Beyond SW Agility, how to drive
Business Agility TransformationGaetano Lombardi, Program Manager HCL
Pierpaolo Salvador, Project Manager HCL
Enterprise Hotel, Corso Sempione, 91-93, Milano
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HCL is a business enterprise with presence in the fields of Technology and Healthcare. Founded in 1976 as one of India's original IT garage start-ups, the HCL enterprise currently comprises three companies in India - HCL Technologies, HCL Infosystems and HCL Healthcare with annual revenues of US$ 6.5 billion and over 95,000 professionals from diverse nationalities operating across 31 countries including over 500 points of presence in India. In the technology space, HCL’s offerings span a wide range of software and hardware services and solutions including R&D, Technology Services, Enterprise and Applications Consulting, Remote Infrastructure Management, IT Hardware, Systems Integration, Distribution of Technology and Telecom Products. A new entrant in Healthcare, HCL aims to provide innovative medical services, products and training to meet the growing demand for quality Healthcare in India. For further information, visit www.hcl.com
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Agenda
� AGILE and LEAN Transformation: SW Agility
� AGILE and LEAN Transformation: Business Agility
� The Efficiency Paradox
� Operational Strategy Application
� Lesson Learned
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Project Success Rate increases
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AGILE and LEAN
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AGILE (LEAN) Transformation
AGILE and LEAN transformation often focuses on process improvement benefits adopting ad hoc methods and toolsTipically:
� Established lifecycle from idea to working software� Transparency of software development process� Structured approach to requirements management� Reliable planning and estimation practices� Action plan for continuous improvement for the teams (based on a team /
enterprise retrospective).
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BABOK® Guide Heating Map
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Business Analysis Process BABOK ver 2.0
Develo
pm
ent
Pro
ject
Busin
ess A
naly
st
2.1 Plan Business
Analysis Approach
2.2 Conduct
Stakeholder
Analysis
2.3 Plan BA
Activities
2.4 Plan BA
Communication
2.5 Plan Req’ts
Mgt Process
2.6 Manage BA
Performances
5.1 Business
Need
3.1 Prepare for
Elicitation
4.1 Manage
Solution Scope &
Requirements
6.1 Prioritize
Requirements
4.4 Prepare
Req’ts Package
4.5
Communicate
Requirements
4.2 Manage
Req’ts
Traceability
3.2 Conduct
Elicitation
Activities
3.3 Document
Elicitation
Results
3.4 Confirm
Elicitation
Results
6.3 Specify &
Model Results
5.1 Define
Business Need
7.4 Define
Transition
Requirements
4.3 Maintain
Req’ts for Re-
Use
7.1 Assess
Proposed
Solution
7.2 Allocate
Requirements
5.2 Assess
Capability Gaps
5.3 Determine
Solution
Approach
5.4 Define
Solution Scope
5.5 Define
Business Case
7.5 Validate
Solution
6.2 Organize
Requirements
6.4 Define
Assumptions &
Costraints
Solution Selection or
design
Solution
Implementation
7.3 Assess
Organization
Readines
6.5 Verify
Requiremments
6.6 Validate
Requiremments
7.6 Evaluate
Solution
Performance
Legend BABOK Guide Tasks Application: RED frequently applied; Orange applied; Green Less Applied
Stakeholders Engagement Heating Map
Business AnalystCustomerDomain SMEEnd UserImplementation SMEOperational SupportProject ManagerSupplierTesterRegulatorSponsor
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Legend BABOK® Guide Stakeholders: RED frequently engagedOrange engagedGreen Less engaged
Solution Requirements
SW Agility vs Business Agility
� Large part of organization starting AGILE or LEAN transformation have not succeeded in getting the benefits that they hope from it, as achieving business agility “rapidly responding with solutions that address business and customer needs”
� Adopting AGILE or LEAN methods and tools for business process is, in fact, somewhat misleading, because it assumes that AGILE or LEAN is a collection of methods and tools.
� But that it is not AGILE or LEAN. LEAN or AGILE is an operation strategy. Therefore the question is “How do we realize a LEAN / AGILE implementation strategy ?”
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Resource Efficiency vs Flow Efficiency
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System effects of the two Strategies
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Lean as Operational Strategy
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Strategy to increase Resource Efficiency
Strategy to increase Flow Efficiency
BABOK® Guide Heating Map
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Deve
lop
me
nt
Pro
ject
Bu
sin
ess A
na
lyst
Legend BABOK ® Guide Tasks Application: RED frequently applied; Orange applied; Green Less Applied
Stakeholders Engagement Heating Map
Business AnalystCustomerDomain SMEEnd UserImplementation SMEOperational SupportProject ManagerSupplierTesterRegulatorSponsor
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Solution Requirements
Business Requirements
Stakeholders Requirements
Transition Requirements
Legend BABOK® Guide Stakeholders: RED frequently engagedOrange engagedGreen Less engaged
From standard process to
Value Stream Mapping
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VSM Analysing Variation and Bottlenecks
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VSM Reducing variations and bottlenecks
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F0
10
F1
49
F2
22
F3 11
F4 10
Slots used
58% on LSV
73% M13A
50% M13B
M14A Features
to be tested before C4
8
TR xxx
TR 40
TR AS 40
2 weeks2,5 days5 weeks2 weeks1/2 weeks1 week
Improvement trend
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Lessons Learned
� Business transformation shall not be executed at lower abstraction levels, methods and tools, but shall start from values and principles.
� Shared Operational Strategy, connected to Business needs, has been the guiding light
� BABOK Guide in Business Transformation. Some of the processes becomes hotter than others and key for success:� Conduct Elicitation Activities� Assess capability Gaps� Define Solution Scope� Assess Organization Readiness� Define Transition Requirements� and Communication …
� Among techniques: Focus Group, Interviews, Metrics and Key Performance Indicators, Process Modelling, Observation, have been the key practices to run the operational improvements.
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