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The Good Shepherd - the Role of BAs in Agile
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The Good Shepherd - the Role of BAs in Agile

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Agile teams may be popping up everywhere, with ScrumMasters and Product Owners and Development Teams. But what role does the BA play? Should the BA join the team, working with the development team to …

Agile teams may be popping up everywhere, with ScrumMasters and Product Owners and Development Teams. But what role does the BA play? Should the BA join the team, working with the development team to deliver work requests? Or should the BA take on the role of Product Owner, working with the business to define the work requests and ranking them to maximize value delivery? Is the BA best suited to the ScrumMaster, guiding the team to predictable delivery? Or is there some other role we've not talked about? The answer, of course, is 'it depends'. We will discuss the different roles on an agile team, and investigate how the traditional responsibilities of a BA role fit within the agile context. What we want to understand is how the BA fits into the agile development process, considering how the agile team works, and how the responsibilities of the BA are addressed in an agile environment.

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  • 1. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright ©2007-2013 Eerrk! http://www.flickr.com/photos/61021753@N02/6288298609/ The Good Shepherd What role does the BA play on Agile projects?
  • 2. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright ©2007-2013 What does the BA do? • Grab a card and a pen. • Write your name and company or position. • Think of 2 things a BA does? Leave space for more. • Talk to others - share your card, introduce yourselves and discuss what you think a BA does. • Add new ideas onto your card until you have 10 ideas.
  • 3. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright ©2007-2013 6 Knowledge Areas • Business Analysis Planning & Monitoring • Elicitation • Requirements Management & Communication • Enterprise Analysis • Requirements Analysis • Solution Assessment & Validation Business Analysis is the practice of enabling change in an organizational context, by defining needs and recommending solutions that deliver value to stakeholders.
  • 4. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright ©2007-2013 Cost of Change Detail of Requirements Evolving Requirements Hypothesized Requirements Emerging needs as development progresses Capture all possible needs
  • 5. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright ©2007-2013 http://www.flickr.com/photos/bitconsultancy/3656853225/ Berlin Brandenburg Airport, originally planned for 2010 As of March 2013, it is not known when the airport will be inaugurated
  • 6. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. 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.
  • 7. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright ©2007-2013 A business analyst (BA) is a poor substitute for developers who have both ready access to actual stakeholders and agile modeling skills. Remember, BA is also the abbreviation for band-aid. http://www.flickr.com/photos/theknowlesgallery/4613440902/
  • 8. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright ©2007-2013 Eerrk! http://www.flickr.com/photos/61021753@N02/6288298609/
  • 9. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright ©2007-2013 psst! Let me tell you a secret
  • 10. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright ©2007-2013 http://www.flickr.com/photos/minnesota_social_marketing/4436257448/ The “Product Owner” ...isn’t
  • 11. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright ©2007-2013 Three Scrum Roles Product Owner Scrum Master Development Team
  • 12. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010. Product Owner Responsibility The Product Owner main responsibility is to maximize the Return On Investment of her Product
  • 13. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010. What does a Product Owner do? • With the stakeholders, the PO • Defines the Product Vision • Elicits Requirements • Attributes Business Value to Requirements • Plans the release of the product • With the development team, the PO • Breaks down Requirements into Feature Sets and User Stories • Creates and grooms the Product Backlog • Collaborates on the product
  • 14. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010. Authority Knowledge Availability PO Product Owner Characteristics
  • 15. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010. Just a wafer thin mint?
  • 16. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010. PO Team Single Chief Product/ Portfolio Owner • Focus on delighting the customer through rapid value delivery • Strategic vision holder mediates prioritization questions • Provides vision and direction with input from stakeholders
  • 17. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010. PO Team Single Chief Product/ Portfolio Owner Multiple Tactical Product Owners • Tactical product ownership shifts depending on current focus • Prioritizes features/projects across the portfolio as a team
  • 18. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010. PO Team Single Chief Product/ Portfolio Owner Multiple Tactical Product Owners Multiple System Product Owners • Own strategic direction of their system • Often shared role with tactical PO
  • 19. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright ©2007-2013 Vision  Planning Roadmap  Planning Release  Planning Release  PlanningSprint  Planning Daily   Planning Five Levels of Planning Annually Exec Management, Stakeholders Bi-­‐annually Product Owners, UX, Engineering, Architecture Quarterly Product Owners, UX, Architecture, Analytics, SEO, Production Bi-­‐weekly Product Owners, Delivery Team Daily Product Owners, Delivery Team Vision  Planning Roadmap  Planning
  • 20. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright ©2007-2013 Vision/Roadmap Planning Externally-facing Portfolio Planning (annual) - create a map of all active and planned projects for the foreseeable future • Strategic prioritization decisions • Core functionality to meet business need • c Stakeholders
  • 21. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright ©2007-2013 Release Planning Externally-facing Portfolio Planning (annual) - create a map of all active and planned projects for the foreseeable future Release Planning (quarterly) - create a map of all active and planned projects for the foreseeable future • Strategic prioritization decisions • Core functionality to meet business need • Prioritization and release/ product roadmap definition ... Stakeholders
