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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.

Publicado en: Empresariales, Tecnología
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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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