SlideShare a Scribd company logo
1 of 30
An introduction to Agile Business Analysis Techniques A survey of tools to decide  what to build
Why is this hard? #1. Business value is unarticulated #2. We have insufficient views of what matters 	to our end users and customers #3. We don’t have a way to focus our efforts #4. We don’t have clarity of purpose
#1. Business value is unarticulated Make business value assumptions explicit Business Value Goal Model
Business Value Goal Model Tire Manufacturer Fix the Tires
Business Value Goal Model Tire Manufacturer Survive by re-establishing credibility Thematic Goal Fix the Tires Repair Distributor Relationships Improve PR Address Morale Settle Lawsuits Focusing Objectives
Business Value Goal Model Tire Manufacturer Survive by re-establishing credibility Thematic Goal Fix the tires Settle lawsuits Address morale Repair distributor relationships Improve PR Focusing Objectives Revenue Customer Satisfaction Market share Production levels Expenses Standard Objectives
#1. Business value is unarticulated Make business value assumptions explicit Business Value Goal Model Overcoming Politics Silo’s and Turf Wars, Patrick Lencioni, Jossey-Bass, 2006 Light Weight Context for conversation and shared understanding about strategy and business value
#2. We have insufficient views of what matters to our end users or customers Be explicit about what matters to the customer Customer Value Profile
Customer Value Map Example Customer Attributes in the Experience Lifecycle
Customer Value Map Example high Starbucks Emphasis Industry low quality speed convenience fashion selection ambiance price location serviceexpertise factors of customer experience
#2. We have insufficient views of what matters to our end users or customers Be explicit about what matters to the customer Customer Value Profile Charting Your Company’s Future, W. Chan Kim and Renee Mauborgne, HBR, June  2002 Identify Specific Gaps Context for Performance Conversation Long Lived Value
#3 We don’t have a view to focus our efforts Focus on the next most important opportunity Capability Model
Capability Describe the target business or product as a set of outcomes – or capabilities. Verb - Noun Verb - Noun
Capability Remains Stable over Time Pay Employees Verb - Noun
Capability Business Value Pay Employees KEY High Value Medium Value Low Value
Capability Business Value Produce Tires KEY High Value Medium Value Low Value
Capability Performance Gaps Business Value Produce Tires KEY High Value Medium Value Low Value Low Performing Medium Performing High Performing
Capability Performance Gaps Business Value Produce Tires Risk Risk Business Risk Technology Risk Organizational Risk Market Risk KEY High Value Medium Value Low Value Low Performing Medium Performing High Performing High Risk Moderate Risk Low Risk
Backlog Against the Capability Model High Value Medium Value Low Value Low Performing Medium Performing High Performing Hard to Change Moderate Effort to Change Easy to Change
#3 We don’t have a view to focus our efforts Focus on the next most important opportunity Capability Model The Next Revolution in Productivity, Merrifield, Calhoun and Stevens, HBR, June 2008 Stable model Updates as performance improves Low friction to maintain once established Easy to revaluate if strategy changes
We don’t have clarity of purpose Prioritize efforts, not on starting, but on delivering value, then maximize the amount of work not done to deliver that value A3 Focusing Tool
Maximize the amount of work not done
A3 Problem Solving: Overview
A3 Problem Solving: Outcome
A3 Problem Solving: Analysis
A3 Problem Solving: Plan
We don’t have clarity of purpose Prioritize efforts, not on starting, but on delivering value, then maximize the amount of work not done to deliver that value A3 Focusing Tool Managing to Learn, John Shook, Lean Enterprise Inc., January 2008 Shared understanding of what and why Initiatives / or epics are very focus and clearly tied to business and customer value Light weight approach communicates more than detailed requirements
Focus on finishing B C A 3 managers, 3 equally important initiatives.   B C A B C A We try to show progress every month A A A B B B C C C This way each manager sees progress every period …but the business gets no benefit before period 7. Or we can establish an organizational priority   A A A B B B C C C Preference is shown but the business realizes benefit sooner And task switching and interruptions make the difference more stark A A A B B B C C C What is the impact of an expedite request?
Deciding what to build Make business value assumptions explicit Be explicit about what matters to the customer Focus on the next most important opportunity ,[object Object]
Focus on Finishing

