are bas and pms needed on agile projects? · 2018-09-07 · • cbap, pmp, pmi‐pba, csm •...
TRANSCRIPT
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Are BAs and PMs Needed on Agile Projects?
Presenter:Elizabeth Larson, PMP, CBAP, CSMCo‐Principal and CEOWatermark Learning
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Presenter Biography
• CBAP, PMP, PMI‐PBA, CSM• Extensive BA and PM experience• Trained thousands of students• Co‐authored 5 books, many articles• Keynotes and presentations on 5 continents• Lead author on BABOK, PMBOK, PMI‐PBA
Practice guide
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Sections
1. Myths2. Where we fit in an Agile/Scrum environment3. Providing value as organizations adopt Agile
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Section 1 ‐ Agile Myths
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We value:Agile Manifesto
Little or no planning/discipline
requiredResponding to change over following a plan
Working software over comprehensive documentation
Customer collaboration over contract negotiations
Individuals and interactionsover process and tools Each team can do
their own thing
That is, while there is value in the items on the right, we value the items on the left more. 2/2001
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1.Simplicity‐‐the art of maximizing the amount of work not done‐‐is essential.2.The best architectures, requirements, and designs emerge from self‐organizing teams.
3.At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
1.Customer satisfaction through early and continuous delivery of valuable software2.Welcome changing requirements, even late in development3.Deliver working Software frequently (weeks rather than months)4.Business people and developers must work together daily throughout the project.5.Projects are built around motivated individuals…trust them to get the job done6.The most efficient and effective method of conveying information to and within a development team is face‐to‐face conversation.
7.Working software is the primary measure of progress.8.Agile processes promote sustainable development…maintain a constant pace indefinitely.9.Continuous attention to technical excellence and good design enhances agility.
12 Agile Principles/Myths
Customer satisfaction = quickAgile = quick
Customer satisfaction through early and continuous delivery of valuable software
Collocation is required
The most efficient and effective method of conveying information to and within a development team is face‐to‐face conversation.
Projects are built around motivated individuals…trust them to get the job done
No project management
needed
No business analysis needed
The best architectures, requirements, and designs emerge from self‐organizing teams.
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3 Myths About Traditional Projects
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#1 Leadership Styles
3 Myths About Traditional Projects
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Command & controlis authoritative in nature and uses a top‐down approach to leadership
stephenjgill.typepad.com/.../commandandcontrol‐leadership‐vs‐peoplecentered‐leadershi...
TraditionalAgile servant leaders
Command and Control
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Changes
Project plans don’t change
Concrete
5% to research change requests
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Non‐Agile = WaterfallInitiation
Analysis
Design
Development
Testing
Post‐implementation Review
Implementations
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Traditional Not Always Waterfall
Iterative
Prototyping
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Why Should We Care?
NO BAs or PMsAllowed
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Section 2
Where We Fit in on an Agile/Scrum Project
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Scrum MasterProduct Owner
Dev Team
The 3 Scrum RolesWhat Are They? What Do They Do?Where does the BA Fit In?
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BA as Scrum Master
Scrum Master
Roadblock Remover
Scrum Practices
Delivery
Coach
Focus – Help the team deliver the product
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Facilitate Team Events Facilitate Stakeholder Events
What About Facilitation?
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BA As Product OwnerAdvantages and Disadvantages
PO
Business decisions
Ordering user stories
Product review
Answer product questions
Focus – the product
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Product Owners Need
Availability
Ability
Authority
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InfluencerHelps ensure right decisions
Business Analyst
Product Owner
Makes product decisions
Decision Maker
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Where Do BAs Fit?Part of the team doing BA work
Business Analyst
Business NeedBusiness CaseRecommend prioritizationRefine backlog/modelingFacilitate requirements eventsProduct StrategyProduct Roadmap
Acceptance criteria
Testing resultsDemo & retrospective
UX
User Stories
Do or consult on
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Help Wanted!
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Advantages and Disadvantages
PO
Business decisions
Ordering user stories
Product review
Answer product questions
Where Do PMs Fit?
Focus – the product
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Scrum Master
Where Do PMs Fit?What Are They? What Do They Do?
Scrum Master
Roadblock Remover
Scrum Practices
Delivery Owner
Coach
Focus – Help the team deliver the product
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Where Do PMs Fit?What Are They? What Do They Do?Initiating
Planning
Executing
Closing
Monitoring/ Controlling
Vision Product Roadmap
Resource Capacity SprintEstimating
Complete Sprint
Daily Scrum Burndown/burnup
Review Retrospective
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Where Do PMs Fit?
Business need/casePerformance reportingHandling contracts/ contractorsCoordinating activitiesRemoving impedimentsProtecting the teamManaging risksHandling team conflictEtc.
Do or consult on
Agile PM Doing PM work
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Agile PM Jobs
https://www.indeed.com/jobs?q=Agile+Project+Manager&l=anywhere
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Section 3Providing Value As Organizations Adopt Agile
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The Agile PMO
• Consistent practices• Create metrics• Compliance • Inflow of new projects• Agile health‐check• Enterprise coaching• Transitioning to Agile•Work with other groups• Digital transformation projects• Scaling Agile
“A project management office (PMO) that is engaged in and supportive of transitioning to Scrum can be a tremendous Boon”
Mike Cohn, https://www.mountaingoatsoftware.com/articles/the‐roles‐of‐the‐project‐management‐office‐in‐scrum
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The Agile PMO
Business Agility
Project agility
Commitment
Dedicated resources
Organization change
DevOps/ Automated
toolsDigital trust
Scaling Agile
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3 Pieces of Advice
•Trusted advisor/strategic partner•Different titles•Be conversant in the digital world
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Are BAs and PMs Needed on Agile Projects?
Are Business Analysis and Project Management Needed on Agile Projects?
Presenter:Elizabeth Larson, PMP, CBAP, CSMCo‐Principal and CEOWatermark Learning
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Contact Slide
Elizabeth Larson, CBAP, PMP, PMI-PBA, CSMCEO, Watermark Learning
@e_larson
Elizabeth Larson