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ba-beyond.eu — #BABeyond19
Damien Braeckman
Agile Business Cases
and Beyond
keynote
The agile
budgeting
saga
The cast
CAST
Luc has an
idea
Marie asks for ...
oh yes,
a business case
I have a nice
template
Business case
1 - Description of the idea
2 - Possible solutions
3 - Risks & Assumptions
4 - Planning
5 - Cost estimation
6 - ROI
I need
help
Business case
1 - Description of the idea
2 - Possible solutions
3 - Risks & Assumptions
4 - Planning
5 - Cost estimation
6 - ROI
Luc goes to Paul but
Paul is the agile guy
tum tum tuuuum
Business case
1 - Description of the idea
2 - Possible solutions
3 - Risks & Assumptions
4 - Planning
5 - Cost estimation
6 - ROI
Paul is being agile
Business case
1 - Description of the idea
2 - Possible solutions
3- Risks & Assumptions
4 - Planning
5 - Cost estimation
6 - ROI
This is very interesting
This we cannot know now
This we will handle later
This we do not need
This we do not do
This we do not calculate this way
Luc knows that
with those
answers
Marie will never
approve his idea
Business case
1 - Description of the idea
2 - Possible solutions
3 - Risks & Assumptions
4 - Planning
5 - Cost estimation
6 - ROI
Old lessons learned docs
1 - Description of ideas
2 - Lots of assumptions
3- Old risk logs and RACI matrix
4 - Planning with 23 baselines
5 - Change & budget requests
6 - ROI sheets and calculations
Luc has a plan
And it looks like
this…
But Luc feels his
plan is fishy so
he goes back to
Paul
How do you convince
Marie
to invest in an idea?
Business case
1 - Description of the idea
2 - Possible solutions
3 - Risks & Assumptions
4 - Planning
5 - Cost estimation
6 - ROI
• Big Budgets
• Big Risks
• Hazardous planning
• Slow ROI
• Building what is not needed
• Small Budgets
• Small Risks
• Transparent planning
• Fast ROI
• Exactly what we need
PROTOTYPE:
small but
VERY interesting
How do you set up
a prototype?
Tested Prototype = Less Risks & Assumptions
Impact Map = Vision & Options prioritized on value
User Story Map = Fast ROI based on flow
Backlog = Transparent planning
We are building exactly what we need and assuring learnings for Agnes
How much does your average analysis phase
cost?
2 weeks
Luc is intrigued,
but not yet
convinced
Marie asked me to handle
risks and assumptions
in the business case.
How do you deal with that?
Firstly, we prioritize the backlog like this:
1) Value (ROI)
2) Risks
3) Effort
4) Learnings
So we handle risky things first
before spending too much on the easy parts
Secondly, we work in iterations and ask for feedback
So we narrow down the assumptions along the way
That means that we deliver the right thing
While handling risks and assumptions iteratively
Luc goes to Agnes
he has a list to fill
in his business
case
Dear Agnes, how can
you handle planning and
deadlines?
Firstly, we know how many features we can deliver in 1 iteration
So by prioritizing the features, we get a
transparent yet flexible planning
So, if you need something to be delivered in 6 weeks
You shuffle the priorities and discuss the order of the features
Luc wonders
How will I ever
estimate my idea
with this moving
backlog?
So, tell me:
Marie needs to know how
much my idea will cost to be
developed.
Can you answer that
question?
That is not the right question to ask,
because we do not know your idea all too
well
The question is:
How many iterations are you willing to invest in your idea?
Remember we started with a prototype?
Small
but
VERY interesting
At the end of the prototype we asked Marie
1) Is the value / ROI ok for you?
2) Are you willing to invest more?
So now, at the end of each iteration, we ask Marie
1) Do you ackowledge the value
of the iteration?
2) We invested …€ in previous features
Is the (foreseen) ROI still ok?
3) This is the next feature
we want to build.
Do you agree to invest in this feature?
Knowing that risks are managed and Agnes learns a lot
So every time, we check the value against the costs
So Marie is super happy, because she is in full
control
So this is what is
excpected from
Marie?
Marie needs to lower the decision points
To a more frequent and less risky point in the organization
We are also capable of stopping investments
before investing in nice to haves Stop
here!
OK, Luc is
confident.
He goes to Marie
tum tum tuuuum
Vs.
Marie likes the
idea
But ...
Can we still work with fixed scope projects?
A fixed scope is nothing more than a backlog that does not
change too much.
BUT
- New insights are allowed after each iteration
= Responding to change
- Do not detail the features in the bottom half of your
backlog
= Just in time planning
What about fixed time/ project deadlines?
