agile business intelligence (or how to give management what they need when they ask for it)
Post on 18-Oct-2014
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If you like the ideas raised in this presentation, don't forget to check out my latest book, Directing the Agile Organisation (http://theagiledirector.com/book). Based on common agile management methods, this presentation will demonstrate the processes and workflows required to manage a Business Intelligence team or project in a flexible, iterative and agile manner. We will also examine the open source technologies that assist in supporting and automating the processes. These processes draw on the underlying principles of agile and utilises a combination of Scrum, Test Driven Development, Feature Driven Design and XP. These methods can be applied in both a low maturity environment to develop business intelligence capability, or a high maturity environment to encourage greater customer engagement.TRANSCRIPT
Evan LeybournLean / Agile Business Leader and AuthorMelbourne, Australia@eleybournhttp://theagiledirector.com
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WHAT DOES BEING “AGILE” ACTUALLY MEAN?THE AGILE MANIFESTO
To what degree is the outcome knowable in advance?
To what degree can you coordinate and control all the players?
To what degree is the outcome dependent on intangible elements?
Wat
erfa
ll
Agile
Waterfall
Agile
INDIVIDUALS AND INTERACTIONSOVER PROCESSES AND TOOLS
WORKING SOFTWARE OVER COMPREHENSIVE DOCUMENTATION
CUSTOMER COLLABORATION OVER CONTRACT NEGOTIATION
RESPONDING TO CHANGE OVER FOLLOWING A PLAN
Business change via sustained effort across the organisation
Business change via sustained effort across the organisation
Change
Change
Change
BUSINESS• USERS• CUSTOMER• PRODUCT OWNER
TECHNICAL• SCRUM MASTER• DEVELOPERS• TESTERS
7 +/- 2
7 +/- 2TYPICAL TEAM SIZE
BEGINNING THE PROCESS
AGILE PROJECTS HAVE MINIMAL INITIATION
THE DEVELOPMENT TEAM SHOULD BE
ENGAGED DURING INITIATION
CUSTOMER IS FULLY AWARE OF THEIR RESPONSIBILITIESCUSTOMERS SHARE ACCOUNTABILITY FOR DELIVERY
CREATE THE INITIAL PRODUCT BACKLOG (IN LOW DETAIL)ALLOW CUSTOMERS TO SLOWLY DEFINE THEIR NEEDS
HIGH PRIORITY• SUMMARY• ESTIMATE• DETAIL• FUNCTION• ACCEPTANCE CRITERIA
LOW PRIORITY• SUMMARY• ESTIMATE
ESTIMATE THE PRODUCT BACKLOGFIRST ORDER ESTIMATE - USING STORY POINTS
1, 2, 3, 5, 8, 13, 20, 40, 100FIBONACCI SEQUENCE
ITERATIONS SHOULD BE BETWEEN 1 & 4 WEEKSSHORTER ITERATIONS PROVIDE MORE OPPORTUNITIES TO INSPECT & ADAPT
PRIORITISE THE PRODUCT BACKLOGBEFORE THE PLANNING WORKSHOP
DEFINE THE BUSINESS GOAL FOR THE ITERATIONPART 1: BUSINESS PLANNING
PART 2: TECHNICAL PLANNING
DECOMPOSE USER STORIES INTO TASKS (< 1 DAY)
CREATE THE ITERATION BACKLOG (IN HIGH DETAIL)OWNED & MAINTAINED BY THE DEVELOPERS
PLAN, DESIGN & ESTIMATE TASKSTECHNICAL SPECIFICATIONS
Highest Priority Task
Test-Driven Development
BuildCommit
Continuous Integration
Done
Testing
Deploy
KANBAN (かんばん )WORKFLOW MONITORING & VISUALISATION
MURA: UNEVENNESSMURI: OVERBURDENMUDA: WASTEUNDERSTANDING WASTE
Backlog Build Test Done
Backlog Analysis Build Test Stage Doc’ Release Done
1• Create a test
2• Add the test to the test catalogue
3• Write the code
4• Run the tests (all of them)
5• Clean up the code as required. (Refactor)
TEST – DRIVEN DEVELOPMENT
TEST TYPES
DEFECT, USABILITY, FUNCTIONALITY & DATA
CUSTOMERS CAN ALWAYS SEE PROGRESSPROMOTING TRANSPARENCY THROUGH THE SCRUMS AND BACKLOG
PROGRESS MONITORING
BURNUP CHARTSBURNDOWN CHARTSCUMULATIVE FLOW STATISTICAL RUN
BURNUP CHART
BURNDOWN CHART
VELOCITY
HOW MUCH WORK CAN BE DELIVERED PER ITERATION
DISCOVERY
SCOPE CREEP
PLATEAU
TOO MANY FEATURES
TRACKING EPICS
CUMULATIVE FLOW DIAGRAM
CYCLE TIME RUN CHARTS
DIFFERS BY ORGANISATION
WHAT DOES “DONE” MEAN?
PRESENT & REVIEW COMPLETED WORK TO THE CUSTOMER ITERATION REVIEW
RETROSPECTIVE & KAIZEN (改善 )CONTINUOUS IMPROVEMENT
KAIZEN EMPHASISES
TEAMWORK, DISCIPLINE & MORALE
TO LEARN MORE, CHECK OUT
DIRECTING THE AGILE ORGANISATIONBY EVAN LEYBOURNAVAILABLE AT AMAZON AND ALL GOOD BOOK STORES
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