scrum fundamentals: analyst to ‘agilist’ by louis molnar (c) iag consulting 2009 the agile...

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Scrum Fundamentals: Analyst to ‘Agilist’ By Louis Molnar (C) IAG Consulting 2009 The Agile Business Analyst By: Louis Molnar

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Page 1: Scrum Fundamentals: Analyst to ‘Agilist’ By Louis Molnar (C) IAG Consulting 2009 The Agile Business Analyst By: Louis Molnar

Scrum Fundamentals:Analyst to ‘Agilist’

• By Louis Molnar

(C) IAG Consulting 2009

The Agile Business Analyst By: Louis Molnar

Page 2: Scrum Fundamentals: Analyst to ‘Agilist’ By Louis Molnar (C) IAG Consulting 2009 The Agile Business Analyst By: Louis Molnar

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Learning Objectives

© IAG Consulting 2009

• Level Set

– Agile Manifesto

– Mythology

• IIBA Skill Set• Agile BA Traits

• Inhibitors to Agile Analysis

• Transition to Agile Coach

• Growing a More Agile ‘You’

Page 3: Scrum Fundamentals: Analyst to ‘Agilist’ By Louis Molnar (C) IAG Consulting 2009 The Agile Business Analyst By: Louis Molnar

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Webinar is NOT about

Definition/explanation of:

• Scrum/XP/FDD/Lean, etc• Roles within each Agile

approach• Most of tools/techniques• Terminology

© IAG Consulting 2009

Page 4: Scrum Fundamentals: Analyst to ‘Agilist’ By Louis Molnar (C) IAG Consulting 2009 The Agile Business Analyst By: Louis Molnar

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Agile Manifesto

Manifesto for Agile Software DevelopmentWe 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

© IAG Consulting 2009

Page 5: Scrum Fundamentals: Analyst to ‘Agilist’ By Louis Molnar (C) IAG Consulting 2009 The Agile Business Analyst By: Louis Molnar

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Mythology

Myth #1: We don’t need to follow any development process …

Agile Value Statement: “Individuals and interactions over processes and tools”

© IAG Consulting 2009

Page 6: Scrum Fundamentals: Analyst to ‘Agilist’ By Louis Molnar (C) IAG Consulting 2009 The Agile Business Analyst By: Louis Molnar

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Mythology

Myth #2: We don’t need to do any documentation …

Agile Value Statement: “Working software over comprehensive documentation ”

© IAG Consulting 2009

Page 7: Scrum Fundamentals: Analyst to ‘Agilist’ By Louis Molnar (C) IAG Consulting 2009 The Agile Business Analyst By: Louis Molnar

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Mythology

Myth #3: We don’t need any customer sign-off ..

Agile Value Statement: “Customer collaboration over contract negotiation ”

© IAG Consulting 2009

Page 8: Scrum Fundamentals: Analyst to ‘Agilist’ By Louis Molnar (C) IAG Consulting 2009 The Agile Business Analyst By: Louis Molnar

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Mythology

Myth #4: We don’t need to produce any kind of plan …

Agile Value Statement: “Responding to change over following a plan”

© IAG Consulting 2009

Page 9: Scrum Fundamentals: Analyst to ‘Agilist’ By Louis Molnar (C) IAG Consulting 2009 The Agile Business Analyst By: Louis Molnar

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IIBA defines a Business Analyst

• “A business analyst works as a liaison among stakeholders in order to elicit, analyze, communicate, and validate requirements for changes to business processes, policies, and information systems.”

Source: International Institute of Business Analysis (IIBA®)

Page 10: Scrum Fundamentals: Analyst to ‘Agilist’ By Louis Molnar (C) IAG Consulting 2009 The Agile Business Analyst By: Louis Molnar

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Natural Fit for a Business Analyst?

• “A business analyst works as a liaison among stakeholders in order to elicit, analyze, communicate, and validate requirements for changes to business processes, policies, and information systems.”

