Lean out your product backlog with Lean product Development and business analysis techniques - Pascal Van Cauwenberghe
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The document discusses using business analysis techniques like goal modeling and value modeling to help product teams focus on delivering business value. It provides examples of how modeling stakeholder goals and quantifying value helped different companies improve their product development efforts. Key recommendations include focusing on goals rather than specific features, modeling and measuring value, applying systems thinking to generate questions, and making analysis a collaborative problem-solving exercise.
Lean out your product backlog with Lean product Development and business analysis techniques - Pascal Van Cauwenberghe
- 1. Lean out your Product BacklogPascal Van CauwenbergheNayima
- 2. “Here we are now.Entertain us.”Kurt Cobain, American Philosopher
- 3. Consultant. Project Manager. Games Maker.His Blog: blog.nayima.beNAYIMAWe make play work
- 4. And so it begins…We’re going Agile!
- 6. What do I do now?
- 8. A Vomit of User Stories
- 10. We need Business Value on each card
- 11. HELP!
- 12. There has to be a better way
- 13. I’d like to have a chat with you about...
- 14. 1. Some Business Analysis toolsThat I’ve used the past 10 years
- 15. 2. Tell war storiesProjects where we used the tools
- 16. 3. Explain why we do this
- 17. 3. Explain why we do thisBeforeAfter
- 18. 4. You may have to do some work
- 19. 5. Share some more wisdom from American philosophers
- 20. Who are your top 3 stakeholders?What is their #1 goal?You have 2 mins to share with your neighbour
- 21. Goal TableStakeholder, n: Role, Team or Organisation involved or affected by the projectGoal, n: What a stakeholder wants to achieveCapability, n: Something we need to achieve the goal. Necessary, but maybe not sufficientTest, n: A way to decide if a goal has been achievedMeasure, n: A way to determine how close we are to a goalRisk, n: Negative consequences of achieving the goal
- 22. A Phone Company
- 23. Focus on goals not means
- 25. The Logical Thinking Process
- 26. The Logical Thinking ProcessIntermediate Objectives MapPrerequisite/Transition TreeHow do we get there?In small steps.What is our goal?What are we missing?Future Reality TreeCurrent Reality TreeWould that work?What could possibly go wrong?Why don’t we have what we need?Conflict Resolution DiagramWhat could be done to resolve the underlying fundamental conflict?
- 27. Using the Logical Thinking ProcessIntermediate Objectives MapCurrent Reality TreeConflict Resolution DiagramFuture Reality TreePrerequisite/Transition TreeContext Diagram
- 28. Phone Intermediate Objectives MapGet requestUpdate billingAdd servicePerform requestProvision serviceConfirm requestHow difficult could it be?
- 29. A Phone Company
- 30. Derive capabilities from goals
- 31. Some customers seem to have the phone number of our CEO...
- 32. What are the criteria your organisation uses to select and prioritise work?You have 2 mins to share with your neighbour
- 33. “Party like it’s 1999”, American Philosopher
- 34. It’s 1999While people are getting worried about Y2K…
- 35. Project EGoal: Build an online bank that sells mortgage loans in SwedenAnd then in other European countriesConstraint: integrate with Swedish government databasesConstraint: 2 developersConstraint: the press conference for the launch is in 2.5 months
- 37. What happened?We launched on timeFull-featured frontendCombination of manual and automated processesOne country at first, then expanded to EuropeAll manual processes were automated gradually as customer base grewMoney coming in invested in backoffice automation
- 38. Good looking frontendPress conferenceEase of useCurious customers can ask for quoteIntegration with Swedish government DatabasesImplement Swedish Business RulesExpand to other countriesScale number of customers
- 39. Business Value ModelDiagram of effectsWhat are the important goals?How will we achieve the goals?What are our constraints?This is our strategyThis is our definition of value
- 40. A Phone Company
- 41. For exampleLeadingLaggingCustomer satisfactionSuccessful transactionsReliable processCall center cost# callsRequest confirmationCustomer lossRegulations
- 43. Using the Logical Thinking ProcessIntermediate Objectives MapCurrent Reality TreeConflict Resolution DiagramFuture Reality TreePrerequisite/Transition TreeContext DiagramBusiness Value ModelPlan
- 44. Business Value Model == HypothesisMake reasoning & assumptions explicitVerify regularly and improve
- 45. PDCA cycle
- 47. Create a Business Value hypothesis
- 48. Verify and improve your Business Value hypothesisEarly and often
- 49. “Coin an acronym and you have a profitable consulting business”Dave Nicolette, American philosopher
- 51. IDDYou heard it here firstTM
- 52. Everybody participates in building the models
- 53. The Kano ModelStupid featuresTable stakesLinear features
- 54. “If I had asked my customers what they wanted, they would have said ‘Faster horses’”Henry Ford, American philosopher
- 55. The Kano ModelStupid featuresTable stakesLinear featuresExciters
- 56. WOW! I didn’t know you could do that!
- 57. “The big print giveth.The small print taketh away”Tom Waits, American philosopher
- 58. What could possibly go wrong?
- 59. Political riskOne type of product is the responsibility of division AOther type of product is the responsibility of division BDivision manager bonus is based on revenue of division…
- 60. Find one risk of success on your projectYou have 2 mins to share with your neighbour
- 61. What are the dangers of success?
- 62. “The chief cause of problems is solutions”Eric Sevareid, American philosopher
- 63. “When do we (finally) start writing User Stories?”We thought you were an Agile coach?And can’t we start coding yet?