- Ensure the flow first (MVP)
- Go live with the MVP asap (way before the deadline)
- Build incrementally until the dealdine arrives
What about fixed budget?
- Ensure the prio in the backlog is correct
- Deliver incrementally until the budget is low
- Ensure the team is stable
Budget limit
Nice to haves
What if Agnes does not have the right skills?
- Use WIP limits for knowledge sharing
- Use experts to assist in prototypes and spikes
- Leave room for learning
What if we need to outsource a project?
- If you want flexibility (new insights along the way)
- If you want learnings for your team / organization
- If you want control (e.g. stop when cost is higher than value)
Marie is hard on
the facts, but soft
on the people
She asks about
metrics
I need predictability, forecasting and cost control
If the PACE is right, everything adds up.
PACE = cadance or rythm in which the team delivers value
We need to track the features
Amount of work in progress at a given time
Cummulative flow diagram
Time you have to wait before value delivery
Cummulative flow diagram
Predictability is ok
Cummulative flow diagram
Predictability is ok
Cummulative flow diagram
FOCUS of the team = features that take more time than average
Cummulative flow diagram
What about velocity and burndowns?
Burndown charts are NOT a management instrument
They are solely inteded for the team
The key
takeaway
Do not try to estimate your projects anymore
But estimate your costs (teams & learnings)
And do the right things with it
How do I budget my projects?
So how do I forecast my budget?
4 weeks x team cost = …. €
4 weeks x team cost = …. €
4 weeks x team cost = …. €
4 weeks x team cost = …. €
Forecasted cost = …. €
And now for the
grand finale
The 3 questions
How many projects are currently started? (= WIP)
Are your teams stable enough to tell you when they will deliver? (= FLOW)
What are the crucial new projects that you want to start? (= PRIORITIES)
STOP STARTING
AND
START FINISHING
The big shift
DO NOT TRY ESTIMATE WHAT YOU ARE PLANNING TO DO
but
MEASURE THE # TEAMS YOU HAVE (= COST)
MAKE SURE TO DO
THE RIGHT THING
AT THE RIGHT TIME
WITH YOUR TEAMS
The big picture
© MyPlaceTo.be – Damien Braeckman
The end
Start finishing

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BA and Beyond 19 - Damien Braeckman - Keynote Agile business cases

  • 1. ba-beyond.eu — #BABeyond19 Damien Braeckman Agile Business Cases and Beyond keynote
  • 5.
  • 7.
  • 8.
  • 9.
  • 10. Marie asks for ... oh yes, a business case
  • 11. I have a nice template Business case 1 - Description of the idea 2 - Possible solutions 3 - Risks & Assumptions 4 - Planning 5 - Cost estimation 6 - ROI
  • 12. I need help Business case 1 - Description of the idea 2 - Possible solutions 3 - Risks & Assumptions 4 - Planning 5 - Cost estimation 6 - ROI
  • 13. Luc goes to Paul but Paul is the agile guy tum tum tuuuum
  • 14. Business case 1 - Description of the idea 2 - Possible solutions 3 - Risks & Assumptions 4 - Planning 5 - Cost estimation 6 - ROI
  • 15. Paul is being agile
  • 16. Business case 1 - Description of the idea 2 - Possible solutions 3- Risks & Assumptions 4 - Planning 5 - Cost estimation 6 - ROI This is very interesting This we cannot know now This we will handle later This we do not need This we do not do This we do not calculate this way
  • 17. Luc knows that with those answers Marie will never approve his idea
  • 18. Business case 1 - Description of the idea 2 - Possible solutions 3 - Risks & Assumptions 4 - Planning 5 - Cost estimation 6 - ROI Old lessons learned docs 1 - Description of ideas 2 - Lots of assumptions 3- Old risk logs and RACI matrix 4 - Planning with 23 baselines 5 - Change & budget requests 6 - ROI sheets and calculations
  • 19. Luc has a plan And it looks like this…
  • 20.
  • 21. But Luc feels his plan is fishy so he goes back to Paul
  • 22. How do you convince Marie to invest in an idea?
  • 23. Business case 1 - Description of the idea 2 - Possible solutions 3 - Risks & Assumptions 4 - Planning 5 - Cost estimation 6 - ROI • Big Budgets • Big Risks • Hazardous planning • Slow ROI • Building what is not needed
  • 24. • Small Budgets • Small Risks • Transparent planning • Fast ROI • Exactly what we need PROTOTYPE: small but VERY interesting
  • 25.
  • 26. How do you set up a prototype?
  • 27.
  • 28. Tested Prototype = Less Risks & Assumptions Impact Map = Vision & Options prioritized on value User Story Map = Fast ROI based on flow Backlog = Transparent planning We are building exactly what we need and assuring learnings for Agnes
  • 29. How much does your average analysis phase cost? 2 weeks
  • 30. Luc is intrigued, but not yet convinced
  • 31. Marie asked me to handle risks and assumptions in the business case. How do you deal with that?
  • 32. Firstly, we prioritize the backlog like this: 1) Value (ROI) 2) Risks 3) Effort 4) Learnings So we handle risky things first before spending too much on the easy parts
  • 33. Secondly, we work in iterations and ask for feedback So we narrow down the assumptions along the way
  • 34. That means that we deliver the right thing While handling risks and assumptions iteratively
  • 35. Luc goes to Agnes he has a list to fill in his business case
  • 36. Dear Agnes, how can you handle planning and deadlines?
  • 37. Firstly, we know how many features we can deliver in 1 iteration So by prioritizing the features, we get a transparent yet flexible planning
  • 38. So, if you need something to be delivered in 6 weeks You shuffle the priorities and discuss the order of the features
  • 39. Luc wonders How will I ever estimate my idea with this moving backlog?
  • 40. So, tell me: Marie needs to know how much my idea will cost to be developed. Can you answer that question?
  • 41. That is not the right question to ask, because we do not know your idea all too well The question is: How many iterations are you willing to invest in your idea?
  • 42. Remember we started with a prototype? Small but VERY interesting
  • 43. At the end of the prototype we asked Marie 1) Is the value / ROI ok for you? 2) Are you willing to invest more?
  • 44. So now, at the end of each iteration, we ask Marie 1) Do you ackowledge the value of the iteration? 2) We invested …€ in previous features Is the (foreseen) ROI still ok? 3) This is the next feature we want to build. Do you agree to invest in this feature?
  • 45. Knowing that risks are managed and Agnes learns a lot
  • 46. So every time, we check the value against the costs So Marie is super happy, because she is in full control
  • 47. So this is what is excpected from Marie?
  • 48. Marie needs to lower the decision points To a more frequent and less risky point in the organization
  • 49. We are also capable of stopping investments before investing in nice to haves Stop here!
  • 50. OK, Luc is confident. He goes to Marie tum tum tuuuum
  • 51. Vs.
  • 53. Can we still work with fixed scope projects? A fixed scope is nothing more than a backlog that does not change too much. BUT - New insights are allowed after each iteration = Responding to change - Do not detail the features in the bottom half of your backlog = Just in time planning
  • 54. What about fixed time/ project deadlines? - Ensure the flow first (MVP) - Go live with the MVP asap (way before the deadline) - Build incrementally until the dealdine arrives
  • 55. What about fixed budget? - Ensure the prio in the backlog is correct - Deliver incrementally until the budget is low - Ensure the team is stable Budget limit Nice to haves
  • 56. What if Agnes does not have the right skills? - Use WIP limits for knowledge sharing - Use experts to assist in prototypes and spikes - Leave room for learning
  • 57. What if we need to outsource a project? - If you want flexibility (new insights along the way) - If you want learnings for your team / organization - If you want control (e.g. stop when cost is higher than value)
  • 58. Marie is hard on the facts, but soft on the people She asks about metrics
  • 59. I need predictability, forecasting and cost control If the PACE is right, everything adds up. PACE = cadance or rythm in which the team delivers value We need to track the features
  • 60. Amount of work in progress at a given time Cummulative flow diagram
  • 61. Time you have to wait before value delivery Cummulative flow diagram
  • 64. FOCUS of the team = features that take more time than average Cummulative flow diagram
  • 65. What about velocity and burndowns? Burndown charts are NOT a management instrument They are solely inteded for the team
  • 67. Do not try to estimate your projects anymore But estimate your costs (teams & learnings) And do the right things with it How do I budget my projects?
  • 68. So how do I forecast my budget? 4 weeks x team cost = …. € 4 weeks x team cost = …. € 4 weeks x team cost = …. € 4 weeks x team cost = …. € Forecasted cost = …. €
  • 69. And now for the grand finale
  • 70. The 3 questions How many projects are currently started? (= WIP) Are your teams stable enough to tell you when they will deliver? (= FLOW) What are the crucial new projects that you want to start? (= PRIORITIES) STOP STARTING AND START FINISHING
  • 71. The big shift DO NOT TRY ESTIMATE WHAT YOU ARE PLANNING TO DO but MEASURE THE # TEAMS YOU HAVE (= COST) MAKE SURE TO DO THE RIGHT THING AT THE RIGHT TIME WITH YOUR TEAMS
  • 73. © MyPlaceTo.be – Damien Braeckman