  • 22. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright ©2007-2013 Sprint Planning Internally-facing Externally-facing Portfolio Planning (annual) - create a map of all active and planned projects for the foreseeable future Release Planning (quarterly) - create a map of all active and planned projects for the foreseeable future • Strategic prioritization decisions • Core functionality to meet business need • Prioritization and release/ product roadmap definition Authority Knowledge Availability PO • Prioritization within sprints • Focus on delivering against planned release goals • Story writing and acceptance of stories at Sprint Review • Regular interaction with development team Sprint Planning/Review (bi-weekly) - planning of stories for upcoming sprint and acceptance of stories completed in previous sprint ... Backlog Refinement (weekly) - collaboratively prepare stories with enough detail to be pulled into a sprint by the team StakeholdersPOs
  • 23. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright ©2007-2013 http://www.flickr.com/photos/roycostello/44 http://www.flickr.com/photos/roycostello/4458744326/
  • 24. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright ©2007-2013 Cost of Change Detail of Requirements Validated Requirements Evolving Requirements Hypothesized Requirements Lean Startup experiments Emerging needs as development progresses Capture all possible needs
  • 25. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright ©2007-2013 • In software development high cost of change leads to inclusive thinking • Any and every idea has to be captured in the first version of a requirements specification • Creates waste - bloated documents, unwanted features and entitlement thinking Chasing the 80%
  • 26. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright ©2007-2013 Shifting Paradigms “I know that half of my advertising budget is wasted, but I’m not sure which half” Lord Leverhulme B.G.|A.G. http://www.marketingprofs.com/charts/2009/3161/more-smbs-use-online-media-than-traditional http://marketing.blogs.ie.edu/archives/2011/01/trends-in-online-advertising-in-2011-in-the-united-states.php
  • 27. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright ©2007-2013 Validated Learning • Understand the problem a feature will solve • Decide how to ask if your customer cares • Validate before investing complete cost
  • 28. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright ©2007-2013 Theory Prediction Experiment Observe Use the theory to make a prediction Design an experiment to test the predictionRun the experiment Modify or change your theory The Scientific Method
  • 29. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright ©2007-2013 The Theory of General Relativity Einstein’s Theory of General Relativity Light bends in a gravitational field Solar Eclipse of 1919 Observations validated General Relativity Einstein’s prediction (1907) Wait for 1919 solar eclipse to observe whether or not light bends around the sun Arthur Eddington observed that Light did bend around the sun Gradual acceptance of General Relativity over Newtonian Mechanics http://thethoughtstash.wordpress.com/2011/01/03/how-eddington-demonstrated-that-einstein-was-right/
  • 30. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright ©2007-2013 Vanity vs. Actionable Metrics Vanity metrics (like web hits or number of downloads) which only serve to document the current state of the product but offer no insight into how we got here or what to do next. An actionable metric is one that ties specific and repeatable actions to observed results.
  • 31. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright ©2007-2013 Minimum Viable Product A Minimum Viable Product may be an entire product or a sub-set of product (such as a feature): • Product - The canonical MVP strategy for a web application is to create a mock website for the product and purchase online advertising to direct traffic to the site. The mock website may consist of a marketing landing page with a link for more information or purchase. The link is not connected to a purchasing system, instead clicks are recorded and measure customer interest. • Feature - A link to a new feature in a web application might be shown in a prominent location on the website. The feature is not implemented, rather an apology, mock-up, or marketing page is provided. Clicks of the link are recorded and provide an indication as to the demand for the feature in the customer base. It is ALWAYS smaller than you think!
  • 32. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright ©2007-2013 • In 2009, Google ran approximately 12,000 experiments, of which about 10% led to business changes • To avoid wasting even more effort testing, each test must take less than 10% of the average effort needed to deliver a business change (feature) How Much Effort on Validation Feature usage in enterprise software 45% 19% 16% 13% 7% Never Rarely Sometimes Often Always Standish Group - CHAOS Report, 2002
  • 33. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright ©2007-2013 Feedback loops make a big difference In November 2007, economists in the Survey of Professional Forecasters — examining some 45,000 economic-data series — foresaw less than a 1-in-500 chance of an economic meltdown as severe as the one that would begin one month later. http://www.nytimes.com/2012/09/09/ magazine/the-weatherman-is-not-a- moron.html In 1940, the chance of an American being killed by lightning was about 1 in 400,000. Today it’s 1 in 11 million.
  • 34. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright ©2007-2013 Product Ownership is a team sport Strategic product stewardship Tactical product ownership Operational product craftsmanship • understand what return or value means • make business model visible • continually validate your assumptions • capture investment/costs and maximize ROI • prioritize with all stakeholders/owners
  • 35. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010. State of Scrum 2013 • 22% have no Product Owner role • 24% of our participants have a Product Owner role that is in alignment with Scrum best practices • 38% have a Product Owner who juggles priorities for multiple stakeholders Scrum Alliance / 2013 State of Scrum Report 2013-State-of-Scrum-Report_062713_final.pdf
  • 36. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright ©2007-2013 thank you dave.sharrock@agile42.com follow us on: @agile42 follow me on: @davesharrock Attribution-NonCommercial-NoDerivs License This presentation is covered under Creative Commons
  • 37. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright ©2007-2013 “The Good Shepherd – What role does the BA play on Agile Projects” Agile teams may be popping up everywhere, with ScrumMasters and Product Owners and Development Teams. But what role does the BA play? Should the BA join the team, working with the development team to deliver work requests? Or should the BA take on the role of Product Owner, working with the business to define the work requests and ranking them to maximize value delivery? Is the BA best suited to the ScrumMaster, guiding the team to predictable delivery? Or is there some other role we've not talked about? The answer, of course, is 'it depends'. We will discuss the different roles on an agile team, and investigate how the traditional responsibilities of a BA role fit within the agile context. What we want to understand is how the BA fits into the agile development process, considering how the agile team works, and how the responsibilities of the BA are addressed in an agile environment.