Maureen Weverka & Kathy Burnham Mutual of Omaha November … · Maureen Weverka & Kathy Burnham...

Maureen Weverka & Kathy Burnham

Mutual of Omaha

November 9, 2017

© 2017 Mutual of Omaha Insurance Company. All

Rights Reserved. 1

Fortune 500 company which strives to help their

customers protect what they care about and achieve their

financial goals

© 2017 Mutual of Omaha Insurance Company. All Rights Reserved. 2

Maureen Weverka, Director Project Management Office,

responsible for the SAFe® Portfolio Management activities on the

Agile Release Train within the Strategic Business Unit. She has held

a variety of positions within Mutual of Omaha over that last 39 years.

Kathy Burnham, Information Service Director, responsible for

managing SAFe® activities that support all new Products, non-Product

and Support efforts on our major administrative systems. She has held

a variety of positions within Mutual of Omaha for over the last 39 years.

• High-level overview of Scaled Agile Framework (SAFe®)

• Understand the various Business Analyst (BA) roles and

responsibilities within the SAFe®

environment

• Understand the impact to the BA role based on the

introductions of new methodologies, processes and tools

• Review key challenges and lessons learned as the BA

role evolved under a SAFe®

structure

© 2017 Mutual of Omaha Insurance Company. All Rights Reserved.

3

What is EBA? Multi-year Transform initiative to increase throughput and

capacity through the use of quarterly initiative planning, stable teams and

improved Lean-Agile practices and mindset

Why?

Increase Value Deliver value early & often

Improve Flow Optimize flow of ideas for faster delivery

How? Change the way we deliver value by addressing all components of

business agility across the enterprise (people + process + technology)

What’s the scope? All work managed through the enterprise project portfolio processes – Transform, Grow and Run


4

Mutual initiated an Enterprise Business Agility (EBA) effort to

transform how we deliver value to our customers by using Lean and

Agile principles


5

LEVERAGE SAFe® FRAMEWORK


6

30 – 75%

faster time-

to-market

10 – 50%

happier,

more

motivated

employees

20 – 50%

increase in

productivity

25 – 75%

defect

reduction

Aligns with our customer focus

strategy

Utilizes Agile scaled with

cadence & synchronization

Embraces lean and agile

principles

Architecture presence at every

level

Seventy percent of Fortune

100 companies use SAFe®

and recognize the benefits

Benefits Realized

© Scaled Agile, Inc.

© Scaled Agile, Inc.http://www.scaledagileframework.com/


Rights Reserved. 7

http://www.scaledagileframework.com/

SAFe Lean-Agile principles

© Scaled Agile, Inc. © 2017 Mutual of Omaha Insurance Company. All Rights Reserved.

8

9 Principles

1. Take an economic view

2. Apply Systems Thinking

3. Assume variability – preserve options

4. Build Incrementally with fast, integrated learning cycles

5. Base milestones on objective evaluation of working systems

6. Visualize and limit WIP, reduce batch sizes and manage queue lengths

7. Apply cadence, synchronize with cross-domain planning

8. Unlock the intrinsic motivation of knowledge workers

9. Decentralize decision-making

4 Core Values

Alignment | Program Execution | Built in Quality | Transparency


9© Scaled Agile, Inc.

Framework

includes

four levels

built around

Value

Streams

supported

by Agile

Release

Trains

(ART)


10

AGILE RELEASE TRAIN

ARTs are organized around significant value streams and align stable teams to a common vision, roadmap, strategic objectives, and program backlog. Virtual Organization (5-12 stable teams) that plans, executes and delivers value to the customer.

A Value Stream is the sequence of steps (from concept to cash) used

to deliver value to the customer. The Value Stream includes all the

people who do the work, the processes and the flow of information

and deliverables.


11

System

Arch/ Eng

RTE

Agile Teams

Business

Owners

DevOps

Scrum

Masters

Product

Management

Product

Owners

Release

Management

System Team

UX



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12

Stable Agile Teams (Often called Cars on the Train)

◦ Self-organizing with Plan-Do-Act-Check practices

◦ Integrates frequently

◦ Applies Test Automation

Under Program Structure◦ Align 50-125 practitioners to a common mission

◦ Apply cadence and synchronization, Program Increments every 6-12

weeks

◦ Provide Vision, Roadmap, architectural guidance

Utilize Architectural Runway

◦ Technically enables near-term business features

Inspects and Adapts every Program Increment


13


14

Stable Team Model?

