British gas iiba 1.0

Agile Business
Requirements &
Facilitated
Discussion

Julie Franks
Ewan Ashley
Date : 3rd April 2012

© British Gas Trading Limited 2011

Agenda & Introduction

• House keeping
• Part 1: Agile Business Requirements
• Part 2: Discussion & Group Activity
• Prize Draw
• Networking

Slide 2

Agile Business Requirement
– What does that Mean?

• Depends upon your organisation
• Depends upon your team
• What does the business think Agile is?

Agile analysis is more than a method

Agile analysis is how to complete activities
quickly and consistently

Agile Business Requirements

• A challenging summer
• Lots of projects were being shaped
• Stakeholders kept changing (IS & Business)
• Changes to Scope
• Timescales would come and go • 15 plus Management
Lack stakeholders =
Little was delivered
Pressure to deliver
New IS Project Control
of projects
• BAU HeadwereCentre
Requirements late
New inContact weren’t
new requirements
Manic the Business
Deliveries of Change
Attrition asked ‘Why
Questions were
• AnalysisIncreasing
followed was slow
Deliverable
MD announcement
• Business were demanding isProject staff changes
Lots projects
Compliance doing…’
this of Clarity
• Lack of expensive
squeezed
• All Changebeing thrown
Work was
resource jitters made
Market
No decisions
• IS costs were escalating • Little Development
Estimating wasn’t great
away
• IS seen as slow

Slide 4

What would you Do?

• Break into groups
• Decide on 5 things you would do for your scenario
– What would be your method when approaching analysis tasks
– How would you get your current requirements clarified and prioritised
– How would you stop the need for scope change
– How would you settle stakeholders
– How would you deal with time management, conflicts and constraints

– Make time to discuss in your group and then share and
compare with your fellow table
– You have 20 minutes
– Present your findings back to the whole group


Exercise Feedback

What would be your method when
approaching analysis tasks


Exercise Feedback

How would you get your current
requirements clarified and prioritised


Exercise Feedback

How would you stop the need for scope
change


Exercise Feedback

How would you settle stakeholders


Exercise Feedback

How would you deal with time management,
conflicts and constraints


Large Systems Replacement

• More than 1 years worth of analysis had happened
• Put in place a joint method of working
• Gained consensus to the approach – everyone was on the bus
• We knew how to deal with deviations
• Rapid Turn around of fixed tasks each day
– Monday Finalise and publish presentation
– Tuesday Run through materials before workshop
– Wednesday Run Workshop and produce all outputs
– Thursday Walk through outcomes with other teams
– Friday Gain feedback. Start Presentation for following week
• All stakeholders had skin in the game
• It was a team effort facilitated by the BA’s


Did the Approach Work?

Yes
• Stakeholders felt engaged
• The right people were in the room
• All IS staff were committed to the approach
• Clear deliverables set out in the approach
• Timeliness of output demonstrated commitment
• A clear direction was gained as a result of the
approach
• Stakeholders still talk about its success


Systems Refresh

• Two systems needed updating
• Vital for the business, a lot of noise to IS
• Agreed how to progress with stakeholders

• System G required rationalisation and code updates
• Methodology was rapid, code first - requirements second
• Requirements were gathered quickly to suit rapid development
• Problems came from the testing team

• System R required systems overhaul including process change
• Requirements remained static
• All Stakeholders kept changing their mind


In Parts
• The business needed quick change so approach was good
• The Business knew what they would receive
• Requirements were had a base line fast
• Delivery mechanism kept changing
• Questions over outsourcing strategy dulled the approach
• The consensus view stalled
• Past decisions keep being called into question
• Confidence has been lost


New System

• A new system had been worked on for 1 year
• Deliverables were slow and over engineered
• Back log was being changed daily by Product Owners with the
development team
• Development staff often spent time doing nothing as requirements
weren’t clear
• Analysis approach was agreed
• Rapid Turn round in weekly iterations
– Requirements Clarification
– Work with the Scrum
– Develop code
– Test and Release



Yes
• The team started to gain clarity on what was required
• Requirements which were not essential were re-prioritised
• Technical progress was made on backlog
• Everyone was busy

However…
• Approach never realised full potential as the project was
stopped


Take Away Lessons

• Set out your approach carefully with a good story as to why
• Get buy-in from everyone - Senior stakeholder will give a
greater chance of success
• Requirements Capture doesn’t have to be formal or slow
• Don’t succumb to pressure
• If you promise to do something, make sure you deliver
• Make sure you don’t over commit
• Work as a team to get the job done
• Re-sell the message when you can
• You can change your style but you can’t stop the clock


Questions?


Agile Business Requirements – Facilitated
Discussion

Slide 19

What to do now…for 10 minutes

• Draw on your experiences for shared learning
• Get together in your groups take your statement and come up with arguments
For and Against that statement.

• What conclusions can you draw?

For Against

Conclusions

Slide 20

What to do now…for 10 minutes

Briefly discuss your conclusions with the other group
that is looking at the same question

© British Gas Trading Limited 2011 Image: renjith krishnan - http://www.freedigitalphotos.net
Slide 21

Feedback

Slide 22

Feedback

Slide 23

Feedback

Slide 24

Feedback

Slide 25

Feedback

Slide 26

Networking and Vote

© British Gas Trading Limited 2011 People image: ddpavumba - http://www.freedigitalphotos.net
Slide 27

And finally…Prize Draw

Ronald G. Ross
‘father of business rules’

Building Business
Solutions: Business
Analysis with Business
Rules

Next IIBA Event

Slide 28

British gas iiba 1.0

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