More Related Content

What's hot

Pf found sample_mkt_plan
Pf found sample_mkt_planPf found sample_mkt_plan
Pf found sample_mkt_plan
Noor Mazriha
 

What's hot (19)

Business Planning for Success - 5 Essential Steps
Business Planning for Success - 5 Essential StepsBusiness Planning for Success - 5 Essential Steps
Business Planning for Success - 5 Essential Steps
 
OMG 2014 Business Architecture Innovation Summit - Aligning design with Busin...
OMG 2014 Business Architecture Innovation Summit - Aligning design with Busin...OMG 2014 Business Architecture Innovation Summit - Aligning design with Busin...
OMG 2014 Business Architecture Innovation Summit - Aligning design with Busin...
 
Agile2015 Strategy Mapping: Clear path to a successful Agile strategy
Agile2015  Strategy Mapping: Clear path to a successful Agile strategyAgile2015  Strategy Mapping: Clear path to a successful Agile strategy
Agile2015 Strategy Mapping: Clear path to a successful Agile strategy
 
Business process reengineering
Business process reengineeringBusiness process reengineering
Business process reengineering
 
Business Process Management Tools & Framework. By ex-Deloitte
Business Process Management Tools & Framework. By ex-DeloitteBusiness Process Management Tools & Framework. By ex-Deloitte
Business Process Management Tools & Framework. By ex-Deloitte
 
Creating Agile Organizations by Combining Design, Architecture and Agile Thin...
Creating Agile Organizations by Combining Design, Architecture and Agile Thin...Creating Agile Organizations by Combining Design, Architecture and Agile Thin...
Creating Agile Organizations by Combining Design, Architecture and Agile Thin...
 
Pf found sample_mkt_plan
Pf found sample_mkt_planPf found sample_mkt_plan
Pf found sample_mkt_plan
 
IMBOK Business Process
IMBOK Business ProcessIMBOK Business Process
IMBOK Business Process
 
02 operating model (updated)
02 operating model (updated)02 operating model (updated)
02 operating model (updated)
 
Business toolkit in Powerpoint and Excel
Business toolkit in Powerpoint and ExcelBusiness toolkit in Powerpoint and Excel
Business toolkit in Powerpoint and Excel
 
Leading and Running a BA Practice - European BA Conference
Leading and Running a BA Practice - European BA ConferenceLeading and Running a BA Practice - European BA Conference
Leading and Running a BA Practice - European BA Conference
 
Operations and Supply Chain Toolkit - Framework, Best Practices and Templates
Operations and Supply Chain Toolkit - Framework, Best Practices and TemplatesOperations and Supply Chain Toolkit - Framework, Best Practices and Templates
Operations and Supply Chain Toolkit - Framework, Best Practices and Templates
 
Accumyn Turnaround Restructuring
Accumyn Turnaround RestructuringAccumyn Turnaround Restructuring
Accumyn Turnaround Restructuring
 
Vocational sales training generic
Vocational sales training genericVocational sales training generic
Vocational sales training generic
 
Business transformation and business value drivers
Business transformation and business value driversBusiness transformation and business value drivers
Business transformation and business value drivers
 
Writing a business case
Writing a business caseWriting a business case
Writing a business case
 
BPM (Business Process Management), CRM and Cross-Functional Enterprise-Level ...
BPM (Business Process Management), CRM and Cross-Functional Enterprise-Level ...BPM (Business Process Management), CRM and Cross-Functional Enterprise-Level ...
BPM (Business Process Management), CRM and Cross-Functional Enterprise-Level ...
 
