Mindset Shift of Here and Now

Transcription

1 Mindset Shift of Here and Now Jennifer Kalz, CBAP, CUA, CSM May 23 rd, 2018

2 Learning Objectives Understand the shifts in thinking that need to occur within the organization Understand the underlying reason(s) to implement these shifts Understand examples of how these shifts can occur in an organization

3 Agenda Set the Stage The Mindset Shifts Call to Action

4 Business Analysis Core Concept Model

5 What is needed to deliver a solution? A Plan and Design for the solution Test early and often Who needs the solution The Goals Deal with Changes Deliver based on stakeholder needs Who is creating the solution Delivery of a working solution Open to possibilities

6 Agile Principles Build around motivated individuals: support and trust Technical excellence and good design Simplicity Work together daily Self Organizing Teams Welcome changing requirements Satisfy customer through continuous delivery Reflect regularly to adjust behavior

7 Modern Methodology shifts Agile is not something you become it s not something you do. It s a cultural change in the approach for how we plan, build software, and assemble teams. -Aaron Bjork, Principal Group Program Manager at Microsoft

8 Triple Constraint Remains Traditional Methods Modern Methods Scope Project Management Product Management Scope Scope Fixed set of features Ongoing prioritized list of features Scope determines budget and schedule Schedule Budget Start and end dates Allocated once at start of project Multiple releases Cyclical Scope is flexible depending on budget and schedule Budget Schedule Budget Schedule It is impossible to fully define requirements until the client actually begins to use the product.

9 The Mindset Shifts

10 #1 TRANSPARENCY not Standardized Communication

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12 What shift do we make? Invite stakeholders to ALL meetings Schedule them out a while Talk about the Good, the Bad and the Ugly Progress NOT Perfection! Overcommunicate happenings Give access to management tool

13 How can we help Transparency as leaders? Encourage transparency We know there is good, bad and ugly that exists Reassure team Don t compare teams to one another Each product is different Team knowledge/skill set is different Encourage communication

14 #2 PRODUCTS not Projects

15 Let s Talk about Projects! What are some adjectives when you think of project? What are the responsibilities of a Project Manager? What do you like about Projects? What do you dislike about Projects?

16 Let s Talk about PRODUCTS! What are some adjectives when you think of product? What are the responsibilities of a Product Manager or Product Owner? What do you like about Products? What do you dislike about Products?

17 What shift do we make? Think longer term! Products are a lot like people This isn t a new concept Talk in terms of PRODUCT not a short project How will this evolve How to maintain/support

18 How can we help Think Product as leaders? Use the terminology, lead by example Think long term strategy Do a product assessment in your organization Reminder: Product does not necessarily equate to an application

19 #3 PRIORITIZATION instead of Change Requests

20 EMBRACE CHANGE

21 Curious Who is freaked out about No Change Requests? What s the purpose of a Change Request? Organization vs Consultant What impact do you see this having on your team or organization?

22 What shift do we make? Love Change, Embrace Change Gaps are New Features Add them to the backlog Prioritize Constantly Review for remaining work to velocity

23 How can we help Prioritization as leaders? Reinforce constant prioritization in your product teams Strategize a long term strategy for prioritization Initial product release prioritization Care and feed of product prioritization Develop a tool/mechanism to take the emotion out of prioritization

24 #4 TEAMS not individuals Product 1 Product 2 Product 3 Product 1 Product 2 Product 3 The idea is not that one specific development process is best, but that implementing the right values and adopting the right mindset will unleash the abilities of a team and allow them to do their best work.

25 Benefits of Teams Shared knowledge, not dependent on one person Make sure to have the right people in the right roles If dynamics are good, magic happens

26 What shift do we make? Keep teams together Give teams autonomy and authority Deal with team problems Making process decisions Keep teams focused on specific products Have teams clearly define Roles & Responsibilities Constant feedback loop Along them to reflect and adapt, try new things

27 How can we help Teams as leaders? Don t move teams members constantly Try to keep team members together, they build velocity and trust Keep products limited Teams should only support 2-4 products (care and feed mode) at a time Initial development no more than 2 product at a time Constantly evaluate team members ability to work in the environment Not everyone is efficient in the new era Not everyone has the aptitude for working in this type of mode

28 #5 RELEASE Planning not Ad Hoc Maintenance

29 Moving to Releases What prevents your organization from going on a regular release schedule? Where to start: Maintenance and break/fix work on existing products Mobile application products

30 What shift do we make? Set the stage early Plan for maintenance in the future Remove Phase 2 from vocabulary

31 How can we help Release Planning as leaders? Think about a release strategy during MVP Consistent schedule (monthly, quarterly, etc ) Prep organization for long term product owners Long term vision / strategy for the product Roadmap for care and feeding Schedule the cadence out on calendars Create capacity for the product team to continue care and feeding

32 Recap

33 The Mindset Shifts Plan Releases Create Autonomous Teams Provide Full Transparency Think Product Longevity Embrace Change

34 Call to Action Start using new terminology Assess what needs to be strategized in your organization Set the stage / plan for the new era Lead the shift among product teams

35 Learning Objectives Understand the shifts in thinking that need to occur within the organization Understand the underlying reason(s) to implement these shifts Understand examples of how these shifts can occur in an organization

36 Questions

37 Solutions Consulting Services Discovery Services Product Setup Better Requirements Training and Coaching Business Analysis Coaching and Mentoring Maturity Assessments Staff Aug Opportunities Agile Enablement Services Jen For more about Skyline Offerings contact us at