Analysis With an Agile Mindset Workshop
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The document discusses the concept of conducting analysis with an agile mindset, emphasizing the importance of understanding context, stakeholders, needs, and solutions. It outlines techniques for decision-making, stakeholder engagement, and maintaining a focus on user experience and desired outcomes. Key takeaways include maximizing outcomes with minimal output and the significance of building shared understanding through iterative processes.
Analysis With an Agile Mindset Workshop
- 1. Knowledge Partnersbridge Kent J. McDonald Analysis with an Agile Mindset
- 2. Agenda § Introduction § Understanding Context § Understanding Stakeholders § Understanding Need(s) § Understanding Solution(s) § Conclusion © 2015 Knowledge Bridge Partners 2
- 3. Knowledge Partnersbridge INTRODUCTION Analysis with an Agile Mindset © 2015 Knowledge Bridge Partners 3
- 4. Outcome Over Output 4 © 2015 Knowledge Bridge Partners
- 5. Shared Understanding 5 © 2015 Knowledge Bridge Partners
- 6. Discovery Delivery 6 © 2015 Knowledge Bridge Partners
- 7. Knowledge Partnersbridge UNDERSTANDING CONTEXT Analysis with an Agile Mindset © 2015 Knowledge Bridge Partners 7
- 8. Purpose Based Alignment © 2015 Knowledge Bridge Partners 8
- 9. Purpose Based Alignment Innovate, Create Achieve and maintain parity Mimic, Simplify Do we take this on? Minimize/ Eliminate © 2015 Knowledge Bridge Partners 9
- 10. An Example © 2015 Knowledge Bridge Partners 10
- 11. Things to consider Parity is mission critical Purpose is not priority Different- iating changes over time Distribute the decision filters Purpose shifts the burden to behavior change © 2015 Knowledge Bridge Partners 11
- 12. Exercise 12 © 2015 Knowledge Bridge Partners
- 13. Additional Techniques Six Questions 1) Whom do we serve 2) What do they want and need most 3) What do we provide to help them? 4) What is the best way to provide this? 5) How do we know we are succeeding? 6) How should we organize to deliver? 13 © 2015 Knowledge Bridge Partners Context Leadership Model
- 14. Knowledge Partnersbridge UNDERSTANDING STAKEHOLDERS Analysis with an Agile Mindset © 2015 Knowledge Bridge Partners 14
- 15. User Modeling 1. Brainstorm an initial set of users. 2. Organize and consolidate the users into user roles 3. Refine the user roles © 2015 Knowledge Bridge Partners 15
- 16. Brainstorm an Initial Set of Users © 2015 Knowledge Bridge Partners 16
- 17. Organize and Consolidate © 2015 Knowledge Bridge Partners 17
- 18. Refine the User Roles User Role Description Chair Has overall responsibility for the conference program. Track Chair Responsibility for selecting sessions for a given track in the program Track Reviewer Reviews submissions for one or more tracks and provides input on which sessions should be included in that track Submitter Submits sessions to be included in the program Attendee General viewer of the submission information who may or may not attend the conference. © 2015 Knowledge Bridge Partners 18
- 19. Exercise 19 © 2015 Knowledge Bridge Partners
- 20. Additional Techniques 20 © 2015 Knowledge Bridge Partners Stakeholder Matrix Commitment Scale Persona
- 21. Knowledge Partnersbridge UNDERSTANDING NEEDS Analysis with an Agile Mindset © 2015 Knowledge Bridge Partners 21
- 22. Decision Filters Simple questions used to guide decision making. © 2015 Knowledge Bridge Partners 22
- 23. Will this help us have a community based submission process? Will this help usreceivesubmissions andprovide reviews? © 2015 Knowledge Bridge Partners 23
- 24. What happens if you don’t nail the decision filters up front? © 2015 Knowledge Bridge Partners 24
- 25. What if you’re in the middle of an effort without any clear decision filters? © 2015 Knowledge Bridge Partners 25
- 26. How to Come up with Decision Filters How will we know when we are successful? © 2015 Knowledge Bridge Partners 26
- 27. Decision Filters from Goals Improve user experience scores on the website by 2 points by the 2nd quarter of next year Increase sales onthe website by20% by 4th quarter Increase order finalization rate to align to industry standard % by 3rd quarter next year Convert 75% of retail customers to website customers within 3 months of their local store closing Retain 95% of our large customers after store closing by 2nd quarter of next year Will this improve user experience? Will this increase the rate of finalized orders? Will thisincrease sales on the website? Will this shift retail customers to the website? Will this retain large customers after stores close? © 2015 Knowledge Bridge Partners 27
- 28. Picking Decision Filters Will this improve user experience? Will this increase the rate of finalized orders? Will thisincrease sales on the website? Will this shift retail customers to the website? Will this retain large customers after stores close? Can all decision filters be met? Should all decision filters be met? Are some decision filters more important than others? © 2015 Knowledge Bridge Partners 28
- 29. The most important Decision Filter Will this improve user experience? Will thisincrease sales on the website? Will this increase the rate of finalized orders? Will this shift retail customers to the website? Will this retain large customers after stores close? © 2015 Knowledge Bridge Partners 29
- 30. If Focus on Retail Customers… Will this improve user experience? Will thisincrease sales on the website? Will this increase the rate of finalized orders? Will this shift retail customers to the website? Will this retain large customers after stores close? © 2015 Knowledge Bridge Partners 30
- 31. If Focus on Large Customers… Will this improve user experience? Will thisincrease sales on the website? Will this increase the rate of finalized orders? Will this shift retail customers to the website? Will this retain large customers after stores close? © 2015 Knowledge Bridge Partners 31
- 32. Exercise 32 © 2015 Knowledge Bridge Partners
- 33. Additional Techniques Project Opportunity Assessment 1. What problem? 2. For whom? 3. What can be gained? 4. How will we measure? 5. Alternatives? 6. Right people? 7. Why now? 8. How to adopt? 9. Critical success factors? 10. Is it worth it? Problem Statement § The problem of… § Affects… § The impact of which is… § A successful solution would… 33 © 2015 Knowledge Bridge Partners
- 34. Knowledge Partnersbridge UNDERSTANDING SOLUTION(S) Analysis with an Agile Mindset © 2015 Knowledge Bridge Partners 34
- 36. Business Process
- 37. User Interfaces
- 38. Data Models AS IS PUBLIC COMMENT SESSION TRACK PRESENTER TO BE PUBLIC COMMENT SESSION TRACK PRESENTER REVIEW COMMITTEE MEMBER
- 39. Collaborative Modeling Variations § Collaborative Modeling Techniques Technique Descrip-on OrganizaEonal Chart Understand the reporEng relaEonships between people impacted by a soluEon. Value Stream Map IdenEfy opportuniEes for improvement in the operaEons of an organizaEon. FuncEonal DecomposiEon Understand complex processes, systems, funcEonal areas, or deliverables by breaking them down into their simpler consEtuent parts. Process Flow Understand the specifics of a parEcular process for the purpose of idenEfying changes to implement a soluEon. Wireframe Agree upon the nature of a user interface, including what informaEon should be included. Report Mockup Understand the informaEon needs of stakeholders in order to help them answer quesEons or make decisions.
- 40. Scenarios § Scenarios when techniques are helpful When you are in this scenario… These techniques can be helpful Your soluEon has a lot of interfaces with other systems or organizaEons Context diagram Your soluEon is fairly data intensive Context diagram; Logical data model; Data dicEonary You are looking to idenEfy improvements in business processes Value stream map; Process flow Your soluEon is aiming to support decision making or analyEcs Report mockup; Data dicEonary; Logical data model Your soluEon is fairly complicated FuncEonal decomposiEon
- 41. Exercise 41 © 2015 Knowledge Bridge Partners
- 42. Processes Decomposition Submit Session Proposal Submitter can propose a potential session for the conference. Maintain Profile Submitters can provide context on their background and experience Schedule Program Conference Chair can identify rooms and timeslots for sessions
- 43. Business Process As Tricia the Track Chair I can accept a session So that I can determine which sessions are included in the program As Tricia the Track Chair I can recommend a session So that I can indicate whether I think a session should be accepted As Connie the Conference Chair I can see Tricia’s recommendations So that I can consider those sessions for acceptance.
- 44. User Interfaces As Sam the Submitter I can assign keywords to my session So that attendees can find my session based on specific topics. As Sam the Submitter I can identify the level of content in my session So that the right audience will attend my session
- 45. Data Models AS IS PUBLIC COMMENT SESSION TRACK PRESENTER TO BE PUBLIC COMMENT SESSION TRACK PRESENTER REVIEW COMMITTEE MEMBER Review Session Program team can provide feedback on session proposal to the submitter to strengthen the submission. Manage Reviewers Track chairs can maintain the program team for their track.
- 46. Stories represent changes needed In order to guide submitter track selection As Peter Program Chair I want to organize tracks into themes © 2015 Knowledge Bridge Partners 46
- 47. Exercise 47 © 2015 Knowledge Bridge Partners
- 48. When Techniques are Helpful § When Specific Techniques are helpful Technique Define the Problem Space Define a Specific Solu-on Describe an Aspect of the Solu-on Data dicEonary X Context diagram X X X Logical data model X X X State transiEon diagram X Glossary X X
- 49. When Techniques are Helpful § When Specific Techniques are helpful Technique Define the Problem Space Define a Specific Solu-on Describe an Aspect of the Solu-on OrganizaEon chart X X X Value stream map X X FuncEonal decomposiEon X X X Process flow X X Wireframe X X Report Mockup X X
- 50. Collaborative Modeling Variations § Collaborative Modeling Variations Scenario Right People Suggested Acceptance Criteria Define the problem space • Key stakeholders (those with decision-‐ making authority, sponsors) • Team • Shared understanding of scope • Org units impacted • Project objecEves Define a specific soluEon • Key SME • Decision makers • Team • Agreed upon model of future state • Backlog items Describe specific aspects of a soluEon • Impacted stakeholder • TesEng perspecEve • Coding perspecEve Models sufficient for describing the selected backlog item
- 51. Models describe stories As Reed I can add a review to a session So that I can provide feedback to Sam © 2015 Knowledge Bridge Partners 51
- 52. Acceptance Criteria describe stories • One line summary and advice to presenter are required. • One line summary limited to 95 characters. • Choices for “This presentation should be included in the program” are agree, neutral, and disagree. As Reed I can add a review to a session So that I can provide feedback to Sam © 2015 Knowledge Bridge Partners 52
- 53. Examples describe stories © 2015 Knowledge Bridge Partners 53
- 54. Additional Techniques 54 © 2015 Knowledge Bridge Partners Impact Mapping Story Mapping
- 55. Knowledge Partnersbridge CONCLUSION Analysis with An Agile Mindset © 2015 Knowledge Bridge Partners 55
- 56. If you remember nothing else… 1. Maximize Outcome with Minimum Output 2. The purpose of analysis is to build and maintain shared understanding 3. Iterative discovery supports iterative delivery
- 57. Stay in Touch Kent McDonald kentjmcdonald@gmail.com @beyondreqs www.beyondrequirements.com Slides available from: http://www.slideshare.net/kentjmcdonald © 2015 Knowledge Bridge Partners 57