The Integrated BA. The partnering Business Analyst / Business Architect roles. September 12, 2015 Russ Peña

Transcription

1 The Integrated BA The partnering Business Analyst / Business Architect roles September 12, 2015 Russ Peña Enterprise Transformation LeadingAgile

2 About Me Russ Peña Enterprise Transformation Consultant

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4 Just to be Clear!

5 About LeadingAgile

6 Principles of LA Enterprise Framework

7 LeadingAgile Transformation Incrementally and Iteratively Transform Structure Establish Structure Develop The Teams Set up for Sustainability Manage Change and Communication Team Assessments Metrics Define the End State Change Management & Communication Governance Form Teams Sustain Make the Change Stick Targeted Improvement Coach Teams Make the Change Teach Practices 7

8 Business Drivers Business Drivers More Predictability Need Delivery Teams to meet commitments, to align with the roadmap Time to ROI Faster realization of value! Need to shorten the time it takes for features to flow through the delivery process Increased Quality Need to maintain quality levels, to prevent unnecessary rework and technical debt. Reduce waste! Basecamps I: Predictability II: Risk/Dependency III: Decouple IV: Streamline V: Value Predictive Basecamp I Predictability Emergent Where the teams started Transformation Team Portfolio Team Program Team Basecamp II Risk/Dependency Convergent Basecamp III Decouple Basecamp V Value Adaptive Basecamp IV Streamline Roadmap Train teams via boot camps Audit team assessments Identify Team Roles Create a sustainable teams for portfolio, program and delivery teams. Ongoing governance & methodology reviews for patterned induction into the CCR portfolio as it was implemented for PPM Once established get teas to basecamp 1

9 LeadingAgile Expedition & Transformation Process Define end state Form teams Build roadmap Build a 90 day plan Train Expedition transformation cycle Assess / Revise 90 day plan Epic Workshops Expedition Sprint w/ Coach Feature Workshops Story Refinement (3 Sprints Backlog) 9

10 The Lines Between the BA/BA Roles Derivative: An act or process by which one thing is formed from another

11 Enterprise Analysis Knowledge)areas)define)what)a)prac22oner)of)business) analysis)needs)to)understand)and)the)tasks)a)prac22oner) must)be)able)to)perform.)

12 Blurred Lines I Need A RACI!?

13 Typical Team Structures Portfolio Team Portfolio Team Executive Lead Business and/or Enterprise Architect Product Owners Demand Managers Architecture Team Business Architect Solutions Architect Business Analyst Arch Team Product Owner Team Product Owner Team Demand Managers Business Analyst Business / Solutions Architect Scruminators Tech Lead BA Analyst/QA Lead DynOmite Tech Lead BA Analyst/QA Lead Delivery Team Delivery Team Delivery Team Delivery Team Xtreme Tech Lead BA Analyst/QA Lead Tachyon Tech Lead BA Analyst/QA Lead 13

14 Typical Governance Model KANBAN% Produc'on) Ready) Release) Release) Planning) Story) Mapping) Integra'on) and)valida'on) Develop) Build)and)Team) Test)Product) Evaluate) Performance) Develop) Build)and) Test) Release) Viability) Epic)) Roadmap) Epic) Es'ma'on) Delivery Teams Detailed) Planning) Execu'on)) Governance) Accountability) Demand)) Management) Product)Vision) SCRUM% Sprint) Done) Story) Done) Daily)) Review) Work)In)) Process) Sprint)) Plan) Backlog)) Grooming) KANBAN% Portfolio Team Epic) Decomposi'on) Product Teams PorFolio) Planning) Capability) Assessment) Capability) Model) Strategic) Alignment) Release)Vision) Sprint)Vision)