Strategy analysis
Strategy analysisStrategy analysis
Strategy analysis
 
Business Process Management - Building The BPM Balanced Scorecard
Business Process Management - Building The BPM Balanced ScorecardBusiness Process Management - Building The BPM Balanced Scorecard
Business Process Management - Building The BPM Balanced Scorecard
 

Similar to An introduction to agile business analysis

Strategy Performance
Strategy PerformanceStrategy Performance
Strategy Performance
stevepollard
 
How to Achieve a Culture of High Performance Selling
How to Achieve a Culture of High Performance SellingHow to Achieve a Culture of High Performance Selling
How to Achieve a Culture of High Performance Selling
dreamforce2006
 
Operation Strategy for Compititors PIM SAT
Operation Strategy for Compititors PIM SATOperation Strategy for Compititors PIM SAT
Operation Strategy for Compititors PIM SAT
Javaid Toosy
 
Are you really in charge global sourcing
Are you really in charge global sourcingAre you really in charge global sourcing
Are you really in charge global sourcing
Joann Martin
 
BENEDICTINE UNIVERSITYMBA 671 STRATEGIC MANAGEMENTTEAM Bom.docx
BENEDICTINE UNIVERSITYMBA 671 STRATEGIC MANAGEMENTTEAM Bom.docxBENEDICTINE UNIVERSITYMBA 671 STRATEGIC MANAGEMENTTEAM Bom.docx
BENEDICTINE UNIVERSITYMBA 671 STRATEGIC MANAGEMENTTEAM Bom.docx
tangyechloe
 
Human resource - Performance Management -The Balanced Scorecard
Human resource - Performance Management -The Balanced ScorecardHuman resource - Performance Management -The Balanced Scorecard
Human resource - Performance Management -The Balanced Scorecard
Sampath Samudrala
 
Business ImplementationJessica ValverdeManagement Practices
Business ImplementationJessica ValverdeManagement Practices Business ImplementationJessica ValverdeManagement Practices
Business ImplementationJessica ValverdeManagement Practices
TawnaDelatorrejs
 
Slides99 Strategy & Organization
Slides99 Strategy & OrganizationSlides99 Strategy & Organization
Slides99 Strategy & Organization
guestf32b7
 

Similar to An introduction to agile business analysis (20)

Strategy Performance
Strategy PerformanceStrategy Performance
Strategy Performance
 
Balanced Scorecard
Balanced ScorecardBalanced Scorecard
Balanced Scorecard
 
How to Achieve a Culture of High Performance Selling
How to Achieve a Culture of High Performance SellingHow to Achieve a Culture of High Performance Selling
How to Achieve a Culture of High Performance Selling
 
Startegic Planning A.Egros
Startegic Planning A.EgrosStartegic Planning A.Egros
Startegic Planning A.Egros
 
Operation Strategy for Compititors PIM SAT
Operation Strategy for Compititors PIM SATOperation Strategy for Compititors PIM SAT
Operation Strategy for Compititors PIM SAT
 
Are you really in charge global sourcing
Are you really in charge global sourcingAre you really in charge global sourcing
Are you really in charge global sourcing
 
BENEDICTINE UNIVERSITYMBA 671 STRATEGIC MANAGEMENTTEAM Bom.docx
BENEDICTINE UNIVERSITYMBA 671 STRATEGIC MANAGEMENTTEAM Bom.docxBENEDICTINE UNIVERSITYMBA 671 STRATEGIC MANAGEMENTTEAM Bom.docx
BENEDICTINE UNIVERSITYMBA 671 STRATEGIC MANAGEMENTTEAM Bom.docx
 
Stakeholder Support
Stakeholder SupportStakeholder Support
Stakeholder Support
 
Performance management primer
Performance management primerPerformance management primer
Performance management primer
 
Applying the science of measurement to the art of advertising - 6 may 2010 v.2
Applying the science of measurement to the art of advertising  - 6 may 2010 v.2Applying the science of measurement to the art of advertising  - 6 may 2010 v.2
Applying the science of measurement to the art of advertising - 6 may 2010 v.2
 
Human resource - Performance Management -The Balanced Scorecard
Human resource - Performance Management -The Balanced ScorecardHuman resource - Performance Management -The Balanced Scorecard
Human resource - Performance Management -The Balanced Scorecard
 
