agile business analysis - resurgence · 2018-02-07 · business analysis in an agile world webinar...

Dorothy Tudor - TCC

Agile Business Analysis - Resurgence

Business Analysis in an Agile World Webinar [2]


Business Analysts …

WE ALWAYS KNEW THEY WERE COMING BACK!

WE HAD 20 YEARS TO PREPARE – SO DID THEY!


Who Am I?

Technical Director TCC Ltd

DSDM Professional/Trainer/Examiner/Author

Agile Project Management Practitioner/Trainer/Examiner

BCS Business Analyst

Accredited Agile Coach, Scrum Trainer

Agile Alliance, Agile Leadership Network

Accredited Facilitator

PRINCE2 Accredited Practitioner/Trainer

ITIL Service Manager

Fellow of the British Computer Society (FBCS)

Dot Tudor


Background to this Presentation

• An increasing number of organisations embrace agile approaches for their projects – and non-project work.

• Where does the business analyst fit in?

• Do the ways of working as an Agile business analyst need to be different from those of the more traditional business analyst?

• Should we have them within our Development Teams?

There is a need for clear and helpful guidance to support business analysts operating in an Agile environment.


Agenda for this Presentation

1. Is Agile Business

Analysis different?

2. What Guidance is

available?

3. What new APMG

certifications are now

available in 2016?

Questions


Business Analysis

• critical in helping organisations to achieve their

business goals.

• links business change projects with the real reasons

for the change

• keeps focus on the benefits needed to justify the

expenditure.

The business analyst can facilitate appropriate, cost-

effective solutions to business problems.


Traditional Business Analysis Skills

• Strategic analysis, modelling strategic themes and drivers

• Business capability modelling – modelling what the business does (conceptual activity models), as opposed to how it does it (physical process models)

• Process and value stream (value chain) mapping

• Skills and competency mapping

• Process re-definition / re-engineering

• Data definition and events identification

• Facilitation between different business and technical disciplines

• Requirements engineering

• Discovery and definition of cost-effective, valuable solutions to business needs


The Scrum Framework

Sprint Planning

Daily

Scrum

Every 24

Hours

Sprint

Max 1

month Sprint Review

and Retrospective


Scrum Team Roles

Dev.

Team

Product Owner ScrumMaster

Product Backlog Refinement

Vision / Strategy

Release Planning

(Not directly

mentioned in Core

Scrum)


The DSDM Team Roles

Business Interests

Solution/Technical

Interests

Management Interests

Process Interests


The Holistic View of the BusinessPre-project Post-project

The Project Timeline


Lean Ideas - What is Value?

• Value is what the customer wants ...

• … and ONLY what the customer wants

• Only the customer can define what represents value to them


What is Value?

• However, the organisation

also has a plan …

• … and its own idea of

value


American Express

Customer Commitment; Quality; Integrity;

Teamwork; Respect for people; Good citizenship;

A will to win; Personal accountability


IKEA

We want to have a positive impact on people and the planet.

For many years we’ve focused on economising with resources and

helping to create a better everyday life for people ...

Being a responsible company has always been part of our roots,

but now we’ve taken the next big step and we’re going to do even more.

… see how we’re working towards a more sustainable future for everyone.


Menlo Innovations

“Our mission as an organization is to end human

suffering in the world as it relates to technology™”


Agile Business Analysis is about … (1)

• Agile business analysis is about increasing the speed and

frequency of delivery of business value to stakeholders


Agile Business Analysis is about … (2)

• collaboration and empowerment of the right stakeholders to

target delivery of maximum value.


Agile Business Analysis is about …(3)

• learning throughout the process and an evolutionary

approach to requirements specification and fulfilment.


The End to End process


And the world outside


Process Improvement

AS IS TO BE

WHAT

WHEN

WHERE

HOW

WHO

WHY

WHAT

WHY

The Gap


MISSION

OBJECTIVE

STRATEGY

EXTERNAL

INTERNAL

MANAGEMENT

STAKEHOLDERS

DEV TEAM

Ownership and authority

Product Vision / Roadmap

Product Passion

Product Knowledge

Market Knowledge

Staff management

Project management

BAU management

Organisational Vision

External market

External customer

Whole organisation perspective

Cross-product perspective

Independent view

Analysis skills:

Process mapping

Data mapping

Use cases User stories

Technical knowledge

Future-facing

Facilitation

Negotiation

Influencing

Isn’t it just the Product Owner?