15 Portfolio Tier Epic) Es'ma'on) Epic) Roadmap) Release) Viability) Develop)Build) &)Test) Evaluate) Performance) Purpose Align epics to strategy Validate business intent & epic viability Ensure credible release planning Identify & plan for dependencies Balance capacity & demand Assess%and%guide%the% progress%of%value%delivery% Validate solution Customer UAT Activities Validate epic alignment to strategy Validate Epic & Constraints Identify work to address risks and dependencies Communicate release objectives (MMF) Sufficient release planning is captured in plans Estimate Features / Stories Determine Capacity Plan Risks & Dependencies Review Epic Health & Portfolio Dashboard Monitor & communicate Release Health to Stakeholders Change, Stop or Continue Decisions Determine if capabilities provide expected solution User acceptance testing Work with customers for final solution validation Outputs Epic Brief initiated Level of Complexity Epic Brief, Vision and Constrains Program Backlog: Features T-Shirt Sizing Technology Assessment Portfolio Planning Sheet Release Plan Updated risk scores Story Mapping Epic Dashboard Portfolio Dashboard Epic Brief updated as completed RACI R Portfolio Team A Portfolio Team C Product Team I Product Team R Product Team A - Portfolio Team C All Teams I All Teams R Product Team A - Portfolio Team C Delivery Team(s) I All Teams R Delivery Team A Product Team C Portfolio Team I All Teams R - Portfolio Team A - Portfolio Team C Delivery Teams I - Product Team Epic Brief Epic Name Submitter Prioritization Criteria Business Benefit Dependencies Risks Assumptions Dependencies Risks Assumptions N/A N/A Portfolio Roadmap Epic Title Associated Strategy Associated Capability Refine Estimates Refine Estimates N/A N/A

16 Product Tier Epic) Decomposi'on) Story) Mapping) Release) Planning) Develop)Build)&)Team) Test)Product) Integra'on)&) Valida'on) Produc'on)Ready) Release) Purpose Intake process for epics to be considered Development of User Stories Feature Mapping for Traceability Estimate Release Identify risks & dependencies Groomed%features%and% stories%are%ready%for% development% Credible%plan%exists% MVP%idenBfied Integration Activities Features and stories are validated Features In Production Activities Creation of initial epic for Investment Decision by the Portfolio Team Requirements Elaboration Technology Assessment Identify solution options Identify work to address risks and dependencies Prioritization & Ranking Estimation Plan Risks & Dependencies Sprint Planning Validate MVP for initiative Make Release Commitment Deployment to integration or production Acceptance testing Socialization of Capabilities Final Defect Remediation Operational Handoff Support Update Portfolio Metrics Outputs Initiative Business Case initiated OOM Estimates Product Backlog: Mapped Features and Stories T-Shirt sizing Architectural Guidance Initial Release Plan Backlog items prioritized and sequenced across teams Groomed stories Finalized Backlog Development Documentation Feature Approval Updated Documentation Regression tests complete Features Released Release Criteria Met RACI R Product Team A - Product Team C Portfolio Team I Portfolio Team R Product Team A Product Team C Portfolio Team I - Delivery Team R Product Team A Product Team C Delivery Team I Portfolio Team R Product Team A Product Team C Delivery Team I Portfolio Team R Delivery Team A Delivery Team C Product Team I Portfolio Team R Delivery Team A Product Team C Product Team I Portfolio Team Initiative Brief Name Product Owner Strategy Capability if known Value Statement N/A N/A N/A N/A N/A

