Agile & Business Analysis: A Successful Combination
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1) The document summarizes a presentation by Luiz Claudio Parzianello on how Agile and Business Analysis can successfully combine. 2) It outlines the 12 principles behind the Agile Manifesto, including prioritizing customer satisfaction, welcoming changing requirements, and frequent delivery of working software. 3) It defines business analysis as understanding how organizations function and determining courses of action to achieve goals and objectives. Business analysts help ensure stakeholders remain in agreement on solution scope. 4) The document discusses how business analysis fits within a Scrum framework, with the Product Owner responsible for maximizing value and a cross-functional team without specialized roles like a dedicated business analyst.
Agile & Business Analysis: A Successful Combination
- 1. Santa Cruz de la Sierra, March 12 AGILE & BUSINESS ANALYSIS A Succesful Combination By Luiz Claudio Parzianello
- 2. About the Speaker Luiz C. Parzianello holds a BSc. in Electrical Engineering from Pontifical Catholic University of Rio Grande do Sul (PUCRS) and a MSc. in Systems Engineering from São Paulo University (USP). He’s the President of the IIBA Porto Alegre Chapter (Brazil) and member of the core team who developed the Agile Extension to the BABOK. He has been acting as an IT professional for 25 years and as an Agile Coach and Trainer for 9 years. Currently, he’s a Management Consultant at the RBS Group (Porto Alegre, RS, Brazil). Twitter @lcparzianello
- 3. Principles Behind the Agile Manifesto 1) Our highest priority is to satisfy the customer through early and continuous delivery of valuable software software. 2) Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage advantage. 3) Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the timescale. shorter timescale 4) Business people and developers must work together daily throughout the project.
- 4. Principles Behind the Agile Manifesto 5) Build projects around motivated individuals Give them individuals. the environment and support they need, and trust them to get the job done. 6) The most efficient and effective method of conveying information to and within a development team is face-to- conversation. face-to-face conversation 7) Working software is the primary measure of progress. 8) Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
- 5. Principles Behind the Agile Manifesto 9) Continuous attention to technical excellence and good design enhances agility. 10)Simplicity -- the art of maximizing the amount of work not done -- is essential. 11)The best architectures, requirements, and designs emerge from self-organizing teams self- teams. 12)At regular intervals, the team reflects on how to become more effective then tunes and adjusts its effective, behavior accordingly.
- 6. What is Business Analysis (BA)? Business analysis involves understanding how organizations function to accomplish their purposes, and defining the capabilities an organization requires to provide products and services to external stakeholders. It includes the definition of organizational goals, how those goals connect to specific objectives, determining the courses of action that an organization has to undertake to achieve those goals and objectives, and defining how the various organizational units and stakeholders within and outside of that organization interact.
- 7. What is Business Analysis (BA)? The focus is to determine The focus is to determine the BA activities which solution best fits the business need The focus is to ensure that The focus is to identify stakeholders and the project and understand needs team remain in agreement on and concerns the solution scope The focus is to define a solution scope that can feasibly be implemented The focus is to enable the project by the business team to implement a solution that will meet the needs of the sponsoring organization and stakeholders BABOK® Guide Version 2.0
- 8. What about Business Analysts? A business analyst is any person who performs business analysis activities no matter what their job title or activities, organizational role may be. Business analysis practitioners include not only people with the job title of business analyst but may also include analyst, business systems analysts, systems analysts, requirements engineers, process analysts, product managers, product owners, enterprise analysts, business architects, management consultants, or any other person who performs the tasks described in the BABOK® Guide, including those who also perform related disciplines such development, as project management, software development, quality assurance, design. assurance, and interaction design
- 9. Business Analysis and Scrum? Some examples from Scrum Guide (Oct 2011) The Product Owner is responsible for maximizing the value of the product cross-functional, Development Teams are cross-functional and the work of the Development Team. with all of the skills as a team necessary to create a product Increment; Scrum recognizes no titles for Development Team members other than Developer regardless of the work being performed Developer, by the person; there are no exceptions to this rule; Development Teams do not contain sub- teams dedicated to particular domains The Sprint Goal may be a milestone in like testing or business analysis. the larger purpose of the product roadmap. The Product Backlog is often ordered by value, risk, priority, and necessity.
- 10. Business Analysis and Scrum?
