Kaizania Academies - Agile: where Business Analysts go to die?

Surviving in a constantly changing market forced most organisations to re-evaluate their concept to cash cycles and the adoption of Lean and Agile practices are changing the landscape of product development drastically. Lean and Agile practices significantly challenges the Business Analyst to review their notions of Requirements Gathering and Management. Although Lean and Agile practices are rapidly spreading, the role of the Business Analyst is neglected and is not well understood and described. Business Analysts need to reposition themselves, their tools and techniques. Is Agile the place where Business Analysts go to die or is the Business Analyst the key to survival in a constantly changing world?

Transcript

1. |Agile    where  business  analysts  go            to  die?   IIBA  BASSA  2013  –  3  &  4  September  2013   Arrie  van  der  Dussen  
3. get  hold  of  me   •  Co-­‐founder  of  EOH  Kaizania   Academies   •  Director  @  EOH  Kaizania   Academies   •  18  years  experience  in  IT   •  10+  experience  in  Lean,  Agile,   OrganisaSonal  TransformaSon   •  Agile  consultant,  trainer  and   coach   083  700  2181     arrie@kaizaniaacademies.co.za     @arrievddussen    
4. |  CHANGE  
5. Source:  Ian  Morris  |  Why  the  West  Rules  –  For  Now   Humani:es  capability   in  terms  of:     •  Energy  Capture   •  OrganizaSon   •  InformaSon   Technology   •  Weaponry  
10. |  WHY  INNOVATE?  
12. •  Field  of  play   •  Players   •  Playing   •  Feedback   •  Survivors   •  AdaptaSon  -­‐  Players   •  AdaptaSon  -­‐  Field  of  Play   Darwin  
13. Constant  REVOLUTION     requires   Constant  ADAPTATION  
14. your   products  &  services  &  processes   will  change  ever  faster   and  it  will   never  stop  
15. ADAPT   or   DIE  
16. |  FLOW  BASED  PRODUCT              DEVELOPMENT  –  ENABLING          CONTINUOUS  ADAPTATION  
19. |  lean  
20. |  WHERE  DO  BA’S  FIT  INTO  THIS?  
21. not  sure,  you  are  menSoned   nowhere?  
22. do  what  you  do  usually   but  do  it  differently   the  difference  is  not  big  at  all   but  it’s  huge  
23. |  WHY  IS  IT  SO  DIFFICULT  TO  BE  A   BUSINESS  ANALYST  IN  AN  “AGILE”   ORGANISATION?  
24. Who  drives  the  bus?   •  95%  -­‐  IT   – Why?   who  is  driving  the  bus?  
25. silver  bullet  over  principles  and  values  
28. do  not  get  sucked  into  the  tools,   processes  and  terminology  
29. cargo-­‐cults  
30. Work  hard,  but  limited  change   •  We  are  stuck!   fooling  around  without  real   organisaFonal  change!  
31.                     Most  of  this  sSll  Waterfall/Gated  Processing  and  Planning     Thus,  agile  does  not  realise  the  expected  benefits  through   empirical  process  control  in  order  to  deliver  fast  at  high  quality  in   a  constantly  changing  and  fast  paced  environment.           Limited  Agile   pracSces  only   applied  at  this   level   Project  Ini:a:on   Project  Planning   Requirements   Defini:on   Archirecture   Design   Systems   Analysis   Development  
32. Organisa:onal   Gravita:onal   Pull     will  slow  you   down!  
33. Business  and  IT  –  Stop  the  silliness  and   share  the  risk  
34. agile  is  not  a  baseball   bat  to  hit  I.T  with!  
36. |  SO,  WHAT  TO  DO?  
37. muda  (waste)  and  non  value  added  acSviSes   value  added   muda  (waste)  and  non   value  added  acSviSes   value  added   reduced  waste   tradiSonal  focus   lean  focus   total  lead  Sme  through  value  stream   muda  (waste)  and  non  value  added  acSviSes   value  added   push  harder  to  deliver     profit   reduce  waste  to  increase   profit   profit   profit   |  waste  vs  value  
38. pure  waste   manufacturing  Industry   service  Industry   60%   5%   35  %   Value  added   necessary  waste   49%   1 % 50%   total  lead  Sme  through  value  stream   |  waste  vs  value  
39. business  analysis  to:   to  avoid/remove  waste   to  create  flow  of  value   to  enable  pull   to  conSnuously  perfect   to  understand  value  
40. |  IT’S  ABOUT  ECONOMICS  
41. principles  of  innovaSon   acSve  management  of  queues   exploitaSon  of  variability   cadence  and  synchronisaSon   exploiSng  fast  feedback   reducSon  of  batch  sizes  to  enable  flow   WIP  limitaSon  to  ensure  higher  flow  and  quality   decentralised  control  value   this  makes  for  good  economics,   or  does  it?  
42. tacScal   execuSon   strategic       Management   Infrastructure   &  Process   Architecture   &  PracSces   Culture  &   Mindset   Tools  &   Techniques  
43. |  BUSINESS  ANALYST  FOCUS?  
44. Learn  to  apply  your   knowledge  and  techniques   appropriately  based  on   what  you  face:       Project  Complexity   Project  Uncertainty   |adapt,  do  not  conform  
45. revolu:onary     non  standard  work empirical  process  control evolu:onary     standard  work defined  process  control doing   reviewing   adap:ng   planning   value   value   stream   flow   pull   perfec:on   opera4ng  exis4ng   products  and  services   more  efficiently   shortening  concept  to   cash  cycle   |  understand  kaizen  in  your  world!  
46. In  summary   Business  analysis  is  a  goal,  not  a  role   Business  analysis  must  be  adaptable   Don’t  be  different,  just  do  what  you  do  differently   Enable  change  and  value   Apply  your  competence  and  knowledge,  just  in  a   different  manner   Your  acFons  needs  to  assist  your   organisaFon  to  adapt.  ConFnuously!  
47. Help  your  organisaSon  thrive!   AGILE   ANALYSIS  
48. Help  your  organisaSon  thrive!   ANALYSIS     AGILITY   Thank  you!   arrie@kaizaniaacademies.co.za   @arrievddussen