Master's certificate in sales management day 2 (march 2016)
Master's certificate in sales management   day 2 (march 2016)Master's certificate in sales management   day 2 (march 2016)
Master's certificate in sales management day 2 (march 2016)
 
Business improvement approach & methodology marton - 2019
Business improvement approach & methodology   marton - 2019Business improvement approach & methodology   marton - 2019
Business improvement approach & methodology marton - 2019
 
Business ImplementationJessica ValverdeManagement Practices
Business ImplementationJessica ValverdeManagement Practices Business ImplementationJessica ValverdeManagement Practices
Business ImplementationJessica ValverdeManagement Practices
 
Surviving Downturn Through Quality
Surviving Downturn Through QualitySurviving Downturn Through Quality
Surviving Downturn Through Quality
 
Learning and Business Impact: Making the Case through Metrics and Analytics
Learning and Business Impact: Making the Case through Metrics and AnalyticsLearning and Business Impact: Making the Case through Metrics and Analytics
Learning and Business Impact: Making the Case through Metrics and Analytics
 
Learning and Business Impact: Making the Case through Metrics and Analytics
Learning and Business Impact: Making the Case through Metrics and AnalyticsLearning and Business Impact: Making the Case through Metrics and Analytics
Learning and Business Impact: Making the Case through Metrics and Analytics
 
Slides99 Strategy & Organization
Slides99 Strategy & OrganizationSlides99 Strategy & Organization
Slides99 Strategy & Organization
 
Sales & Operations Planning
Sales & Operations PlanningSales & Operations Planning
Sales & Operations Planning
 
How true measure effectiveness.pdf
How true measure effectiveness.pdfHow true measure effectiveness.pdf
How true measure effectiveness.pdf
 

More from Dennis Stevens

Agile2013 sustainable change
Agile2013 sustainable changeAgile2013 sustainable change
Agile2013 sustainable change
Dennis Stevens
 

More from Dennis Stevens (14)

Agile2013 sustainable change
Agile2013 sustainable changeAgile2013 sustainable change
Agile2013 sustainable change
 
Beyond functional silos with communities of practice
Beyond functional silos with communities of practiceBeyond functional silos with communities of practice
Beyond functional silos with communities of practice
 
Agile and the nature of decision making
Agile and the nature of decision makingAgile and the nature of decision making
Agile and the nature of decision making
 
Agile Fundamentals
Agile FundamentalsAgile Fundamentals
Agile Fundamentals
 
Coffee maker workshop
Coffee maker workshopCoffee maker workshop
Coffee maker workshop
 
Agile foundation and agile myths
Agile foundation and agile mythsAgile foundation and agile myths
Agile foundation and agile myths
 
Feeding the agile beast agile 2010
Feeding the agile beast agile 2010Feeding the agile beast agile 2010
Feeding the agile beast agile 2010
 
Using agile and lean to lead business transformation agile 2010
Using agile and lean to lead business transformation agile 2010Using agile and lean to lead business transformation agile 2010
Using agile and lean to lead business transformation agile 2010
 
Kanban 101
Kanban 101Kanban 101
Kanban 101
 
Strategy Execution
Strategy ExecutionStrategy Execution
Strategy Execution
 
Feeding the agile beast 2010 talk
Feeding the agile beast   2010 talkFeeding the agile beast   2010 talk
Feeding the agile beast 2010 talk
 
Feeding The Agile Beast
Feeding The  Agile  BeastFeeding The  Agile  Beast
Feeding The Agile Beast
 
The Role Of Conversation In Projects
The Role Of Conversation In ProjectsThe Role Of Conversation In Projects
The Role Of Conversation In Projects
 
