lean out your product backlog with lean product development and business analysis techniques -...
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Lean out your Product Backlog
Pascal Van CauwenbergheNayima
“Here we are now.Entertain us.”
Kurt Cobain, American Philosopher
His Blog: blog.nayima.be
NAYIMAWe make play work
Consultant. Project Manager. Games Maker.
And so it begins…
We’re going Agile!
Congratulations
What do I do now?
Write User Stories
A Vomit of User Stories
Prioritise User Stories
We need Business Value on each card
HELP!
There has to be a better way
I’d like to have a chat with you about...
1. Some Business Analysis tools
That I’ve used the past 10 years
2. Tell war stories
Projects where we used the tools
3. Explain why we do this
3. Explain why we do this
Before After
4. You may have to do some work
5. Share some more wisdom from American philosophers
Who are your top 3 stakeholders?What is their #1 goal?
You have 2 mins to share with your neighbour
Goal TableStakeholder Goal Tests and
MeasuresCapabilities Risks
Stakeholder, n: Role, Team or Organisation involved or affected by the projectGoal, n: What a stakeholder wants to achieveCapability, n: Something we need to achieve the goal. Necessary, but maybe not sufficientTest, n: A way to decide if a goal has been achievedMeasure, n: A way to determine how close we are to a goalRisk, n: Negative consequences of achieving the goal
A Phone CompanyStakeholder Goal Tests and Measures
Customer Operations Manager
Provide good customer service
50% reduction of customer complaints within a year
Customers recommend our service to friends
Net Promoter Score
Reduce costs Number of calls to call center
Customer Remain contactable when changing providers
No missed messagesMax 30 mins unreachable
Focus on goals not means
Quantify stakeholder goals
The Logical Thinking Process
The Logical Thinking Process
Intermediate Objectives
Map
Current Reality Tree
Conflict Resolution
Diagram
Future Reality Tree
Prerequisite/Transition
TreeWhat is our goal?What are we missing?
Why don’t we have what we need?
What could be done to resolve the underlying fundamental conflict?
Would that work?What could possibly go wrong?
How do we get there?In small steps.
Using the Logical Thinking Process
Intermediate Objectives
Map
Current Reality Tree
Conflict Resolution
Diagram
Future Reality Tree
Prerequisite/Transition
Tree
Stakeholder Goal Capabilities Tests and Measures
Risks
Context Diagram
Phone Intermediate Objectives Map
Add service
Get request
Perform request
Confirm request
How difficult could it be?
Update billing
Provision service
A Phone CompanyStakeholder Goal Tests and
MeasuresCapability
Customer Operations Manager
Provide good customer service
50% reduction of customer complaints within a year
Customers recommend our service to friends
Net Promoter Score
Reduce costs Number of calls to call center
Ensure provisioningNotify customer
Customer Remain contactable when changing providers
No missed messagesMax 30 mins unreachable
Derive capabilities from goals
Some customers seem to have the phone number of our CEO...
What are the criteria your organisation uses to select and prioritise work?
You have 2 mins to share with your neighbour
“Party like it’s 1999”
, American Philosopher
It’s 1999
While people are getting worried about Y2K…
Project E
• Goal: Build an online bank that sells mortgage loans in Sweden– And then in other European countries
• Constraint: integrate with Swedish government databases
• Constraint: 2 developers• Constraint: the press conference for the
launch is in 2.5 months
What happened?
• We launched on time• Full-featured frontend• Combination of manual and automated
processes• One country at first, then expanded to Europe• All manual processes were automated gradually
as customer base grew• Money coming in invested in backoffice
automation
Press conference
Curious customers can ask for quote
Good looking frontend
Integration with Swedish government Databases
Ease of use
Implement Swedish Business Rules
Scale number of customers
Expand to other countries
Business Value Model
• Diagram of effects• What are the important goals?• How will we achieve the goals?• What are our constraints?
