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Agile Eastern Europe, Kiev, October 2010
             More important than ever:
   The Business Analysts’ role in
     Agile software development

                                      Allan Kelly
                             allan@allankelly.net
                        http://www.allankelly.net

                             Software Strategy
             http://www.softwarestrategy.co.uk
                                             1
Allan Kelly, BSc, MBA
  Training, Consulting & Coaching
   in Agile software development
  Author:
     Changing Software Development:
      Learning to be Agile, Wiley 2008.


                        97 Things Every Programmer
                         Should Know, Henney, 2010


             Context Encapsulation in Pattern
             Languages of Program Design
             volume 5, 2006
What is Agility?                  “Agile processes promise
                                       to react flexibly to
                                   changing requirements,
                                      thus providing the
                                    highest business value
                                    to the customer at any
Jim Highsmith, 2002                      point in time”


               “Agility is the ability to
               both create and respond
                                                  Jutta Eckstein 2004
                 to change in order to
                  profit in a turbulent
                business environment.”
                                                      3
What is Agility?


  Agile   Today: Agile as Better
   Respond  to changing (business) environment
   Faster, more productive, higher quality

   Happier customers

  Agile
     Tomorrow: Agile creates new business
 models
   Opportunities   for those not confined by traditional IT

                                                      4
Agile
  Its   the business need, stupid




                                     5
Traditional approach
                           Business Analysis /
                           System Analysis




Royce, 1970, “Managing the Development
of Large Software Systems”                       6
7
BA/Product Owner
 Traditional approach
 Agile approach                                    works ahead of
                                                   team - scouting out
                                                   requirements
                                     6+ months
  Slice   through
    work
Decide requirement                                          Decide requirement
   Everything in
    iteration
   End-to-End
                 Analysis / Design                           Analysis / Design
   Deliver business
    functionality
                                     Code & Unit Test         Code & Unit Test



                                                             Merge & Release
                                                         Merge & Release


                                Iteration 1 (2 weeks)       Iteration 2 (2 weeks)
BA/Product Owner
                                        works ahead of
                                        team - scouting out
                                        requirements

  Slice   through
   work
                       Decide requirement        Decide requirement
  Everything in
   iteration
  End-to-End            Analysis / Design        Analysis / Design
  Deliver business
   functionality
                         Code & Unit Test          Code & Unit Test



                         Merge & Release           Merge & Release


                      Iteration 1 (2 weeks)      Iteration 2 (2 weeks)
Lesson 1: Continual
requirements
  Discovery

  Understanding

  Refinement

  Valuation

  Prioritization

  Explanation


                      10
Agile in context
More
prescriptive
                        XP
                       Scrum
                         …

                        Agile




                                     Kanban
                                                   More
                    Lean thinking             philosophical:
                                               value, idea
               Organizational Learning            based

                     Applicability
Agile, Agile methods & Agile
toolkit
                       The State of            •  Quick on our feet
                       Agile (our              •  Deliver quickly
                       objective)              •  Respond to change
                                               rapidly
                                               •  Seize opportunities
                    Kanban
                                   Agile Methods
             DSDM



                             ...   Promise to create the state of Agile
Scrum

        XP




                                   •  Test Driven Development,
                    The            Refactoring
                    Agile          •  Iterations, Time boxing
                    Toolkit        •  User Stories, Feature injection
                                   •  Retrospectives, ....
                                                                          12
1999-2004: Agile = XP
  Extreme   Programming
   First
        Agile method to gain popularity
   Developer centric practices and literature

  Business   need from onsite Customer
   Customer   on C3 was a Business Analyst
  “Customer”   view simplistic
   Short sighted
   Assume customer knows

   No discussion on how the customer knows
                                                 13
2005-today: Agile = Scrum
  Scrum
   Aproject management method
   without a project manager
  Product Owner specifies need
  Scrum silent on how the
   Product Owner knows




                                  14
Who is the
Product Owner?

                                   Business
Subject                            Analyst
Matter /Domain
Expert




                 Product Manager   15
3 Types of Software Makers
  Software       Microsoft, Oracle, Adobe, TargetProcess
   Product       Product Owner is Product Manager
  Company
                     Accenture, Luxoft, Tata, EDS (HP), …
      Software       (Proxy) Product Owner is Business
       Service       Analyst
      Company
                  ESP - External Service Provider

                  Banks, Pharmaceutical, Oil, …
                  • Product Owner is Business Analyst
 Corporate IT     Or
 Department       • Business Analysts supports non-
                  technical Produce Owner
Lesson 2: Know your
Product Owner
Business Analyst is either
   Is   the Product Owner
Or
   Supporting   Product Owner




                                 17
Business Analysts Role
  Ensure  Agile teams meet business need
  Help explain business need to
   development team
  Act as “Product Owner” when
   No other Product Owner
   Product Owner does not have time or skills

