Fast Business Analysis

Themaavond maart 2018

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Over mijzelf

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Goal

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Context

• Tribe Cash

• 1600 ATM’s

• 15.000 branch transactions/week

• DevOps

• 8 squads

• 5 chapters

• 4 operational teams

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Context

• Leadership team

• 1 TL, 1 IT AL, 5 CL’s, 7 PO’s,

• 4 OL’s, 2 AC’s

• Support team

• 1 Arch, 1 integrator, 2 BP’s, 2 CJE’s

• Large Programs

• Inside:

• MT:

• Significant “outside” dependencies

• Infra, Payments, Finance, Customers

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Agile BA model

Which level has the most impact on Fast & Agile

Business Analysis?

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Agile BA model

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Strategy level

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Fast BA needs Systemic approach

From Dev to Enterprise Agility

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Enterprise Agility

Systemic interventions

• Organisation

• Steering• Impacting Epic’s

• From big to small changes

• Communication

• Winning team

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Organisation

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Why

and

What

How

and

When

1. See the whole

2. Think as

customer

3. Determine

value

Principles

1. Use examples

2. What is

doable

3. Collaboration

& improvement

4. Avoid waste

Principles

Discovery en Delivery framework

Organisation cascade

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Squad

Family (NEW)

Tribe

Why?

Steering

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Tribe Obeya room

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Agree on Ownership

• A success factor for Obeya is when each member is

responsible to maintain and explain on their own part of

the Obeya.

• The people responsible should be part of the

team and it will require them to always be up-

to-date on their areas as well as being able to

pick up (and delegate) actions and responses.

• Agree who is allowed to (and when) make

changes to the lay-out and information of the

Obeya.

Update of information

• Decide who will update what information when, in such

a way that the information is updated when needed,

has a reliable source

• Also try to minimize the process of creating

the information, for example by automating

reports or sharing resources that also

maintain information in other Obeyas.

Agile Coach

• Like adopting scrum or agile, a team makes the most

(and sustainable!) progress when a facilitator or coach

is assigned who helps facilitate the sessions, maintains

the Way of Working.

• Eventually if/when the team is comfortable

and able to adopt and sustain the WoW, this

role should become obsolete or at least part-

time.

Target Audience

• Who will be the people and scope of the organization that

this Obeya is for?

• Include squads, organization units, management,

etc. The Obeya should be open to everybody with

access to the work floor.

Rhythm

• Agree on a rhythm in which to use the Obeya with the

team.

• This should depend on the dynamics in your

organization.

• Also each wall might have a different Rhythm, for

example the management team board could be

daily, where the portfolio board could be bi-

weekly.

Set the agenda

• Create a simple agenda, place a printed version of it next

to the are the meeting will take place and maintain it during

the actual meeting.

• Also set a time limit in which you find the meeting

should take place.

• During the meeting, follow the agenda carefully

and focus on talking about process, not content(!).

Think about…

Tribe Obeya room

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Tribe Obeya room

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Portfolio wall (from Tribe to squad)

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OKR’s = Objective and Key Results = VALUE

• Objective = qualitative and aspirational

• Key Result = quantitative and SMART (KPI)

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EPIC

BACKLOGRANKING

PORTFOLIO

WALL

Portfolio wall

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EPIC BACKLOG

EPIC Backlog

• An ordered list of the work to be done in order to create, maintain and sustain a product.

• The single source of requirements for any changes to be made to the product

• Qualities of the Epic backlog

• Detailed appropriately (size)

• Estimated (value)

• Emergent (grows)

• Prioritized (ranked)

• Business (“ Functional”) or Architectural (“ Non functional”)

• Normally: size 7-26 sprints, decisions on strategical level

• Tribe Lead (CPO) is responsible for the Epic Backlog

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Managen EPIC backlog (KANBAN)

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New Impact Decision Ranked

EPIC Backlog bevat ROADMAPS

van FEATURES

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1. OPNEMEN deel 1 Business 20 sprints No DEP

2. TERUGTREKKEN Business 10 sprints No DEP

3. DECOM SYSTEM Architectural 6 sprints DEP 1 and 2

4. OPNEMEN deel 2 Business 10 sprints DEP 1

EXAMPLE

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PORTFOLIO

WALL

Portfolio wall

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OKR’s

Portfolio wall

FEATURES!

Theme’s

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Communication

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Meetings

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QBR meeting – Leadership team - Quarterly

Market Place – Next slide - monthly

Family meeting – Family team - bi weekly

Demo’s – TL, IT AL, family, everybody - bi weekly

Performance wall IT – IT AL, CL, squads rep. – weekly

Performance Wall Business – TL, OL’s, team rep. - daily

War – incident based

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Market place

Winning team

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Usefull

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Tuckman

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Evaluation

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BEDANKT VOOR

UW AANDACHT

Marcel Schaar

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THANK YOU FOR

YOUR ATTENTION