Define the Stable

Team

Leadership triangles and dedicated resources identified &

committed. Communication complete with Team Members and

Resource Managers

Determine co-

location planCo-location plan in place

Training & Kick-off

Events

Stable Team understands what is expected of them and are

practicing agile techniques & ceremonies

Coaching Support

Stable Teams coached for 8 weeks following kick-off. Team

leaders and members understand their role & have necessary

skills.

Baseline Agility Health

AssessmentStable Team Health baselined & managing Team’s growth areas

Assess DevOps Team has been assessed on DevOps Practices

Metrics Capture & analysis of metrics to enable learning & improvements


15

Cars

ValueStream

VisionStrategy

Leader-ship


16 © Scaled Agile, Inc.

Connect the Portfolio to

Enterprise Strategy

Implement Lean

Budgeting

Establish Portfolio Flow

Forecast and Budget

Dynamically

Measure Lean

Portfolio

Performance

Coordinate

across Value

Streams


17

Strategy

&

Investment

Funding

Agile

Program

Guidance

Lean

Governance

Focus on Essential

SAFe® Practices

Support Agile PMO

and CoPs

Sustain and Improve


#1 – Lean-Agile Principles

#2 – Agile Teams and Release Trains

#3 – Cadence and Synchronization

#4 – Critical Team and Program Rules

#5 – PI Planning (Program Increment Planning)

#6 – Systems Demo

#7 – Inspect and Adapt

#8 – IP Iterations (Innovation and Planning)

#9 – Architectural Runway

#10 – Lean-Agile Leaders


18© Scaled Agile, Inc.


Rights Reserved. 19

1980’s:

Business

SME’s,

Planning

Analysts

2003:

First

Business

PMO

Formed

2004-2007:

Formal BA

Training &

Ongoing

Improvements

2008-2010:

Tools, Automation,

Introduced Agile,

Endorsed IIBA

Model and PMO

Reorg (Siloed

BAs)

2011-2012:

Process

Improvements

2013-2015:

BA Job Descriptions,

Test Automation &

Formed Enterprise

Project Management

Office (EPMO)

2017:

Merged

Business

PMO with IT

1990’s:

Early 1990’s: BA

Role Took

Shape

Mid 1990’s: BA

Centralization

Late 1990’s: I/T

PMO Formed


20

Present:

First

SAFe®

ART

Business analysis job profiles can be organized into the following three categories:

Generalist

◦ Competent across all areas of business analysis

◦ Uses a variety of techniques in initiatives of varying scope and circumstances

◦ Found at various levels in organization

Specialist

◦ Possesses solid or advanced subject matter expertise in specific areas

◦ Applies a more focused set of techniques with greater levels of expertise to

potentially resolve extremely complex business problems

◦ May be at any level of experience

Hybrid

◦ Demonstrates some degree of competency across a more limited set of

knowledge areas of tasks

◦ Requires some degrees of competency in business analysis and some other

discipline

◦ Performs multiple roles: a “jack of all trades”


21

Business Analysis Body of Knowledge® (BABOK®)


22

Mutual’s BA Roles IIBA® Alignment

Associate Business Analyst (BA) Specialist

BA Specialist

Sr. BA Specialist

Quality Assurance Analyst (QAA) Hybrid

Sr. QAA Hybrid

Associate Business Consultant Generalist

Business Consultant Generalist

Sr. Business Consultant Generalist

Project/IT Executes Projects

Generalist Business Analyst

(Project)

Management Consultant

Specialist Agile Business Analyst

Business Rules Analyst

Domain Expert (SME)

Product Owner

Engineer/Manager

Business Intelligence Analyst

Data Analyst

Process Analyst

Requirements

Systems Analyst (I)

Hybrid BA + PM QA, Development

Information Architect

Project Manager

Systems Analyst (II)

DBA

Product Manager

QA Analyst

Usability/UXP


23

Business Analysis Body of Knowledge® (BABOK®)


