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Scaling agile analysis

We are in the age where lot of traditional business are building software that are truly disruptive and they have started to embrace agile.

Many fail to realise the importance of scaling their analysis practices, to successfully plan and shape their portfolio.

Previously working as an Agile Transformation Consultant, and taking part in delivery of products for large enterprises, this talk is about practical techniques that enterprises can take away to increase their organization agilty

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Scaling agile analysis

  1. 1. SCALING AGILE ANALYSIS
  2. 2. QUICK INTRO 2 Adarsh Sridhar Consultant | Agile Coach | Business Analyst | ThoughtWorker
  3. 3. WE WILL TALK ABOUT •Analysis in agile •Scaling in agile •Impact of scale on analysis •Scaling agile analysis - practical guide •Q&A 3
  4. 4. 4 ANALYSIS in Agileagile ANALYSIS
  5. 5. AGILE PRINCIPLES •Welcome change •Evolutionary Design •Frequent releases •Sustainable pace •Self-organizing teams •Face-to-face communication 5
  6. 6. 6 “ 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
  7. 7. AGILE ANALYSIS 7 ANALYSIS PRACTISE PROJECT MGMT PRACTISE TECHNICAL SKILLS Analytics Prototyping/wireframes Continuous integration Research Story map Value stream mapping Iterative Release plan Velocity tracking Adaptive planning BMC/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
  8. 8. 8 Scale in AgileSCALING in Agile https://www.flickr.com/photos/argonavigo/5320119828
  9. 9. DEFINING SCALE •Lots of functionality in a short timeline •Multiple stakeholders •Multiple delivery teams •Many integration points •Distributed teams 9
  10. 10. 10 Whats happens to Agility when we scale? Can we make this elephant dance?
  11. 11. 11 •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
  12. 12. 12 •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
  13. 13. SCALING WITHOUT ADAPTING 13 Continuous Integration Code Repository Cruise Installables Story Lists
  14. 14. 14 SCALING WITHOUT ADAPTING
  15. 15. SCALING analysis SCALING ANALYSIS
  16. 16. HOW DOES SCALE IMPACT ANALYSIS? 16 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
  17. 17. SCALING ANALYSIS - PLANNING 17 Concept Triage Pipeline Team
  18. 18. 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 18 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?
  19. 19. 19 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
  20. 20. PIPELINE TEAM What ? A team formed to do initial requirement analysis directly working with Portfolio manager. (Roles are rotated periodically) 20 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?
  21. 21. 21 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
  22. 22. PLANNING - RECAP 22 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 & sized high level solution and size, risks & constrains identified Too much focus on cost. Good ideas may get discarded Pre-solved features to the dev teams
  23. 23. SCALING ANALYSIS - EXECUTION 23 BA Stand-ups Release/Feature Kickoffs BA Showcase
  24. 24. 24 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
  25. 25. SCALING ANALYSIS - SUSTAINING 25 Express bucket SWAT Teams Information radiators
  26. 26. 26 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
  27. 27. 27 SUSTAINING - INFORMATION RADIATORS
  28. 28. 28 SUSTAINING - INFORMATION RADIATORS
  29. 29. 29 SUSTAINING - INFORMATION RADIATORS
  30. 30. HOW DOES SCALE IMPACT ANALYSIS? - 30 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
  31. 31. SCALING ANALYSIS - RECAP 31 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
  32. 32. 32 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
  33. 33. 33 Planning Execution Sustaining Concept Triage Pipeline Team BA Stand ups Release Kickoffs BA Showcase Express Bucket SWAT Teams Information Radiators SCALING ANALYSIS - RECAP
  34. 34. CẢM ƠN BẠN AADARSH@THOUGHTWORKS.COM @aadarsh__ adarsh.sridhar

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