• This is our strategy• This is our definition of value
A Phone CompanyStakeholder Goal Tests and Measures
Customer Operations Manager
Provide good customer service
50% reduction of customer complaints within a year
Customers recommend our service to friends
Net Promoter Score
Reduce costs Number of calls to call center
Customer Remain contactable when changing providers
No missed messagesMax 30 mins unreachable
For example
Customer satisfaction
Call center cost# calls
Successful transactions
Customer loss
Reliable process
Request confirmation
Regulations
Leading Lagging
Project Economic Framework
Using the Logical Thinking Process
Intermediate Objectives
Map
Current Reality Tree
Conflict Resolution
Diagram
Future Reality Tree
Prerequisite/Transition
Tree
Business Value Model
Stakeholder Goal Capabilities Tests and Measures
Risks
Plan
Context Diagram
Business Value Model == Hypothesis
Make reasoning & assumptions explicitVerify regularly and improve
PDCA cycle
Plan
DoCheck
Act
Product Development cycle
Model Value
ImplementDeploy & measure
Learn
Plan
DoCheck
Act
Create a Business Value hypothesis
Verify and improve your Business Value hypothesis
Early and often
“Coin an acronym and you have a profitable
consulting business”
Dave Nicolette, American philosopher
IDDIrritation Driven Development
TM
IDDYou heard it here first
TM
Everybody participates in building the models
The Kano Model
• Stupid features• Table stakes• Linear features
“If I had asked my customers what they wanted, they would have said
‘Faster horses’”
Henry Ford, American philosopher
The Kano Model
• Stupid features• Table stakes• Linear features
Exciters
WOW! I didn’t know you could do that!
“The big print giveth.The small print taketh
away”
Tom Waits, American philosopher
What could possibly go wrong?Stakeholder Goal Tests and
MeasuresCapabilities Risks
Customer ConvenienceReduce costs
Yearly transaction costPayback in 6 months
Recommend appropriate product
???
Sponsor Profitability Product profitability
Recommend appropriate product
???
Political riskStakeholder Goal Tests and
MeasuresCapabilities Risks
Customer ConvenienceReduce costs
Yearly transaction costPayback in 6 months
Recommend appropriate product
Find out they have been paying too much
Sponsor Profitability Product profitability
Recommend appropriate product
Move profits between departments A and B
One type of product is the responsibility of division AOther type of product is the responsibility of division BDivision manager bonus is based on revenue of division…
Find one risk of success on your project
You have 2 mins to share with your neighbour
What are the dangers of success?
“The chief cause of problems is solutions”
Eric Sevareid, American philosopher
“When do we (finally) start writing User Stories?”
We thought you were an Agile coach?
And can’t we start coding yet?
Writing stories made easy
Stakeholder Goal Capability Test and measure
Risk
TO ACHIEVE ...
AS A ...
I NEED ...
IT’S DONE WHEN ...
TO NOT ACHIEVE ...
PASSES
I NEED ... Another capability
AS A... TO ACHIEVE... I NEED... I KNOW I GOTIT WHEN...
GOTCHAS
User Story Carpaccio
Goal Table Project Level StoryProject Level Story
Project Level StoryProject Level Story
Release Level Story
Release Level Story
Release Level Story
Release Level Story
Iteration Level Story
Iteration Level Story
Iteration Level Story
Iteration Level Story
Release Level Story
Derive detailed stories from goals
Step by step
Kanban board
TODO BUSY Accept DONEIterationReleaseValue
Integrate analysis into your flow
From Value to Cash
Help! My developers have gone Kanban!
Conflict Resolution Diagram
Objective
Prerequisite 1Requirement 1
Prerequisite 2Requirement 2
Conflict Resolution Diagram
Satisfy growing customer base
Detailed estimates and plans
Reliable long term roadmap
No estimatesNo planning
Be more efficient
How would you solve this?
Conflict Resolution Diagram
Satisfy growing customer base
Detailed estimates and plans
Reliable long term roadmap
No estimatesNo planning
Be more efficient
Assumption: estimating is the only wayto determine the cost of a feature
What if…
• We didn’t have to estimate to have a cost?• We didn’t have to create detailed stories to
estimate and plan?
• But that’s not possible, is it?
