does agile analysis require a business analyst?
TRANSCRIPT
Kurt Solarte, IBM-Certified Managing Consultant
July 5th 2011
Does Agile Analysis Require aBusiness Analyst?
© 2009 IBM Corporation
Building a smarter planet
What is Agile?
2
Wikipedia: a group of software
development methodologies based on
iterative and incremental development,
where requirements and solutions
evolve through collaboration between
self-organizing, cross-functional teams.
IBM: a collaborative, incremental, and iterative
approach to software development that can
produce high-quality software in a cost effective
and timely manner. Unlike traditional software
development, agile development emphasizes
flexibility, continuous testing and integration, and
rapid delivery of functionality.
The 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
© 2009 IBM Corporation
Building a smarter planet
What is wrong with Waterfall?
3
Royce, Winston (Aug 1970), "Managing the Development of Large Software Systems", Proceedings of IEEE WESCON
“3 the implementation described
above is risky and invites failure.”
© 2009 IBM Corporation
Building a smarter planet
And It’s a Myth!
4
Royce, Winston (Aug 1970), "Managing the Development of Large Software Systems", Proceedings of IEEE WESCON
© 2009 IBM Corporation
Building a smarter planet
History of Agile
5
1986 – The New New Product
Development Game by by
Hirotaka Takeuchi & Ikujiro
Nonaka is published in Harvard
Business Review, mentioning
Rugby/Scrum approach to
manufacturing
1980 – Toyota Production System (TPS)
becomes popular in manufacturing, the
beginnings of ‘Lean’
1980s 1990s
1990 – Wicked Problems, Righteous
Solutions by Peter DeGrace & Leslie
Hulet Stahl discusses the scrum
approach and other Lean methods for
Software Development
2000s
1995 – Ken Schwaber & Jeff
Sutherland present Scrum
methodology for Business object
design and implementation at
OOPSLA '95 workshop proceedings
1999 – Extreme
Programming Explained is
published by Kent Beck
2001 – Ken Schwaber & Mike Beedle
publish the now famous: Agile
Software Development with Scrum
2001 – The Agile Manifesto is signed
1995 – Adaptive Software
Development, Feature
Driven Development, and
Dynamic Systems
Development Method
(DSDM), all begin to evolve
1996 – Extreme Programming
(XP) begins on the Chrysler
Payroll Project
2005ish – Agile Unified
Process(AUP) - Scott Ambler, Open
Unified Process (OpenUp) - eclipse
project, Essential Unified Process
(EssUP) - Ivar Jacobson; all start to
emerge
2010 – A Practical Guide to Distributed
Scrum is published by: Elizabeth
Woodward, Steffan Surdek, &
Matthew Ganis
2006 – Implementing Lean Software
Development, by Mary and Tom
Poppendieck, introduces Kanban
The important highlights as I see them3
© 2009 IBM Corporation
Building a smarter planet
History of Agile
6
1986 – The New New Product Development Game
by by Hirotaka Takeuchi & Ikujiro Nonaka is published
in Harvard Business Review, mentioning Rugby/Scrum
approach to manufacturing
1980 – Toyota Production System (TPS)
becomes popular in manufacturing, the
beginnings of ‘Lean’
1980s
1989-90 – Wicked Problems, Righteous Solutions
by Peter DeGrace & Leslie Hulet Stahl discusses the
scrum approach and other Lean methods for
Software Development
The important highlights as I see them3
© 2009 IBM Corporation
Building a smarter planet
History of Agile
7
1990s
1995 – Ken Schwaber & Jeff Sutherland present
Scrum methodology for Business object
design and implementation at OOPSLA '95
workshop proceedings
1999 – Extreme Programming Explained
is published by Kent Beck
1995 – Adaptive Software Development,
Feature Driven Development, and
Dynamic Systems Development Method (DSDM),
all begin to evolve
1996 – Extreme Programming (XP)
begins on the Chrysler Payroll Project
The important highlights as I see them3
© 2009 IBM Corporation
Building a smarter planet
History of Agile
8
2001 – Ken Schwaber & Mike Beedle
publish the now famous:
Agile Software Development with Scrum
2001 – The Agile Manifesto is signed
2003–2005
Agile Unified Process(AUP) - Scott Ambler,
Open Unified Process (OpenUp) - eclipse project,
Essential Unified Process (EssUP) - Ivar Jacobson;
all start to emerge
2010 – A Practical Guide to Distributed Scrum
is published by: Elizabeth Woodward, Steffan
Surdek, & Matthew Ganis
2006 – Implementing Lean Software Development,
by Mary and Tom Poppendieck, introduces Kanban
2000s
© 2009 IBM Corporation
Building a smarter planet
Where do these agile methods lay?
