Does Agile Analysis Require a Business Analyst?

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Does Agile Analysis Require a Business Analyst?

  1. 1. DoesAgile AnalysisRequire aBusiness Analyst? Kurt Solarte, IBM-Certified Managing Consultant March 25th 2011
  2. 2. Building a smarter planet What is Agile?IBM: a collaborative, incremental, and iterative Wikipedia: a group of softwareapproach to software development that can development methodologies based onproduce high-quality software in a cost effective iterative and incremental development,and timely manner. Unlike traditional software where requirements and solutionsdevelopment, agile development emphasizes evolve through collaboration betweenflexibility, continuous testing and integration, and self-organizing, cross-functional teams.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 2
  3. 3. Building a smarter planet What is wrong with Waterfall? Royce, Winston (Aug 1970), "Managing the Development of Large Software Systems", Proceedings of IEEE WESCON © 2009 IBM Corporation 3
  4. 4. Building a smarter planet It’s a Myth! Royce, Winston (Aug 1970), "Managing the Development of Large Software Systems", Proceedings of IEEE WESCON © 2009 IBM Corporation 4
  5. 5. Building a smarter planet History of Agile The important highlights as I see them 2001 – Ken Schwaber & Mike Beedle publish the now famous: Agile1980 – Toyota Production System (TPS) 1995 – Adaptive Software Software Development with Scrumbecomes popular in manufacturing, the Development, Featurebeginnings of ‘Lean’ Driven Development, and Dynamic Systems 2005ish – Agile Unified Development Method Process(AUP) - Scott Ambler, Open 1990 – Wicked Problems, Righteous (DSDM), all begin to evolve Unified Process (OpenUp) - eclipse Solutions by Peter DeGrace & Leslie project, Essential Unified Process Hulet Stahl discusses the scrum 1999 – Extreme (EssUP) - Ivar Jacobson; all start to approach and other Lean methods for Programming Explained is emerge Software Development published by Kent Beck 1980s 1990s 2000s 2006 – Implementing Lean Software Development, by Mary and Tom 1996 – Extreme Programming Poppendieck, introduces Kanban1986 – The New New Product (XP) begins on the ChryslerDevelopment Game by by Payroll ProjectHirotaka Takeuchi & Ikujiro 2010 – A Practical Guide to DistributedNonaka is published in Harvard Scrum is published by: ElizabethBusiness Review, mentioning 1995 – Ken Schwaber & Jeff Woodward, Steffan Surdek, &Rugby/Scrum approach to Sutherland present Scrum Matthew Ganismanufacturing methodology for Business object design and implementation at OOPSLA 95 workshop proceedings 2001 – The Agile Manifesto is signed © 2009 IBM Corporation 5
  6. 6. Building a smarter planet History of Agile The important highlights as I see them 1980 – Toyota Production System (TPS) becomes popular in manufacturing, the beginnings of ‘Lean’ 1989-90 – Wicked Problems, Righteous Solutions by Peter DeGrace & Leslie Hulet Stahl discusses the scrum approach and other Lean methods for Software Development 1980s 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 © 2009 IBM Corporation 6
  7. 7. Building a smarter planet History of Agile The important highlights as I see them 1995 – Adaptive Software Development, Feature Driven Development, and Dynamic Systems Development Method (DSDM), all begin to evolve 1999 – Extreme Programming Explained is published by Kent Beck 1990s 1996 – Extreme Programming (XP) begins on the Chrysler Payroll Project 1995 – Ken Schwaber & Jeff Sutherland present Scrum methodology for Business object design and implementation at OOPSLA 95 workshop proceedings © 2009 IBM Corporation 7
  8. 8. Building a smarter planet History of Agile 2006 – Implementing Lean Software Development, by Mary and Tom Poppendieck, introduces Kanban 2001 – Ken Schwaber & Mike Beedle publish the now famous: Agile Software Development with Scrum 2010 – A Practical Guide to Distributed Scrum is published by: Elizabeth Woodward, Steffan Surdek, & Matthew Ganis 2000s 2003–2005 Agile Unified Process(AUP) - Scott Ambler, Open Unified Process (OpenUp) - eclipse project, Essential Unified Process (EssUP) - Ivar Jacobson; all start to emerge 2001 – The Agile Manifesto is signed © 2009 IBM Corporation 8
  9. 9. Building a smarter planet Where do these agile methods lay? LEAN Advisory Philosophical Kanban Process focused SCRUM Team Focused XP Developer FocusedPrescriptive © 2009 IBM Corporation 9
  10. 10. Building a smarter planet Most Common Agile Roles Programmer On-site TesterCustomer Scrum Master XP Product Team Owner Member SCRUM © 2009 IBM Corporation 10
  11. 11. Building a smarter planet Who potentially makes up these roles Architects Program and Managers Project Coders Testers Managers Business Team Business Analysts Analysts Leads Subject Matter Experts Stakeholders & Customers Team Member / Scrum Master Programmer & Tester Product Owner / On-Site Customer © 2009 IBM Corporation 11
  12. 12. Building a smarter planet Where does the Business Analysis Fit? Source: Don Wells, 2001 Source: public domain graphics from Open Clip Art Library, 2009 © 2009 IBM Corporation 12
  13. 13. 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 is 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 © 2009 IBM Corporation 13
  14. 14. 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’ Scope – Focus on the process and efficiencies Business – Be the champion of the process, not the Improvement requirements Process Improvement Embrace a consultative approach System – Provide insight and recommendations Improvement – Add value to the whole process Authority AssistKD: The Business Analysis Maturity Model (BAMMTM) Business Improvement is the BA’s GOAL! © 2009 IBM Corporation 14
  15. 15. Building a smarter planet Do the right things? or Do things the right way?Just capturing requirements isn’t enough – Maintenance isn’t sufficient anymore – IT/Software must be a differentiatorRequirements don’t need to be perfect – Perfect requirements are elusive – Elusive tasks are a waste of resourcesCreate efficiency with the agile process – Good collaboration and feedback – Efficient use of time and documentationCollaboration and efficiency breed growth – With proper collaboration and feedback comes proper alignment Avoiding the Alignment Trap in IT; David Shplberg, Steve Berez, Rudy – With efficiency and process comes cost-savings Puryear, & Sachin Shah; MITSloan Management Review 2007 and growth Avoiding the Alignment Trap in IT; David Shplberg, Steve Berez, Rudy Puryear, & Sachin Shah; MITSloan Management Review 2007 Driving process efficiency increases BA’s Scope © 2009 IBM Corporation 15
  16. 16. Building a smarter planet Control the scope, control the value Time is fixed in agile – Sprints and Iterations – Releases and Milestones Offer three kinds of Service: We GOOD – CHEAP – FAST Cost is constrained You can pick any two – Project costs are usually fixed – Resources are constrained by Brooks’ Law won’t be FAST GOOD service CHEAP Quality GOOD service FAST won’t be CHEAP Scope is the backlog/feature requests won’t be GOOD FAST service CHEAP – Not all ‘scope’ will be done – Prioritisation is key to delivering value Scope Controlling backlog increases BA’s Authority © 2009 IBM Corporation 16
  17. 17. 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 © 2009 IBM Corporation 17
  18. 18. Building a smarter planet © 2009 IBM Corporation

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