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Talk presented at "Pensando Lean" in 2010, Sep 3 (São Paulo, Brazil). Based on Lean principles and two Business Analysis Knowledge Areas (BA Planning and Enterprise Analysis), this presentation explores how DISCOVERY and DELIVERY are both focus of Business Analysis in agile projects.
Citation preview
20102010
“Lean Thinking on
Business Analysis”
““Lean Thinking onLean Thinking on
Business AnalysisBusiness Analysis””
Continuous Discovery and Delivery of Business Transformations
Do you know what isDo you know what isBusiness Analysis?Business Analysis?Business Analysis?Business Analysis?Business Analysis?Business Analysis?Business Analysis?Business Analysis?
Definition Definition based onbased on BABOK/IIBA:BABOK/IIBA:
““““““““Business Analysis is a set of practices and tools that Business Analysis is a set of practices and tools that Business Analysis is a set of practices and tools that Business Analysis is a set of practices and tools that Business Analysis is a set of practices and tools that Business Analysis is a set of practices and tools that Business Analysis is a set of practices and tools that Business Analysis is a set of practices and tools that allow us to understand the structure, polices and allow us to understand the structure, polices and allow us to understand the structure, polices and allow us to understand the structure, polices and allow us to understand the structure, polices and allow us to understand the structure, polices and allow us to understand the structure, polices and allow us to understand the structure, polices and operations of an organization in order to recommend operations of an organization in order to recommend operations of an organization in order to recommend operations of an organization in order to recommend operations of an organization in order to recommend operations of an organization in order to recommend operations of an organization in order to recommend operations of an organization in order to recommend solutions that could contribute to achieve its goals.solutions that could contribute to achieve its goals.solutions that could contribute to achieve its goals.solutions that could contribute to achieve its goals.solutions that could contribute to achieve its goals.solutions that could contribute to achieve its goals.solutions that could contribute to achieve its goals.solutions that could contribute to achieve its goals.””””””””
2004-2009
Ok! But this is not what Ok! But this is not what Ok! But this is not what Ok! But this is not what many people do over there many people do over there many people do over there many people do over there
� Agile Development� Business Intelligence� Business Process Management� Business Rules� Decision Analysis and Game Theory� Enterprise Architecture� Governance and Compliance Frameworks� IT Service Management� Lean and Six Sigma� Organizational Change Management� Project Management� Quality Management� Service Oriented Architecture� Software Engineering (particularly Requirements Eng.)� Software Process Improvement� Software Quality Assurance � Strategic Planning� Usability and User Experience Design
Business AnalystsBusiness AnalystsBusiness AnalystsBusiness AnalystsBusiness AnalystsBusiness AnalystsBusiness AnalystsBusiness AnalystsSystems AnalystsSystems AnalystsSystems AnalystsSystems AnalystsSystems AnalystsSystems AnalystsSystems AnalystsSystems Analysts
Requirements AnalystsRequirements AnalystsRequirements AnalystsRequirements AnalystsRequirements AnalystsRequirements AnalystsRequirements AnalystsRequirements Analysts
Process AnalystsProcess AnalystsProcess AnalystsProcess AnalystsProcess AnalystsProcess AnalystsProcess AnalystsProcess Analysts
Product ManagersProduct ManagersProduct ManagersProduct ManagersProduct ManagersProduct ManagersProduct ManagersProduct Managers
Product OwnersProduct OwnersProduct OwnersProduct OwnersProduct OwnersProduct OwnersProduct OwnersProduct Owners
Business ArchitectsBusiness ArchitectsBusiness ArchitectsBusiness ArchitectsBusiness ArchitectsBusiness ArchitectsBusiness ArchitectsBusiness Architects
Management ConsultantsManagement ConsultantsManagement ConsultantsManagement ConsultantsManagement ConsultantsManagement ConsultantsManagement ConsultantsManagement ConsultantsProject ManagersProject ManagersProject ManagersProject ManagersProject ManagersProject ManagersProject ManagersProject Managers
UX DesignersUX DesignersUX DesignersUX DesignersUX DesignersUX DesignersUX DesignersUX Designers
Determine how to complete a
business analysis effort
Determine how to complete a
business analysis effort
Define a solution that can
feasibly be implemented by the
business
Define a solution that can
feasibly be implemented by the
business
Determine which solution
best fits the business need
Determine which solution
best fits the business need
Ensure that stakeholders and
team remain in agreement
on the solution
Ensure that stakeholders and
team remain in agreement
on the solution
Business Analysis Knowledge AreasBusiness Analysis Knowledge AreasBusiness Analysis Knowledge AreasBusiness Analysis Knowledge AreasBABOK® Guide Version 2.0
Identify and understand
needs and concerns
Identify and understand
needs and concerns
Support the effective
performance of
business analysis
Support the effective
performance of
business analysis
Enable the team to implement a
solution that will meet the needs
of the sponsoring organization
and stakeholders
Enable the team to implement a
solution that will meet the needs
of the sponsoring organization
and stakeholders
Is it trueIs it truethat all of that all of
Business Analysis Business Analysis professionals follow theprofessionals follow the
WATERFALL WATERFALL WATERFALL WATERFALL WATERFALL WATERFALL WATERFALL WATERFALL Model?Model?Model?Model?Model?Model?Model?Model?