Eight Things
Eight ThingsEight Things
Eight Things
 

Recently uploaded

Quick Doctor In Kuwait +2773`7758`557 Kuwait Doha Qatar Dubai Abu Dhabi Sharj...
Quick Doctor In Kuwait +2773`7758`557 Kuwait Doha Qatar Dubai Abu Dhabi Sharj...Quick Doctor In Kuwait +2773`7758`557 Kuwait Doha Qatar Dubai Abu Dhabi Sharj...
Quick Doctor In Kuwait +2773`7758`557 Kuwait Doha Qatar Dubai Abu Dhabi Sharj...
daisycvs
 
Call Girls in Delhi, Escort Service Available 24x7 in Delhi 959961-/-3876
Call Girls in Delhi, Escort Service Available 24x7 in Delhi 959961-/-3876Call Girls in Delhi, Escort Service Available 24x7 in Delhi 959961-/-3876
Call Girls in Delhi, Escort Service Available 24x7 in Delhi 959961-/-3876
dlhescort
 
Call Girls Hebbal Just Call 👗 7737669865 👗 Top Class Call Girl Service Bangalore
Call Girls Hebbal Just Call 👗 7737669865 👗 Top Class Call Girl Service BangaloreCall Girls Hebbal Just Call 👗 7737669865 👗 Top Class Call Girl Service Bangalore
Call Girls Hebbal Just Call 👗 7737669865 👗 Top Class Call Girl Service Bangalore
amitlee9823
 
Call Girls In Noida 959961⊹3876 Independent Escort Service Noida
Call Girls In Noida 959961⊹3876 Independent Escort Service NoidaCall Girls In Noida 959961⊹3876 Independent Escort Service Noida
Call Girls In Noida 959961⊹3876 Independent Escort Service Noida
dlhescort
 
Call Girls Electronic City Just Call 👗 7737669865 👗 Top Class Call Girl Servi...
Call Girls Electronic City Just Call 👗 7737669865 👗 Top Class Call Girl Servi...Call Girls Electronic City Just Call 👗 7737669865 👗 Top Class Call Girl Servi...
Call Girls Electronic City Just Call 👗 7737669865 👗 Top Class Call Girl Servi...
amitlee9823
 
FULL ENJOY Call Girls In Majnu Ka Tilla, Delhi Contact Us 8377877756
FULL ENJOY Call Girls In Majnu Ka Tilla, Delhi Contact Us 8377877756FULL ENJOY Call Girls In Majnu Ka Tilla, Delhi Contact Us 8377877756
FULL ENJOY Call Girls In Majnu Ka Tilla, Delhi Contact Us 8377877756
dollysharma2066
 
Chandigarh Escorts Service 📞8868886958📞 Just📲 Call Nihal Chandigarh Call Girl...
Chandigarh Escorts Service 📞8868886958📞 Just📲 Call Nihal Chandigarh Call Girl...Chandigarh Escorts Service 📞8868886958📞 Just📲 Call Nihal Chandigarh Call Girl...
Chandigarh Escorts Service 📞8868886958📞 Just📲 Call Nihal Chandigarh Call Girl...
Sheetaleventcompany
 
Call Girls Kengeri Satellite Town Just Call 👗 7737669865 👗 Top Class Call Gir...
Call Girls Kengeri Satellite Town Just Call 👗 7737669865 👗 Top Class Call Gir...Call Girls Kengeri Satellite Town Just Call 👗 7737669865 👗 Top Class Call Gir...
Call Girls Kengeri Satellite Town Just Call 👗 7737669865 👗 Top Class Call Gir...
amitlee9823
 

Recently uploaded (20)

👉Chandigarh Call Girls 👉9878799926👉Just Call👉Chandigarh Call Girl In Chandiga...
👉Chandigarh Call Girls 👉9878799926👉Just Call👉Chandigarh Call Girl In Chandiga...👉Chandigarh Call Girls 👉9878799926👉Just Call👉Chandigarh Call Girl In Chandiga...
👉Chandigarh Call Girls 👉9878799926👉Just Call👉Chandigarh Call Girl In Chandiga...
 
