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Agile for Business Analysts
This document summarizes an Agile Methods presentation by John Goodpasture. It discusses how Agile focuses on delivering value to customers through frequent incremental deliveries, working in small self-managed teams, and establishing a backlog to guide and prioritize work. It emphasizes that requirements will evolve over time and success relies on embracing change rather than fighting it. Value is realized when customers pay or benefit from the project outcomes, with the overall goal of transforming investments into customer value.
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Agile for Business Analysts
- 1. Agile Methods for BusinessAnalysts © 2009 – 2010 SQUARE PEG CONSULTING, LLC ALL RIGHTS RESERVED
- 2. Today’s speaker John Goodpasture,PMP Program manager, system engineer, author, and coach Managing Principal Square Peg Consulting, LLC www.sqpegconsulting.com www.johngoodpasture.com
- 3. John’s new book • Agile in the enterprise • Multiple methodologies thoroughly explained • From business case to benefit capture PUBLISHED BY J. ROSS PUBLISHING
- 4. Production assistance fortoday’s presentation from Todd W. Ruopp A speaker, facilitator and coach who promotes understanding and integrated teamwork Co-founder & President of Unleashing Performance, Inc.™ Todd empowers professionals to develop the knowledge & ability to drive personal, professional and organizational growth. www.unleashingperformance.com
- 5. It’s not aboutproductivity Dilbert We need 3 more programmers. Boss Use agile programming methods. Dilbert Agile programming does not mean doing more work with less people. Boss Find me some words that do mean that and ask again Dilbert™ is a creation of Scott Adams
- 6. It’s not theholy grail • Almost any methodology can be made to work on some project. • Any methodology can manage to fail on some project. • Heavy processes can be successful. • Light processes are more often successful, and more importantly, Alistair Cockburn the people on those projects credit the success to the lightness of the methodology.
- 7. It’s about requirements! Andrequirements analysis The Requirements Paradox • Requirements must be stable for successful development; but user requirements are never stable • We don’t want requirements to change, but because changing requirements are a known risk, we should provoke change now. Niels Malotaux
- 8. Requirements Dilemma Not everything the customer wants is known at the outset Requirements evolve with operational experience
- 9. Build in Increments Freezerequirements over short cycles Define a little, build a little Allow evolution, encourage creativity Embrace change and innovation
- 10. No Big Bang! Waitinguntil the end invariably misses the mark
- 11.
- 12. 1 Leadership & Management Embrace change — rather than fight it Accept incremental progress and results Respect short delivery cycles Keep value proposition current and relevant
- 13. 2 Best Value Method Orient best value to the customer or end-user Deliver the most bang as seen through the customer’s eyes
- 14. 3 Frequent & Incremental Most Important ELY REMNT EXT GE UR Deliver frequently & incrementally Respect urgency and the importance conveyed by the customer
- 15. 4 Small Teams Six to twelve people Self-managed Performance oriented
- 16. 5 Coach for success Focus relentlessly on outcomes, not activities Knock down barriers to team success Communicate to sponsor and beneficiaries
- 17. Value begins in thebusiness case Business case: a framework for details Only the goal—the shape of the outcomes—not the details ‘Just enough’ for a mind’s eye of how it will be ‘Just enough’ for compelling attraction
- 18. Value in ThreeSteps 1 3 Customer pays Sponsors or accumulates visualize and advantage to realize invest value of investment 2 Project transforms investment into outcomes with potential customer value
- 19. Investment, Milestones &More Milestones, Investments, Vision, not Details will not Gantt charts not budgets specifications emerge Milestone
- 20. The Incremental Project 1+2+3=6 Most Urgent Most Important Least Urgent ortant Least Imp Partition project goals Sequence the most urgent first Schedule sequences to hit milestones
- 21. Use Cases, UserStories, & Backlog Use Case Scenarios Actionable backlog User Stories Vignettes
- 22. Dynamic Backlog Cycles Mustbe completed Should be completed Backlog cycle One Time box Lessons learned Creative ideas New cycle plan Copyright 2010 John Goodpasture, All Rights Reserved 22
- 23. Time boxes regulateteam work Increments of the backlog are delivered at milestones Work on Feedback Make Course Backlog Corrections TIMEBOX Milestone
- 24. Team work benchmarks Time box throughput: rate of go-live value added Throughput benchmark: enables planning predictably
- 25. Cadence is the key
- 26. Plan to thehorizon Team 1 Team 2 END Team 3 All time boxes are planned within one horizon
- 27. Throughput Accounting MeasureValue Added to the business Throughput only measures “value added”
- 28. Benefit realization Throughput is where the benefit is Benefit is not realized until customer pays and / or Benefit is realized when the deliverable advantages the customer
- 29. Beneficiary linkages Sponsorrecovers investment Project manager earns the value of the deliverable Beneficiary pays according to the value of benefits
- 30.
- 31. Square Peg Consulting,LLC Send John questions at [email protected] johngoodpasture.com PUBLISHED BY J. ROSS PUBLISHING