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Agile Business Analysis

Milan, 10 march 2017

Michele MaritatoMBA, PMP, PMI-RMP, CBAP, CSM, PSM I, PSPO I, PMI-ACP

2

• PLAN DRIVEN VS CHANGE DRIVEN

• AGILE VALUES AND PRINCIPLES

• GROUP WORKS

3

What is Business Analysis

•Business Analysis is the practice of enablingchange in an enterprise by defining needs and recommending solutionsthat deliver value to stakeholders

BABOK® Guide – 3°edition

From Kevin Brennan’s presentation

4

The Scope of Business Analysis

Traditional BA Space

Pre-Project Project Post-Project

Strategy Analysis

RADD

Solution Evaluation

Rationale Delivery Benefits

5

Plan Driven (Waterfall)

• Plan for the entire project up-front

Cost of Change Requests

Implemented features, how often they are used ?

Standish Group

6

The Agile Manifesto’s Statement of Values

Process and ToolsIndividuals and

Interactionsover

Following a PlanResponding to

Changeover

Comprehensive

DocumentationWorking Systems over

Contract NegotiationCustomer

Collaborationover

http://agilemanifesto.org/

Kent Beck

Mike Beedle

Arie van Bennekum

Alistair Cockburn

Ward Cunningham

Martin Fowler

James Grenning

Jim Highsmith

Andrew Hunt

Ron Jeffries

Jon Kern

Brian Marick

Robert C. Martin

Steve Mellor

Ken Schwaber

Jeff Sutherland

Dave Thomas

(2001)

7

The 12 Principles of the Agile Manifesto (1)

1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software

2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage

3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale

4. Business people and developers must work together dailythroughout the project

5. Build projects around motivated individuals. Give them 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-face conversation

http://agilemanifesto.org/principles.html

8

The 12 Principles of the Agile Manifesto (2)

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

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

12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly

http://agilemanifesto.org/principles.html

9

Change Driven (Scrum)

• Scrum (“Empirical”) - Iterative and Incremental

Change for free

“3” pillars:1. Transparency2. Inspection3. Adaption

10

Pig

s: t

he

Scru

m T

eam • Team

• ScrumMaster

• Product Owner

Ch

ick

en: t

he

stak

eho

lder

s • Management

• Customer

• Users

Distributing accountability: the Scrum Team

11

The Product Owner

• Is responsible for maximizing the value of the product and the work of the Team

• Is the sole person responsible for managing the Product Backlog

1. Expressing the items

2. Ordering (prioritize) the items to best achieve goals and missions

3. Optimizing the value of the work the Team performs

4. Ensuring that the Product Backlog is visible, transparent, and clear to all

5. Ensuring the Team understandsitems to the level needed

Busin

ess S

takehold

ers D

evelo

pm

ent T

eam

more, more, more…

less, less, less…

12

Group 1 will explore

Process and

Tools

Individuals and

Interactions ove

r

Following a

Plan

Responding to

Change over

Comprehensive

Documentation

Working

Systems ove

r

Contract

Negotiation

Customer

Collaboration ove

r

13

Group 2 will explore

Process and

Tools

Individuals and

Interactions ove

r

Following a

Plan

Responding to

Change over

Comprehensive

Documentation

Working

Systems ove

r

Contract

Negotiation

Customer

Collaboration ove

r

14

Group 3 will explore

TEAM COMMUNICATION

4. Business people and developers must work together daily throughout the project

5. Build projects around motivated individuals. Give them 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-face conversation

11. The best architectures, requirements, and designs emerge from self-organizing teams

12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly

15

Group 4 will explore

TEAM COMMUNICATION

4. Business people and developers must work together daily throughout the project

5. Build projects around motivated individuals. Give them 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-face conversation

11. The best architectures, requirements, and designs emerge from self-organizing teams

12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly

16

Group 5 will explore

REGULAR DELIVERY OF SOTWARE

1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software

3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale

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

DESIGN EXCELLENCE

2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage

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

17

Group 6 will explore

REGULAR DELIVERY OF SOTWARE

1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software

3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale

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

DESIGN EXCELLENCE

2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage

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

18

General Session

Each Group will give a 15

minutes presentation

19

Agile and the Babok Guide• Change driven approach

• Strong “stakeholder

engagement” planning

• “Plan” for governance

through interactions, over

processes and rules

• Plan for iterative and

incremental releases, and

change in scope

• Organize to work together

with people in co-located

environments

• Plan for exchanging

information deeply,

directly and informally

• Focus on continuous

improvement

• Deep, continuous, informal interaction

with people

• Understand and Communicate value

• (Improve the understanding of

motivation triggers)

• “Agile” modelling

techniques

• Capture value and

motivation triggers

• Include all project work

- also items different

than requs. (e.g. risks,

bugs, …)

• Incremental solutions

• Focus on simplicity

• Accept or reject the

increment

• Approve releases and

evaluate solution

incrementally

• Manage for continuous change of

requirements and scope

• Robust traceability

• Prioritization based on value

• Manage through engaging people

• Organize for higher requ. re-use

20

Agile and the Underlying Competencies

•Creative

Thinking

•Decision

Making

•Learning

•Problem

Solving

•Systems

Thinking

•Conceptual

Thinking

•Visual

Thinking

Analytical

Thinking and

Problem

Solving

Behavioral

Characteristi

cs

Business

Knowledge

Communicat

ion Skills

Interaction

Skills

Tools and

Technology

•Creative Think.

•Decision Mak.

•Learning

•Problem Solv.

•Systems Think.

•Conceptual

Thinking

•Visual Think.

•Ethics

•Personal

Accountability

•Trustworthine

ss

•Organization

& Time

Management

•Adaptability

•Business

Acumen

•Industry

Knowledge

•Organization

Knowledge

•Solution

Knowledge

•Methodology

Knowledge

•Verbal

Communicat.

•Non-Verbal

Communicat.

•Written

Communicat.

•Listening

•Facilitation

•Leadership &

Influencing

•Teamwork

•Negotiation &

Conflict

Resolution

•Teaching

•Office

Productivity

Tools &

Technology

•Business

Analysis Tools

& Technology

•Communicat.

Tools &

Technology

21

Conclusions

The Babok Guide framework

includes Agile, all we need to do is

reading it through an Agile «mind

frame»

The Agile BA’s makes use of agile

BA techniques

+

22

Thank you

23

☺ Michele Maritato

+39.335.5468934

michele.maritato@iiba.org

www.iiba.org

michele.maritato

michelemaritato

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