In 2006, by recognizing that the agile approach is In 2006, by recognizing that the agile approach is significantly contributing to the way people are significantly contributing to the way people are developing software, the IIBA determined that developing software, the IIBA determined that BABOK version 2.0 (2009) should be compatible BABOK version 2.0 (2009) should be compatible with this way of thinking.with this way of thinking.
Plan DrivenPlan DrivenPlan DrivenPlan DrivenXXXX
Change DrivenChange DrivenChange DrivenChange Driven
BABOK Agile Extension will be published in 2011
LetLetLetLet’’’’s play s play s play s play a game!a game!a game!a game!
LetLetLetLet’’’’s play s play s play s play a game!a game!a game!a game!
Large Lots x Small LotsLarge Lots x Small LotsLarge Lots x Small LotsLarge Lots x Small LotsLarge Lots x Small LotsLarge Lots x Small LotsLarge Lots x Small LotsLarge Lots x Small Lots
AnalystAnalystAnalystAnalyst DesignerDesignerDesignerDesigner ProgrammerProgrammerProgrammerProgrammer TesterTesterTesterTester CustomerCustomerCustomerCustomer
Team SetupTeam SetupTeam SetupTeam Setup
Game GoalGame GoalGame GoalGame Goal
Deliver to the customer 10 software requirements analyzed, designed, coded and tested in the shortest time.
Experiment ResultsExperiment ResultsExperiment ResultsExperiment ResultsExperiment ResultsExperiment ResultsExperiment ResultsExperiment Results
1111 2222 3333 4444 5555 6666 7777 8888 9999 0000
AnalysisAnalysisAnalysisAnalysis DesignDesignDesignDesign CodingCodingCodingCoding TestingTestingTestingTesting
1111 2222 3333 4444 5555 6666 7777 8888 9999 0000 1111 2222 3333 4444 5555 6666 7777 8888 9999 0000 1111 2222 3333 4444 5555 6666 7777 8888 9999 0000
Operating in Large Lots
Total Time = 40 UT 1º. Feedback = 31 UT77.5% of total time and 90% of functionalities at high risk.
AnalysisAnalysisAnalysisAnalysis
DesignDesignDesignDesign
CodingCodingCodingCoding
TestingTestingTestingTesting
1111 2222 3333 4444 5555 6666 7777 8888 9999 0000
1111 2222 3333 4444 5555 6666 7777 8888 9999 0000
1111 2222 3333 4444 5555 6666 7777 8888 9999 0000
1111 2222 3333 4444 5555 6666 7777 8888 9999 0000
Operating in Small Lots (Unitary Flow)
Total Time = 13 UT 1º. Feedback = 4 UT30.8% of total time and 60% of functionalities at zero risk.
Velocity Gain = 40 / 13 = 3.07Velocity Gain = 40 / 13 = 3.07Velocity Gain = 40 / 13 = 3.07Velocity Gain = 40 / 13 = 3.07
Final Lead Time = 13 / 40 = 32.5%Final Lead Time = 13 / 40 = 32.5%Final Lead Time = 13 / 40 = 32.5%Final Lead Time = 13 / 40 = 32.5%
Feedback Time= 4 / 31 = 12.9%Feedback Time= 4 / 31 = 12.9%Feedback Time= 4 / 31 = 12.9%Feedback Time= 4 / 31 = 12.9%
Questions to our Questions to our Questions to our Questions to our Questions to our Questions to our Questions to our Questions to our managersmanagersmanagersmanagersmanagersmanagersmanagersmanagers::::::::