  Advise   development team on business
 details

                                                 18
How to help a team
  Work     closely with the team
   Sit with the team
   Be part of the team

  Stay    involved
     Do not leave after initial stages
  Requirements        gathering is ongoing process
     Not only at the start
  Dialogue      over document


                                                  19
How to help a team
  Be   ONE step ahead
   Ready  to answer questions
   But not too far ahead

  Goals    and objectives
   Replace Big Requirements Documents
   Under continual review

  Delivered     functionality changes and evolves
     In direction of the goal and objective


                                                 20
Less (software) is more (value)
Potentially 80% of software
                                           Only about 20% of
development work is waste
•  Better understanding can reduce        features & functions
demand by 80%                               in typical custom
                                           software are used	

If 30+% of requirements change
then                                      We often encounter
•  Why bother doing work on them in the   requirements churn
first place?
                                            of 30% to 50%	

Solution: Just In Time Requirements
Identify, implement, deliver in quick       Mary & Tom Poppendieck
succession                                  Implementing Lean Software
                                            Development 2007
                                                        21
Project constraints
Product
                                  Resources
Owner
needs to     Features             (People)
make these
trade offs
                           Cost =                  Fixed in
                        Time x People           the short run
                                                (Brooks Law)
  Scope control           Time
(run backwards)
                                        Time boxed
Agile projects negotiate over requirements
rather than resources or time                        22
Lesson 3: Negotiate over What
  Time   is fixed
   Fixed iterations
   Fixed delivery dates

  Resources     are fixed in short term
   Can   only increase slowly with time
  Therefore….
   Negotiate   over what will be delivered
  Therefore…
   Requirements     understand more important
                                                 23
Business Analysts, move on up
                                                r
                                          tOwne
  BA
    Product Owner                  Pro
                                      duc

 needs
   Move  up the BA Maturity
    Model
   From “Requirements
    gather” / “Order taker”
   To “Internal Consultant”

  Improvingbusiness           Source and more details on BAMM:
                               http://www.assistkd.com/bamm/
 effectiveness                 bamm.html



                                                              24
Lesson 4: Think BIG!
  Business   Analysts think about
   The  business system
   the business objective

   the need

  Be   more than an order taker




                                     25
But....
   There   is a time and a place for everything
                         ....


 Requirements come second when
        changing to Agile




                                            26
The Alignment Trap
      IT Highly aligned

                                    ‘Alignment trap’                   ‘IT Enabled growth’
          Doing the right thing
                                    11% companies                     7% companies
                                    •  IT spending +13% above average •  IT spending 6% less than average
                                    •  Sales -14% over 3 years        •  Sales growth +35% over 3 years



                                    ‘Maintenance zone’                 ‘Well-oiled IT’
                                    74% companies                      8% companies
                                    •  Average IT spending             •  IT spending 15% below average
                                    •  Sales -2% over 3 years          •  Sales growth +11% over 3 year
         Less
         aligned

                                  IT Less                         Doing things right             IT More
                                  Effective                                                      Effective

Source: Shpilberg, Berez, Puryear, Shah: MIT Sloan Review, Fall 2007
Lesson 5
  Build effective delivery
          machine

             Then
                Move outwards and
                     upwards
When adopting Agile
1.  Do it right: Focus on the development team
2.  Do not emphasis requirements or BA role

3.  Get developers more effective

Then
4.  Do the right thing: Focus on the what

5.  Long term benefits in BA role




                                                 29
More work for Product Owners
   Less work for Project Managers
•  Negotiate over feature delivery                      •  Self organizing teams
    •  Not when                                             • No task allocation
•  Flexible release plan              Project           • Tracking by delivery
    • Not Gantt chart                Manager                • Not % complete
• Measure value delivered                               • Commitment over
    • Not time spent                                    estimates



                             •  Changing requirements
                                 • Not work packages
    BA/Product
                             •  Sustainable pace             Development
                                 • No whip cracking
      Owner                                                     team

                                                                     30
More work for Product Owners
  Less work for Project Managers
•  Negotiate over feature delivery              •  Self organizing teams
-  Not when                                     -  No task allocation
•  Flexible release plan              Project
                                     Manager
                                                •  Tracking by delivery
-  No Gantt chart                               -  Not % complete
•  Measure value delivered                      •  Commitment over
-  Not time spent                               estimates


                           •  Changing requirements
        BA/Product         -  No work packages      Development
          Owner            •  Sustainable pace
                           -  No whip cracking         team


                                                            31
More work for BA’s
  More    work for Business Analysts
   More/better analysis can reduce work load in time
   More responsible for value delivered

