KnowledgePartnersbridge
Kent J. McDonald
Analysis with an Agile Mindset
Agenda
§ Introduction § Understanding Context § Understanding Stakeholders § Understanding Need(s) § Understanding Solution(s) § Conclusion
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KnowledgePartnersbridge
INTRODUCTION Analysis with an Agile Mindset
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Outcome Over
Output 4 © 2015 Knowledge Bridge Partners
Shared Understanding
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Discovery
Delivery 6 © 2015 Knowledge Bridge Partners
KnowledgePartnersbridge
UNDERSTANDING CONTEXT Analysis with an Agile Mindset
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Purpose Based Alignment
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Purpose Based Alignment
Innovate, Create
Achieve and maintain parity Mimic,
Simplify
Do we take this on?
Minimize/ Eliminate
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An Example
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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
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Exercise
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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
KnowledgePartnersbridge
UNDERSTANDING STAKEHOLDERS
Analysis with an Agile Mindset
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User Modeling
1. Brainstorm an initial set of users. 2. Organize and consolidate the users into user
roles 3. Refine the user roles
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Brainstorm an Initial Set of Users
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Organize and Consolidate
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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.
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Exercise
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Additional Techniques
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Stakeholder Matrix Commitment Scale
Persona
KnowledgePartnersbridge
UNDERSTANDING NEEDS Analysis with an Agile Mindset
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Decision Filters
Simple questions used to guide decision making.
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Will this help us
have a community
based submission
process? Will this help us receive submissions and provide reviews?
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What happens if you don’t nail the decision filters up front?
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What if you’re in the middle of an effort without any clear decision filters? © 2015 Knowledge Bridge Partners 25
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?
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Picking Decision Filters
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?
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?
Will this increase sales on the website?
Will this increase the
rate of finalized orders?
Will this shift retail
customers to the website?
Will this retain large
customers
after stores close?
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If Focus on Retail Customers…
Will this
improve user
experience?
Will this increase sales on the website?
Will this increase the
rate of finalized orders?
Will this shift retail
customers to the website?
Will this retain large
customers
after stores close?
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If Focus on Large Customers…
Will this
improve user
experience?
Will this increase sales on the website?
Will this increase the
rate of finalized orders?
Will this shift retail
customers to the website?
Will this retain large
customers
after stores close?
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Exercise
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Additional Techniques
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…
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KnowledgePartnersbridge
UNDERSTANDING SOLUTION(S)
Analysis with an Agile Mindset
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Processes Decomposition
Business Process
User Interfaces
Data Models
AS IS
PUBLIC COMMENT SESSION TRACK
PRESENTER
TO BE
PUBLIC COMMENT SESSION TRACK
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
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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
PUBLIC COMMENT SESSION TRACK
PRESENTER
TO BE
PUBLIC COMMENT SESSION TRACK
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
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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
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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
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Examples describe stories
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Additional Techniques
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Impact Mapping Story Mapping
KnowledgePartnersbridge
CONCLUSION Analysis with An Agile Mindset
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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
@beyondreqs
www.beyondrequirements.com
Slides available from: http://www.slideshare.net/kentjmcdonald
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