Transforming Business Needs into Business Value · Discover, document and optimize business...
Transcript of Transforming Business Needs into Business Value · Discover, document and optimize business...
Transforming Business Needs into Business Value
Path to Agility
May 2013
Professional services career
Large scale projects
Application development & Integration
Project management
Business leadership
Agile Transformation
Continuously improve the efficiency of development process
Moving beyond “how” to “why” agile
Turning business imperatives leading to business outcomes
Increase the effectiveness of the organization
Enable effective business strategies
Measure performance against organizational goals
Today’s Challenge
On average, 35% of requirements change throughout the software lifecycle
45% of delivered features are never used
82% of projects cited incomplete and unstable requirements as the number one reason for failure
Software quality errors cost U.S. businesses over $59 billion annually
On average, projects overrun by 56% on cost and 84% on time
Sources: Standish Group, NIST, Forrester, Gartner, British Computer Society
Why Agile?
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
The Agile Manifesto
Transparency
Inspection
Adaptation
February 11 , 2001
Understanding Business Drivers
Growth is top priority but must maintain costs
Defining competitive advantage (increase market & wallet share)
Must understand and manage innovation initiatives
Driving need for information (IT)
Stakeholder overload
Board engagement
Who is controlling your brand?
Where will growth come from?
Real succession planning
Disruptive technology
Global talent development
Talent (im)mobility The Miles Group, LLC
2013 Key Challenges for the CEO
IT Drivers
Must meet organizational information needs
Implementation of competitive advantage initiatives
Manage governance, risk and compliance (GRC)
Must maintain operating margins
System and security risks
CEOs regard CIOs as a transient specialists
• Are you adding value, or keeping the lights on?
• What percentage of your budget is spent on running the business vs. changing the business?
• How much of your budget is allocated to each business segments you support? Does that match the value of those segments to the business?
• How does what we are doing align to our business strategy?
How does CEO measure IT Organization?
Evolving Challenges
Mobile in the Enterprise
Reinvent Your Business Design Processes
Provide Adaptive, Flexible and Secure Integration
Leverage Data to Drive Insight
Technology Provider Imperatives
Mobile in the Enterprise 87% American adults who own a cell phone
84% Cell phone owners who could not go a single day without their device
81% Growth of smartphone usage in 2012
70% Growth of global mobile data traffic in 2012
51% Traffic on mobile devices from video in 2012
45% American adults who own a smartphone
44% Cell phone owners who sleep with their phone nearby
31% American adults who own a tablet computer
24% Cell phone owners who say the worst thing about device is that it is always connected
Engage Business Users in every step of the process
Accelerate Time to Value
Discover, document and optimize business processes
Provide a consistent and ENGAGING experience
Upgrade Your Business Design Processes
Unlock and expose back office capabilities and information
Seamless cross channel interactions
Simplify development to support growing types and locations of applications
Adaptive, Flexible & Secure Integration
1 in 3 business leaders don’t trust the information they use to make decisions
Enterprises are awash with ever-growing data of all types
Gain insights from emerging data and content
For time-sensitive processes such as catching fraud, big data must be used as it streams into your enterprise in order to maximize its value
Leverage Data to Drive Insight
Focus IT as a Driver of Business Value, not just another cost center
Clearly provide increased strategic value through IT services
Service delivery through a highly engaged, agile and innovative organization
Desired Outcomes
Are you Delivering Business Value?
“Analysis of PMO Executive Council project database reveals a
disturbing reality: even among those projects that are
delivered at least 90% on time and on budget, the majority
fail to deliver business outcomes.“
“The top-performing projects in terms of budget and schedule
compliance attain on average only 53% of their business
outcome expectations.”
Source: Project Managing to Business Outcomes - Targeting Critical Project Management Activities That Drive Business Impact
Corporate Executive Board – PMO Executive Council
Managing to Business Value
1. On-time and on-budget project performance is necessary but not
sufficient for attaining business outcomes
2. Only a select number of project management activities drive
business outcome attainment
3. Project Manager effectiveness is the number one driver of business
outcome attainment
4. Organizations need to re-center project planning around business
outcomes to estimate and track benefits
5. Over manage stakeholder involvement at Concept Definition
Source: Project Managing to Business Outcomes - Targeting Critical Project Management Activities That Drive Business Impact
Corporate Executive Board – PMO Executive Council
How do you transform your organization?
