Lucia Ferretti, Lead Business Designer; Matteo Meschini, Business Designer @T...
Agile & Business Analysis: A Successful Combination
1. Santa Cruz de la Sierra, March 12
AGILE & BUSINESS ANALYSIS
A Succesful Combination
By Luiz Claudio Parzianello
2. About the Speaker
Luiz C. Parzianello holds a BSc. in Electrical Engineering from
Pontifical Catholic University of Rio Grande do Sul (PUCRS)
and a MSc. in Systems Engineering from São Paulo University
(USP). He’s the President of the IIBA Porto Alegre Chapter
(Brazil) and member of the core team who developed the
Agile Extension to the BABOK. He has been acting as an IT
professional for 25 years and as an Agile Coach and Trainer
for 9 years. Currently, he’s a Management Consultant at the
RBS Group (Porto Alegre, RS, Brazil).
Twitter @lcparzianello
3. Principles Behind the Agile Manifesto
1) Our highest priority is to satisfy the customer through
early and continuous delivery of valuable software
software.
2) Welcome changing requirements, even late in
development. Agile processes harness change for the
customer's competitive advantage
advantage.
3) Deliver working software frequently, from a couple of
weeks to a couple of months, with a preference to the
timescale.
shorter timescale
4) Business people and developers must work together
daily throughout the project.
4. Principles Behind the Agile Manifesto
5) Build projects around motivated individuals Give them
individuals.
the environment and support they need, and trust them
to get the job done.
6) The most efficient and effective method of conveying
information to and within a development team is
face-to- conversation.
face-to-face conversation
7) Working software is the primary measure of progress.
8) Agile processes promote sustainable development.
The sponsors, developers, and users should be able
to maintain a constant pace indefinitely.
5. Principles Behind the Agile Manifesto
9) Continuous attention to technical excellence and
good design enhances agility.
10)Simplicity -- the art of maximizing the amount of
work not done -- is essential.
11)The best architectures, requirements, and designs
emerge from self-organizing teams
self- teams.
12)At regular intervals, the team reflects on how to
become more effective then tunes and adjusts its
effective,
behavior accordingly.
6. What is Business Analysis (BA)?
Business analysis involves understanding how organizations
function to accomplish their purposes, and defining the
capabilities an organization requires to provide products and
services to external stakeholders.
It includes the definition of
organizational goals, how those goals
connect to specific objectives,
determining the courses of action that
an organization has to undertake to
achieve those goals and objectives,
and defining how the various
organizational units and stakeholders
within and outside of that organization
interact.
7. What is Business Analysis (BA)?
The focus is to determine The focus is to determine
the BA activities which solution best fits the
business need
The focus is to ensure that
The focus is to identify stakeholders and the project
and understand needs team remain in agreement on
and concerns the solution scope
The focus is to define a
solution scope that can
feasibly be implemented The focus is to enable the project
by the business team to implement a solution that will
meet the needs of the sponsoring
organization and stakeholders
BABOK® Guide Version 2.0
8. What about Business Analysts?
A business analyst is any person who performs business
analysis activities no matter what their job title or
activities,
organizational role may be.
Business analysis practitioners include not only people
with the job title of business analyst but may also include
analyst,
business systems analysts, systems analysts,
requirements engineers, process analysts, product
managers, product owners, enterprise analysts, business
architects, management consultants, or any other person
who performs the tasks described in the BABOK® Guide,
including those who also perform related disciplines such
development,
as project management, software development, quality
assurance, design.
assurance, and interaction design
9. Business Analysis and Scrum?
Some examples from Scrum Guide
(Oct 2011)
The Product Owner is responsible for
maximizing the value of the product cross-functional,
Development Teams are cross-functional
and the work of the Development Team. with all of the skills as a team necessary
to create a product Increment;
Scrum recognizes no titles for Development Team members
other than Developer regardless of the work being performed
Developer,
by the person; there are no exceptions to this rule;
Development Teams do not contain sub-
teams dedicated to particular domains
The Sprint Goal may be a milestone in like testing or business analysis.
the larger purpose of the product
roadmap. The Product Backlog is often ordered by
value, risk, priority, and necessity.
11. Business Analysis and Scrum?
Based on Tom Gilb
http://stakeholdervalues.com/Value+Product+Owner
1 to 4 weeks cycle
Stakeholders
1 to 4 weeks cycle Product Owner
Business
Vision SCRUM
Business Vision
Product Vision
Prioritization
Verification
Verification
Product
Vision
Prioritization
Business Product
Owner Owner
Value Management Development Management Value Manag.