   More conversations with Developers
   Writing/Creating acceptance tests

     Slack for Just in time requirements (Queuing theory)
  Move from requirements push to needs pull
  Therefore... 1 BA for every 3 to 7 developers
   Stable product: 1 BA -> 7 developers
   Rapid change: 1 BA -> 3 developers
                                                         32
Take aways
1.  Being Agile means delivering business needs
2.  Product Owner is often a BA
   If
     not then BA supports Product Owner & Dev team
   Agile process does not remove need for requirements

3.  BA take a back seat in early transition
   Step forward as team becomes effective
   Key in reducing work to be done

4.  Product Owner role is larger than BA role
   Need   greater staffing
   Shift from Requirements Push to Need Pull
                                                     33
Thank you
allan@allankelly.net
http://www.allankelly.net
http://blog.allankelly.net
Twitter: allankellynet

Software Strategy Ltd
http://www.softwarestrategy.co.uk
Training & Consulting in Agile Software Development


                                               34

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The BA role in Agile Development

  • 1. Agile Eastern Europe, Kiev, October 2010 More important than ever: The Business Analysts’ role in Agile software development Allan Kelly allan@allankelly.net http://www.allankelly.net Software Strategy http://www.softwarestrategy.co.uk 1
  • 2. Allan Kelly, BSc, MBA   Training, Consulting & Coaching in Agile software development   Author:   Changing Software Development: Learning to be Agile, Wiley 2008. 97 Things Every Programmer Should Know, Henney, 2010 Context Encapsulation in Pattern Languages of Program Design volume 5, 2006
  • 3. What is Agility? “Agile processes promise to react flexibly to changing requirements, thus providing the highest business value to the customer at any Jim Highsmith, 2002 point in time” “Agility is the ability to both create and respond Jutta Eckstein 2004 to change in order to profit in a turbulent business environment.” 3
  • 4. What is Agility?   Agile Today: Agile as Better   Respond to changing (business) environment   Faster, more productive, higher quality   Happier customers   Agile Tomorrow: Agile creates new business models   Opportunities for those not confined by traditional IT 4
  • 5. Agile   Its the business need, stupid 5
  • 6. Traditional approach Business Analysis / System Analysis Royce, 1970, “Managing the Development of Large Software Systems” 6
  • 7. 7
  • 8. BA/Product Owner Traditional approach Agile approach works ahead of team - scouting out requirements 6+ months   Slice through work Decide requirement Decide requirement   Everything in iteration   End-to-End Analysis / Design Analysis / Design   Deliver business functionality Code & Unit Test Code & Unit Test Merge & Release Merge & Release Iteration 1 (2 weeks) Iteration 2 (2 weeks)
  • 9. BA/Product Owner works ahead of team - scouting out requirements   Slice through work Decide requirement Decide requirement   Everything in iteration   End-to-End Analysis / Design Analysis / Design   Deliver business functionality Code & Unit Test Code & Unit Test Merge & Release Merge & Release Iteration 1 (2 weeks) Iteration 2 (2 weeks)
  • 10. Lesson 1: Continual requirements   Discovery   Understanding   Refinement   Valuation   Prioritization   Explanation 10
  • 11. Agile in context More prescriptive XP Scrum … Agile Kanban More Lean thinking philosophical: value, idea Organizational Learning based Applicability
  • 12. Agile, Agile methods & Agile toolkit The State of •  Quick on our feet Agile (our •  Deliver quickly objective) •  Respond to change rapidly •  Seize opportunities Kanban Agile Methods DSDM ... Promise to create the state of Agile Scrum XP •  Test Driven Development, The Refactoring Agile •  Iterations, Time boxing Toolkit •  User Stories, Feature injection •  Retrospectives, .... 12
  • 13. 1999-2004: Agile = XP   Extreme Programming   First Agile method to gain popularity   Developer centric practices and literature   Business need from onsite Customer   Customer on C3 was a Business Analyst   “Customer” view simplistic   Short sighted   Assume customer knows   No discussion on how the customer knows 13
  • 14. 2005-today: Agile = Scrum   Scrum   Aproject management method without a project manager   Product Owner specifies need   Scrum silent on how the Product Owner knows 14
  • 15. Who is the Product Owner? Business Subject Analyst Matter /Domain Expert Product Manager 15
  • 16. 3 Types of Software Makers Software Microsoft, Oracle, Adobe, TargetProcess Product Product Owner is Product Manager Company Accenture, Luxoft, Tata, EDS (HP), … Software (Proxy) Product Owner is Business Service Analyst Company ESP - External Service Provider Banks, Pharmaceutical, Oil, … • Product Owner is Business Analyst Corporate IT Or Department • Business Analysts supports non- technical Produce Owner
  • 17. Lesson 2: Know your Product Owner Business Analyst is either   Is the Product Owner Or   Supporting Product Owner 17
