Kaizania Academies - Agile: where Business Analysts go to die?
•Descargar como PPTX, PDF•
0 recomendaciones•584 vistas
Surviving in a constantly changing market forced most organisations to re-evaluate their concept to cash cycles and the adoption of Lean and Agile practices are changing the landscape of product development drastically. Lean and Agile practices significantly challenges the Business Analyst to review their notions of Requirements Gathering and Management. Although Lean and Agile practices are rapidly spreading, the role of the Business Analyst is neglected and is not well understood and described. Business Analysts need to reposition themselves, their tools and techniques. Is Agile the place where Business Analysts go to die or is the Business Analyst the key to survival in a constantly changing world?
Recomendados
Recomendados
Más contenido relacionado
La actualidad más candente
La actualidad más candente (19)
Similar a Kaizania Academies - Agile: where Business Analysts go to die?
Similar a Kaizania Academies - Agile: where Business Analysts go to die? (20)
Último
Último (20)
Kaizania Academies - Agile: where Business Analysts go to die?
- 1. |Agile where business analysts go to die? IIBA BASSA 2013 – 3 & 4 September 2013 Arrie van der Dussen
- 3. get hold of me • Co-founder of EOH Kaizania Academies • Director @ EOH Kaizania Academies • 18 years experience in IT • 10+ experience in Lean, Agile, Organisational Transformation • Agile consultant, trainer and coach 083 700 2181 arrie@kaizaniaacademies.co.za @arrievddussen
- 4. | CHANGE
- 5. Source: Ian Morris | Why the West Rules – For Now Humanities capability in terms of: • Energy Capture • Organization • Information Technology • Weaponry
- 10. | WHY INNOVATE?
- 12. • Field of play • Players • Playing • Feedback • Survivors • Adaptation - Players • Adaptation - Field of Play Darwin
- 14. your products & services & processes will change ever faster and it will never stop
- 15. ADAPT or DIE
- 16. | FLOW BASED PRODUCT DEVELOPMENT – ENABLING CONTINUOUS ADAPTATION
- 19. | lean
- 20. | WHERE DO BA’S FIT INTO THIS?
- 21. not sure, you are mentioned nowhere?
- 22. do what you do usually but do it differently the difference is not big at all but it’s huge
- 23. | WHY IS IT SO DIFFICULT TO BE A BUSINESS ANALYST IN AN “AGILE” ORGANISATION?
- 24. Who drives the bus? • 95% - IT – Why? who is driving the bus?
- 25. silver bullet over principles and values
- 28. do not get sucked into the tools, processes and terminology
- 29. cargo-cults
- 30. Work hard, but limited change • We are stuck! fooling around without real organisational change!
- 31. Most of this still Waterfall/Gated Processing and Planning Thus, agile does not realise the expected benefits through empirical process control in order to deliver fast at high quality in a constantly changing and fast paced environment. Limited Agile practices only applied at this level Project Initiation Project Planning Requirements Definition Archirecture Design Systems Analysis Development
- 33. Business and IT – Stop the silliness and share the risk
- 34. agile is not a baseball bat to hit I.T with!
- 36. | SO, WHAT TO DO?
- 37. muda (waste) and non value added activities value added muda (waste) and non value added activities value addedreduced waste traditional focus lean focus total lead time through value stream muda (waste) and non value added activities value added push harder to deliver profit reduce waste to increase profit profitprofit | waste vs value
- 38. pure waste manufacturing Industry service Industry 60% 5%35 % Value addednecessary waste 49% 1 % 50% total lead time through value stream | waste vs value
- 39. business analysis to: to avoid/remove waste to create flow of value to enable pull to continuously perfect to understand value
- 40. | IT’S ABOUT ECONOMICS
- 41. principlesofinnovation active management of queues exploitation of variability cadence and synchronisation exploiting fast feedback reduction of batch sizes to enable flow WIP limitation to ensure higher flow and quality decentralised control value this makes for good economics, or does it?
- 42. tactical execution strategic Management Infrastructure & Process Architecture & Practices Culture & Mindset Tools & Techniques
- 43. | BUSINESS ANALYST FOCUS?
- 44. Learn to apply your knowledge and techniques appropriately based on what you face: Project Complexity Project Uncertainty |adapt, do not conform
- 45. revolutionary non standard work empirical process control evolutionary standard work defined process control doing reviewing adapting planning value value stream flow pull perfection operating existing products and services more efficiently shortening concept to cash cycle | understand kaizen in your world!
- 46. In summary Business analysis is a goal, not a role Business analysis must be adaptable Don’t be different, just do what you do differently Enable change and value Apply your competence and knowledge, just in a different manner Your actions needs to assist your organisation to adapt. Continuously!
- 47. Help your organisation thrive! AGILE ANALYSIS
- 48. Help your organisation thrive! ANALYSIS AGILITY Thank you! arrie@kaizaniaacademies.co.za @arrievddussen