12. Business
CusBizProDevOps
SEO/Data
Services
Analytcs
Engineers
Product & Dev
Systems
Strategy
Operations Management
Operations
Operations
Operations
Analysts
Product
Testing
Release
Releases
Engineers
Software
Strategy
Product
Development
Development
Development Management
Master
Scrum
Product
How could we work?
Demands
MMF
Product
Business
Owner
Strategy
Designers
Product Management
Product
Product
Product
UX
Business
Demands
MVP
Business
Business
Owner
Analysts
Vision
Business
Business
Business Management
Market
Perceptions
BVI
13. What could be done?
Value
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5
Business Perspective
New Capabilities Launch Business Value Increment
suports
Product Perspective
Minimum Marketable Features Release Minimum Viable Product
results
Process Perspective
PDCL PDCL PDCL PDCL PDCL Better Performance
manages
Project Perspective
Integration, Acquisitions, Costs & Risks
Time
14. The Basic Principle of Agile BA ...
The Dude’s Law
By David
Why
Value = Hussman
How
16. 1) Learning to see ... DISCOVERY
whole!
See the whole!
“In an agile context, business analysis views the entire system of people,
process, and technology to find where true value lies and to help
organizations maximizes the likelihood of delivering a
valuable and valued solution.”
Useful Techniques
Business Capability Analysis
Personas
Value Stream Mapping
17. 2) Learning to think ... DISCOVERY
customer!
Think as a customer!
“Agile analysis pays special attention to the voice of the
customer to understand their values and expectations. Backlog items
represent work to be done and convey customer thinking, and can be
represented through prototypes, user stories, epics, MMFs, etc.”
Useful Techniques
User Stories
Story Elaboration
Story Decomposition
Story Mapping
Storyboarding
18. 3) Understanding value ... DISCOVERY
Analyze to determine what is valuable!
“The agile approach is distinct in that value is continuously assessed and
prioritized to ensure that the most valuable work is delivered at any point
in time, always using the end customer perspective. It is also imperative
to challenge those requirements that do not support the business goals.”
Useful Techniques
Backlog Management
Business Value Definition
Kano Analysis
MoSCoW Priorization
Purpose Alignement Model
19. 3) Understanding value ... DISCOVERY
Capabilities can guarantee Results
Productivity Quality Losses Gains
Oportunities Compliance Reduce Increase
Efficiency Effectiveness Avoid Protect
People & Processes Market & Financial
20. 4) Getting real ... DELIVERY
Get real using examples!
“To confirm what is valuable, it is common to use concrete examples to
both elicit and validate product needs. Models may be useful for the team
but examples are more concrete for the customer. These techniques
engage customers in requirements elicitation, analysis, and validation.”
Useful Techniques
Behaviour Driven Development
Prototyping
21. 5) Getting done ... DELIVERY
Understand what is doable!
“Technology stakeholders are empowered by effectively analyzed needs.
It helps them determine how much work they can deliver at any given
point in time, identify product requirements options, and provide
recommendations to business partners on solutions.”
Useful Techniques
Estimation
Planning Workshop
Real Options
22. 6) Getting better ... DELIVERY
Stimulate Collaboration & Continuous Improvement!
“Facilitative techniques enable efficient and effective collaboration and
accelerate a team's ability to define and deliver products. We actively
create an environment where all project stakeholders can contribute to
the overall project value, ideally in face to face facilitated workshops.”
Useful Techniques
Collaborative games
Retrospectives
23. 7) Avoid waste! DELIVERY
“Always be on the lookout for, and avoid, anything wasteful.
Any activity that does not contribute directly to ensure that
the needs of the customer are understood and that the team
delivers what the customer really need is waste.”
Useful Techniques “Ensure that all documentation
produced through business
Lightweight Documentation
analysis is intended to fulfill an
immediate need, has clear
value for stakeholders, and
does not create unnecessary
overhead.”
overhead.”
24. 3 Final Messages ...
1) Business Analysts shouldn’t be order takers ...
Business Analysts should be transformation
agents for both customers and team members!
2) Business Analysis is not exclusive to Business
Analysts ... Learn and practice what could make
you more valuable!
3) Do your best! Understand that you are not only
responsible for discovery but also for delivery.
