scaling agile analysis

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SCALING AGILE ANALYSIS

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Page 1: Scaling agile analysis

SCALING AGILE ANALYSIS

Page 2: Scaling agile analysis

QUICK INTRO

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Adarsh Sridhar

Consultant | Agile Coach | Business Analyst | ThoughtWorker

Page 3: Scaling agile analysis

WE WILL TALK ABOUT

•Analysis in agile

•Scaling in agile

•Impact of scale on analysis

•Scaling agile analysis - practical guide

•Q&A

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ANALYSIS in Agileagile ANALYSIS

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AGILE PRINCIPLES

•Welcome change

•Evolutionary Design

•Frequent releases

•Sustainable pace

•Self-organizing teams

•Face-to-face communication

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“ AN ANALYST IS SOMEONE WHO STUDIES HOW PEOPLE INTERACT WITH SYSTEMS, HOW SYSTEM INTACT WITH SYSTEMS AND TRIES TO

MAKE THEIR LIFE BETTER”

agile Analysis

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AGILE ANALYSIS

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ANALYSIS PRACTISE

PROJECT MGMT

PRACTISE

TECHNICAL SKILLS

Analytics

Prototyping/wireframes

Continuous integration

Research

Story mapValue stream

mapping

Iterative

Release plan

Velocity tracking

Adaptive planningBMC/LC

User Stories

Story Maps

Jobs to be done

Product roadmap

User Journey

Outcomes

Information Radiators

Data flow diagrams

Define API/Contract

Context diagrams

Data synthesis

Limit WIP

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Scale in AgileSCALING in Agile

https://www.flickr.com/photos/argonavigo/5320119828

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DEFINING SCALE

•Lots of functionality in a short timeline

•Multiple stakeholders

•Multiple delivery teams

•Many integration points

•Distributed teams

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Whats happens to Agility when we scale?

Can we make this elephant dance?

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•Team organization •Unmanageable team size •Ad-hoc overlap of responsibilities •Loss of ownership

•Continuous Integration •Components Dependency issues •Deployment Overheads •Maintenance of different product versions

AGILITY AND SCALE

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•Planning • Aggregation of work across streams • Depth of knowledge & Involvement in dev process • Scope creep &/ system gaps

•Communication •During release initiation meetings, virtual conferencing leads to inefficiencies

•Frequent face-to-face communication adds to project expenses

AGILITY AND SCALE

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SCALING WITHOUT ADAPTING

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ContinuousIntegration

CodeRepository Cruise Installables

StoryLists

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SCALING WITHOUT ADAPTING

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SCALING analysis

SCALING ANALYSIS

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HOW DOES SCALE IMPACT ANALYSIS?

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Planning Execution Sustaining

Conflicting stakeholder requirements Prioritizing what to build Inter-dependency across teams and

features Maintaining a common pipeline for distributed teams

BA team to have a shared vision on the product Planning and scheduling stories

Knowledge silos

Managing scope-creep Embracing Ad-hoc requests Handling critical, time sensitive

requests

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SCALING ANALYSIS - PLANNING

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Concept Triage Pipeline Team

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CONCEPT TRIAGE

What ? Product Sponsor/Owner is responsible for creating a business case that demonstrates why we should do a project and where the business value is derived from

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How? PO/Business presents the case to a larger delivery team. Like pitching a new Idea to a bunch of VC’s. Typically once a week.

•Product Owner •Developer - Lead •QA

•Marketing •Compliance •Legal

•IT Ops •UX

Who?

