AGILE & BUSINESS ANALYSIS: WHERE DO WE GO FROM HERE? Presented by: Jacob R. Anderson VP of Education AgileDad

Transcription

1 AGILE & BUSINESS ANALYSIS: WHERE DO WE GO FROM HERE? Presented by: Jacob R. Anderson VP of Education AgileDad

2 Jacob R. Anderson, CSP Certified Scrum Professional Agile Trainer & Executive Coach Over 10 Years of Agile Implementation Worked with Start-up Companies to Fortune 10 companies with Agile Implementation Worked with Technology, Services, Financial/Banking, Travel Industry and many others to help implement Agile. Father of 4 boys & 4 girls

3 Getting to know you (3-5 min) Turn to someone next to you and ask these questions What is your name and the company you are with? What is the biggest challenge you are facing in your current project/business? What do you enjoy doing in your spare time? DYNAMIC PEOPLE

4 Three Roles within the Agile Team: Product Owner Advancing the Product ScrumMaster Process Guide and Director Team Member Figuring out How to implement the solutions Where does this leave the Business Analyst? DYNAMICS OF THE AGILE TEAM

5 Frequent Opportunities to: 1. Inspect and Adapt 2. Have Faster Time to Market 3. Improve and Increase Quality WHY AGILE?

6 1. Customer satisfaction 2. Welcome changing requirements 3. Working software delivered frequently 4. Daily Cooperation between business people and developers 5. Motivated Individuals 6. Face-to-Face conversations 7. Working software shows progress 8. Sustainable development 9. Technical Excellence 10. Simplicity 11. Self-Organizing Teams 12. Regular team reflection

7 Right Product, Client and Time-to-Market Almost 65% of Features are Rarely or Never Used For Agile to be successful, the solutions need to drive value for the right people Nice features - 6 months, 1 year or 3 years ago Who is the person to identify value? BUSINESS ANALYSIS IS THE MOST MISGUIDED ASPECT WITHIN AGILE PROJECTS

8 Product Ownership Cloud Business relevance, technical feasibility and customer acceptance. Business Analysis, Technical Analysis and Functional Analysis Product Owner PRODUCT OWNERS NEED HELP IDENTIFYING THE RIGHT FEATURES

9 What does Agile mean for me? Business Analysts Technical Analysts Functional Analysts Portfolio Managers Release Managers ScrumMasters Agile Coaches Product Owners CAREER OPPORTUNITIES It s not just about on time, on budget and with the right scope What do we do to make sure the Client is enjoying the experience

10 WANTED Agile Business Analysts BUSINESS ANALYSIS NEEDED NOW MORE THAN EVER

11 INDIVIDUALS AND INTERACTIONS OVER PROCESSES AND TOOLS WORKING SOFTWARE OVER COMPREHENSIVE DOCUMENTATION CUSTOMER COLLABORATION OVER CONTRACT NEGOTIATION RESPONDING TO CHANGE OVER FOLLOWING A PLAN The Agile Manifesto BUSINESS ANALYSIS MANIFESTO?

12 Bridge Roadmap Communication Broker Facilitator Political Mentor ScrumMaster Product Owner Testing Business Change Agent Compass Translator KEY ATTRIBUTES / SKILLS OF AN AGILE BUSINESS ANALYST

13 Intimate Knowledge of the Product Make Developing and Testing Easier Attention to Detail WHAT IS NEEDED?

14 Business Drivers - Why do we need to make Change? Business Vision - What does the business look like after we make the change? Business Objectives - How do we measure our success? Business Requirements - What elements need to be implemented in order to realize the vision? Business Rules - What conditions govern the behavior of the implemented solution? BUSINESS DIRECTIONS AND MEANINGS

15 Business Drivers - Why do we need to make Change? Who is the solution helping? What problem are you solving? What need is being addressed? Why do we need to implement the solution? Why is the solution time sensitive, cost conscience or otherwise realizing a benefit? BUSINESS DRIVERS: AUDIENCE IDENTIFICATION / APPEAL

16 Business Vision - What does the business look like after we make the change? Unlike our current state Primary differentiators Competitive advantages Why is the solution time sensitive, cost conscience or otherwise realizing a benefit? BUSINESS VISION: WHAT DOES THE CHANGE DO?

17 Business Objectives - How do we measure our success? Quantify the Solution How is it generating savings, revenue, client satisfaction or some combination of the three? An increase from 1 to 2 is not the same as an increase from 100 to 200 or 1,000 to 2,000. Don t compare apples to oranges! BUSINESS OBJECTIVES: VALUE GENERATION

18 Business Requirements - What elements need to be implemented in order to realize the vision? Do you always need a process model? Where is the balance with Just Enough requirements? Use Cases vs. User Stories Prototyping, Mock-ups & Storyboards BUSINESS REQUIREMENTS: IT S AN AGILE, AGILE, AGILE, AGILE WORLD

19 Business Rules - What conditions govern the behavior of the implemented solution? Acceptance Criteria Definition of Done Scope Definition In or Out Regulations, Parameters Contract Limitations Technology Constraints BUSINESS RULES: KNOWING WHEN TO EXIT

20 Business Analysis Summary: Ask the Right Questions and then Ask Them Again Involve People at All Levels - Collaborate Make a Decision Don t be Afraid to Change Direction Don t get Bogged Down with the Details AGILE BUSINESS ANALYSIS THE HEART OF AGILE SUCCESS

21 CONTACT INFORMATION: Jacob Anderson, CSP, CSM, CSPO Vice President of Education AgileDad Phone: