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EVAN LEYBOURN
EVAN@THEAGILEDIRECTOR.COM
AGILE BUSINESS
INTELLIGENCE
Evan Leybourn
Lean / Agile Business Leader and Author
Melbourne,Australia
@eleybourn
http://theagiledirector.com
CLICK TO ...
WHAT DOES BEING
“AGILE”
ACTUALLY MEAN?
THEAGILE MANIFESTO
Waterfall
Agile
Waterfall
Agile
INDIVIDUALS AND
INTERACTIONS
OVER PROCESSESAND TOOLS
WORKING
SOFTWARE
OVER COMPREHENSIVE DOCUMENTATION
CUSTOMER
COLLABORATION
OVER CONTRACT NEGOTIATION
RESPONDING TO
CHANGE
OVER FOLLOWINGAPLAN
Business change via sustained
effort across the organisation
Business change via sustained
effort across the organisation
Change
Change
Change
7 +/- 2
7 +/- 2
TYPICALTEAM SIZE
BEGINNINGTHE PROCESS
AGILE PROJECTS
HAVE MINIMAL
INITIATION
THE DEVELOPMENTTEAM SHOULD BE
ENGAGED DURING
INITIATION
CUSTOMER IS FULLY
AWARE OF THEIR
RESPONSIBILITIES
CUSTOMERSSHAREACCOUNTABILITYFOR DELIVERY
CREATE THE INITIAL
PRODUCT BACKLOG
(IN LOW DETAIL)
ALLOW CUSTOMERSTO SLOWLYDEFINETHEIR NEEDS
ESTIMATE THE
PRODUCT BACKLOG
FIRSTORDER ESTIMATE- USING STORYPOINTS
1, 2, 3, 5, 8, 13, 20, 40, 100
FIBONACCISEQUENCE
ITERATIONS SHOULD
BE BETWEEN 1 & 4
WEEKS
SHORTER ITERATIONS PROVIDE MORE OPPORTUNITIES
TO INSPECT &ADAPT
PRIORITISE THE
PRODUCT BACKLOG
BEFORETHE PLANNING WORKSHOP
DEFINE THE
BUSINESS GOAL
FOR THE ITERATION
PART 1: BUSINESS PLANNING
PART 2:TECHNICALPLANNING
DECOMPOSE USER
STORIES INTO
TASKS (< 1 DAY)
CREATE THE
ITERATION BACKLOG
(IN HIGH DETAIL)
OWNED & MAINTAINED BYTHE DEVELOPERS
PLAN, DESIGN &
ESTIMATE TASKS
TECHNICALSPECIFICATIONS
KANBAN (かんばん)
WORKFLOW MONITORING& VISUALISATION
MURA: UNEVENNESS
MURI: OVERBURDEN
MUDA: WASTE
UNDERSTANDINGWASTE
TEST– DRIVEN DEVELOPMENT
TESTTYPES
DEFECT, USABILITY,
FUNCTIONALITY &
DATA
CUSTOMERS CAN
ALWAYS SEE
PROGRESS
PROMOTINGTRANSPARENCYTHROUGHTHE
SCRUMSAND BACKLOG
PROGRESS MONITORING
BURNUP CHARTS
BURNDOWN CHARTS
CUMULATIVE FLOW
STATISTICAL RUN
BURNUP CHART
BURNDOWN CHART
VELOCITY
HOW MUCH WORK
CAN BE DELIVERED
PER ITERATION
DISCOVERY
SCOPE CREEP
PLATEAU
TOO MANY FEATURES
TRACKING EPICS
CUMULATIVE FLOW DIAGRAM
CYCLE TIME RUN CHARTS
DIFFERS BY ORGANISATION
WHAT DOES
“DONE”
MEAN?
PRESENT & REVIEW
COMPLETED WORK
TO THE CUSTOMER
ITERATION REVIEW
RETROSPECTIVE &
KAIZEN (改善)
CONTINUOUS IMPROVEMENT
KAIZEN EMPHASISES
TEAMWORK,
DISCIPLINE &
MORALE
TO LEARN MORE, CHECK OUT
DIRECTING THE AGILE
ORGANISATION
BY EVAN LEYBOURN
AVAILABLE AT AMAZON AND ALL
GOOD BOOK STORES
CL...
Agile Business Intelligence (or how to give management what they need when they ask for it)
Agile Business Intelligence (or how to give management what they need when they ask for it)
Agile Business Intelligence (or how to give management what they need when they ask for it)
Agile Business Intelligence (or how to give management what they need when they ask for it)
Agile Business Intelligence (or how to give management what they need when they ask for it)
Agile Business Intelligence (or how to give management what they need when they ask for it)
Agile Business Intelligence (or how to give management what they need when they ask for it)
Agile Business Intelligence (or how to give management what they need when they ask for it)
Agile Business Intelligence (or how to give management what they need when they ask for it)
Agile Business Intelligence (or how to give management what they need when they ask for it)
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Agile Business Intelligence (or how to give management what they need when they ask for it)

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If you like the ideas raised in this presentation, don't forget to check out my latest book, Directing the Agile Organisation (http://theagiledirector.com/book).