17 Delivery Tier Backlog) Grooming) Sprint)Plan) Work)In)) Process) Purpose Ready the backlog Plan the Sprint Development Progression Daily) Review) Clarity of Sprint Health Story) Done) Development%For% Sprint%is%Completed Sprint) Done) Story%/%feature%has% been%accepted Activities Ensure stories are in the defined format Create acceptance criteria in the defined format Provide additional documentation as needed Sprint Planning Ceremony Pull Stories into the Sprint Size the Stories Fist of Five (Confidence) Create story tasks Develop story functionality Unit test functionality Code/Peer Review Check-in code Repair defects Daily Standup Story meets the definition of done Product owner approves story as meeting acceptance criteria. Bugs found for the story have been remediated Ongoing Support Operational Handoff Lessons Learned Outputs Stories that meet the definition of ready Updated story estimates Sprint Commitment Architecture Document for the Feature (as needed) Wireframe (as needed) Story is Estimated Stories are tasked for the sprint Stories are completed Impediments are Revealed and Obstacles are Being Worked on by the Scrum Master Documentation updated as necessary Acceptance of story / features recorded Operational documentation updated (as needed) RACI R Product Team A Product Team C Delivery Team I Portfolio Team R Product Team A Delivery Team C Delivery Team I Portfolio Team R Delivery Team A Product Team C Product Team I Portfolio Team R Delivery Team A Delivery Team C Product Team I Portfolio Team R Product Team A Product Team C Delivery Team I Portfolio Team R Product Team A Product Team C Delivery Team I Portfolio Team

18 Collaborative Roles Ongoing Collaboration Innovations Analyst Identifies new initiative demand to be prioritized Product Owner Identifies initiative value and features for prioritization Ongoing Collaboration Ongoing Collaboration Business Architect Business Analyst Feature decomposition / Requirements analysis for technology delivery execution

19 Business/Enterprise Architect Pyramid

20 A Pragmatic View

21 Components of the Convergence

22 Where Do the Roles Converge?

23 Business Architect to Business Analyst EPICS FEATURES USER STORIES & TASKS

24 The Typical Business Analyst Role EPICS FEATURES USER STORIES

25 Business Analyst Defined A Business Analyst is someone who analyzes an organization or a business domain (real or hypothetical) and documents its business or processes or systems, assessing the business model or its integration with technology. Goals The Business Analyst is an agent of change. Business Analysis is a disciplined approach for introducing and managing change to organizations Outputs Requirements Specifications &.

26 Granularity & Feedback Loops Feedback User%Story% User%Story% User%Story% User%Story% User%Story% User%Story% User%Story% Clarity Team Accountability Working Tested Software Measureable Progress 26

27 Business Architect Defined A Business Architect (BizArch) is someone who creates the blueprint that defines the structure and operation of an organization. The intent of this role is to determine how an organization can most effectively achieve its current and future objectives. Goals Identify Strategies Map Enterprise Capabilities Promote strategic change initiatives Output Maps the Enterprise Capabilities and Alignment to Strategy Architecture Vision

28 Thematic Goals A single, qualitative focus or rallying cry that is shared by the entire leadership team and, ultimately, by the entire organization and that applies for only a specified period of time.

29 Thematic Goal Difficulties Thematic Goals are often misunderstood as Strategy. Examples of thematic goals include: Improve customer satisfaction Control expenses Increase market awareness Launch a new product Strengthen the team Rebuild the infrastructure Grow market share Discussion: Do you have a Goal?

30 Strategies A business strategy is the means by which it sets out to achieve its desired ends objectives. Typically a business strategy will cover a period of about 3-5 years It can simply be described as a long-term business planning.

31 Strategy Difficulties Often, Strategies are NOT transparent to the organization Frequently are created in a vacuum Rarely a strategy management philosophy Organizational willingness to execute on strategy

32 Capabilities Business capability is the expression or the articulation of the capacity, materials and expertise an organization needs in order to perform core functions. Business capabilities are used to illustrate the over-arching needs of the business in order to better strategize IT solutions that meet those business needs. Defines what a business does at its core Differs from how things are done or where they are done Are the core of the business architecture

33 Capability Difficulties Determining capabilities is not easy Potential for overlapping capabilities Requires a significant investment to determine Discussion: How do you identify capabilities within your org?

