3. Context - Traditional Business Analysis Practices
• All the analysis upfront
• Verbose requirements documents
• Walkthroughs, reviews and sign off of BA artefacts
• Baselining and freezing of requirements
• Hand over requirements and leave the team to it
• Communicate via documents
7. Context – Christchurch
• As urgency lessened, people wanted to keep operating in this
way
• This drove a new way of doing Business Analysis…
8. Working with the right people at
the right time
Doing all of the analysis upfront
Producing what is needed, when
its needed
Working in Silos
Building quality in from the outset
Checking for quality at the end
Avoiding unnecessary steps that
don’t add value
Following a prescribed process
over
over
over
over
Lean Business Analysis Manifesto
11. An Agile Transformation requires us to:
• Be Leaner
• Decide Faster
• Be Collaborative and Transparent
• Focus on Value Adding activities
• Reduce Necessary Waste and eliminate Non Value Adding
activities
But Why Focus on Waste?
12. Waste 1of 8 - Unfinished Work
Unsold inventory or Debt.
Costs incurred but no return
on investment
13. Unfinished Work - Example
Finished the analysis, then nothing happened...ever!
Pre Job Processing
Customer
Comms
ICP
selection
Validate
Address data
Identify ICPs
for deployment
Create
Deployment
Letter Templates
Send comms
via email
Improve vacant
disco selection
process (criteria)
Improve MD
process
Tidy up
existing
address data
Tidy up vacant
letter report
Add Do not
disco / reco flag
to accounts
Tidy up vacant
disco reconciliation
report
Target vacant consumption
Introduce Consumption
threshold
Introduce new check if
previous customer MD
Tidy up existing
address data
ongoing
Remove unused info
Exclude long term vacant
ICPs
Remove unmetered ICPs
Create Service
Orders
Close Service
Orders
Transform
files
Validate
files
Process
files
Receive
files
Create
SO’s
Validate
SO’s
Deliver
SO’s
Allocate
SO’s
Via Web
services
Apply file level
validation
NMR files
Via eMail
From Metrix
Meter
location
codes
Register
content codes
Apply content
level validation
Delta Disco/
Reco/MC CJR
CJRs with
UTI
Tariff Code
mismatches
Meter number
mismatches
Cat 2
Deployment
CJRs
Apply fees
Reverse fees
CJRs with
unsuccessful
closure codes
Return invalid
CJRs
NMR files
Add memo
note
deployment
Apply
validation
rules to SOs
Stop invalid
SO’s being
generated
Maintain
allocation
matrix
Allocate SOs
Maintain
delivery
matrix
Deliver SO to
MEP
Via Web
services
eMail
Bulk creation
Decision
support to EA
complete SO
Data entry
validation
rules
All Service
Order types
1 2
3
IVR/website
for Disc
Temp
Processing
temp Disco /
Reco CJRs
Disco – is customer MD? Approval
to disco?
SO contains mandatory info
For Disco credit;
vacant
For Disco temp/other
Reco
When creating SO’s
manually
For pre-vetting calls
into EC
Deployment
Disco/Reco?
AMS
AMS as an interim step
before webservice?
Deployment
Disco/Reco?
Return to sender
if fails file level
validation
Temp reco’s are raised when
temp disco SO’s are raised.
The reco CJR may be received
before the disco CJR
If job unsuccessful
If job successful
Deployment; meter
changes
Deployment; meter
changes
Deployment; meter
change; disco; reco
Get CJR info
quicker
Get permanent Disco
CJR quicker
Manage Service
Orders
Workflow
Management
Reporting
SP
Management
Exception
Management
Disco credit
SOs report
Store
exceptions
Auto resolve
exceptions
identify
exceptions
Assign
exceptions
for resolution
Monitor SLA
adherence
Identify
changes to in
flight SO’s
Cancel
So’s
Auto Cancel
SO’s on switch
Notify SPs of
changes to in
flight SO’s
ARCS SOs to
remain open
Number of un/
sucessful/
cancelled jobs
Post Job
Processing
MEP
Noms
Comms
Monitor
acceptance
Manage non
acceptance
Manage
rejections
My Meridian
access
notification
Confirm Disco
completed
Notify customers they can
access my meridian after the
AMM upgrade
Notify customers their site
has been permanently
disconnected
14. Unfinished Work - Solution
Doing all of the
analysis upfront
Producing what is
needed, when its
needed
over
15. Waste 2 of 8 – Unnecessary Features
Features that go beyond the
basic function of the product
Delays release of product and
ROI
Increases cost of product
17. Unnecessary Features - Solutions
• Involving the right users or focus groups
• Impact mapping – Linking deliverables to goals
• Identifying the MVP
• Prototyping
• Iterative releases
Doing all of the
analysis upfront
Producing what is
needed, when its
needed
over
18. Waste 3 of 8 – Silos and Handovers
BA works in isolation of the
customer or delivery team
Hands over responsibility to
the development team and
leaves them to it
19. Silos and Handovers - Examples
• Developers wanted certainty around requirements
• Refused to accept work into a sprint until all
requirements defined and all questions are
answered
• Developers wanted certainty around requirements
• Refused to accept work into a sprint
• until all requirements defined and all questions are answered
• Refused to accept work
• Just et it done
• Then do the next tings
20. Silos and Handovers - Solution
• Collaborate
• Manage Value
• Make use of Definition of Ready and Definition of Done
• The Art of Negotiation
• Manage Expectations i.e. identify the key steps / information
needed / people to influence in order to get decisions made
Working with the
right people at the
right time
Working in Silos
over
21. Waste 4 of 8 – Unnecessary Processes
Unnecessary processes can
strangle an Agile process /
framework
Non value adding processes vs
Necessary waste
22. Unnecessary Processes - Examples
• Governance gates, stage gating
• Sign off of requirements process / walk throughs /
involving powerless stakeholders
• Defining too much detail too early
23. Unnecessary Processes - Solution
BSG Customer
Receive
SR
Vol
average
?
