british gas iiba 1.0
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Slides from British Gas hosted IIBA event on 3rd April 2012TRANSCRIPT
© British Gas Trading Limited 2011
Agile Business Requirements & Facilitated Discussion
Julie Franks
Ewan AshleyDate : 3rd April 2012
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Agenda & Introduction
• House keeping
• Part 1: Agile Business Requirements
• Part 2: Discussion & Group Activity
• Prize Draw
• Networking
Slide 2
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Agile Business Requirement – What does that Mean?
• Depends upon your organisation
• Depends upon your team
• What does the business think Agile is?
Agile analysis is more than a method
Agile analysis is how to complete activities quickly and consistently
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Agile Business Requirements
Slide 4
• A challenging summer•Lots of projects were being shaped
•Stakeholders kept changing (IS & Business)
•Changes to Scope
•Timescales would come and go
•Business were demanding
• IS costs were escalating
• 15 plus projects• BAU in the Business• Analysis was slow• Lack of Clarity • No decisions made• Little Development
• New IS Management• New Head of Change• MD announcement• Project staff changes
• New stakeholders = new requirements
• Questions asked ‘Why is this projects doing…’
• Work was being thrown away
• Lack of Project Control
• Deliveries were late• Deliverable were
squeezed• All Change
• Pressure to deliver• Manic Contact Centre• Attrition Increasing• Compliance• Market jitters
• Little was delivered• Requirements weren’t
followed• Lots of expensive
resource• Estimating wasn’t
great• IS seen as slow
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What would you Do?
• Break into groups• Decide on 5 things you would do for your scenario
– What would be your method when approaching analysis tasks– How would you get your current requirements clarified and prioritised– How would you stop the need for scope change– How would you settle stakeholders
– How would you deal with time management, conflicts and constraints
– Make time to discuss in your group and then share and compare with your fellow table
– You have 20 minutes
– Present your findings back to the whole group
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Exercise Feedback
What would be your method when approaching analysis tasks
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Exercise Feedback
How would you get your current requirements clarified and prioritised
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Exercise Feedback
How would you stop the need for scope change
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Exercise Feedback
How would you settle stakeholders
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Exercise Feedback
How would you deal with time management, conflicts and constraints
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Large Systems Replacement
• More than 1 years worth of analysis had happened• Put in place a joint method of working• Gained consensus to the approach – everyone was on the bus• We knew how to deal with deviations• Rapid Turn around of fixed tasks each day
– Monday Finalise and publish presentation– Tuesday Run through materials before workshop– Wednesday Run Workshop and produce all outputs– Thursday Walk through outcomes with other teams– Friday Gain feedback. Start Presentation for following
week
• All stakeholders had skin in the game• It was a team effort facilitated by the BA’s
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Did the Approach Work?
• Stakeholders felt engaged• The right people were in the room• All IS staff were committed to the approach• Clear deliverables set out in the approach• Timeliness of output demonstrated commitment• A clear direction was gained as a result of the
approach• Stakeholders still talk about its success
Yes
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Systems Refresh
• Two systems needed updating
• Vital for the business, a lot of noise to IS• Agreed how to progress with stakeholders
• System G required rationalisation and code updates• Methodology was rapid, code first - requirements second• Requirements were gathered quickly to suit rapid development• Problems came from the testing team
• System R required systems overhaul including process change• Requirements remained static• All Stakeholders kept changing their mind
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Did the Approach Work?
• The business needed quick change so approach was good
• The Business knew what they would receive
• Requirements were had a base line fast
• Delivery mechanism kept changing
• Questions over outsourcing strategy dulled the approach
• The consensus view stalled
• Past decisions keep being called into question
• Confidence has been lost
In Parts
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New System
• A new system had been worked on for 1 year• Deliverables were slow and over engineered• Back log was being changed daily by Product Owners with the
development team• Development staff often spent time doing nothing as requirements
weren’t clear• Analysis approach was agreed• Rapid Turn round in weekly iterations
– Requirements Clarification– Work with the Scrum– Develop code– Test and Release
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Did the Approach Work?
• The team started to gain clarity on what was required
• Requirements which were not essential were re-prioritised
• Technical progress was made on backlog
• Everyone was busy
However…
• Approach never realised full potential as the project was stopped
Yes
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Take Away Lessons
• Set out your approach carefully with a good story as to why• Get buy-in from everyone - Senior stakeholder will give a
greater chance of success• Requirements Capture doesn’t have to be formal or slow• Don’t succumb to pressure• If you promise to do something, make sure you deliver• Make sure you don’t over commit• Work as a team to get the job done• Re-sell the message when you can• You can change your style but you can’t stop the clock
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Questions?
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Agile Business Requirements – Facilitated Discussion
Slide 19
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What to do now…for 10 minutes
For Against
Conclusions
Slide 20
• Draw on your experiences for shared learning• Get together in your groups take your statement and come up with arguments
For and Against that statement.
• What conclusions can you draw?
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What to do now…for 10 minutes
Briefly discuss your conclusions with the other group that is looking at the same question
Slide 21
Image: renjith krishnan - http://www.freedigitalphotos.net
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Feedback
Slide 22
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Feedback
Slide 23
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Feedback
Slide 24
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Feedback
Slide 25
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Feedback
Slide 26
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Networking and Vote
Slide 27
People image: ddpavumba - http://www.freedigitalphotos.net
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And finally…Prize Draw
Slide 28
Ronald G. Ross‘father of business rules’
Building Business Solutions: Business Analysis with Business Rules
Next IIBA Event