beyond sw agility, how to drive business agility transformation

Beyond SW Agility, how to drive

Business Agility TransformationGaetano Lombardi, Program Manager HCL

Pierpaolo Salvador, Project Manager HCL

Enterprise Hotel, Corso Sempione, 91-93, Milano

© International Institute of Business Analysis

HCL is a business enterprise with presence in the fields of Technology and Healthcare. Founded in 1976 as one of India's original IT garage start-ups, the HCL enterprise currently comprises three companies in India - HCL Technologies, HCL Infosystems and HCL Healthcare with annual revenues of US$ 6.5 billion and over 95,000 professionals from diverse nationalities operating across 31 countries including over 500 points of presence in India. In the technology space, HCL’s offerings span a wide range of software and hardware services and solutions including R&D, Technology Services, Enterprise and Applications Consulting, Remote Infrastructure Management, IT Hardware, Systems Integration, Distribution of Technology and Telecom Products. A new entrant in Healthcare, HCL aims to provide innovative medical services, products and training to meet the growing demand for quality Healthcare in India. For further information, visit www.hcl.com


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Agenda

� AGILE and LEAN Transformation: SW Agility

� AGILE and LEAN Transformation: Business Agility

� The Efficiency Paradox

� Operational Strategy Application

� Lesson Learned


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Project Success Rate increases


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AGILE and LEAN


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AGILE (LEAN) Transformation

AGILE and LEAN transformation often focuses on process improvement benefits adopting ad hoc methods and toolsTipically:

� Established lifecycle from idea to working software� Transparency of software development process� Structured approach to requirements management� Reliable planning and estimation practices� Action plan for continuous improvement for the teams (based on a team /

enterprise retrospective).


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BABOK® Guide Heating Map


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Business Analysis Process BABOK ver 2.0

Develo

pm

ent

Pro

ject

Busin

ess A

naly

st

2.1 Plan Business

Analysis Approach

2.2 Conduct

Stakeholder

Analysis

2.3 Plan BA

Activities

2.4 Plan BA

Communication

2.5 Plan Req’ts

Mgt Process

2.6 Manage BA

Performances

5.1 Business

Need

3.1 Prepare for

Elicitation

4.1 Manage

Solution Scope &

Requirements

6.1 Prioritize

Requirements

4.4 Prepare

Req’ts Package

4.5

Communicate

Requirements

4.2 Manage

Req’ts

Traceability

3.2 Conduct

Elicitation

Activities

3.3 Document

Elicitation

Results

3.4 Confirm

Elicitation

Results

6.3 Specify &

Model Results

5.1 Define

Business Need

7.4 Define

Transition

Requirements

4.3 Maintain

Req’ts for Re-

Use

7.1 Assess

Proposed

Solution

7.2 Allocate

Requirements

5.2 Assess

Capability Gaps

5.3 Determine

Solution

Approach

5.4 Define

Solution Scope

5.5 Define

Business Case

7.5 Validate

Solution

6.2 Organize

Requirements

6.4 Define

Assumptions &

Costraints

Solution Selection or

design

Solution

Implementation

7.3 Assess

Organization

Readines

6.5 Verify

Requiremments

6.6 Validate

Requiremments

7.6 Evaluate

Solution

Performance

Legend BABOK Guide Tasks Application: RED frequently applied; Orange applied; Green Less Applied

Stakeholders Engagement Heating Map

Business AnalystCustomerDomain SMEEnd UserImplementation SMEOperational SupportProject ManagerSupplierTesterRegulatorSponsor


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Legend BABOK® Guide Stakeholders: RED frequently engagedOrange engagedGreen Less engaged

Solution Requirements

SW Agility vs Business Agility

� Large part of organization starting AGILE or LEAN transformation have not succeeded in getting the benefits that they hope from it, as achieving business agility “rapidly responding with solutions that address business and customer needs”

� Adopting AGILE or LEAN methods and tools for business process is, in fact, somewhat misleading, because it assumes that AGILE or LEAN is a collection of methods and tools.

� But that it is not AGILE or LEAN. LEAN or AGILE is an operation strategy. Therefore the question is “How do we realize a LEAN / AGILE implementation strategy ?”


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Resource Efficiency vs Flow Efficiency


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System effects of the two Strategies


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Lean as Operational Strategy


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Strategy to increase Resource Efficiency

Strategy to increase Flow Efficiency

BABOK® Guide Heating Map


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Deve

lop

me

nt

Pro

ject

Bu

sin

ess A

na

lyst

Legend BABOK ® Guide Tasks Application: RED frequently applied; Orange applied; Green Less Applied

Stakeholders Engagement Heating Map

Business AnalystCustomerDomain SMEEnd UserImplementation SMEOperational SupportProject ManagerSupplierTesterRegulatorSponsor


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Solution Requirements

Business Requirements

Stakeholders Requirements

Transition Requirements

Legend BABOK® Guide Stakeholders: RED frequently engagedOrange engagedGreen Less engaged

From standard process to

Value Stream Mapping


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VSM Analysing Variation and Bottlenecks


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VSM Reducing variations and bottlenecks


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F0

10

F1

49

F2

22

F3 11

F4 10

Slots used

58% on LSV

73% M13A

50% M13B

M14A Features

to be tested before C4

8

TR xxx

TR 40

TR AS 40

2 weeks2,5 days5 weeks2 weeks1/2 weeks1 week

Improvement trend


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Lessons Learned

� Business transformation shall not be executed at lower abstraction levels, methods and tools, but shall start from values and principles.

� Shared Operational Strategy, connected to Business needs, has been the guiding light

� BABOK Guide in Business Transformation. Some of the processes becomes hotter than others and key for success:� Conduct Elicitation Activities� Assess capability Gaps� Define Solution Scope� Assess Organization Readiness� Define Transition Requirements� and Communication …

� Among techniques: Focus Group, Interviews, Metrics and Key Performance Indicators, Process Modelling, Observation, have been the key practices to run the operational improvements.


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Thanks!

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beyond sw agility, how to drive business agility transformation

Documents

business process

business enterprise

business need

business case

engaged solution requirements

lean methods

solution scope requirements

sw agility agile