an introduction to agile business analysis
DESCRIPTION
Four tools for prioritizing and scoping work to be performed by Agile teams.TRANSCRIPT
An introduction to Agile Business Analysis
Techniques
A survey of tools to decide what to build
Why is this hard?
#1. Business value is unarticulated
#2. We have insufficient views of what matters to our end users and customers
#3. We don’t have a way to focus our efforts
#4. We don’t have clarity of purpose
#1. Business value is unarticulated
Make business value assumptions explicit
Business Value Goal Model
Business Value Goal ModelTire Manufacturer
Fix the Tires
Business Value Goal Model
Survive by re-establishing credibility
Fix the Tires
Address Morale
Settle Lawsuits
Repair Distributor
Relationships
Improve PR
Thematic Goal
Focusing Objectives
Tire Manufacturer
Business Value Goal Model
Survive by re-establishing
credibility
Fix the tires Settle lawsuitsAddress morale
Repair distributor
relationshipsImprove PR
Revenue Customer SatisfactionMarket shareProduction
levelsExpenses
Focusing Objectives
Standard Objectives
Thematic Goal
Tire Manufacturer
#1. Business value is unarticulated
Make business value assumptions explicit
Business Value Goal Model
Overcoming Politics Silo’s and Turf Wars, Patrick Lencioni, Jossey-Bass, 2006
Light Weight
Context for conversation and shared understanding
about strategy and business value
#2. We have insufficient views of what matters to our end users or customers
Be explicit about what matters to the customer
Customer Value Profile
Identify• Capabilities of the
Truck• Reputation• Brand• Durability• Selection• Interior Size of
Vehicle
Acquire• Service Location• Ease of Doing
Business• Responsiveness of
Supply Chain• Initial cost
Use Consume• Interior Size of
Vehicle• Capabilities of the
Truck• Durability
Maintain• Service Location• Responsiveness of
Supply Chain• Total Cost of
Ownership• Durability
Replace Dispose• Total Cost of
Ownership• Durability• Brand• Capabilities of the
Truck• Reputation• Selection• Interior Size of the
Vehicle
Customer Attributes in the Experience Lifecycle
Customer Value Map Example
Customer Value Map ExampleE
mp
has
is
quality
high
low
factors of customer experience
speed convenience fashion selection ambiance price location serviceexpertise
Starbucks
Industry
#2. We have insufficient views of what matters to our end users or customers
Be explicit about what matters to the customer
Customer Value Profile
Charting Your Company’s Future, W. Chan Kim and Renee Mauborgne, HBR, June 2002
Identify Specific Gaps
Context for Performance Conversation
Long Lived Value
#3 We don’t have a view to focus our efforts
Focus on the next most important opportunity
Capability Model
1.0 Employee Vehicle Program
1.1 Develop Products and Services
1.1.1 Product/Service Management
Determine Purchase Price
1.2 Deliver Products and Services
1.2.1 Capture Product Requirements
Configure Vehicle for Purchase
1.2.2 Procurement/Secure Supply
Order Vehicle
1.2.3 Produce Product
Process VehicleMove Vehicle to Delivery Location
Associate Pickup of Evaluation Unit
1.2.4 Plan Employee Vehicle Program
Establish Vehicle Types Available
for Evaluation Unit
Establish Evaluation Unit
Deduction Amount
1.2.5 Manage Inventory
Manage Evaluation Unit
Inventory
1.2.6 Coordinate and Perform Service
1.2.6.1 Coordinate Employee Vehicle Program
Assign Vehicle to Evaluation Unit
Request
Select Vehicle for Evaluation
Assign Vehicle to Purchase Request
Place Evaluation Unit In Service
Return of Evaluation Unit
Remove Evaluation Unit from Service
Change an Associate Vehicle Purchase Request
1.2.6.2 Manage Vehicle Assets
Dispose of Company Owned
Vehicle
Inspection of Evaluation Unit
Place Vehicle in Dealer Inventory
Validate Vehicle Availability
Check Vehicle Status By Associate
1.2.7 Track Delivery Performance
Track Vehicle Status
1.2.8 Delivery Accounting
Conduct Vehicle-Related Financial Transactions with
Dealer
Manage Accounting
Entries for Vehicle Inventory
1.3 Plan and Manage Enterprise
1.3.1 Human Resources
1.3.1.1 Employee Vehicle Program
Authenticate Associate
Validate Associate Eligibility
Complete Evaluation Unit
Survey
Approve Evaluation Unit
Request
Complete Evaluation Unit
Request
Approve Associate Vehicle Purchase Request
Complete Associate Vehicle Purchase Request
Cancel Associate Vehicle Purchase
Request
Implement Payroll Deduction for
Evaluation Unit
Verb - Noun
Capability
Verb - Noun
Describe the target business or product as a set of outcomes – or capabilities.