Mysore Call Girls 8617370543 WhatsApp Number 24x7 Best Services
Mysore Call Girls 8617370543 WhatsApp Number 24x7 Best ServicesMysore Call Girls 8617370543 WhatsApp Number 24x7 Best Services
Mysore Call Girls 8617370543 WhatsApp Number 24x7 Best Services
 
Phases of Negotiation .pptx
 Phases of Negotiation .pptx Phases of Negotiation .pptx
Phases of Negotiation .pptx
 
Mondelez State of Snacking and Future Trends 2023
Mondelez State of Snacking and Future Trends 2023Mondelez State of Snacking and Future Trends 2023
Mondelez State of Snacking and Future Trends 2023
 
How to Get Started in Social Media for Art League City
How to Get Started in Social Media for Art League CityHow to Get Started in Social Media for Art League City
How to Get Started in Social Media for Art League City
 
Quick Doctor In Kuwait +2773`7758`557 Kuwait Doha Qatar Dubai Abu Dhabi Sharj...
Quick Doctor In Kuwait +2773`7758`557 Kuwait Doha Qatar Dubai Abu Dhabi Sharj...Quick Doctor In Kuwait +2773`7758`557 Kuwait Doha Qatar Dubai Abu Dhabi Sharj...
Quick Doctor In Kuwait +2773`7758`557 Kuwait Doha Qatar Dubai Abu Dhabi Sharj...
 
Call Girls in Delhi, Escort Service Available 24x7 in Delhi 959961-/-3876
Call Girls in Delhi, Escort Service Available 24x7 in Delhi 959961-/-3876Call Girls in Delhi, Escort Service Available 24x7 in Delhi 959961-/-3876
Call Girls in Delhi, Escort Service Available 24x7 in Delhi 959961-/-3876
 
Call Girls Pune Just Call 9907093804 Top Class Call Girl Service Available
Call Girls Pune Just Call 9907093804 Top Class Call Girl Service AvailableCall Girls Pune Just Call 9907093804 Top Class Call Girl Service Available
Call Girls Pune Just Call 9907093804 Top Class Call Girl Service Available
 
Value Proposition canvas- Customer needs and pains
Value Proposition canvas- Customer needs and painsValue Proposition canvas- Customer needs and pains
Value Proposition canvas- Customer needs and pains
 
Call Girls Ludhiana Just Call 98765-12871 Top Class Call Girl Service Available
Call Girls Ludhiana Just Call 98765-12871 Top Class Call Girl Service AvailableCall Girls Ludhiana Just Call 98765-12871 Top Class Call Girl Service Available
Call Girls Ludhiana Just Call 98765-12871 Top Class Call Girl Service Available
 
Call Girls Hebbal Just Call 👗 7737669865 👗 Top Class Call Girl Service Bangalore
Call Girls Hebbal Just Call 👗 7737669865 👗 Top Class Call Girl Service BangaloreCall Girls Hebbal Just Call 👗 7737669865 👗 Top Class Call Girl Service Bangalore
Call Girls Hebbal Just Call 👗 7737669865 👗 Top Class Call Girl Service Bangalore
 
Call Girls In Noida 959961⊹3876 Independent Escort Service Noida
Call Girls In Noida 959961⊹3876 Independent Escort Service NoidaCall Girls In Noida 959961⊹3876 Independent Escort Service Noida
Call Girls In Noida 959961⊹3876 Independent Escort Service Noida
 
Call Girls Electronic City Just Call 👗 7737669865 👗 Top Class Call Girl Servi...
Call Girls Electronic City Just Call 👗 7737669865 👗 Top Class Call Girl Servi...Call Girls Electronic City Just Call 👗 7737669865 👗 Top Class Call Girl Servi...
Call Girls Electronic City Just Call 👗 7737669865 👗 Top Class Call Girl Servi...
 