Balanced Approach
Focus and Determination
Determine your Agile Attitude
Embrace change
Seeks collaboration
Continuous feedback & learning
Focuses on customer satisfaction
Promotes effective decision making
Define “your” SDLC
Adopt Best Practices
Measure Results
End-to-end Traceability
Development Tool Integration
Real Time Collaboration
Continuous Integration
Establish your Framework
Operational Model
BUSINESS STRATEGY
PROJECT PORTFOLIO
BUSINESS REQUIREMENTS
RELEASE 1
BUSINESS SOLUTIONS
RELEASE 2
RELEASE N
EFFICIENCY
“DOING THINGS RIGHT”
BUSINESS & TECHNOLOGY DRIVERS
Efficiency Gains
Improve and Measure
Applied Lessons Learned
BUSINESS REQUIREMENTS
RELEASE 1
BUSINESS SOLUTIONS
RELEASE 2
RELEASE N
EFFICIENCY
“DOING THINGS RIGHT”
Not there yet, keep going
What is your Business Value Maturity?
LEVELS OF MATURITY
Initial Organization often produce products and services that work
Managed Requirements are managed and processes are planned, performed, measured and controlled
Predictable Performance measures are used to support fact-based decision making
Optimized Objectives continually revised to reflect business objectives for process improvement
Business value Maturity Model
Create SDLC and Governance
Realize Business Results
Enhance Business Strategy
Measure Business Impact
Establish Business Impact Metrics
Enhance SDLC and Governance
Evaluate Organizational Efficiency
Implement SDLC and Governance
Initial
Managed
Predictable
Optimized
Managing
Leading
Reevaluate the value and benefits after every release
Improved Business Value
BUSINESS STRATEGY
PROJECT PORTFOLIO
BUSINESS REQUIREMENTS
RELEASE 1
BUSINESS
SOLUTIONS
RELEASE 2
RELEASE N
EFFICIENCY
“DOING THINGS RIGHT”
BUSINESS & TECHNOLOGY DRIVERS
“Doing the right things”
Business Results
Business Solution Immediate Value Ultimate Value
New internet site Unique site visits Improved Sales
Mobile Application Application downloads Improved Customer Experience
Digital sales aids Real time sales material Revenue Increase
Self-serve account management Decreased help desk calls Cost Reduction
Online quoting system Increased time on site Revenue Retention
Business Planning BUSINESS STRATEGY
BUSINESS CASE
Business Features (Streams) and Benefits with measureable value
Business Objectives, Drivers & Expectations
Key Stakeholders & Stakeholder Needs
Initial User Experience Research & Concepts
High Level Architecture
BUSINESS CASE BUSINESS CASE
Define Benefit and Cost
BUSINESS FEATURE (STREAM)
Feature 1 Feature 2 Feature n
Epic Epic Epic Epic
Story 1
Story 2
Story 3
.
Story n
Story 1
Story 2
Story 3
.
Story n
Story 1
Story 2
Story 3
.
Story n
Story 1
Story 2
Story 3
.
Story n
Benefit ($) / Expense ($)
Benefit and cost can be attributed to every Epic and Story
Decomposition of features into granular elements for development
Benefit ($) / Expense ($) Benefit ($) / Expense ($)
Illustration of features vs satisfaction (Wikipedia)
Classify features into three categories of customer satisfaction:
• Must Have/Basic
• Performance Needs/Linear
• Exciter
Kano Approach for Prioritization
Help business
understand what
needs to be
delivered in a good
product
AND
what could be
added to create a
great product
Kano Approach for Prioritization Must Have
Not always expressed but are obvious to the customer and must be met.
Are not a source of satisfaction but can cause major disappointment. Must be
there at product launch.
Performance needs
Is expressed and customer satisfaction is proportional to the level of performance
implemented. It is a strong source of customer satisfaction. Must be shown as
soon as possible to the Customers.
Delighters
These requirements are not necessarily expressed. Sometimes they’re unconscious.
The happy surprise that can make a difference, and an important source of
satisfaction.
Immediate Value
“We went from 10% to 90% efficient in gathering business requirements for our initiatives.”
Development Manager
“Our business units are not used to seeing results in three months. IT is no longer a black box.
We could not do that without this type of development approach.”
VP Business Unit
Ultimate Value
5 Year Goals: 50% Revenue Growth 20% Decrease Service Cost
Manufacturing Example
Sales and Service Productivity Suite
Immediate Value
“Analysts gained an understanding of our complex business requirements and transformed them to technical solutions faster
than our own teams.”