1. Is your organization really interested in developing software projects so slowly?
2. If it’s really not of interest of doing this, what keeps your organization culture wedded to waste?
3. Do the “stakeholders” have any perception about the risks they are facing by keeping that logistics?
4. Do you believe that a low performance anda high risk project can affect business results?
5. So, what could be the interest of a Business Analyst by discussing this scenario?
““““““““Not only the solution scopeNot only the solution scopeNot only the solution scopeNot only the solution scopeNot only the solution scopeNot only the solution scopeNot only the solution scopeNot only the solution scopebut the way how it is delivered tobut the way how it is delivered tobut the way how it is delivered tobut the way how it is delivered tobut the way how it is delivered tobut the way how it is delivered tobut the way how it is delivered tobut the way how it is delivered to
our customers could affectour customers could affectour customers could affectour customers could affectour customers could affectour customers could affectour customers could affectour customers could affecttheir business results.their business results.their business results.their business results.their business results.their business results.their business results.their business results.””””””””
XXXXXXXX
Question No. #1Question No. #1Question No. #1Question No. #1Question No. #1Question No. #1Question No. #1Question No. #1How Lean Thinking couldHow Lean Thinking couldaffect the Planning of ouraffect the Planning of our
Business Analysis Activities?Business Analysis Activities?
TheTheTheThe DudeDudeDudeDude’’’’s s s s LawLawLawLaw
Value = Why
How By DavidHussman
1 to 3 weeks cycle
BusinessAnalyst
Facilitator
Tom Gilbhttp://stakeholdervalues.com/Value+Product+Owner
Stakeholder
PrioritizePrioritize
BusinessVision
ProductOwner
PrioritizePrioritize
ProductVision
Ver
ify
Bu
sin
ess
Vis
ion
Ver
ify
Bu
sin
ess
Vis
ion
Product ManagementProduct Management
SCRUM
Ver
ify
Pro
du
ct V
isio
n
Ver
ify
Pro
du
ct V
isio
n
11111111ºººººººº. Guiding the organization to an Iterative and. Guiding the organization to an Iterative and. Guiding the organization to an Iterative and. Guiding the organization to an Iterative and. Guiding the organization to an Iterative and. Guiding the organization to an Iterative and. Guiding the organization to an Iterative and. Guiding the organization to an Iterative andIncremental Culture of Business ValueIncremental Culture of Business ValueIncremental Culture of Business ValueIncremental Culture of Business ValueIncremental Culture of Business ValueIncremental Culture of Business ValueIncremental Culture of Business ValueIncremental Culture of Business Value
PRODUCTPRODUCTPRODUCTPRODUCT
Value ManagementValue Management Value Manag.Value Manag.
BUSINESSBUSINESSBUSINESSBUSINESS BUSINESSBUSINESSBUSINESSBUSINESS
ProductChampion
�
1 to 3 weeks cycle�
Sprint N
Sprint N+1
Day 1 Day 2 Day 3 Day 4 Day 5 Day 1 Day 2 Day 3 Day 4 Day 5 Day 1
ApprovalProject Charter
ApprovalProject Charter
General ConceptsBusiness Case
General ConceptsBusiness Case
P1P2
P1P2
Sprint Planning 2 of N
Sprint Planning 1 of N
RSR
RSR
Retrospective of N
Sprint Review of N
DS DS DS DS DS DS DS DS
Daily Scrum
RW2
RequirementsWorkshop of N+1
RW2RW1 RW1
RequirementsWorkshop of N+2
VAL2VAL1 VAL2VAL1
Validation
Production CycleProgressive Detailing
Production CycleProgressive Detailing
Sprint 2
Production CycleProgressive Detailing
Production CycleProgressive Detailing
Sprint 1
JIT
22222222ºººººººº. Guiding Stakeholders to a JIT Thinking. Guiding Stakeholders to a JIT Thinking. Guiding Stakeholders to a JIT Thinking. Guiding Stakeholders to a JIT Thinking. Guiding Stakeholders to a JIT Thinking. Guiding Stakeholders to a JIT Thinking. Guiding Stakeholders to a JIT Thinking. Guiding Stakeholders to a JIT Thinking
Environment SetupSelf-Organizing