- 64. Writing stories made easyGoalAS A...TO ACHIEVE...I NEED...GOTCHASStakeholderCapabilityTest and measureRiskI KNOW I GOTIT WHEN...TO ACHIEVE ...AS A ...I NEED ...PASSESIT’S DONE WHEN ...TO NOT ACHIEVE ...I NEED ... Another capability
- 65. User Story CarpaccioGoal TableProject Level StoryProject Level StoryProject Level StoryProject Level StoryRelease Level StoryRelease Level StoryRelease Level StoryRelease Level StoryRelease Level StoryIteration Level StoryIteration Level StoryIteration Level StoryIteration Level Story
- 66. Derive detailed stories from goalsStep by step
- 68. Integrate analysis into your flowFrom Value to Cash
- 69. Help! My developers have gone Kanban!
- 70. Conflict Resolution DiagramPrerequisite 1Requirement 1ObjectiveRequirement 2Prerequisite 2
- 71. Conflict Resolution DiagramDetailed estimates and plansReliable long term roadmapSatisfy growing customer baseNo estimatesNo planningBe more efficient
- 72. How would you solve this?
- 73. Conflict Resolution DiagramDetailed estimates and plansReliable long term roadmapSatisfy growing customer baseAssumption: estimating is the only wayto determine the cost of a featureNo estimatesNo planningBe more efficient
- 74. What if…We didn’t have to estimate to have a cost?We didn’t have to create detailed stories to estimate and plan?But that’s not possible, is it?
- 75. Conflict Resolution DiagramDetailed estimates and plansSet budget andBuild to budgetReliable long term roadmapSatisfy growing customer baseNo estimatesNo planningBe more efficient
- 76. Building the roadmapPut stakeholder goals in the roadmap, not featuresMore implementation freedomMore meaningful for customersEstimate the value of each goal in the roadmapDecide how much you want to invest to realise the value As a percentage of the capacity of the teamCreate a roadmap based on value and budgetNot cost
- 77. Building the roadmapGoal 2Value/BudgetGoal 1Value / BudgetGoal 4Value/BudgetGoal 1Value / BudgetGoal 3Value/BudgetRelease 2Release 1
- 78. Implementing the roadmapFor each release, the product manager and team decide how to achieve goals, given the budget Don’t have to stick to individual budgets as long as release budget is respectedConstraints create a challengeWhich leads to more creativityMonitor flow of stories and handle risks
- 79. Would you rather haggle…
- 82. Make it a problem-solving exerciseThat’s what we’re good at
- 83. Keep focusDon’t work on 1000 goals at the same time
- 84. Don’t outrun your customersBacklogThe BottleneckThe BusinessOperationsDev team
- 85. Don’t outrun your customersThe BottleneckDev teamThe BusinessOperationsBacklog6 releases per year2 releases per year
- 86. 4 customers are faster than 1The BottleneckDev teamBacklogSalesOperationsProductionFinanceAuditCustomers6 releases per year2 major releases per year per group
- 87. We don’t call them “The Business”We call us “We”Dev teamBacklogSalesOperationsProductionFinanceAuditCustomers6 releases per year2 releases per year per group
- 88. Integrate deeply with your customer
- 89. Yes, but! No, but!
- 90. Commonly heard objections“We’ve spent 6 months on analysis already”“Business Value is impossible to measure”“This is waterfall analysis, it’s not agile”“This is too hard”“Doing this with the whole team is a waste of time”“It’s too structured”
- 91. The Phone CompanyBeforeAlready spent 2 months on analysisIdentified 60 features2 years worth of work“We need web-based self-service”Reluctantly agreed to do a few days of analysis trainingAfterOnly 10 out of those 60 features delivered valueIdentified 4 new features crucial to the success of the project25% of the value could be delivered within one month; no need for a web application
- 92. The Chemicals CompanyBeforeAsked consultancy to provide bidConsultants did 3 months of analysisEstimate: 9 months of developmentCustomer asked us for a second opinionAfter2 weeks to provide bidEstimate: 3 months of developmentCustomer increased value by exchanging features during the projectDelivered one day early
- 93. The Transport CompanyBeforeA new team on their first Agile projectTwo days of business analysis with the whole team“Aren’t we wasting too much time analysing?”“Why are the developers here?”“When can we start coding?”AfterIn production 3 months earlier than predicted“I can’t believe we already released. Normally we’d still be doing analysis.”Developers came up with a new use for existing data, with large financial and ecological benefits
- 94. The Transport CompanyBeforeDevelopment teams deliver more, faster thanks to agile methodsReal bottleneck is test and deploy: several months between development and deploymentDelivering more is making things worseNo budget to improve test and deployAfterEvery agile project has quantified valueCost of deployment delay becomes visible: millions per monthCost of improving test and deploy is insignificant compared to cost of delayStarted test and deploy improvement
- 95. To summarizeThese are the only things you need to know to pass the test
- 96. Just rememberFocus on stakeholder goals, not meansModel and measure valueApply the science of product development and systems thinking to generate questionsTap into everyone’s creativityAnalyse just-in-time using pullMake it a problem-solving exerciseThere’s a lot more where this came from
- 97. Business Analysis Body of Knowledge (BABOK)International Institute of Business Analysts (IIBA)www.theiiba.org
- 98. From the BABOK“Business analysis is the set of tasks and techniques used to work as a liaison among stakeholders in order to understand the structure, policies, and operations of an organization, and to recommend solutions that enable the organization to achieve its goals.”
- 99. The Agile Extension to the BABOKThe Agile extension gives guidance on how to perform business analysis on Agile projectsOverview available on IIBA websiteWe need your input and reviewYahoo group: Agile_BA_Requirements
- 100. “I must say I find television very educational. The minute somebody turns it on, I go into the other room and read a book” Groucho Marx, American philosopher
- 101. If you want to know more
- 103. MerciThank YouDank u
- 104. If you want to know morewww.agilecoach.netwww.nayima.beblog.nayima.be