![]() Early and on-going engagement into prioritization: Gone are the days when setting up priorities was the result of a monthly or quarterly exercise customer/user behaviors change continuously, so should your alignment to their needs.Forcing the definition of acceptance criteria at the time requirements are defined often surfaces areas of the needs that could be better defined or drives important exchanges between engineering and the business. Early involvement into definition of success/acceptance criteria: When I was a BA, little humbled me as much as thinking I had done a good job describing a business requirement only to then freeze when I was trying to define objective criteria that would serve to develop user acceptance test plans.There will be several opportunities to get into detailed requirements as the work unfolds. Early definition of business needs: This is not about producing lengthy system requirements documents, it’s about interaction with software architects and designers early and often to properly describe the needs/expectations of the target users/customers, it’s about making sure the overall context is defined and understood.So which are the crucial touch-points where the right level of engagement from the business can generate the most impact? Directly responsible for substantial loss in productivity across the whole chain, as well as a prominent source of friction in relationships between business and IT, these distractions and interruptions can be avoided with the right level of orchestration and collaboration. ![]() ![]() These “must do now” urgencies are a massive source of distraction for the teams executing the work on both the business and the engineering side. The most common symptom that engineering and the business are not in sync is a constant flow of “management urgencies” that are forced into the current sprint or iteration. Empower people: Let the real user directly represent their needs, and build interaction systems and processes that make it easy for those with the needs to engage across the lifecycle.Eliminate waste: Identifying/removing wait time to reduce overall turn around and cycle times (active participation during needs/requirements analysis, timely inputs into work prioritization, immediate feedback on early prototyping/release).The business must be actively engaged to ensure customer/user needs are properly understood, in-turn ensuring the intended outcome of the application/system is well communicated and understood, and eventually the overall effort is continuously steering toward the right business outcomes Optimize the whole: Development teams cannot get it right by themselves.Let’s take a look at the key principles behind these frameworks and highlight those which mostly impact the behavior of analysts, project/program managers and LoB executives on the business side: This blog will discuss key areas where the Business needs to engage to truly scale these benefits to the organization level. And given that more and more large scale software projects (mobile and web) are driven and managed out of the Marketing or LOB organizations, we need to get to a place where Engineering/IT and the Business share a common vision and framework for continuous software delivery. ![]() That said, these process transformation initiatives too often remain confined within the Engineering or IT side of the house.
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