Environment SetupSelf-Organizing
Sprint 0
HenrikHenrikHenrikHenrik KnibergKnibergKnibergKnibergQConQConQConQCon, , , , SanSanSanSan FranciscoFranciscoFranciscoFrancisco
NovNovNovNov 18, 200918, 200918, 200918, 2009
33333333ºººººººº. Stimulating a Continuous and Pull Flow. Stimulating a Continuous and Pull Flow. Stimulating a Continuous and Pull Flow. Stimulating a Continuous and Pull Flow. Stimulating a Continuous and Pull Flow. Stimulating a Continuous and Pull Flow. Stimulating a Continuous and Pull Flow. Stimulating a Continuous and Pull Flowof Business Demandsof Business Demandsof Business Demandsof Business Demandsof Business Demandsof Business Demandsof Business Demandsof Business Demands
Stelios Pantazopoulos, Project Vital SignsProject Vital SignsProject Vital SignsProject Vital Signs (http://www.projectvitalsigns.com/)
44444444ºººººººº. Contributing to Balance the Production. Contributing to Balance the Production. Contributing to Balance the Production. Contributing to Balance the Production. Contributing to Balance the Production. Contributing to Balance the Production. Contributing to Balance the Production. Contributing to Balance the Production
David J. AndersonDavid J. AndersonDavid J. AndersonDavid J. Andersonhttp://www.agilemanagement.net/Articles/Weblog/Archives/June2009.html
44444444ºººººººº. Contributing to Balance the Production. Contributing to Balance the Production. Contributing to Balance the Production. Contributing to Balance the Production. Contributing to Balance the Production. Contributing to Balance the Production. Contributing to Balance the Production. Contributing to Balance the Production
55555555ºººººººº. Stimulating Continuous Improvements of. Stimulating Continuous Improvements of. Stimulating Continuous Improvements of. Stimulating Continuous Improvements of. Stimulating Continuous Improvements of. Stimulating Continuous Improvements of. Stimulating Continuous Improvements of. Stimulating Continuous Improvements ofValue Stream through the Logistic ChainValue Stream through the Logistic ChainValue Stream through the Logistic ChainValue Stream through the Logistic ChainValue Stream through the Logistic ChainValue Stream through the Logistic ChainValue Stream through the Logistic ChainValue Stream through the Logistic Chain
TheTheTheThe DudeDudeDudeDude’’’’s s s s LawLawLawLaw
Value = Why
How By DavidHussman
Lead Time Lead Time Lead Time Lead Time ReductionReductionReductionReduction
Question No. #2Question No. #2Question No. #2Question No. #2Question No. #2Question No. #2Question No. #2Question No. #2How Lean ThinkingHow Lean Thinking
could affect ourcould affect ourEnterprise Analysis?Enterprise Analysis?
By DavidHussman
� Value is seen through the eyes of those who pay for the use and benefit from the systems we develop.
� Waste is anything that consumes resources in time, effort, space and money without adding value to the customer.
A Thinking Focused on Value DeliveryA Thinking Focused on Value DeliveryA Thinking Focused on Value DeliveryA Thinking Focused on Value DeliveryA Thinking Focused on Value DeliveryA Thinking Focused on Value DeliveryA Thinking Focused on Value DeliveryA Thinking Focused on Value Deliveryand Waste Reductionand Waste Reductionand Waste Reductionand Waste Reductionand Waste Reductionand Waste Reductionand Waste Reductionand Waste Reduction
Generally, new resources are "pushed" to the environment, while not adding value to its users, either to the business ...
If we work guided to deliver onlyreal value to the business, we will add new resources in a software
product only when a businessvalue is pulled by the customer.
“Feature Injection” By Chris Matts
Do you really knowDo you really knowDo you really knowDo you really knowwhat could be value to awhat could be value to awhat could be value to awhat could be value to abusiness environment?business environment?business environment?business environment?