34 Capability Map Capability Part A! Blah Spiscnis o Resplicsh o BPCI! eklos o Spos o Inter! Shar Car Des Polisnestt! CaForoo o Sebust moodeli o CDI o Docn! Trsamendation o Trpostlso o Glkng oks o Seeming o Sllooioin g Capability Part B! Tsprio o Pdogniop g o Fvlskn hof pdok inh! Fg mifpklmsd;ljf h o ;dlfgj ;ljsdf;glk s o Sdlfjg skodfkgm sd! Sdlkfjg klns;ldfn! Sdflgkn ;lksdfn! Auto fkgdmk;sdf! Sdfg,mnsd.f! Productivity Analytics! Dashboards! Reports! Data browsing! Threshold Alerting! Scheduled Distribution of Reports! Ease of Data Integration Integrations! s! SIU (fdfd)! sfdsdfgsdf! sfdsdgsgd! sgddsgsg! sdgsdg! sdgdsdgsg! sgsdgsd! dfgaehrhz Internal Services Implementations! Training! Project Management Best Practices! sdfsdfsdfsdfs ORG Capabilities! Operations! Business Development! Tech Platform Enhancements Future Capabilities Predictive dkfljlkd Patient Stratification sdfdsfsdsd Transition sdfsdfsdfsdgfsdfsdgsdg

35 From Strategy to Execution Corporate Goals Strategy Decomposes Down Capabilities Initiatives Organizational Capabilities Traces Up Features Requirements / User Stories

36 Where Do the Roles Converge Category Trait Business Analyst Business Architect Analytical Skills Multiple Perspectives Expected at the project level, Sr. role at the enterprise Expected at the enterprise level Problem Solving Business Knowledge Business Knowledge Financial Knowledge Identifies practical solutions to business issues and problems. Is able to formulate probing questions to elicit business knowledge from the stakeholders. Understands how to define and quantify costs, savings and risks for a given project, feature or change request. Is able to diagnose root causes of business issues, problems and potential opportunities and develop business architecture solutions. Has a thorough understanding of the business direction and strategy. Has the ability to perform and present cost/benefit and risk analysis and identify potential trade-offs of competing solutions.

37 Where Do the Roles Converge Category Trait Business Analyst Business Architect Organization al Skills Program/ Project Process and Data Mgmt Can estimate Business Analyst tasks/activities Has a general understanding of Business Process Management concepts, tools and techniques. Is able to meet project schedule deadlines. Maintains a focus on customer and business needs when doing projects. Has extensive knowledge of Business Architecture approach, concepts, tools and techniques and establishes enterprise-wide standards and best practices. Possesses a thorough understanding of Process Architecture and Business Process Management concepts, tools and techniques.

38 Where Do the Roles Converge Category Trait Business Analyst Business Architect Leadership Skills Social/ Interpersonal Conflict Resolution Participates as a positive and participatory team member on the Business Analysis team. Demonstrates initiative in completing assignments. Exhibits professionalism, fairness, and integrity. Demonstrates the ability to recognize and enlist expertise to improve the overall objectives of the organization and enhance the success of specific initiatives. Inspires others to support the organization s mission and core values. Promotes a learning environment across the enterprise. Sets an example of professionalism, inclusiveness, fairness, and integrity and encourages team building and collaboration among team members and across the organization.

39 Where Do the Roles Converge Category Trait Business Analyst Business Architect Technical Skills Keep Pace with Technology Advances Is able to understand technical solutions and architecture designs. Has the ability to use standard requirements management and modeling tools. Possesses a general understanding of existing technology in the organizational environment and emerging technologies. Has a thorough knowledge of the organization s Business Architecture and Enterprise Architecture standards and designs.

40 Where Do the Roles Converge Category Trait Business Analyst Business Architect Communication Skills Interviewing Writing Documentatio n Facilitation Presentation Provides clear, concise, and accurate oral and written communication in a manner appropriate to the audience. Has the ability to present and facilitate business issues and solutions to audiences of stakeholders with different and sometimes conflicting perspectives. Has exceptional oral, written and presentation communication skills. Possesses the political acumen necessary to present ideas, solicit input, negotiate compromise, influence decisions, and garner support of senior level executives and/or initiative stakeholders in terms and manners that will be well received and provide desired results.

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42 Open Dialogue and Questions