Verb - Noun
Capability
Pay Employees
Remains Stable over Time
Pay Employees
Business Value
Capability
High Value
Medium Value
Low Value
KEY
Produce Tires
Business Value
Capability
High Value
Medium Value
Low Value
KEY
Produce Tires
Performance Gaps
Business Value
Capability
High Value
Medium Value
Low Value
Low Performing
Medium Performing
High Performing
KEY
Produce Tires
RiskBusiness RiskTechnology RiskOrganizational RiskMarket Risk
High Value
Medium Value
Low Value
Low Performing
Medium Performing
High Performing
High Risk
Moderate Risk
Low Risk
KEY
Performance Gaps
Business Value
Risk
Capability
1.0 Employee Vehicle Program
1.1 Develop Products and Services
1.1.1 Product/Service Management
Determine Purchase Price
1.2 Deliver Products and Services
1.2.1 Capture Product Requirements
Configure Vehicle for Purchase
1.2.2 Procurement/Secure Supply
Order Vehicle
1.2.3 Produce Product
Process VehicleMove Vehicle to Delivery Location
Associate Pickup of Evaluation Unit
1.2.4 Plan Employee Vehicle Program
Establish Vehicle Types Available
for Evaluation Unit
Establish Evaluation Unit
Deduction Amount
1.2.5 Manage Inventory
Manage Evaluation Unit
Inventory
1.2.6 Coordinate and Perform Service
1.2.6.1 Coordinate Employee Vehicle Program
Assign Vehicle to Evaluation Unit
Request
Select Vehicle for Evaluation
Assign Vehicle to Purchase Request
Place Evaluation Unit In Service
Return of Evaluation Unit
Remove Evaluation Unit
from Service
Change an Associate Vehicle Purchase Request
1.2.6.2 Manage Vehicle Assets
Dispose of Company Owned
Vehicle
Inspection of Evaluation Unit
Place Vehicle in Dealer Inventory
Validate Vehicle Availability
Check Vehicle Status By Associate
1.2.7 Track Delivery Performance
Track Vehicle Status
1.2.8 Delivery Accounting
Conduct Vehicle-Related Financial Transactions with
Dealer
Manage Accounting
Entries for Vehicle Inventory
1.3 Plan and Manage Enterprise
1.3.1 Human Resources
1.3.1.1 Employee Vehicle Program
Authenticate Associate
Validate Associate Eligibility
Complete Evaluation Unit
Survey
Approve Evaluation Unit
Request
Complete Evaluation Unit
Request
Approve Associate Vehicle Purchase Request
Complete Associate Vehicle Purchase Request
Cancel Associate Vehicle Purchase
Request
Implement Payroll Deduction for
Evaluation Unit
Backlog Against the Capability Model
High Value
Medium Value
Low Value
Low Performing
Medium Performing
High Performing
Hard to Change
Moderate Effort to Change
Easy to Change
#3 We don’t have a view to focus our efforts
Focus on the next most important opportunity
Capability Model
The Next Revolution in Productivity, Merrifield, Calhoun and Stevens, HBR, June 2008
1.0 Employee Vehicle Program
1.1 Develop Products and Services
1.1.1 Product/Service Management
Determine Purchase Price
1.2 Deliver Products and Services
1.2.1 Capture Product Requirements
Configure Vehicle for Purchase
1.2.2 Procurement/Secure Supply
Order Vehicle
1.2.3 Produce Product
Process VehicleMove Vehicle to Delivery Location
Associate Pickup of Evaluation Unit
1.2.4 Plan Employee Vehicle Program
Establish Vehicle Types Available
for Evaluation Unit
Establish Evaluation Unit
Deduction Amount
1.2.5 Manage Inventory
Manage Evaluation Unit
Inventory
1.2.6 Coordinate and Perform Service
1.2.6.1 Coordinate Employee Vehicle Program
Assign Vehicle to Evaluation Unit
Request
Select Vehicle for Evaluation
Assign Vehicle to Purchase Request
Place Evaluation Unit In Service
Return of Evaluation Unit
Remove Evaluation Unit
from Service
Change an Associate Vehicle Purchase Request
1.2.6.2 Manage Vehicle Assets
Dispose of Company Owned
Vehicle
Inspection of Evaluation Unit
Place Vehicle in Dealer Inventory
Validate Vehicle Availability
Check Vehicle Status By Associate
1.2.7 Track Delivery Performance
Track Vehicle Status
1.2.8 Delivery Accounting
Conduct Vehicle-Related Financial Transactions with
Dealer
Manage Accounting
Entries for Vehicle Inventory
1.3 Plan and Manage Enterprise
1.3.1 Human Resources
1.3.1.1 Employee Vehicle Program
Authenticate Associate
Validate Associate Eligibility
Complete Evaluation Unit
Survey
Approve Evaluation Unit
Request
Complete Evaluation Unit
Request
Approve Associate Vehicle Purchase Request
Complete Associate Vehicle Purchase Request
Cancel Associate Vehicle Purchase
Request
Implement Payroll Deduction for
Evaluation Unit
Stable model
Updates as performance improves
Low friction to maintain once established
Easy to revaluate if strategy changes
We don’t have clarity of purposePrioritize efforts, not on starting, but on delivering value, then maximize the amount of work not done to deliver that value
A3 Focusing Tool
Maximize the amount of work not done
A3 Problem Solving: Overview
A3 Problem Solving: Outcome
A3 Problem Solving: Analysis
A3 Problem Solving: Plan
We don’t have clarity of purposePrioritize efforts, not on starting, but on delivering value, then maximize
the amount of work not done to deliver that value
A3 Focusing Tool
Managing to Learn, John Shook, Lean Enterprise Inc., January 2008
Shared understanding of what and why
Initiatives / or epics are very focus and clearly tied to business and customer
value
Light weight approach communicates more than
detailed requirements
Focus on finishing3 managers, 3 equally important initiatives.
AAABBB
CCC
A A A
A A A
B B B
B BB
CC C
CCC
This way each manager sees progress every period …but the business gets no benefit before period 7.
We try to show progress every month
Preference is shown but the business realizes benefit sooner
Or we can establish an organizational priority
A A AB B BCC C
And task switching and interruptions make the difference more stark
What is the impact of an expedite request?
Deciding what to build
• Make business value assumptions explicit• Be explicit about what matters to the customer• Focus on the next most important opportunity• Prioritize efforts, not on starting, but on delivering value,
then maximize the amount of work not done to deliver that value
• Focus on Finishing
• With light weight, high signal tools that provide long lived value
A business analysis system for deciding what to build
1.0 Employee Vehicle Program
1.1 Develop Products and Services
1.1.1 Product/Service Management
Determine Purchase Price
1.2 Deliver Products and Services
1.2.1 Capture Product Requirements
Configure Vehicle for Purchase
1.2.2 Procurement/Secure Supply
Order Vehicle
1.2.3 Produce Product
Process VehicleMove Vehicle to Delivery Location
Associate Pickup of Evaluation Unit
1.2.4 Plan Employee Vehicle Program
Establish Vehicle Types Available
for Evaluation Unit
Establish Evaluation Unit
Deduction Amount
1.2.5 Manage Inventory
Manage Evaluation Unit
Inventory
1.2.6 Coordinate and Perform Service
1.2.6.1 Coordinate Employee Vehicle Program
Assign Vehicle to Evaluation Unit
Request
Select Vehicle for Evaluation
Assign Vehicle to Purchase Request
Place Evaluation Unit In Service
Return of Evaluation Unit
Remove Evaluation Unit from Service
Change an Associate Vehicle Purchase Request
1.2.6.2 Manage Vehicle Assets
Dispose of Company Owned
Vehicle
Inspection of Evaluation Unit
Place Vehicle in Dealer Inventory
Validate Vehicle Availability
Check Vehicle Status By Associate
1.2.7 Track Delivery Performance
Track Vehicle Status
1.2.8 Delivery Accounting
Conduct Vehicle-Related Financial Transactions with
Dealer
Manage Accounting
Entries for Vehicle Inventory
1.3 Plan and Manage Enterprise
1.3.1 Human Resources
1.3.1.1 Employee Vehicle Program
Authenticate Associate
Validate Associate Eligibility
Complete Evaluation Unit
Survey
Approve Evaluation Unit
Request
Complete Evaluation Unit
Request
Approve Associate Vehicle Purchase Request
Complete Associate Vehicle Purchase Request
Cancel Associate Vehicle Purchase
Request
Implement Payroll Deduction for
Evaluation Unit
Articulate Business Value
Explicit Customer Value
Focus on the most important opportunities
Execute with focus and clarity
Results drive learning and priorities