A Hierarchical Model for the Project ScopeA Hierarchical Model for the Project ScopeA Hierarchical Model for the Project ScopeA Hierarchical Model for the Project ScopeA Hierarchical Model for the Project ScopeA Hierarchical Model for the Project ScopeA Hierarchical Model for the Project ScopeA Hierarchical Model for the Project Scope
Authored byLuiz C. Parzianello
Market orMarket orMarket orMarket orEnvironmentEnvironmentEnvironmentEnvironment�
ActorsActorsActorsActorsBehaviorBehaviorBehaviorBehavior�
determine
CapabilitiesCapabilitiesCapabilitiesCapabilitiesand Strategiesand Strategiesand Strategiesand Strategies�
supported by
Beliefs andBeliefs andBeliefs andBeliefs andPersonal ValuesPersonal ValuesPersonal ValuesPersonal Values�
developed by
IdentityIdentityIdentityIdentityand Missionand Missionand Missionand Mission�
guided by
ResultsResultsResultsResults�generates
relative to
that has business valuethat has business valuethat has business valuethat has business value�
Software ProductSoftware ProductSoftware ProductSoftware Product
respects
improves
supports
IdealIdealIdealIdealguided by
Authored by Luiz C. Parzianellobased on Robert Dilts’ Logical Levels
A Business Transformation ModelA Business Transformation ModelA Business Transformation ModelA Business Transformation ModelA Business Transformation ModelA Business Transformation ModelA Business Transformation ModelA Business Transformation Model
TimeTimeTimeTimeTimeTimeTimeTime
Release #1 Release #2 Release #3 Release #4Bu
sines
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New Capabilities:New Capabilities:New Capabilities:New Capabilities:• Who?• What?• Why?
New Results:New Results:New Results:New Results:• What?• Where?• When?• How much?
New Capabilities:New Capabilities:New Capabilities:New Capabilities:• Who?• What?• Why?
New Results:New Results:New Results:New Results:• What?• Where?• When?• How much?
STRA
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New Behaviors:New Behaviors:New Behaviors:New Behaviors:• Who?• What?• How?
New Features:New Features:New Features:New Features:• What?• How?• Why?
New Behaviors:New Behaviors:New Behaviors:New Behaviors:• Who?• What?• How?
New Features:New Features:New Features:New Features:• What?• How?• Why? O
PERA
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< My User Story >< My User Story >< My User Story >< My User Story >
In order to <new or improved business capability><new or improved business capability><new or improved business capability><new or improved business capability>, as a <role><role><role><role>, I need to <new or improved behavior><new or improved behavior><new or improved behavior><new or improved behavior> by using <a software product or component><a software product or component><a software product or component><a software product or component>.
Business ValueBusiness ValueBusiness ValueBusiness Value:::: X Other AttributesOther AttributesOther AttributesOther Attributes:::: ABCD …
Acceptance CriteriaAcceptance CriteriaAcceptance CriteriaAcceptance Criteria:::: ConstraintsConstraintsConstraintsConstraints::::
- Funct. Reqs.? - Non-Funct. Reqs.?
- BDD? - Business Rules
““““Until people prove otherwise, most of requirementsUntil people prove otherwise, most of requirementsUntil people prove otherwise, most of requirementsUntil people prove otherwise, most of requirementsare hypothesis awaiting for confirmation.are hypothesis awaiting for confirmation.are hypothesis awaiting for confirmation.are hypothesis awaiting for confirmation.””””
ScientificScientificScientificScientificMethodMethodMethodMethod
“What defines a winner is not how fast we deliver, but how fast we learn from what we deliver”
Jason Gorman
““““First be sure you are building First be sure you are building First be sure you are building First be sure you are building the right thing. Then make sure the right thing. Then make sure the right thing. Then make sure the right thing. Then make sure
you are building the thing right.you are building the thing right.you are building the thing right.you are building the thing right.””””““““TheTheTheThe PoppendiecksPoppendiecksPoppendiecksPoppendiecks””””
Success Criteria to be observedSuccess Criteria to be observedSuccess Criteria to be observedSuccess Criteria to be observedby the end of a Software Project:by the end of a Software Project:by the end of a Software Project:by the end of a Software Project:
� A customer satisfied with his/her investment;
� A service provider satisfied with his/her profit;
� Users satisfied and praising the product;
� A team satisfied and proud of its results;
� Team members even more competent;
� Everybody ready to run a new project!
The practice should not be merely a meanor a way to reach the goal, enlightenment.
The practice is, by itself, the goal, as well as the goal (enlightenment) is, by itself,
the practice itself.
Zen Teaching
KAIZEN FOR EVER …
ThankThankThankThank youyouyouyou!!!!
Luiz Claudio [email protected]
http://twitter.com/lcparzianellolcparzianellolcparzianellolcparzianellohttp://www.slideshare.net/parzianelloparzianelloparzianelloparzianello