VP, IT
“We are able to consistently meet aggressive schedules and evolving requirements with quality solutions.”
VP, Business Unit
Ultimate Value
Decreased risk by 30% Increased Reporting effectiveness by 24%
Banking Example
Corporate Compliance
Organizational Results
Focused IT Goals
Business enablement
Integrated organization
Shared mission
Enhance ability to increase market share
40
Thank you.
Scot Burdette
VP, National Practices
ICC
www.iccohio.com
@scotburdette
www.iccohio.com
Agile Delivery Process tailored to meet the client needs
Feature Prototyping to create early Requirements Alignment
Continuous Integration
3 Amigos Testing
Test Driven Development (TDD) for Integration projects
Behavior Driven Development (BDD) for web development projects
Selective Pair Programming to get the most value while minimizing risk and ensuring quality
Guidelines and Standards for project execution
REPEATABLE DELIVERY PROCESS
Agile Team Roles
Product Owner represents the stakeholders and is the voice of the customer and is responsible for the features of the product to be worked on, as well as the release date. They are responsible for prioritizing the product backlog.
Scrum Master acts as the project manager, and is responsible for removing impediments to the ability of the team to deliver the sprint goal/deliverables and also shielding the team from outside interferences. They also lead task assignment and daily stand up meetings with the team.
Scrum Team consistent group of cross functional people with varying degrees of experience. The team is self organizing and tasks are assigned based on availability and capability.
Product Owner Scrum Master
Developers
QA Analyst Tech Lead
Scrum Team
Business Analyst
Application Lifecycle Management
DEEPER DIVE INTO
Quality Assurance
Application Lifecycle Management Vendors Gartner's Magic Quadrant for ALM
www.iccohio.com
Microsoft Team Foundation Server
www.iccohio.com
IBM Rational Team Concert
www.iccohio.com
KEY BENEFITS
Key Decision Factors
Avoid integration and setup of multiple tools for SDLC
Focus on project functionality vs. tool setup and infrastructure
Technical support from Microsoft and IBM
Value for investment
WHY DO WE NEED ALM?
Continuous Visibility
Traceability IDE Integration
Task Management
Real Time Collaboration
Source Control & CI
www.iccohio.com
Real Time Facts CONTINUOUS VISIBILITY
Project Burndown
Sprint Burndown
www.iccohio.com
Real Time Facts CONTINUOUS VISIBILITY
Test Case Execution Report
Defect Tracking Report
Zero Defects
www.iccohio.com
Support for Tasks for all Team Members
TASK MANAGEMENT & COLLABORATION
www.iccohio.com
IDE INTEGRATION & TRACEABILITY
Traceable Verifiable Auditable
User Stories Product Backlog
www.iccohio.com
SOURCE CONTROL & CONTINUOUS INTEGRATION
Traceable Verifiable Auditable
www.iccohio.com
CODE BRANCHING
Static Code Analysis – SONAR
CONTINUOUS VISIBILITY Code Quality Analysis - SONAR
• Test Coverage
• Code complexity analysis
• Code duplication analysis
• Adherence to standards
ICC’s Delivery Approach
DEEPER DIVE INTO
ICC Delivery Approach
Technology
People
Process
“WELL OILED MACHINE”
REPEATABLE DELIVERY PROCESS
TOP MANAGEMENT &
TECHNOLOGY TALENT
SCALABLE TEAMS
NATURAL EXTENTION FOR
CUSTOMERS
CONTINUOUS COLLABORATION
WITH THE CUSTOMER
Top Talent
Cross Functional Teams of true Consultants
Industry recognized technical leaders and management professionals
Delivery Focused Agile Coaches, Iteration Managers, Architects, Software Engineers and Business Analysts
ICC experts are regular speakers in Agile and Technical conferences and events
Company focus on professional development, certifications and domain expertise
Scalable Teams
Practice of 100+ consultants each in .Net, Enterprise Java and related specialties.
Leadership Development Academy to hire and develop fresh talent
Continuous Training for existing Consultants
Best in the Business Recruiting professionals with a strong network and a global reach
Natural Extension
B2B connectivity between ICC and customer’s development and testing environments
Flexible development approach with the ability to use customer’s source control & other infrastructure
Effective use of Application Lifecycle Management (ALM) tools to provide Real time Reporting and Continuous Visibility to our customers
Flexible Processes to incorporate customer’s best practices, standards and tools
Use of the latest technology to ensure real time collaboration between distributed teams