dcbadd2015 public sector agile
TRANSCRIPT
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Public Sector Agile,
BI and the BA (You)
October 2nd, 2015
Roland Cuellar
Clayton Dean
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Bios
Roland Cuellar (‘kway-are’)
• Business Process and Strategy
Consultant, NTT
• Agile consulting for about 10 years
• CSM, CSPO, CSP, LSS Green Belt
• Computer Science and MBA
• Cycling, car racing, and generally
“going fast”
Clayton Dean• Managing Direct, Piper Consulting
Group
• Practicing Agile-ist/XP for over 12
years
• Experienced CSM and CSPO, but also
consulting as a BA at clients
• CBAP, PMP, PMI-ACP, CSP, CSD
• MBA & Masters in IT help bridge the
‘chasm’ between IT & Business
• Soccer fanatic and avid cyclist
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So… Why are we HERE?
Agile means you don’t need Business Analysts!
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A Typical BA’s Situation
• Clients expect instant results…..
…in spite of years of neglect
• Overly complex systems grown by rock-pile, serving no single purpose, with no identifiable business owner
• Lack of technical ownership
• Lack of metrics
• Organizations built to
operate, but not learn
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Common Agile BA Challenges
• Eliciting Requirements
• Dealing with Complexity
• Release Strategies
• Functional Ownership
• Championing the needed Changes
• Your Issues?
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Mechanizing Requirements
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Lack of Requirements Process
• In waterfall, all of the requirements are delivered at once so there isn’t as much focus on iterations.– Emphasis is on getting to the gate, not having quality or a
rapid, repeatable process
• But in agile, you need to deliver a frequent, steady stream of Dev-ready requirements …– When are requirements done? When they are actionable!
• This requires some sort of defined process by which ideas and desires get turned into dev-ready stories
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Agile Requirements Process
• Apply same agile development concept to
your requirements process
• Define a workflow and track the flow of
requirements
• Prioritize requirements and get them to done
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Agile Requirements Process
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Boiling the Ocean:
Decomposing Complexity
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Modeling Workflows• Many of our clients systems have complex work-
flows built over years
– It can be challenging to ‘chunk’ them down into bites
– Lack of consensus on steps/process
– Lack of ownership
• User-stories alone do not capture “flow” very
well
• Need additional tools to show how stories relate
to workflows
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Modeling Workflows
• Major workflow steps /epics along the top
• Related stories under each workflow step
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Modeling Workflows
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Release Strategies
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Release Strategy
• In waterfall, we often have single large
releases of everything. Sometimes years after
we started
• In Agile, we have the ability to release more
frequently
• But this requires that we purposely design
meaningful releases that work across the
workflow
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Release Strategy• Start with simple functionality across the
entire workflow
• Add more capabilities with each release
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Release Strategy
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Product Roadmapping is Now Important
1. New requests come in all the
time
2. Difficult to make commitments of
scope
3. So, release on a cadence …
monthly, quarterly, etc
4. Set release goals and set timing
5. Float the scope, hit the dates
6. Interleave new functionality and
maintenance
• Monthly releases
• Some are maintenance (green), some are new dev (blue)
• Releases have high level goals
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Ways to assist your CSPO
• Many CSPOs are new; understand
functionality but not IT
• Many are new to agile and don’t have
experience thinking about how to chunk up
the work
• Help your CSPO develop their IT skills
• Focus on coherent, overall, Release Strategy
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Leading the Horse to Water:
Operationalizing your Client
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Assess What They Do Well
• Chances are your client has a BI tool or tools that capture data, transform data and report out.
• Native at all clients is expertise. Perhaps capturing data and producing reports
• Repurposing the systems: You can harness this to help push entities to learning systems.
• The first step: “You have
to measure in order to
improve”
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Repurposing Business Intelligence
• Most BI systems are a treasure trove of
operational details:
– Typical Error rates
– Number of Errors by Geographic Unit
• These become prioritized action plans:
– What to fix first
– What to train
– Which areas are doing it well – and should be emulated
– Cycle Times
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Simple ExampleError Code Description Count Percent
16001 The Case is a duplicate of a record already in the Data Mart. No further action required. 316,748
17005
A duplicate Filing was received as part of a Terminated Record (to what was already Filed in the Database)
and so was not added. There is no further action required 204,115
17004
A Filing was received on a Terminated Record. It was not added to the Database. Please submit updated
Termination information, or reopen the case. 188,006
10016 Judgment For code not valid. 3,710 19.29%
10015 Filing Magistrate code not valid. 3,672 19.10%
17002
The Case being opened must have a lower sequence in the Origin field (e.g., 4 before A, before B, before C,
before D, before E, etc.). 3,134 16.30%
17001 The case attempting to be reopened has not been terminated. 2,635 13.70%
10018 Procedural progress code not valid. 1,544 8.03%
10006 Invalid filing Judge code 1,281 6.66%
10031 The Nature of Suit is not within valid date parameters, please update the NoS code to a valid value. 1,079 5.61%
18005 Reopen filing date must be greater than or equal to the termination date of the previous filing. 765 3.98%
10023 Termination Magistrate code not valid. 452 2.35%
10002 Invalid county code 208 1.08%
10019 Termination judge code not valid. 135 0.70%
9002 Invalid Jurisdiction / Nature of Suit combination 126 0.66%
10009
The reportable NOS and Jurisdiction combination is not valid for the filing date associated with the case.
Refer to Appendix A for valid combinations. 120 0.62%
10010 Invalid origin code. Origin code must be 1,2,3,4,5,6 ,or A-E. 88 0.46%
11003 Nature of suit code 860 must have an origin code of A, B, C, D, E, 3, or 4. 63 0.33%
10001 Invalid District and Office Code Combinations 33 0.17%
1017 Judgment For code value is missing. 26 0.14%
10005 Invalid Fee Status 26 0.14%
12002 Invalid termination arbitration code in term arb code field. Valid values are M, V, E or spaces. 26 0.14%
10011 Pro se must be 0,1,2 or 3. 26 0.14%
8001 Amount Received must be greater than or equal to 0 if the nature of judgment code is 1 or 2. 25 0.13%
10014 Disposition code not valid. 22 0.11%
11002 Nature of suit code 860 is only valid if the filing date is less than 05/1987. 11 0.06%
18003 Filing date must be less than or equal to the current date. 7 0.04%
12001 Invalid filing arbitration code in filing arb code field. Valid values are Y, V, M, E or spaces. 6 0.03%
14002 Civil case key invalid office. 6 0.03%
10004 Invalid defendant diversity code when jurisdiction is 4. 2 0.01%
10027 Transfer origin code not valid. 2 0.01%
19,230
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Functional Ownership
and Metrics
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Establishing Metrics
• Need to work with Business Owners on a daily
basis:
– If Metrics aren’t used in a daily/weekly meetings,
statuses, discussions…. Then they aren’t metrics
– Staff tends to respond to what they are asked and
what is tracked
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Example: Type of Request
What’s wrong with these numbers?
CCB Priority Count Ave Days % of Total
1-Emergency 68 16 17.6%
2-Mandated 17 34 4.4%
3-High 160 66 41.5%
4-Medium 82 76 21.2%
5-Low 59 79 15.3%
Grand Total 386 60 1
• 17% of things can’t be an Emergency
• Over 60% of things are High/Mandate/ERs
• Is 386 changes over a given period acceptable?
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Take-aways
• “Wants” are not dev-ready requirements, you must have a process for maturing them
• Develop release strategies that deliver value early and often and allow incremental learning
• You need more than just user-stories
• Existing systems are a trove of data and potential metrics to start the conversation(s)
• Metrics are only effective if used every day