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Key Inputs •Problem/Opportunity Statement •Financial (Business Case & Business Value) •Key Drivers •Benefit Analysis •Success Criteria

Key Deliverable •Size of Business value •High level effort •Inception/Discovery •Key Drivers •Benefit Analysis

T-Shirt Cost (Lower) Iterations Cost (Upper) Iterations Band Size

XS £25,000 0.5 £50,000 1 £25,000

S £50,000 1 £100,000 2 £50,000

M £100,000 2 £250,000 5 £150,000

L £250,000 5 £500,000 10 £250,000

XL £500,000 10 £1,000,000 20 £500,000

E > £2,000,000 40      

CONCEPT TRIAGE

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PIPELINE TEAM

What ? A team formed to do initial requirement analysis directly working with Portfolio manager. (Roles are rotated periodically)

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How? Team along with key sponsor run short workshops, time boxed experiments, validate concept and do just enough analysis

•Product Owner/BA •Developer - pair

•Business sponsor • UX

Who?

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Key Inputs •Problem/Opportunity Statement •Market research •Business drivers •Success Criteria

Key Deliverables •Initial story list •High level scope and core processes •Risks, constrains •Teams to be involved •Rough size

PIPELINE TEAM

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PLANNING - RECAP

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Concept Triage Pipeline Team

What? Forum to curate and share ideas Dedicated team from delivery

How? Give a pitch to an extended team Workshops, experiments

Ideas gets questioned & sizedhigh level solution and size, risks &

constrains identified

Too much focus on cost. Good ideas may get discarded

Pre-solved features to the dev teams

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SCALING ANALYSIS - EXECUTION

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BA Stand-ups Release/Feature Kickoffs BA Showcase

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BA Stand Up’s Bi-weekly stand ups to ensure the whole BA community is aware about the changes in the system Bring out issues/blockers Share Techniques/Process

Release Kick off /Feature Kick offs Have a release kick off with the whole development team Share Big wins and losses of Previous release Share Features getting developed in current release

BA Showcase Every feature owner presents the feature/solution to BA community Other BA’s act as devil’s advocate to break the solution – thereby ensuring that the right solution is implemented

SCALING ANALYSIS - EXECUTION

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SCALING ANALYSIS - SUSTAINING

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Express bucket SWAT Teams Information radiators

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Express check out Reserved capacity in each team to take on ad-hoc requests Gold card - Team can decide to exercise to fix things annoying them Small items/Quick Wins - Miscellaneous small requests which can be played independently

SWAT Teams Compliance that needs to be fixed Very critical, time sensitive, requires cross cutting team involvement To resolve Performance, security related issues impacting production

Information radiators Product road map Feature wall Portfolio value map

SCALING ANALYSIS - SUSTAINING

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SUSTAINING - INFORMATION RADIATORS

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SUSTAINING - INFORMATION RADIATORS

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SUSTAINING - INFORMATION RADIATORS

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HOW DOES SCALE IMPACT ANALYSIS? -

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Planning Execution Sustaining

Conflicting stakeholder requirements Prioritizing what to build Inter-dependency across teams and

features Maintaining a common pipeline for distributed teams

BA team to have a shared vision on the product Planning and scheduling stories

Knowledge silos

Managing scope-creep Embracing Ad-hoc requests Handling critical, time sensitive

requests

RECAP

Page 31: Scaling agile analysis

SCALING ANALYSIS - RECAP

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Planning Execution Sustaining

BA team to have a shared vision on the product Planning and scheduling stories

Knowledge silos

Managing scope-creep Embracing Ad-hoc requests Handling critical, time sensitive

requests

Concept Triage

Pipeline Team

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Planning Execution Sustaining

Managing scope-creep Embracing Ad-hoc requests Handling critical, time sensitive

requests

Concept Triage

Pipeline Team

BA Stand ups

Release Kickoffs

BA Showcase

SCALING ANALYSIS - RECAP

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Planning Execution Sustaining

Concept Triage

Pipeline Team

BA Stand ups

Release Kickoffs

BA Showcase

Express Bucket

SWAT Teams

Information Radiators

SCALING ANALYSIS - RECAP

Page 34: Scaling agile analysis

CẢM ƠN BẠ[email protected]

@aadarsh__

adarsh.sridhar