Analysis With an Agile Mindset Workshop

KnowledgePartnersbridge

Kent J. McDonald

Analysis with an Agile Mindset

Agenda

§  Introduction §  Understanding Context §  Understanding Stakeholders §  Understanding Need(s) §  Understanding Solution(s) §  Conclusion

© 2015 Knowledge Bridge Partners 2


INTRODUCTION Analysis with an Agile Mindset


Outcome Over

Output 4 © 2015 Knowledge Bridge Partners

Shared Understanding

5 © 2015 Knowledge Bridge Partners

Discovery

Delivery 6 © 2015 Knowledge Bridge Partners


UNDERSTANDING CONTEXT Analysis with an Agile Mindset


Purpose Based Alignment


Purpose Based Alignment

Innovate, Create

Achieve and maintain parity Mimic,

Simplify

Do we take this on?

Minimize/ Eliminate


An Example


Things to consider

Parity is mission critical

Purpose is not priority

Different-iating

changes over time

Distribute the decision

filters Purpose shifts the burden to behavior change


Exercise


Additional Techniques

Six Questions 1)  Whom do we serve 2)  What do they want and

need most 3)  What do we provide to

help them? 4)  What is the best way to

provide this? 5)  How do we know we are

succeeding? 6)  How should we organize

to deliver? 13 © 2015 Knowledge Bridge Partners

Context Leadership Model


UNDERSTANDING STAKEHOLDERS



User Modeling

1.  Brainstorm an initial set of users. 2. Organize and consolidate the users into user

roles 3.  Refine the user roles


Brainstorm an Initial Set of Users


Organize and Consolidate


Refine the User Roles User Role Description Chair Has overall responsibility for the conference

program.

Track Chair Responsibility for selecting sessions for a given track in the program

Track Reviewer Reviews submissions for one or more tracks and provides input on which sessions should be included in that track

Submitter Submits sessions to be included in the program

Attendee General viewer of the submission information who may or may not attend the conference.


Exercise




Stakeholder Matrix Commitment Scale

Persona


UNDERSTANDING NEEDS Analysis with an Agile Mindset


Decision Filters

Simple questions used to guide decision making.


Will this help us

have a community

based submission

process? Will this help us receive submissions and provide reviews?


What happens if you don’t nail the decision filters up front?


How to Come up with Decision Filters

How will we know when we are successful? © 2015 Knowledge Bridge Partners 26

Decision Filters from Goals Improve user

experience

scores on the

website by 2

points by the 2nd

quarter of next year

Increase sales on the website by 20% by 4th quarter

Increase order finalization rate

to align to industry standard % by 3rd quarter

next year

Convert 75% of retail customers to website

customers within 3 months of their local store closing

Retain 95% of

our large

customers after

store closing by

2nd quarter of

next year

Will this

improve user

experience?

Will this increase the

rate of finalized orders?

Will this increase sales on the website?

Will this shift retail

customers to the website?

Will this retain large

customers

after stores close?


Picking Decision Filters

Will this

improve user

experience?







customers

after stores close?

Can all decision filters be

met?

Should all decision

filters be met?

Are some decision

filters more important

than others? © 2015 Knowledge Bridge Partners 28

The most important Decision Filter

Will this

improve user

experience?







customers

after stores close?


If Focus on Retail Customers…

Will this

improve user

experience?







customers

after stores close?


If Focus on Large Customers…

Will this

improve user

experience?







customers

after stores close?


Exercise



Project Opportunity Assessment 1.  What problem? 2.  For whom? 3.  What can be gained? 4.  How will we measure? 5.  Alternatives? 6.  Right people? 7.  Why now? 8.  How to adopt? 9.  Critical success factors? 10.  Is it worth it?

Problem Statement §  The problem of… §  Affects… §  The impact of which is… §  A successful solution would…



UNDERSTANDING SOLUTION(S)



Processes Decomposition

Business Process

User Interfaces

Data Models

AS IS

PUBLIC COMMENT SESSION TRACK

PRESENTER

TO BE


PRESENTER

REVIEW COMMITTEE MEMBER

Collaborative Modeling Variations

§  Collaborative Modeling Techniques Technique Descrip-on

OrganizaEonal Chart Understand the reporEng relaEonships between people impacted by a soluEon.