BAGALUR CALL GIRL IN 98274*61493 ❤CALL GIRLS IN ESCORT SERVICE❤CALL GIRL
BAGALUR CALL GIRL IN 98274*61493 ❤CALL GIRLS IN ESCORT SERVICE❤CALL GIRLBAGALUR CALL GIRL IN 98274*61493 ❤CALL GIRLS IN ESCORT SERVICE❤CALL GIRL
BAGALUR CALL GIRL IN 98274*61493 ❤CALL GIRLS IN ESCORT SERVICE❤CALL GIRL
 
Call Girls Service In Old Town Dubai ((0551707352)) Old Town Dubai Call Girl ...
Call Girls Service In Old Town Dubai ((0551707352)) Old Town Dubai Call Girl ...Call Girls Service In Old Town Dubai ((0551707352)) Old Town Dubai Call Girl ...
Call Girls Service In Old Town Dubai ((0551707352)) Old Town Dubai Call Girl ...
 
FULL ENJOY Call Girls In Majnu Ka Tilla, Delhi Contact Us 8377877756
FULL ENJOY Call Girls In Majnu Ka Tilla, Delhi Contact Us 8377877756FULL ENJOY Call Girls In Majnu Ka Tilla, Delhi Contact Us 8377877756
FULL ENJOY Call Girls In Majnu Ka Tilla, Delhi Contact Us 8377877756
 
Chandigarh Escorts Service 📞8868886958📞 Just📲 Call Nihal Chandigarh Call Girl...
Chandigarh Escorts Service 📞8868886958📞 Just📲 Call Nihal Chandigarh Call Girl...Chandigarh Escorts Service 📞8868886958📞 Just📲 Call Nihal Chandigarh Call Girl...
Chandigarh Escorts Service 📞8868886958📞 Just📲 Call Nihal Chandigarh Call Girl...
 
VVVIP Call Girls In Greater Kailash ➡️ Delhi ➡️ 9999965857 🚀 No Advance 24HRS...
VVVIP Call Girls In Greater Kailash ➡️ Delhi ➡️ 9999965857 🚀 No Advance 24HRS...VVVIP Call Girls In Greater Kailash ➡️ Delhi ➡️ 9999965857 🚀 No Advance 24HRS...
VVVIP Call Girls In Greater Kailash ➡️ Delhi ➡️ 9999965857 🚀 No Advance 24HRS...
 
Call Girls Kengeri Satellite Town Just Call 👗 7737669865 👗 Top Class Call Gir...
Call Girls Kengeri Satellite Town Just Call 👗 7737669865 👗 Top Class Call Gir...Call Girls Kengeri Satellite Town Just Call 👗 7737669865 👗 Top Class Call Gir...
Call Girls Kengeri Satellite Town Just Call 👗 7737669865 👗 Top Class Call Gir...
 
Falcon Invoice Discounting platform in india
Falcon Invoice Discounting platform in indiaFalcon Invoice Discounting platform in india
Falcon Invoice Discounting platform in india
 

