the PowerPoint provides more details and information, don't pick a basic process
MGMT4066_Process Mapping Agile.docx Individual Assignment – Process Mapping 10% 1. Choose a process that you are familiar with, as either an end-user in your daily life (for example a banking process) or a service that you provide in your job. This process should: o have 4-5 actors, with 4-5 swim lanes o at least 10 process steps (Rectangles), o at least three decision points (Diamond), o can either be a manual process or an automated one o this can even be an app that you use (but make sure it meets all the criteria above) o identify the actors and activities for this process and prepare an activity chart. Steps Actors Activities Step 1 Actor 1 Activity 1 Step 2 Actor 2 Activity 2 Step 3… Actor 3… Activity 3…. 2. Map your process using Microsoft Word, PowerPoint, Lucid Charts, Visio or any diagraming application. 3. Do not use a process such as preparing a meal, getting ready for work/school, buying groceries, washing a car, or any other mundane task. Such a process will not be accepted and will be given a grade of zero. Costin Laurentiu MGMT 4066 – AGILE PROJECT MANAGEMENT
[email protected] Class 3 – Business Analysis and Requirement Gathering 1 Today’s agenda: Agile Project Charter Value Stream Mapping User Story Identification and Prioritization Elements of a Good User Story Customer Satisfaction and the Kano Model Lean’s Seven Forms of Waste 2 2 Create Agile Project Charter Define and describe a value stream map. Describe the components of a user story and how to follow the INVEST and 3C approach to ensure user stories are created with quality. Describe the MoSCoW approach to user story prioritization. Describe how business value can be identified using the Kano model. Identify Lean’s seven forms of waste. 3 TODAY’s LESSON expectations Chapter 4: Capturing and Prioritizing User Stories through the Value Stream 4 AGILE PROJECT INITIATING Also know as Process Mapping (in Business Analysis & Lean Six Sigma) Value stream mapping is a Lean management technique that analyzes the current state of a process to identify and remove waste. The goal of value stream mapping is to design a more efficient future state process. 5 Value Stream Mapping A stream flows most efficiently when there are no obstructions to affect its current. Obstructions can be any one of the three forms of waste: mura, muda, muri, or non-value activities. A future state process is a re-envisioned process with obstructions removed to achieve better efficiency, or flow, resulting in greater customer value. 6 Value Stream Mapping (cont.) 7 Value Stream Mapping Nodes and Icons 8 Value Stream Map Example Check videos: https://www.youtube.com/watch?v=PeOkH0obZb8 https://www.youtube.com/watch?v=G-EOpgw9RBk 8 9 Value Stream/ process Map Example (simple) https://www.youtube.com/watch?v=wLkvvqypq1E https://www.youtube.com/watch?v=wLkvvqypq1E 9 10 Value Stream/ process Map Example (Detailed) https://www.youtube.com/watch?v=l3mi-Y4leiM https://www.youtube.com/watch?v=l3mi-Y4leiM 10 11 Value Stream/ process Map Example (more example) https://www.youtube.com/watch?v=4W-vLESAhoo https://www.youtube.com/watch?v=4W-vLESAhoo 11 Value streams help identify requirements and user stories. Once identified, requirements or stories should be prioritized. The MoSCoW prioritization model, developed helps to organize and structure requirement and user story priority. Must-have requirements—These requirements are mandatory. The project cannot launch unless they are fulfilled. Should-have requirements—These requirements are high priority. Their absence may not prevent a project from launching but may prevent an organization from realizing the full benefit of the project. Could-have requirements—These requirements aren’t as high in priority but could represent additional value. Won’t-have requirements—These requirements will not be included in a release or project. They can be included in later phases, but for the purpose of the project, are removed from planning and further discussion. 12 Prioritizing Requirements and User Stories 13 Moscow prioritization technique https://www.youtube.com/watch?v=QfZo9cxnQgY 13 For the purposes of planning, requirements should be distributed across categories. Must-have requirements should not exceed 60 percent of the overall distribution. A greater percentage can add additional risk to the project. Could-have requirements should not exceed 20 percent of the overall distribution. More than this would indicate that the project may not be achieving business value, and numerous superficial features or requirements are being implemented. Should-have requirements should represent the difference between the must-have and could-have requirements. 14 Balancing Requirement Priority User stories typically follow a simple template: As a