per
year
%C&A
unknown
(*)
Biz
Stakeholders,
BA,
Architecture,
Prog.
Owner
Triage
SR
Vol
average
?
per
year
%C&A
unknown
(*)
Prog.
Owner,
PM
Approve
and
Prioritise
SR
PT
Vol
200
average
per
day
%C&A
unknown
(1)
Service
Desk
Technician
Regression
Test
PT
Vol
average
12
per
year
%C&A
unknown
(*)
Prog.
Owner,
PM
Develop
and
Test
PT
Vol
average
per
year
%C&A
unknown
(*)
Prog.
Owner,
PM
VA:
18d
3h
WT:
126d
<
1
Hour
5
days
VSM
Clear? Clear?
Release
PT
Vol
average
12
per
year
%C&A
unknown
(*)
Prog.
Owner,
PM
Identify
options
PT
Vol
average
?
per
year
%C&A
unknown
(*)
Prog.
Owner,
PM
Build
release
Package
PT
Vol
average
12
per
year
%C&A
unknown
(*)
Prog.
Owner,
PM
no
yes
no
1
day 15
days
(avg)
3
days2
Hours 10
daysUnknown <
1
day 5
days
60
days
(avg) 20
days
(avg) 10
days
(avg) 15
days
(avg)
0
VA
Time
Wait
Time
Project?
Opportunity:
Reduce
the
wait
time
before
SRs
are
developed
Opportunity:
Reduce
the
time
taken
to
do
regression
testing
Opportunity:
Make
it
easier
to
track
development
time
Avoiding
unnecessary steps
that don’t add value
Following a
prescribed process
over
24. Waste 5 of 8 – Context Switching
Increased risk of happening to
BAs when working in an Agile
team
People unwilling to let go or
Trying to do the right thing
Making the most of a resource
26. Context Switching - Solution
• Awareness / mindful of context switching
• Good Time management and Timing
• Stop starting / use WIP limits
• Expectation management
• Visualise the work
• A system can be optimised too much, need some inefficiency
to cope
Doing all of the
analysis upfront
Producing what is
needed, when its
needed
over
27. Waste 6 of 8 – Waiting
Can result in missed
opportunities
Delays the realisation of value
28. Waiting - Examples
• Waiting for management to make a decision
• Waiting for Development Team to be available
• Waiting for Stakeholders to be available
29. Waiting - Solution
• Understand / define the decision making criteria
• Asking the question - what can I do to push things along
• Make visible what will happen if a decision is not made
• Understanding pre and post conditions to optimise flow
• Better flow by slicing / chunking down to deliver analysis
over
Working with the
right people at the
right time
Working in Silos
30. Waste 7 of 8 – Rework
Redoing work that has already
been done
Unauthorised or Skunk work
31. Rework - Example
• Requirements needed to be verified
• Done too early
• $25k - $30k
32. Rework - Solution
• Just enough, Just In Time
• Involve the right user
• Impact Mapping / Story Mapping / Journey Mapping
Doing all of the
analysis upfront
Producing what is
needed, when its
needed
over
33. Waste 8 of 8 – Knowledge Hoarding
Relying on a single person to
provide all knowledge
Niche / bleeding edge
Complacency / assumptions
34. Knowledge Hoarding - Examples
• SME => BA
• One person being the font of all knowledge
35. Knowledge Hoarding - Solution
• Awareness
• Include other project team members early
• 3 Amigos
• Pairing and Sharing
• Knowledge sharing sessions
Working with the
right people at the
right time
Working in Silos
over
36. Summary
An Agile Transformation requires a different approach to Business Analysis:
• Be Leaner, more Collaborative, and Transparent
• Focus on Value
• Earthquakes are bad, good outcomes though…
• Through necessity we developed a Lean Business Analysis Service
37. • It means….!
There's no more BAU, so we can’t do BA as usual!!
Working with the right people at the
right time
Doing all of the analysis upfront
Producing what is needed, when its
needed
Working in Silos
Building quality in from the outset
Checking for quality at the end
Avoiding unnecessary steps that don’t
add value
Following a prescribed process
over
over
over
over
Lean Business Analysis Manifesto
38. Thanks
for
listening…
Your
name
Your
organisa4on
Follow
me
@your
twi9er
Your
pic
Thanks for listening…
Luke Johnstone
Assurity Consulting
39. Working with the right people at
the right time
Doing all of the analysis upfront
Producing what is needed, when
its needed
Working in Silos
Building quality in from the outset
Checking for quality at the end
Avoiding unnecessary steps that
don’t add value
Following a prescribed process
over
over
over
over
Lean Business Analysis Manifesto