- 11. Business Analysis and Scrum? Based on Tom Gilb http://stakeholdervalues.com/Value+Product+Owner 1 to 4 weeks cycle Stakeholders 1 to 4 weeks cycle Product Owner Business Vision SCRUM Business Vision Product Vision Prioritization Verification Verification Product Vision Prioritization Business Product Owner Owner Value Management Development Management Value Manag.
- 12. Business CusBizProDevOps SEO/Data Services Analytcs Engineers Product & Dev Systems Strategy Operations Management Operations Operations Operations Analysts Product Testing Release Releases Engineers Software Strategy Product Development Development Development Management Master Scrum Product How could we work? Demands MMF Product Business Owner Strategy Designers Product Management Product Product Product UX Business Demands MVP Business Business Owner Analysts Vision Business Business Business Management Market Perceptions BVI
- 13. What could be done? Value Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Business Perspective New Capabilities Launch Business Value Increment suports Product Perspective Minimum Marketable Features Release Minimum Viable Product results Process Perspective PDCL PDCL PDCL PDCL PDCL Better Performance manages Project Perspective Integration, Acquisitions, Costs & Risks Time
- 14. The Basic Principle of Agile BA ... The Dude’s Law By David Why Value = Hussman How
- 15. Seven Guidelines to the Agile BA ... http://tinyurl.com/AgileExtensionBABOK
- 16. 1) Learning to see ... DISCOVERY whole! See the whole! “In an agile context, business analysis views the entire system of people, process, and technology to find where true value lies and to help organizations maximizes the likelihood of delivering a valuable and valued solution.” Useful Techniques Business Capability Analysis Personas Value Stream Mapping
- 17. 2) Learning to think ... DISCOVERY customer! Think as a customer! “Agile analysis pays special attention to the voice of the customer to understand their values and expectations. Backlog items represent work to be done and convey customer thinking, and can be represented through prototypes, user stories, epics, MMFs, etc.” Useful Techniques User Stories Story Elaboration Story Decomposition Story Mapping Storyboarding
- 18. 3) Understanding value ... DISCOVERY Analyze to determine what is valuable! “The agile approach is distinct in that value is continuously assessed and prioritized to ensure that the most valuable work is delivered at any point in time, always using the end customer perspective. It is also imperative to challenge those requirements that do not support the business goals.” Useful Techniques Backlog Management Business Value Definition Kano Analysis MoSCoW Priorization Purpose Alignement Model
- 19. 3) Understanding value ... DISCOVERY Capabilities can guarantee Results Productivity Quality Losses Gains Oportunities Compliance Reduce Increase Efficiency Effectiveness Avoid Protect People & Processes Market & Financial
- 20. 4) Getting real ... DELIVERY Get real using examples! “To confirm what is valuable, it is common to use concrete examples to both elicit and validate product needs. Models may be useful for the team but examples are more concrete for the customer. These techniques engage customers in requirements elicitation, analysis, and validation.” Useful Techniques Behaviour Driven Development Prototyping
- 21. 5) Getting done ... DELIVERY Understand what is doable! “Technology stakeholders are empowered by effectively analyzed needs. It helps them determine how much work they can deliver at any given point in time, identify product requirements options, and provide recommendations to business partners on solutions.” Useful Techniques Estimation Planning Workshop Real Options
- 22. 6) Getting better ... DELIVERY Stimulate Collaboration & Continuous Improvement! “Facilitative techniques enable efficient and effective collaboration and accelerate a team's ability to define and deliver products. We actively create an environment where all project stakeholders can contribute to the overall project value, ideally in face to face facilitated workshops.” Useful Techniques Collaborative games Retrospectives
- 23. 7) Avoid waste! DELIVERY “Always be on the lookout for, and avoid, anything wasteful. Any activity that does not contribute directly to ensure that the needs of the customer are understood and that the team delivers what the customer really need is waste.” Useful Techniques “Ensure that all documentation produced through business Lightweight Documentation analysis is intended to fulfill an immediate need, has clear value for stakeholders, and does not create unnecessary overhead.” overhead.”
- 24. 3 Final Messages ... 1) Business Analysts shouldn’t be order takers ... Business Analysts should be transformation agents for both customers and team members! 2) Business Analysis is not exclusive to Business Analysts ... Learn and practice what could make you more valuable! 3) Do your best! Understand that you are not only responsible for discovery but also for delivery.
- 25. Thank you! [email protected] http://www.slideshare.net/parzianello @lcparzianello