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Agile – Product Ownership and Business Analysis Models of collaboration to get to viable products Angela Wick BA-Squared, LLC
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Learning Objectives
• Understand the similarities and differences between Product Owners and Business Analyst
• Discover models of Product Ownership Team Roles
• Discover how BAs contribute to the product ownership team
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Angela Wick • CBAP, PMP, PBA, ICP-ACC, ICP-BVA • IIBA BABoK v3 Committee • IIBA Competency Model Chair • BATimes Blogger • PMI BA Guide Expert Reviewer • Lynda.com Author • UMN BA Instructor • BA Mentor & Coach • Agile BA Advocate • Agile PO Coach
BA-Squared, LLC • Training
– BA/Requirements – Agile BA – Agile Product Owner – Virtual Facilitation – Innovation Games
• Consulting – BA/Requirements Practices – Agile Requirements – Agile BA/PO – Agile Coaching
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Where DOES a BA Fit in Agile?
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BA Role in Agile? Heck Yes! • Proof?
– The question is really where does Business Analysis fit in! Not the title!
– The Agile Alliance has partnered
with IIBA on the Agile Extension to the BABOK to promote the role of business analysis since 2010.
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What is a “product”? AProductOwnershipTeamRepresents:ThePRODUCT• Apieceorincrementofvaluetoanendcustomerorenduser.• Apieceorincrementthatcreatesarevenuestream.• ApieceorincrementthatacustomerorusercanuseTHEMVP/MVF(MinimumViableProduct&Features)• Theproductthatmeetsstrategicgoalsandisusable• Theproductthatisnotoverorunderengineeredtomeetthecustomerneedsand
productgoals• Afeaturethatmeetstheusersneed,alignstovalue,isusablefromauser
perspecPve,andtheuserfindsvaluable.It’snotalayerortheproducttechnology,noranunusablefuncPoninisolaPon,butasliceofvaluethroughmulPplelayersandfuncPons.
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What Does a Product Ownership Team Do? • Create, Communicate and Update the
Product Vision
• Create, Communicate and Update the Product Roadmap
• Create and Refine the backlog
• Determine what goes into each release
• Determine what goes in each sprint
• Facilitate value during each sprint
Sprint Backlog
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Who Does Analysis? Product Ownership Team • Discovery Team (PO & BA Roles)
– Discovering Customer Needs – Discovering Operational Needs – Discovering Strategic Needs – Prioritization – Breaking down needs into
smaller increments of value – Defining Minimum Viable
Product/Release/Feature
• Development Team – Analyzing Needs in Detail with
Discovery Team – Bring constraints, feasibility, and
options to the table
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Facilitator of Value (PO & BA) • Provide the team a lens to view the problem
and solution alternatives from
• Remind the team what customer motivators are
• Remind the team what the business strategy is
• Analyze the business context to bring out technical analysis in yourself, the team, and others
• Ruthless focus on value over progress, process and the “cool factor”.
• Human Centered Design Thinker
• Provide the team with context
• Create shared understanding and structured dialog
Lessfocuson:- ComplePngorupdaPng
documents
- GeYngstoriesintoatool
- CommunicaPngwhatthestakeholdersaystheywant
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Telephone Game vs. Team
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3 Pillars of Product Ownership
• Value – Ruthless focus on value to the
organization and strategic alignment
• Engagement – Face to face, high impact forms of
regular communication and close engagement
• Decision Making – Authority to make and facilitate
decisions
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Process Compare Traditional
– Project Charter – Solution Scope – Elicit – Analyze – (Iterate Elicit/Analyze)
– Document – Review – Sign off
Agile – Product Vision – Product Roadmap – Release Plan – Refine the Backlog – Sprint Plan
• Commit to stories • Scope does not change for stories committed to • Design of stories can and does change during
sprint – Iterate all levels and only do the detail of the
upcoming sprint or two
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How Do They Do All This? • Vision Statements, Vision Box, Strategic and Market Analysis
• Roadmap and Value Analysis
• Personas and User Research
• Purpose, alignment, needs, and value analysis
• Context and Process Models
• Story Maps
• User Stories (Epics, and Story Slicing)
• Relative Estimating
• Collaborating with the Technical Team on options, alternatives, feasibility, and architectures
• Holding the Product View, Release View and Sprint View understanding of value
• Facilitating innovative meetings with creative techniques and games to: Refine the backlog, create user empathy, analyze impact, prepare user stories, define acceptance criteria, slice and split out stories
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Most POs are not Trained in this!
• And, BAs need some additional training to refocus as well
• Most “agile” training is specific to a methodology and does not cover the full scopeof the PO role.
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Day in the Life of a PO & BA Time Ac(vity8AM Gettotheofficeandheadtothedailystandup.Listentothedevelopment
teamshareprogressandbarriers,andshareyourownbarriers.Listenforthe team’sunderstandingofvaluetotheuser.