Conflict Resolution Diagram
Satisfy growing customer base
Set budget andBuild to budget
Reliable long term roadmap
No estimatesNo planning
Be more efficient
Detailed estimates and plans
Building the roadmap
• Put stakeholder goals in the roadmap, not features– More implementation freedom– More meaningful for customers
• Estimate the value of each goal in the roadmap• Decide how much you want to invest to realise the
value – As a percentage of the capacity of the team
• Create a roadmap based on value and budget– Not cost
Building the roadmap
Goal 1Value / Budget
Goal 4Value/Budget
Goal 3Value/Budget
Goal 2Value/Budget
Release 1 Release 2
Goal 1Value / Budget
Implementing the roadmap
• For each release, the product manager and team decide how to achieve goals, given the budget
• Don’t have to stick to individual budgets as long as release budget is respected
• Constraints create a challenge• Which leads to more creativity
• Monitor flow of stories and handle risks
Would you rather haggle…
…or solve problems?
Respectful Challenge
Make it a problem-solving exercise
That’s what we’re good at
Keep focus
Don’t work on 1000 goals at the same time
Don’t outrun your customers
Dev teamThe Business Operations
Backlog
The Bottleneck
Don’t outrun your customers
Dev teamThe Business OperationsBacklog
The Bottleneck
6 releases per year
2 releases per year
4 customers are faster than 1
Dev team
Sales
Operations
Backlog
The Bottleneck
Production
FinanceAudit
Customers
6 releases per year
2 major releases per year per group
We don’t call them “The Business”We call us “We”
Dev team
Sales
Operations
Backlog
Production
FinanceAudit
Customers
6 releases per year
2 releases per year per group
Integrate deeply with your customer
Yes, but! No, but!
Commonly heard objections
• “We’ve spent 6 months on analysis already”• “Business Value is impossible to measure”• “This is waterfall analysis, it’s not agile”• “This is too hard”• “Doing this with the whole team is a waste of
time”• “It’s too structured”
The Phone Company
Before• Already spent 2 months on
analysis• Identified 60 features• 2 years worth of work• “We need web-based self-
service”• Reluctantly agreed to do a
few days of analysis training
After• Only 10 out of those 60
features delivered value• Identified 4 new features
crucial to the success of the project
• 25% of the value could be delivered within one month; no need for a web application
The Chemicals Company
Before• Asked consultancy to
provide bid• Consultants did 3 months of
analysis• Estimate: 9 months of
development• Customer asked us for a
second opinion
After• 2 weeks to provide bid• Estimate: 3 months of
development• Customer increased value
by exchanging features during the project
• Delivered one day early
The Transport Company
Before• A new team on their first
Agile project• Two days of business analysis
with the whole team• “Aren’t we wasting too much
time analysing?”• “Why are the developers
here?”• “When can we start coding?”
After• In production 3 months
earlier than predicted• “I can’t believe we already
released. Normally we’d still be doing analysis.”
• Developers came up with a new use for existing data, with large financial and ecological benefits
The Transport Company
Before• Development teams deliver
more, faster thanks to agile methods
• Real bottleneck is test and deploy: several months between development and deployment
• Delivering more is making things worse
• No budget to improve test and deploy
After• Every agile project has
quantified value• Cost of deployment delay
becomes visible: millions per month
• Cost of improving test and deploy is insignificant compared to cost of delay
• Started test and deploy improvement
To summarize
These are the only things you need to know to pass the test
Just remember
• Focus on stakeholder goals, not means• Model and measure value• Apply the science of product development
and systems thinking to generate questions• Tap into everyone’s creativity• Analyse just-in-time using pull• Make it a problem-solving exercise• There’s a lot more where this came from
Business Analysis Body of Knowledge (BABOK)
International Institute of Business Analysts (IIBA)
www.theiiba.org
From the BABOK
“Business analysis is the set of tasks and techniques used to work as a liaison among stakeholders in order to understand the structure, policies, and operations of an organization, and to recommend solutions that enable the organization to achieve its goals.”
The Agile Extension to the BABOK
• The Agile extension gives guidance on how to perform business analysis on Agile projects
• Overview available on IIBA website• We need your input and review
Yahoo group: Agile_BA_Requirements
“I must say I find television very educational. The minute somebody turns it on, I go into
the other room and read a book”
Groucho Marx, American philosopher
If you want to know more
Merci
Thank You
Dank u
www.agilecoach.netwww.nayima.beblog.nayima.be
If you want to know more
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