 roles they had to play on the project: 1 Outcome Analyst and 2 XP Customer
• Tracking estimates and velocity was hard to achieve• There was a lack of Business documentation (operations manuals, audit, …)
What did not work for us in XA
• Management principles from XP seem to work well for upfront value analysis. XP has technical practices, what would the equivalent techniques be for upfront value analysis?
Puzzles for XA
Introduction Project Context Issues we faced A solution:eXtreme Analysis Implementation Results Retrospective Q&A’s
Content
Q&As
Thank You for listening…
Any questions?
Appendices