Product Owner Business Analyst


AgileBA Guidance


A Quick Summary of Handbook Content


Agile Manifesto

We are uncovering better ways of developing software by doing it

and helping others do it.

Through this work we have come to value:

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

That is, while there is value in the items on

the right, we value the items on the left more.

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

Snowbird, Utah 2001

www.agilemanifesto.org


The DSDM Agile Project Framework


The Philosophy of DSDM

• Best business value emerges when

projects are:

– aligned to clear business goals

– deliver frequently and

– involve the collaboration of motivated and empowered

people


The 8 Principles

Focus on the Business Need

Deliver on Time

Collaborate

Never Compromise Quality

Build Incrementally from Firm Foundations

Develop Iteratively

Communicate Continuously and Clearly

Demonstrate Control


DSDM Process - Agile BA Involvement


DSDM Products Overview


DSDM - 5 Key Practices

• Workshops

• MoSCoW Prioritisation

• Modelling

• Iterative Development

• Timeboxing

AgileBA

adds more

techniques!


Inside the project or change …

• User Story

• Story Mapping

• Business Process Diagrams (Swim Lanes)

• Business Domain model

• Customer Journey

• Context Diagram

• Specification by Example

• Impact Mapping

• Use Cases


The world outside …

PROBLEM

Top 3 problems

your idea will

solve

SOLUTION

Top 3 features

UNIQUE

VALUE

PROPOSITION

Single clear

message - why

your product is

different and

worth buying

UNFAIR

ADVANTAGE

What can’t be

easily bought

or copied about

your idea

CUSTOMER

SEGMENTS

Target

customer

groups

METRICS

Key measures

of the features

CHANNELS

The ways you

get your

product to

customers

COSTS

Key elements of cost, production,

marketing etc.

REVENUE STREAMS

Investment appraisal – How does the ROI occur,

when and how much?

• Lean Canvas

• Product Vision Box

• Balanced Business Scorecard

• SWOT / TOWS

• MOST

• PESTLE

• Porter’s 5 Forces

• Value Chain

• Resource Audit

• McKinsey 7S

What’s on the

Product Box?

McKinsey 7S Model

S

S

S

SS

S

S


The Requirement Lifecycle

Elicitation

•Facilitated Workshops

•Model-building

•Interviews

•Observation

•Scenarios

•Prototypes

Analysis

•Realistic?

•Ambiguous?

•Combined Requirements?

•Aligned with Business?

•User Stories

•Use Cases

•Story Mapping

•Role Plays

Validation

•Prototypes

•Demonstrations

•Hands-on Usability Sessions

•Reviews

•Models and diagrams

•Acceptance Criteria and testing

Management Traceability, Stability, Change Management


The APMG Certifications


AgileBA Training & Certification

• Foundation Level Exams launched June 2015,

Accredited Training plus Handbook of guidance

• Foundation Exams

• Practitioner Level Exams launched April 2016

• Complementary to Agile Project Management (AgilePM)


Target Audience

• Business Analysts

• Scrum Product Owners/Product Managers

• Project Managers with business analysis responsibilities

• Agile developers with analysis responsibilities

• Change Analysts

• Systems Analysts requiring both a business and Agile

perspective for project work


AgileBA Foundation Exam

Measures candidate knowledge of

the Agile Business Analysis

guidance

• Multiple choice

• 40 minutes duration

• 50 questions

• 50% (25 marks) required to pass

• Closed Book

• Pre-requisite for Practitioner level


AgileBA Practitioner Exam

Measures candidate knowledge and understanding of the Agile Business Analysis guidance and ability to apply and tailor it to a given scenario situation

• 4 Questions (20 marks each question)

• 150 minutes duration

– No additional reading time

• 50% (40 marks out of the total of 80) required to pass

– Trainer pass mark 66% (53 marks out of 80)

• Open Book

– AgileBA Handbook only


Syllabus Areas

Syllabus

Area

Code

Syllabus Area Title Chapters

BF Business Analysis

Fundamentals

1,2

SO Strategy and

Organisation

3,4

PR Practices 7,8,9

RQ Requirements 5,6,10,11


Summary

• This qualification gives the tools to take an agile approach to Business Analysis

• The only framework worldwide to give comprehensive guidance and a qualification for Agile Business Analysis


Any Questions?

Questions

Dorothy Tudor - TCC

Agile Business Analysis - Resurgence

agile business analysis - resurgence · 2018-02-07 · business analysis in an agile world webinar...

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