, I want so that . Additional elements of a user story include the following: Size/points—These are used to help estimate the user story for planning purposes. Business value—This captures the value the user story contributes to the organization, project mission, or customer and can help prioritize the story. Verification criteria—These capture how the user story can be verified as complete and will be covered later in this chapter. 15 User Story Cards 16 User Story Cards 17 User Story Cards User stories should follow the INVEST guideline. INVEST is an acronym that outlines the attributes that define high-quality user stories. Independent—The story is discrete and can be fulfilled independently of other user stories. Negotiable—The story is open to negotiation of how it can be best fulfilled. Valuable—The story contributes to achieving value. can be Estimated—The story can be estimated by the development team. Small—The story is discrete and incremental in achieving value. Testable—The story can be verified and validated. 18 INVEST in Creating Good User Stories The INVEST approach supports the 3 Cs of user story creation. Concise/card—The user story is short enough to fit on a 4 × 6 card. Conversation—The user story is supported by a conversation or is a starting point for a conversation between business and project teams. Confirmation—The user story should include acceptance criteria to help the development team better understand the requirement and expectations of the story. 19 The 3 Cs of User Story Creation Agile user stories need to be specific enough to estimate. Therefore, stating that a user would like to manage customers using a single interface may not be broken into sufficient detail for the development team to estimate. When considering how to further decompose a user story, the CRUD approach can be used. CRUD is an acronym that represents standard functions for most software. Create—The action of adding a new entry into a system Read—The action of being able to retrieve and review a system record Update—The action of modifying an existing system record Delete—The action of removing, hiding, or disabling a system record 20 Decomposition of User Stories Test-driven development requires the verification criteria to be created before the code; this approach can help developers ensure they build a feature that will pass verification. TDD supports the Lean concept of jidoka. Jidoka is a Japanese term. The goal of jidoka is to support activities that “build in” quality. Rather than identifying defects after a product has been completed, the goal of jidoka is to minimize defects from occurring in the first place by fixing the defect-causing behaviour at its source. 21 Building Quality In Business value is another key concept to both a good user story and Lean. Lean defines a value-added activity as one that meets these criteria: It transforms the product or service. Customers are willing to “pay” for it. It must be done correctly the first time. 22 Ensuring User Story Value To help visualize value, user stories can be placed in a Kano model. The Kano model is a product development and customer satisfaction approach. The Kano model breaks products into categories that help identify activities that drive customer satisfaction and business value. Must-be or needs qualities—This category captures the elements that customers often take for granted and that, if not fulfilled, create customer dissatisfaction. One-dimensional or wants qualities—This category is linear. Customers are satisfied if their wants are fulfilled and are dissatisfied if their wants are left unfulfilled. Attractive or delighter qualities—This category provides satisfaction when fulfilled but does not generate dissatisfaction if left unfulfilled. 23 Visualizing Value and Customer Satisfaction 24 KANO Model https://www.youtube.com/watch?v=U4eERNtgQo8 https://www.youtube.com/watch?v=U4eERNtgQo8 24 Another method of identifying value is the elimination of waste. Value stream mapping identifies obstacles that are impeding a process from achieving optimal flow. Business value can be assigned to a story by identifying the type of obstacle(s) a story removes. Lean identifies seven forms of waste: Transportation waste—Materials, information, or resources are unnecessarily moved to fulfill a process. Waiting waste—Resources are idle while they wait for a dependent process or activity to be completed. Overproduction waste—Resources are producing more than necessary to achieve customer needs. Defect waste—The process results in an unacceptable outcome. Inventory waste—Additional resources or work in progress items do not directly contribute to or impede a process’s ability to achieve customer value. Movement waste—Materials, information, or resources are excessively moved to complete a specific process activity. Extra processing waste—Work is performed that is not required to satisfy the customer need. 25 Lean’s Seven Forms of Waste Consider the application of value stream mapping and user story prioritization through MoSCoW and Kano approaches. What other business processes could be supported by such activities? 26 Prioritizing User Stories and Other Business Processes Review case study 4.1 from the text. 27 Case Study Review Consider your approach to your studies. Create a value stream/ process map. Identify where there may be waste. 28 In-Class exercise The role of value stream/ process mapping to identify user stories and requirements How to prioritize user stories using the MoSCoW model How to create high-quality user stories using INVEST and 3Cs How the Kano model can be used to identify business value Lean’s seven forms of waste 29 What We Learned Today Capturing and Prioritizing User Stories Review of Assignment 1 draft + Prepare activity table Prepare an activity table with all the steps and actors (see sample below) for your project 30 Next Lesson StepsActorsActivities Step 1CustomerCalls restaurant for reservation Step 2Restaurant ManagerConfirms availability Step 3CustomerVisits restaurant Step 4WaitressCollects order Step 5ChefCooks food Step 6WaitressServes food Step 7CustomerPays bill Next week – Capturing and Prioritizing User Stories Costin Laurentiu [email protected] 31 .MsftOfcThm_Background1_Fill { fill:#FFFFFF; } .MsftOfcThm_Background1_Fill { fill:#FFFFFF; }