24

v v

v

Discovery Team

Discovery Team


Role Description

Product Owner Content authority for the team level. Responsible for the team backlog,

prioritizing and accepting stories, and representing the customer to the Agile

Train

Scrum Master Servant leaders and coaches for Agile team. Help educate the team in

Scrum, extreme programming, Kanban and SAFe®, and ensure the process

is being followed

Agile Team Consists of a small group of dedicated individuals (5-9 in Scrum), who

together have the skills necessary to define (elaborate and design their

component/feature), build (implement their component/feature), and test (run

the test cases and validate the component/feature) increments of value in a

short timebox.

Release Train

Engineer (RTE)

Servant leader and coach for the ART who facilitates the ART’s processes,

events and execution. Escalates impediments and helps manage risk, value

delivery and continuous improvement.



Role Description

System

Architect/

Engineer

Represents an individual or small team that defines a common technical and

architectural vision for the solution under development. Participates in

defining the system and subsystems, interfaces, validate technology

assumptions and evaluate alternatives.

Product

Management

Content authority for the program level and backlog. Responsible for

identifying customer needs, prioritizing features and developing the program

vision and roadmap.

Business

Owners

Small group of stakeholders who have the primary technical, fitness for use,

governance and ROI responsibility for a solution developed by an ART.

Customer Anyone who consumes the work of a value stream.

Lean Agile

Leaders

Lifelong learners and teachers who help team build better systems through

understanding and exhibiting the Lean-Agile Mindset, SAFe® Principles, and

systems thinking. They exhibit the following behaviors: Lead the Change,

Know the Way, Emphasize Lifelong Learning, Develop People, Inspire and

Align with Mission, Minimize Constraints, Decentralize Decision-Making,

Unlock the Intrinsic Motivation of Knowledge Workers.

Communities of

Practice

Group of people who share a concern or passion for something they do and

learn how to do it better as they interact regularly.



28

Function Waterfall Agile “Like” SAFe® BA Impact

Documentation Over Under Just Right Lean

RequirementsProject Manager

(PM) SolicitedBA Solicited

Product Owner

Role (PO) / BA

Collaboration

PO Role Potential

Scope End to EndEnd to End (Never Ending)

MVP

Capability(Value Stream)

Collaboration

among Teams

Solution

DefinitionPM Lead

Scrum Master

Lead

Team Collaboration

“Self Directed”

Increased BA

Involvement

Discovery Team

Potential

Facilitation PM LeadScrum Master

Lead

Team Collaboration

“Self Directed”

Increased BA

Involvement

Testing Over Under Automation Lean

Quality BA Lead BA Lead Team Collaboration Lean

What went well:◦ Increased Productivity in completing Epic work

◦ Collaboration within the Teams improved via co-location and

during P.I. Planning

◦ BA Team members felt empowered to make decisions as

Self-Directed Teams

◦ More opportunities to be creative and feel safe without fear

of reprisal of failed solutions

◦ Greater opportunities to expand their knowledge by cross

training to be Generalist


29

What needs Improvement:◦ Communication between Car’s within Train to ensure end-

to-end understanding of work

◦ Selection of work by Self-Directing Teams to ensure equality

of participation

◦ Amount of SAFe® Training at start-up overwhelmed BA’s

resulting in “forgetting” BA fundamentals

◦ Understanding Roles and Responsibilities between Product

Owners, Scrum Masters and BA’s

◦ Manage Program Iterations, Prioritization and Planning to

ensure sustainable pace


30

Trends:◦ BA’s becoming more Generalists by moving between Car’s

◦ Hiring BA’s Strategically vs Functionality (Learner vs. Knowledge)

◦ More reliance on DevOps and Automating Testing resulting in

BA’s moving away from Testing

Opportunities:◦ BA’s playing lead roles on Discovery Teams in Strategic Solution

activities

◦ BA’s assuming Product Owner Roles

◦ Formation of Community of Practice (CoP) for BA Roles/Skills

◦ BA’s displaying more leadership in Self-Directed Teams due to

collaboration and communication of facilitation activities


31

Kathy Burnham & Maureen Weverka

33


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