An introduction to agile business analysis

  • 1. An introduction to Agile Business Analysis Techniques A survey of tools to decide what to build
  • 2. Why is this hard? #1. Business value is unarticulated #2. We have insufficient views of what matters to our end users and customers #3. We don’t have a way to focus our efforts #4. We don’t have clarity of purpose
  • 3. #1. Business value is unarticulated Make business value assumptions explicit Business Value Goal Model
  • 4. Business Value Goal Model Tire Manufacturer Fix the Tires
  • 5. Business Value Goal Model Tire Manufacturer Survive by re-establishing credibility Thematic Goal Fix the Tires Repair Distributor Relationships Improve PR Address Morale Settle Lawsuits Focusing Objectives
  • 6. Business Value Goal Model Tire Manufacturer Survive by re-establishing credibility Thematic Goal Fix the tires Settle lawsuits Address morale Repair distributor relationships Improve PR Focusing Objectives Revenue Customer Satisfaction Market share Production levels Expenses Standard Objectives
  • 7. #1. Business value is unarticulated Make business value assumptions explicit Business Value Goal Model Overcoming Politics Silo’s and Turf Wars, Patrick Lencioni, Jossey-Bass, 2006 Light Weight Context for conversation and shared understanding about strategy and business value
  • 8. #2. We have insufficient views of what matters to our end users or customers Be explicit about what matters to the customer Customer Value Profile
  • 9. Customer Value Map Example Customer Attributes in the Experience Lifecycle
  • 10. Customer Value Map Example high Starbucks Emphasis Industry low quality speed convenience fashion selection ambiance price location serviceexpertise factors of customer experience
  • 11. #2. We have insufficient views of what matters to our end users or customers Be explicit about what matters to the customer Customer Value Profile Charting Your Company’s Future, W. Chan Kim and Renee Mauborgne, HBR, June 2002 Identify Specific Gaps Context for Performance Conversation Long Lived Value
  • 12. #3 We don’t have a view to focus our efforts Focus on the next most important opportunity Capability Model
  • 13. Capability Describe the target business or product as a set of outcomes – or capabilities. Verb - Noun Verb - Noun
  • 14. Capability Remains Stable over Time Pay Employees Verb - Noun
  • 15. Capability Business Value Pay Employees KEY High Value Medium Value Low Value
  • 16. Capability Business Value Produce Tires KEY High Value Medium Value Low Value
  • 17. Capability Performance Gaps Business Value Produce Tires KEY High Value Medium Value Low Value Low Performing Medium Performing High Performing
  • 18. Capability Performance Gaps Business Value Produce Tires Risk Risk Business Risk Technology Risk Organizational Risk Market Risk KEY High Value Medium Value Low Value Low Performing Medium Performing High Performing High Risk Moderate Risk Low Risk
  • 19. Backlog Against the Capability Model High Value Medium Value Low Value Low Performing Medium Performing High Performing Hard to Change Moderate Effort to Change Easy to Change
  • 20. #3 We don’t have a view to focus our efforts Focus on the next most important opportunity Capability Model The Next Revolution in Productivity, Merrifield, Calhoun and Stevens, HBR, June 2008 Stable model Updates as performance improves Low friction to maintain once established Easy to revaluate if strategy changes
  • 21. We don’t have clarity of purpose Prioritize efforts, not on starting, but on delivering value, then maximize the amount of work not done to deliver that value A3 Focusing Tool
  • 22. Maximize the amount of work not done
  • 27. We don’t have clarity of purpose Prioritize efforts, not on starting, but on delivering value, then maximize the amount of work not done to deliver that value A3 Focusing Tool Managing to Learn, John Shook, Lean Enterprise Inc., January 2008 Shared understanding of what and why Initiatives / or epics are very focus and clearly tied to business and customer value Light weight approach communicates more than detailed requirements
  • 28. Focus on finishing B C A 3 managers, 3 equally important initiatives. B C A B C A We try to show progress every month A A A B B B C C C This way each manager sees progress every period …but the business gets no benefit before period 7. Or we can establish an organizational priority A A A B B B C C C Preference is shown but the business realizes benefit sooner And task switching and interruptions make the difference more stark A A A B B B C C C What is the impact of an expedite request?
  • 29.
  • 31.

Editor's Notes

  1. Notice the result of the A3 shows three key standards to get work done.Outcome – Deliverables in the context of the problem & prioritized (isn’t this what we want from the business?)Sequence – what order do they need to be doneTiming – When will it be done (can be assigned at the last responsible moment)Owner - Coordination
  2. Notice the result of the A3 shows three key standards to get work done.Outcome – Deliverables in the context of the problem & prioritized (isn’t this what we want from the business?)Sequence – what order do they need to be doneTiming – When will it be done (can be assigned at the last responsible moment)Owner - Coordination
  3. Notice the result of the A3 shows three key standards to get work done.Outcome – Deliverables in the context of the problem & prioritized (isn’t this what we want from the business?)Sequence – what order do they need to be doneTiming – When will it be done (can be assigned at the last responsible moment)Owner - Coordination
  4. Notice the result of the A3 shows three key standards to get work done.Outcome – Deliverables in the context of the problem & prioritized (isn’t this what we want from the business?)Sequence – what order do they need to be doneTiming – When will it be done (can be assigned at the last responsible moment)Owner - Coordination