8:15 Basedonthestandup,preparefortheday8:30 Reviewandtestmid-sprintstories,givefeedbacktotheteam.9:00 Planbacklogrefiningsessionforfollowingweek.10:00 Lookatthelatestindustryandcompanynews.Thinkabouthowtheevents
(internalandexternal)mayimpacttheproduct.11:00 Reviewstoriessubmiaedbyotherteammembersforvalue.
Determineiftheyshouldbeaddedtothebacklog.1:00 Prepfortomorrow’sstorywriPngsession.1:30 Meetwiththedevteamtotalkaboutastorycurrentlyinprogress.2:00 Testthelatestupdatesfromthedevteam,providemorefeedback3:00 AaendanesPmaPngsession,providecontextandMVPforstoryesPmaPng.4:00Catchuponemailsandpreparefortomorrow
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Too Much Work? Yep!
• Maybe we need a PO Team?
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PO Team
Discovery Delivery
IfonlyDeliveryhappens,webuildbadstuffevenfasterthanwithtradiPonalSDLCs!
DiscoveryofWHATtheRIGHTproductandfeaturesareiscriPcal!
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Same Problem?
• It’s the same problem that lead us to agile? – Let’s not let new approaches and methodologies
fail by continuing to ignore the business analysis that needs to happen to get to great solutions to make businesses better!
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Is Your Product Ownership Team Fulfilling It’s Mission?
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Models of Product Ownership a) One Product Owner
• ProductOwnerisfullydedicatedtotheproductandteam
• Productownerunderstandstheroleandhastheskills
• ProductOwnerhasdecisionmakingauthority
Workswhen
Ifthesethingsarenotinplace:• Sprintstakelonger• Lessgetsdone(velocityimpacted)• StopsandstartsduetoquesPonsaboutthewhatandwhyofthefeatures• Teammoraledrops,asdecisionsarenotmadequickly.• Theproductandfeaturesbuiltdonotreallymeettheusersandcustomersneeds
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Models of Product Ownership b) Multiple POs & Chief PO
• Porholiolevelandcomplexprojects/programs• MulPpleprojectsforasingleproduct• ProductManagersusedasproductownersandhavemoreexternalmarketfacingrolesaswell
• DecisionsProductOwnersmakeimpactotherproductsandteamsandthePOneedsaquickpathfordecisionresoluPonwiththeotherPOs
Workswhen
AnP-paaerns:• Decisionmakingslowsdownthepace• Decisionsbecomeacommiaeedecision,vsPOhavingauthoritytomakethem• Teamsareorganizedbysystemapporsystemcomponentwillstruggletodeliver
value
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Models of Product Ownership c) PO and BA Partnership
• ProjectistoobigforjustaPO• POisnotabletocommitfullPmetotheproject• BAcanmakedecisionsonbehalfofPOandclarifyquicklywiththem
• TheycancollaboratedailytocatchuponthedaysacPviPesanddecisions
• POworksmoreexternalonmarkets,products,strategy….BAfacesinternaltotheteam,focusingondetails,gaps,andkeepingthatbacklogingreatshape.
Workswhen
AnP-paaerns:• BAisanotetaker/documenter• POistooabsent• BAhasnoauthoritytomakedecisionsinPOsabsence• BAdoesnothavetheskillstoanalyzeandfacilitateinPOsabsence• POandBAarenotonthesamepageonwhatVALUEmeans
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Models of Product Ownership d) BA as the PO
• Projectisrathersmall• BAisveryexperiencedintheproductandbusinessdomain• BAhasverystrongBAskillsinfacilitaPon,elicitaPon,andanalysismodels
• BAisempoweredtosayNO• BAisgivenfullauthoritytomakedecisions
Workswhen
AnP-paaerns:• BAisnotexperiencedenoughandjustthrownintotherole• BAisnottrainedintheaddiPonalPOresponsibiliPes• OrganizaPondoesnottrulygivetheBAauthoritytomakedecisions• CulturallyBAisseenasanotetaker• BAprojecPngownvaluesandexperPseintotheproduct
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Models of Product Ownership e) No PO This just doesn't’t work!
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Dialog – What are you seeing?
• What Model of Product Ownership are you seeing?
• Is it working? • Challenges & Successes?
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BA to PO Career Path?
Yes!BAsmakegreatPOsasaspecialtyoranextstep.
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BA and PO Compare BA PO q Understand user and
customer needs q Align needs to strategy q Elicit and analyze
requirements q Create shared understanding q Work with technical teams on
options and alternatives q Analyze details, gaps, designs,
data and process q Facilitate prioritization of
requirements based on value q Facilitate decision making
according to POs vision
q Understand user and customer needs
q Align needs to strategy q Elicit and analyze
requirements q Create shared understanding q Work with technical teams on
options and alternatives q Analyze details, gaps, designs,
data and process q Prioritize Requirements based
on value q Make & Facilitate Decisions
based on vision and value
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Agile Product Owner eBook
Download at: http://www.ba-squared.com/free-agile-e-book/
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Email: [email protected] Twitter: @WickAng LinkedIn: Angela Wick, CBAP Lynda.com: www.Lynda.com/AngelaWick
Passionate about modern requirements!
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