Based on common agile management methods, this presentation will demonstrate the processes and workflows required to manage a Business Intelligence team or project in a flexible, iterative and agile manner. We will also examine the open source technologies that assist in supporting and automating the processes.

These processes draw on the underlying principles of agile and utilises a combination of Scrum, Test Driven Development, Feature Driven Design and XP. These methods can be applied in both a low maturity environment to develop business intelligence capability, or a high maturity environment to encourage greater customer engagement.

Publié dans : Business, Technologie
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Agile Business Intelligence (or how to give management what they need when they ask for it)

  1. 1. EVAN LEYBOURN EVAN@THEAGILEDIRECTOR.COM AGILE BUSINESS INTELLIGENCE
  2. 2. Evan Leybourn Lean / Agile Business Leader and Author Melbourne,Australia @eleybourn http://theagiledirector.com CLICK TO DISCOVER MORE
  3. 3. WHAT DOES BEING “AGILE” ACTUALLY MEAN? THEAGILE MANIFESTO
  4. 4. Waterfall Agile
  5. 5. Waterfall Agile
  6. 6. INDIVIDUALS AND INTERACTIONS OVER PROCESSESAND TOOLS
  7. 7. WORKING SOFTWARE OVER COMPREHENSIVE DOCUMENTATION
  8. 8. CUSTOMER COLLABORATION OVER CONTRACT NEGOTIATION
  9. 9. RESPONDING TO CHANGE OVER FOLLOWINGAPLAN
  10. 10. Business change via sustained effort across the organisation
  11. 11. Business change via sustained effort across the organisation Change Change Change
  12. 12. 7 +/- 2
  13. 13. 7 +/- 2 TYPICALTEAM SIZE
  14. 14. BEGINNINGTHE PROCESS AGILE PROJECTS HAVE MINIMAL INITIATION
  15. 15. THE DEVELOPMENTTEAM SHOULD BE ENGAGED DURING INITIATION
  16. 16. CUSTOMER IS FULLY AWARE OF THEIR RESPONSIBILITIES CUSTOMERSSHAREACCOUNTABILITYFOR DELIVERY
  17. 17. CREATE THE INITIAL PRODUCT BACKLOG (IN LOW DETAIL) ALLOW CUSTOMERSTO SLOWLYDEFINETHEIR NEEDS
  18. 18. ESTIMATE THE PRODUCT BACKLOG FIRSTORDER ESTIMATE- USING STORYPOINTS
  19. 19. 1, 2, 3, 5, 8, 13, 20, 40, 100 FIBONACCISEQUENCE
  20. 20. ITERATIONS SHOULD BE BETWEEN 1 & 4 WEEKS SHORTER ITERATIONS PROVIDE MORE OPPORTUNITIES TO INSPECT &ADAPT
  21. 21. PRIORITISE THE PRODUCT BACKLOG BEFORETHE PLANNING WORKSHOP
  22. 22. DEFINE THE BUSINESS GOAL FOR THE ITERATION PART 1: BUSINESS PLANNING
  23. 23. PART 2:TECHNICALPLANNING DECOMPOSE USER STORIES INTO TASKS (< 1 DAY)
  24. 24. CREATE THE ITERATION BACKLOG (IN HIGH DETAIL) OWNED & MAINTAINED BYTHE DEVELOPERS
  25. 25. PLAN, DESIGN & ESTIMATE TASKS TECHNICALSPECIFICATIONS
  26. 26. KANBAN (かんばん) WORKFLOW MONITORING& VISUALISATION
  27. 27. MURA: UNEVENNESS MURI: OVERBURDEN MUDA: WASTE UNDERSTANDINGWASTE
  28. 28. TEST– DRIVEN DEVELOPMENT
  29. 29. TESTTYPES DEFECT, USABILITY, FUNCTIONALITY & DATA
  30. 30. CUSTOMERS CAN ALWAYS SEE PROGRESS PROMOTINGTRANSPARENCYTHROUGHTHE SCRUMSAND BACKLOG
  31. 31. PROGRESS MONITORING BURNUP CHARTS BURNDOWN CHARTS CUMULATIVE FLOW STATISTICAL RUN
  32. 32. BURNUP CHART
  33. 33. BURNDOWN CHART
  34. 34. VELOCITY HOW MUCH WORK CAN BE DELIVERED PER ITERATION
  35. 35. DISCOVERY
  36. 36. SCOPE CREEP
  37. 37. PLATEAU
  38. 38. TOO MANY FEATURES
  39. 39. TRACKING EPICS
  40. 40. CUMULATIVE FLOW DIAGRAM
  41. 41. CYCLE TIME RUN CHARTS
  42. 42. DIFFERS BY ORGANISATION WHAT DOES “DONE” MEAN?
  43. 43. PRESENT & REVIEW COMPLETED WORK TO THE CUSTOMER ITERATION REVIEW
  44. 44. RETROSPECTIVE & KAIZEN (改善) CONTINUOUS IMPROVEMENT
  45. 45. KAIZEN EMPHASISES TEAMWORK, DISCIPLINE & MORALE
  46. 46. TO LEARN MORE, CHECK OUT DIRECTING THE AGILE ORGANISATION BY EVAN LEYBOURN AVAILABLE AT AMAZON AND ALL GOOD BOOK STORES CLICK HERE TO DISCOVER MORE

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