The Essential Business Analysis Skills• Analyze and understand the business

problems • Identify and document requirements • Communicate effectively (written and

spoken) • Manage client relationships • Facilitate discussions • Negotiate and build consensus • Model data and processes • Plan and manage activities • Facilitate and develop business

strategy • Understand and manage

organizational change

Source: International Institute of Business Analysis (IIBA®)

Page 11: Scrum Fundamentals: Analyst to ‘Agilist’ By Louis Molnar (C) IAG Consulting 2009 The Agile Business Analyst By: Louis Molnar

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Agile BA Traits

Essential BA Skill• Analyze and understand

the business problems

Measure Your Agility

1) Are you feedback driven?

2) Do you actively seek to learn?

3) Do you adapt your approach to problem solving?

4) Do you explore the problem space?

Page 12: Scrum Fundamentals: Analyst to ‘Agilist’ By Louis Molnar (C) IAG Consulting 2009 The Agile Business Analyst By: Louis Molnar

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Agile BA Traits

Essential BA Skill• Identify and document

requirements

Measure Your Agility

1) Do you continually estimate & prioritize requirements with your stakeholders?

2) Are you quality focused?

3) Are you communications focused?

4) Are you a documentation 'minimalist'?

Page 13: Scrum Fundamentals: Analyst to ‘Agilist’ By Louis Molnar (C) IAG Consulting 2009 The Agile Business Analyst By: Louis Molnar

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Agile BA Traits

Essential BA Skill• Communicate effectively

(written and spoken)

Measure Your Agility

1) Are you communications rich?

2) Are you iterative?

3) Are you using models as a communications vehicle?

Page 14: Scrum Fundamentals: Analyst to ‘Agilist’ By Louis Molnar (C) IAG Consulting 2009 The Agile Business Analyst By: Louis Molnar

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Agile BA Traits

Essential BA Skill• Manage client

relationships

Measure Your Agility

1. Do you integrate Stakeholders into your Team?

2. Are you 'change friendly'?

3. Do you demonstrate ‘servant leadership’ traits.

Page 15: Scrum Fundamentals: Analyst to ‘Agilist’ By Louis Molnar (C) IAG Consulting 2009 The Agile Business Analyst By: Louis Molnar

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Agile BA Traits

Essential BA Skill• Facilitate discussions

Measure Your Agility

1. Are you a 'facilitator' of discussions?

2. Are you an enabler of groups ‘performing’?

Page 16: Scrum Fundamentals: Analyst to ‘Agilist’ By Louis Molnar (C) IAG Consulting 2009 The Agile Business Analyst By: Louis Molnar

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Agile BA Traits

Essential BA Skill• Negotiate and build

consensus

Measure Your Agility

1) Do you work collaboratively & cooperatively with others?

2) Do you act as a mentor?

3) Are you evolutionary?

Page 17: Scrum Fundamentals: Analyst to ‘Agilist’ By Louis Molnar (C) IAG Consulting 2009 The Agile Business Analyst By: Louis Molnar

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Agile BA Traits

Essential BA Skill• Model data and processes

Measure Your Agility

1) Are you satisfied with artifacts that are 'just good enough'?

2) Do you use the right model for the right purpose?

• Activity Diagram • Class Diagram• Constraint Definition• CRC Model• Data Flow Diagram• Entity Relationship Diagram• Process Flow Charts• Robustness Diagram

• Sequence Diagram• State Transition Diagram• System Use Case• UI Prototype• User Stories• Usage Scenario• Use Case Diagram

Page 18: Scrum Fundamentals: Analyst to ‘Agilist’ By Louis Molnar (C) IAG Consulting 2009 The Agile Business Analyst By: Louis Molnar

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Agile BA Traits

Essential BA Skill• Plan and manage

activities

Measure Your Agility

1) Do you assist in the development of the Product backlog that utilize A.G.I.L.E. User Stories?

2) Do you help in the prioritization of the User Stories?

3) Do you assist/map out the release iterations?