9
LEAN
Philosophical
Kanban
Process focused
SCRUM
Team Focused
XP
Developer
Focused
Prescriptive
Advisory
© 2009 IBM Corporation
Building a smarter planet
Most Common Agile Roles
10
XP
On-site Customer
Programmer
Tester
SCRUM
Product Owner
Scrum Master
Team Member
© 2009 IBM Corporation
Building a smarter planet
Who potentially makes up these roles
11
Product Owner /
On-Site Customer
Stakeholders & Customers
Subject Matter Experts
Business Analysts
Team Member /
Programmer & Tester
Team Leads
Testers
Architects and
Coders
Scrum Master
Business Analysts
Project Managers
Program Managers
© 2009 IBM Corporation
Building a smarter planet
Where does the Business Analysis Fit?
12
Source: Don Wells, 2001
Source: public domain graphics from Open Clip Art Library, 2009
© 2009 IBM Corporation
Building a smarter planet
Agile Business Analyst – What is needed?
� Take the Scrum analogy to heart
– No more kicking requirements over the wall
– No more big requirements documents
– Become embedded in the team and the process
� Become part of the full project lifecycle
– Realise requirements are an ongoing process throughout project
– Prepare to be a part of the team for longer time frame, through many iterations/sprints
– Become imbedded in the Quality aspect of the lifecycle
� Embrace change!
– Embrace the organisational change that comes with agile
– Embrace constant change to the project scope/requirements/needs/priorities
� Become more then a requirements scribe
– Need to provide dialog and insight
– Need to assist in the process adoption
13
© 2009 IBM Corporation
Building a smarter planet
Grow up, its time to mature
� To fit the Agile methods the BA must mature
– No room for a simple requirements scribe
� Improve the process of ‘making software’
– Focus on the process and efficiencies
– Be the champion of the process, not the
requirements
� Embrace a consultative approach
– Provide insight and recommendations
– Add value to the whole process
14
AssistKD: The Business Analysis Maturity Model (BAMMTM)
System Improvement
Process Improvement
Business Improvement
Scope
Authority
Business Improvement is the BA’s GOAL!
© 2009 IBM Corporation
Building a smarter planet
Avoiding the Alignment Trap in IT; David Shplberg, Steve Berez, Rudy
Puryear, & Sachin Shah; MITSloan Management Review 2007
Do the right things? or Do things the right way?
15
Driving process efficiency increases BA’s Scope
Avoiding the Alignment Trap in IT; David Shplberg, Steve Berez, Rudy
Puryear, & Sachin Shah; MITSloan Management Review 2007
� Just capturing requirements isn’t enough
– Maintenance isn’t sufficient anymore
– IT/Software must be a differentiator
� Requirements don’t need to be perfect
– Perfect requirements are elusive
– Elusive tasks are a waste of resources
� Create efficiency with the agile process
– Good collaboration and feedback
– Efficient use of time and documentation
� Collaboration and efficiency breed growth
– With proper collaboration and feedback comes
proper alignment
– With efficiency and process comes cost-savings
and growth
© 2009 IBM Corporation
Building a smarter planet
Control the scope, control the value
16
We Offer three kinds of Service:
GOOD – CHEAP – FAST
You can pick any two
GOOD service CHEAP won’t be FAST
GOOD service FAST won’t be CHEAP
FAST service CHEAP won’t be GOOD
Scope
Quality
� Time is fixed in agile
– Sprints and Iterations
– Releases and Milestones
� Cost is constrained
– Project costs are usually fixed
– Resources are constrained by Brooks’ Law
� Scope is the backlog/feature requests
– Not all ‘scope’ will be done
– Prioritisation is key to delivering value
Controlling backlog increases BA’s Authority
© 2009 IBM Corporation
Building a smarter planet
Final Thoughts
�Agile delivery methods are only delivery methods– Business wants and needs still exist, and are still the focus of good IT
– Some form of requirements is how those wants/needs make it to the developers
– The backlogs must have SOMETHING in them.
�Be more evolved and involved in the development process– Agile BAs must evolve up the Business Analysis Maturity Model
� More focus on process and business improvement
� Accepting of more scope and authority
– Agile BAs must be more involved in the whole lifecycle of development
� Iterative and collaborative requirements elicitation
� Involvement in quality and traditionally ‘downstream’ activities
17
© 2009 IBM Corporation
Building a smarter planet
Keynote by: Todd Sampson, CEO Leo Burnett
18
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