Agile Business Intelligence (or how to give management what they need when they ask for it)
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.
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Agile Business Intelligence (or how to give management what they need when they ask for it)
- 2. Evan Leybourn Lean / Agile Business Leader and Author Melbourne,Australia @eleybourn http://theagiledirector.com CLICK TO DISCOVER MORE
- 3. WHAT DOES BEING âAGILEâ ACTUALLY MEAN? THEAGILE MANIFESTO
- 10. Business change via sustained effort across the organisation
- 11. Business change via sustained effort across the organisation Change Change Change
- 13. 7 +/- 2
- 14. 7 +/- 2 TYPICALTEAM SIZE
- 15. BEGINNINGTHE PROCESS AGILE PROJECTS HAVE MINIMAL INITIATION
- 16. THE DEVELOPMENTTEAM SHOULD BE ENGAGED DURING INITIATION
- 17. CUSTOMER IS FULLY AWARE OF THEIR RESPONSIBILITIES CUSTOMERSSHAREACCOUNTABILITYFOR DELIVERY
- 18. CREATE THE INITIAL PRODUCT BACKLOG (IN LOW DETAIL) ALLOW CUSTOMERSTO SLOWLYDEFINETHEIR NEEDS
- 20. ESTIMATE THE PRODUCT BACKLOG FIRSTORDER ESTIMATE- USING STORYPOINTS
- 22. 1, 2, 3, 5, 8, 13, 20, 40, 100 FIBONACCISEQUENCE
- 23. ITERATIONS SHOULD BE BETWEEN 1 & 4 WEEKS SHORTER ITERATIONS PROVIDE MORE OPPORTUNITIES TO INSPECT &ADAPT
- 24. PRIORITISE THE PRODUCT BACKLOG BEFORETHE PLANNING WORKSHOP
- 25. DEFINE THE BUSINESS GOAL FOR THE ITERATION PART 1: BUSINESS PLANNING
- 26. PART 2:TECHNICALPLANNING DECOMPOSE USER STORIES INTO TASKS (< 1 DAY)
- 27. CREATE THE ITERATION BACKLOG (IN HIGH DETAIL) OWNED & MAINTAINED BYTHE DEVELOPERS
- 28. PLAN, DESIGN & ESTIMATE TASKS TECHNICALSPECIFICATIONS
- 30. KANBAN (ăăă°ă) WORKFLOW MONITORING& VISUALISATION
- 31. MURA: UNEVENNESS MURI: OVERBURDEN MUDA: WASTE UNDERSTANDINGWASTE
- 41. PROGRESS MONITORING BURNUP CHARTS BURNDOWN CHARTS CUMULATIVE FLOW STATISTICAL RUN
- 42. BURNUP CHART
- 43. BURNDOWN CHART
- 44. VELOCITY HOW MUCH WORK CAN BE DELIVERED PER ITERATION
- 45. DISCOVERY
- 46. SCOPE CREEP
- 47. PLATEAU
- 49. TRACKING EPICS
- 51. CYCLE TIME RUN CHARTS
- 52. DIFFERS BY ORGANISATION WHAT DOES âDONEâ MEAN?
- 53. PRESENT & REVIEW COMPLETED WORK TO THE CUSTOMER ITERATION REVIEW
- 54. RETROSPECTIVE & KAIZEN (æčć) CONTINUOUS IMPROVEMENT
- 56. 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
Hinweis der Redaktion
- Add ABM/GDAC logo
- Letâs finish off by looking at our original definition of business growth; Business growth comes from applying profitability to customer growth. Profitability comes from delivering services to your customers, accurately and efficiently. Over the last 15 minutes we have looked at some of the mechanisms from the lean and agile traditions that we can apply for adaptable businesses and sustainable business growth. And Iâll leave you on that note. Any questions.