Page 19: Scrum Fundamentals: Analyst to ‘Agilist’ By Louis Molnar (C) IAG Consulting 2009 The Agile Business Analyst By: Louis Molnar

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Agile BA Traits

Essential BA Skill• Facilitate and develop

business strategy

Measure Your Agility

1. Do you treat requirements like a prioritized stack?

2. Do you help develop alternate business strategies for the problem domain?

Page 20: Scrum Fundamentals: Analyst to ‘Agilist’ By Louis Molnar (C) IAG Consulting 2009 The Agile Business Analyst By: Louis Molnar

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Agile BA Traits

Essential BA Skill• Understand and manage

organizational change

Measure Your Agility

1. Are you an effective 'assimilator'?

Page 21: Scrum Fundamentals: Analyst to ‘Agilist’ By Louis Molnar (C) IAG Consulting 2009 The Agile Business Analyst By: Louis Molnar

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Inhibitors to Agile Analysis

• Viewing agile as a serial or mini-waterfall methodology

• Focusing on expanding artifacts that you specialize in

• Focusing on documentation rather than communication

• Viewing your role as the 'bridge' between the 'business morons' and the 'tech weenies’

• Protecting your territory "that's my job" & working to job title

• Getting stuck in the traditional BA paradigm

• Developing more documentation than is required

• Not realizing that models are disposable• Having only one-way of doing things• Unwilling to experience tasks outside of

your comfort zone• Not embracing changing requirements &

continuous improvement• Modeling in isolation• Resistance in using collaborative

techniques• Not accepting & adapting to the fluid

nature of the project

Page 22: Scrum Fundamentals: Analyst to ‘Agilist’ By Louis Molnar (C) IAG Consulting 2009 The Agile Business Analyst By: Louis Molnar

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Transitioning to Agile Coach

• Develop & foster a productive agile Team

• Leading by example

• Educate the Team

• Over come problems using the PrOpER cycle

• Build trust

• Role model

Page 23: Scrum Fundamentals: Analyst to ‘Agilist’ By Louis Molnar (C) IAG Consulting 2009 The Agile Business Analyst By: Louis Molnar

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Growing a more Agile “You”

• Covering the basics• Share with others• Get some training• Make a plan• Build your network• Attend conferences• User Groups• Find a coach/mentor

Page 24: Scrum Fundamentals: Analyst to ‘Agilist’ By Louis Molnar (C) IAG Consulting 2009 The Agile Business Analyst By: Louis Molnar

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Recap

© IAG Consulting 2009

• Level Set

– Agile Manifesto

– Mythology

• IIBA Skill Set• Agile BA Traits

• Inhibitors to Agile Analysis

• Transition to Agile Coach

• Growing a More Agile ‘You’

Page 25: Scrum Fundamentals: Analyst to ‘Agilist’ By Louis Molnar (C) IAG Consulting 2009 The Agile Business Analyst By: Louis Molnar

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Objectives12 Years of living requirements excellence:

Completed over 1,200 requirements projects

Worked with over 300 of the Fortune 500 companies

Trains over 1,200 business analysts annually

Somewhat in excess of 700 clients using our methods

50 staff members all 100% focused on excellence in business requirements

Annually invested 10% of our revenue in developing our methods, processes and techniques to assure that these are harmonized and industry best practices

About IAG ConsultingQuestions & Answers

Page 26: Scrum Fundamentals: Analyst to ‘Agilist’ By Louis Molnar (C) IAG Consulting 2009 The Agile Business Analyst By: Louis Molnar

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IAG Agile Scrum: Services

1. Training:

2. Coaching & Mentoring:

3. Scrum Readiness/Audit Reviews:

a. Certified Scrum Product Owner

b. Certified ScrumMaster

a. Product Owner Coachb. ScrumMaster Coachc. Scrum Implementation

Coach

a. Readiness Reviewb. Audit Review

© IAG Consulting 2009

Page 27: Scrum Fundamentals: Analyst to ‘Agilist’ By Louis Molnar (C) IAG Consulting 2009 The Agile Business Analyst By: Louis Molnar

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Garry McGouldrick ([email protected])Senior Vice President

Eric Mark ([email protected])Regional Manager

IAG Consulting905.842.0123 or 800.209.3616

THANK YOU

Important InformationQuestions & Answers