  • 18. Business Analysts Role   Ensure Agile teams meet business need   Help explain business need to development team   Act as “Product Owner” when   No other Product Owner   Product Owner does not have time or skills   Advise development team on business details 18
  • 19. How to help a team   Work closely with the team   Sit with the team   Be part of the team   Stay involved   Do not leave after initial stages   Requirements gathering is ongoing process   Not only at the start   Dialogue over document 19
  • 20. How to help a team   Be ONE step ahead   Ready to answer questions   But not too far ahead   Goals and objectives   Replace Big Requirements Documents   Under continual review   Delivered functionality changes and evolves   In direction of the goal and objective 20
  • 21. Less (software) is more (value) Potentially 80% of software Only about 20% of development work is waste •  Better understanding can reduce features & functions demand by 80% in typical custom software are used If 30+% of requirements change then We often encounter •  Why bother doing work on them in the requirements churn first place? of 30% to 50% Solution: Just In Time Requirements Identify, implement, deliver in quick Mary & Tom Poppendieck succession Implementing Lean Software Development 2007 21
  • 22. Project constraints Product Resources Owner needs to Features (People) make these trade offs Cost = Fixed in Time x People the short run (Brooks Law) Scope control Time (run backwards) Time boxed Agile projects negotiate over requirements rather than resources or time 22
  • 23. Lesson 3: Negotiate over What   Time is fixed   Fixed iterations   Fixed delivery dates   Resources are fixed in short term   Can only increase slowly with time   Therefore….   Negotiate over what will be delivered   Therefore…   Requirements understand more important 23
  • 24. Business Analysts, move on up r tOwne   BA Product Owner Pro duc needs   Move up the BA Maturity Model   From “Requirements gather” / “Order taker”   To “Internal Consultant”   Improvingbusiness Source and more details on BAMM: http://www.assistkd.com/bamm/ effectiveness bamm.html 24
  • 25. Lesson 4: Think BIG!   Business Analysts think about   The business system   the business objective   the need   Be more than an order taker 25
  • 26. But....  There is a time and a place for everything  .... Requirements come second when changing to Agile 26
  • 27. The Alignment Trap IT Highly aligned ‘Alignment trap’ ‘IT Enabled growth’ Doing the right thing 11% companies 7% companies •  IT spending +13% above average •  IT spending 6% less than average •  Sales -14% over 3 years •  Sales growth +35% over 3 years ‘Maintenance zone’ ‘Well-oiled IT’ 74% companies 8% companies •  Average IT spending •  IT spending 15% below average •  Sales -2% over 3 years •  Sales growth +11% over 3 year Less aligned IT Less Doing things right IT More Effective Effective Source: Shpilberg, Berez, Puryear, Shah: MIT Sloan Review, Fall 2007
  • 28. Lesson 5 Build effective delivery machine Then Move outwards and upwards
  • 29. When adopting Agile 1.  Do it right: Focus on the development team 2.  Do not emphasis requirements or BA role 3.  Get developers more effective Then 4.  Do the right thing: Focus on the what 5.  Long term benefits in BA role 29
  • 30. More work for Product Owners Less work for Project Managers •  Negotiate over feature delivery •  Self organizing teams •  Not when • No task allocation •  Flexible release plan Project • Tracking by delivery • Not Gantt chart Manager • Not % complete • Measure value delivered • Commitment over • Not time spent estimates •  Changing requirements • Not work packages BA/Product •  Sustainable pace Development • No whip cracking Owner team 30
  • 31. More work for Product Owners Less work for Project Managers •  Negotiate over feature delivery •  Self organizing teams -  Not when -  No task allocation •  Flexible release plan Project Manager •  Tracking by delivery -  No Gantt chart -  Not % complete •  Measure value delivered •  Commitment over -  Not time spent estimates •  Changing requirements BA/Product -  No work packages Development Owner •  Sustainable pace -  No whip cracking team 31
  • 32. More work for BA’s   More work for Business Analysts   More/better analysis can reduce work load in time   More responsible for value delivered   More conversations with Developers   Writing/Creating acceptance tests   Slack for Just in time requirements (Queuing theory)   Move from requirements push to needs pull   Therefore... 1 BA for every 3 to 7 developers   Stable product: 1 BA -> 7 developers   Rapid change: 1 BA -> 3 developers 32
  • 33. Take aways 1.  Being Agile means delivering business needs 2.  Product Owner is often a BA   If not then BA supports Product Owner & Dev team   Agile process does not remove need for requirements 3.  BA take a back seat in early transition   Step forward as team becomes effective   Key in reducing work to be done 4.  Product Owner role is larger than BA role   Need greater staffing   Shift from Requirements Push to Need Pull 33
  • 34. Thank you allan@allankelly.net http://www.allankelly.net http://blog.allankelly.net Twitter: allankellynet Software Strategy Ltd http://www.softwarestrategy.co.uk Training & Consulting in Agile Software Development 34