Fast Business Analysis. Themaavond maart 2018

Transcription

1 Fast Business Analysis Themaavond maart

2 Over mijzelf 2

3 Goal 3

4 Context Tribe Cash 1600 ATM s branch transactions/week DevOps 8 squads 5 chapters 4 operational teams 4

5 Context Leadership team 1 TL, 1 IT AL, 5 CL s, 7 PO s, 4 OL s, 2 AC s Support team 1 Arch, 1 integrator, 2 BP s, 2 CJE s Large Programs Inside: MT: Significant outside dependencies Infra, Payments, Finance, Customers 5

6 Agile BA model Which level has the most impact on Fast & Agile Business Analysis? 6

7 Agile BA model 7

8 Strategy level 8 Fast BA needs Systemic approach

9 From Dev to Enterprise Agility 9

10 Enterprise Agility Systemic interventions Organisation Steering Impacting Epic s From big to small changes Communication Winning team 10

11 Organisation 11

12 Discovery en Delivery framework Principles Why and What 1. See the whole 2. Think as customer 3. Determine value Principles How and When 1. Use examples 2. What is doable 3. Collaboration & improvement 4. Avoid waste 12

13 Organisation cascade Squad Family (NEW) Tribe Why? 13

14 Steering 14

15 Tribe Obeya room 15

16 Think about Target Audience Who will be the people and scope of the organization that this Obeya is for? Include squads, organization units, management, etc. The Obeya should be open to everybody with access to the work floor. Rhythm Agree on a rhythm in which to use the Obeya with the team. This should depend on the dynamics in your organization. Also each wall might have a different Rhythm, for example the management team board could be daily, where the portfolio board could be biweekly. Set the agenda Create a simple agenda, place a printed version of it next to the are the meeting will take place and maintain it during the actual meeting. Also set a time limit in which you find the meeting should take place. During the meeting, follow the agenda carefully and focus on talking about process, not content(!). Agree on Ownership A success factor for Obeya is when each member is responsible to maintain and explain on their own part of the Obeya. The people responsible should be part of the team and it will require them to always be upto-date on their areas as well as being able to pick up (and delegate) actions and responses. Agree who is allowed to (and when) make changes to the lay-out and information of the Obeya. Update of information Decide who will update what information when, in such a way that the information is updated when needed, has a reliable source Also try to minimize the process of creating the information, for example by automating reports or sharing resources that also maintain information in other Obeyas. Agile Coach Like adopting scrum or agile, a team makes the most (and sustainable!) progress when a facilitator or coach is assigned who helps facilitate the sessions, maintains the Way of Working. Eventually if/when the team is comfortable and able to adopt and sustain the WoW, this role should become obsolete or at least parttime.

17 Tribe Obeya room 17

18 Tribe Obeya room 18

19 Portfolio wall (from Tribe to squad) OKR s = Objective and Key Results = VALUE Objective = qualitative and aspirational Key Result = quantitative and SMART (KPI) 19

20 Portfolio wall EPIC BACKLOG RANKING PORTFOLIO WALL 20

21 EPIC BACKLOG 21

22 EPIC Backlog An ordered list of the work to be done in order to create, maintain and sustain a product. The single source of requirements for any changes to be made to the product Qualities of the Epic backlog Detailed appropriately (size) Estimated (value) Emergent (grows) Prioritized (ranked) Business ( Functional ) or Architectural ( Non functional ) Normally: size 7-26 sprints, decisions on strategical level Tribe Lead (CPO) is responsible for the Epic Backlog 22

23 Managen EPIC backlog (KANBAN) New Impact Decision Ranked 23

24 EPIC Backlog bevat ROADMAPS van FEATURES EXAMPLE 1. OPNEMEN deel 1 Business 20 sprints No DEP 2. TERUGTREKKEN Business 10 sprints No DEP 3. DECOM SYSTEM Architectural 6 sprints DEP 1 and 2 4. OPNEMEN deel 2 Business 10 sprints DEP 1 24

25 Portfolio wall PORTFOLIO WALL 25

26 Portfolio wall OKR s FEATURES! 26

27 Theme s 27

28 Communication 28

29 Meetings QBR meeting Leadership team - Quarterly Market Place Next slide - monthly Family meeting Family team - bi weekly Demo s TL, IT AL, family, everybody - bi weekly Performance wall IT IT AL, CL, squads rep. weekly Performance Wall Business TL, OL s, team rep. - daily War incident based 29

30 Market place 30

31 Winning team 31

32 Usefull Tuckman 32

33 33

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35 Evaluation 35

36 BEDANKT VOOR UW AANDACHT THANK YOU FOR YOUR ATTENTION Marcel Schaar 36