Value Stream Map IdenEfy opportuniEes for improvement in the operaEons of an organizaEon.

FuncEonal DecomposiEon Understand complex processes, systems, funcEonal areas, or deliverables by breaking them down into their simpler consEtuent parts.

Process Flow Understand the specifics of a parEcular process for the purpose of idenEfying changes to implement a soluEon.

Wireframe Agree upon the nature of a user interface, including what informaEon should be included.

Report Mockup Understand the informaEon needs of stakeholders in order to help them answer quesEons or make decisions.

Scenarios

§  Scenarios when techniques are helpful When you are in this scenario… These techniques can be helpful

Your soluEon has a lot of interfaces with other systems or organizaEons

Context diagram

Your soluEon is fairly data intensive

Context diagram; Logical data model; Data dicEonary

You are looking to idenEfy improvements in business processes

Value stream map; Process flow

Your soluEon is aiming to support decision making or analyEcs

Report mockup; Data dicEonary; Logical data model

Your soluEon is fairly complicated FuncEonal decomposiEon

Exercise


Processes Decomposition

Submit Session Proposal Submitter can propose a potential session for the conference.

Maintain Profile Submitters can provide context on their background and experience

Schedule Program Conference Chair can identify rooms and timeslots for sessions

Business Process

As Tricia the Track Chair I can accept a session So that I can determine which sessions are included in the program

As Tricia the Track Chair I can recommend a session So that I can indicate whether I think a session should be accepted

As Connie the Conference Chair I can see Tricia’s recommendations So that I can consider those sessions for acceptance.

User Interfaces As Sam the Submitter I can assign keywords to my session So that attendees can find my session based on specific topics.

As Sam the Submitter I can identify the level of content in my session So that the right audience will attend my session

Data Models

AS IS


PRESENTER

TO BE


PRESENTER

REVIEW COMMITTEE MEMBER

Review Session Program team can provide feedback on session proposal to the submitter to strengthen the submission.

Manage Reviewers Track chairs can maintain the program team for their track.

Stories represent changes needed

In order to guide

submitter track selection

As Peter Program Chair

I want to organize tracks

into themes © 2015 Knowledge Bridge Partners 46

Exercise


When Techniques are Helpful

§ When Specific Techniques are helpful Technique Define the

Problem Space Define a Specific Solu-on

Describe an Aspect of the Solu-on

Data dicEonary X

Context diagram X X X

Logical data model

X X X

State transiEon diagram

X

Glossary X X

When Techniques are Helpful

§ When Specific Techniques are helpful Technique Define the

Problem Space Define a Specific Solu-on

Describe an Aspect of the Solu-on

OrganizaEon chart

X X X

Value stream map

X X

FuncEonal decomposiEon

X X X

Process flow X X

Wireframe X X

Report Mockup X X

Collaborative Modeling Variations

§  Collaborative Modeling Variations Scenario Right People Suggested Acceptance

Criteria

Define the problem space

•  Key stakeholders (those with decision-‐making authority, sponsors)

•  Team

•  Shared understanding of scope

•  Org units impacted •  Project objecEves

Define a specific soluEon •  Key SME •  Decision makers •  Team

•  Agreed upon model of future state

•  Backlog items

Describe specific aspects of a soluEon

•  Impacted stakeholder •  TesEng perspecEve •  Coding perspecEve

Models sufficient for describing the selected backlog item

Models describe stories

As Reed I can add a review to a session So that I can provide feedback to Sam


Acceptance Criteria describe stories

•  One line summary and advice to presenter are required.

•  One line summary limited to 95 characters.

•  Choices for “This presentation should be included in the program” are agree, neutral, and disagree.

As Reed I can add a review to

a session So that I can provide

feedback to Sam


Examples describe stories




Impact Mapping Story Mapping


CONCLUSION Analysis with An Agile Mindset


If you remember nothing else… 1.  Maximize Outcome with

Minimum Output 2.  The purpose of analysis is to

build and maintain shared understanding

3.  Iterative discovery supports iterative delivery

Stay in Touch

Kent McDonald

[email protected]

@beyondreqs

www.beyondrequirements.com

Slides available from: http://www.slideshare.net/kentjmcdonald


Analysis With an Agile Mindset Workshop

Software

Transcript of Analysis With an Agile Mindset Workshop