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AGILE, IIBA Ottawa Chapter

AGILE, IIBA Ottawa Chapter

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Iiba april 20 presentation Iiba april 20 presentation Presentation Transcript

  • Is There a Role for a Business Analyst in an Agile Project? Abdallah Abi-Aad TeleCompass Inc. aabiaad@sympatico.ca Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 1
  • Agenda o What is Agile Software Development? o What are the Agile Business Objectives? o What are the Agile Manifesto & Principles? o What is agile Project Management Framework? o What is the Role of the Business Analyst when s/he is part of the agile team? o Conclusion Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 2
  • What is Agile Software Development? o Agile software development key concepts: – Evolutionary – Highly collaborative – Disciplined – Self organizing – Value-driven lifecycle – Active stakeholder participation – Changing needs of stakeholders Where potentially shippable working software is produced at regular intervals for review and course correction. Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 3 View slide
  • Agile Methods l na P tio RU Ra Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 4 View slide
  • Agile Methods - Manifesto Agile Methods Agile Methods Agile Methods Agile Methods Traditional Traditional “Values” “Values” “Principles” “Principles” Methods “Values” Methods “Values” Customer Also Customer Valued more Contract Collaboration Known as Interaction than Negotiation Individual & High-Performance Valued more Processes Also Interactions Known as Teams than & Tools Working Also Iterative Valued more Comprehensive than Software Known as Development Documentation Responding Also Adaptability Valued more Following a than to Change Known as or Flexibility Plan Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 5
  • Agile Principles Teamwork Self- organizing Light Need-Based Processes & Development Documentation Knowledge- Shared- Sharing Decision Making Constant Constant Constant Interaction Deployment Adaptation Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 6
  • Key Drivers for Implementing Agile o Accelerating time-to-market o Enhancing software quality o Increasing productivity o Improving alignment between IT and business objectives o Improving project visibility o Reducing cost o Enhancing the ability to manage changing priorities o Reducing project risk o Reducing process complexity Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 7
  • Agile versus Traditional Waterfall Agile Fixed Requirements Resources Schedule Value Driven Plan Driven Estimated Resources Schedule Features The Plan creates Release themes & cost/schedule estimates features intent drive estimates Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 8
  • Agile Project Management Framework o An Adaptable Approach o Incremental Implementation o Iterative Development o Complexity and Risk Management o Focus Centered on Working Software Agile Method Based On Scrum Agile Method Based On Scrum Deliver HIGH Quality Solutions that Deliver HIGH Quality Solutions that provide HIGH Business Value to our provide HIGH Business Value to our clients/customer clients/customer Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 9
  • Agile Project Management Methodology Initiation Planning Implementation Close “Envision” “Speculate” “Explore” Retrospectives “Adapt” Operations Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 10
  • Agile Project Management Framework - Scrum Agile project Management Framework based on Scrum Business Case Senior Agile Team Scrum Master or Architect Management Project Manager Design Im “E Proposed Committee Idea Implement pl xp Test em lo Approved and en re ta ” Funded Project Daily (Scrum) Meeting: ti on Share Status & Identify Potential Impediments Independent 24 Hours Verification Sprint/Iteration Demo system to Review stakeholders and Project SPRINT agree collaboratively Charter Sprint Backlog or 10 Working on next iteration Iteration Days contents Release Feature List Initiation Planning Management User Acceptance Potentially “Envision” “Speculate” Plan Sprint/Iteration Shippable Product Backlog or Iteration Testing Planning Meeting Tasks Expanded by the Functionality Team Iteration or Dynamic Product Learn from Select work Release Feature Team List or items for next experiences Product Backlog iteration Sprint/Iteration Project Retrospectives or Retrospectives Lessons Learned - “Adapt” - Release Defect Close Notes Reports Product Product Owner Owner Enhancement Operations Requests or Defect Reports Abdallah Abi-Aad TeleCompass Inc. April 20, 2010Ottawa, IIBA Local Chapter Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 11
  • Agile Project Management Framework - Scrum Agile project Management Framework based on Scrum Business Case Senior Agile Team Scrum Master or Architect Management Project Manager Design Im “E Proposed Committee Idea Implement pl xp Test em lo Approved and en re •• Scrum allows teamsMeeting:people to develop Scrum allows teamsof people to develop ta ” Funded Project of Daily (Scrum) ti on Share Status & complex products in environments of Identify Potential complex products in environments of Impediments Independent Verification 24 Hours uncertainty and change uncertainty and change Sprint/Iteration Review Demo system to stakeholders and Project SPRINT agree collaboratively Sprint Backlog or on next iteration •• Scrum is aasimple but powerful framework Charter 10 Working Scrum is simple but powerful framework Iteration Days contents Release Feature List for team and customers to inspect and adapt Shippable Product Initiation Planning Management User Potentially for team and customers to inspect and adapt Functionality Acceptance “Envision” “Speculate” Plan Sprint/Iteration Backlog or Iteration Testing as product is produced by the Planning Meeting Tasks Expanded as product is produced Team Iteration or •• Scrumitems forwork Scrumprovides aahigh degree of clarity and Dynamic Product Learn from Release provides high degree of clarity and Feature Select Team List or next experiences Product Backlog transparency to Sprint/Iteration involved ––team, iteration everyone involved team, Project transparency toRetrospectives or everyone customer, management, and others Retrospectives customer, management, and others Lessons Learned - “Adapt” - Release Defect Close Notes Reports Product Product Owner Owner •• Scrum rapidly surfaces dysfunction, and Scrum rapidly surfaces dysfunction, and or Enhancement Operations Requests enables teams and organizations to enables teams and organizations to Defect Reports Abdallah Abi-Aad TeleCompass Inc. continuously improve their effectiveness continuously improve their effectiveness April 20, 2010Ottawa, IIBA Local Chapter Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 12
  • Agile Project Management Framework -Scrum Agile project Management Framework based on Scrum •• Voice of the customer Voice of the customer •• Adjust features and priority Adjust featuresArchitectpriority and every iteration/sprint as Business Case Senior Agile Team every iteration/sprint as Scrum Master or •• Defines customer value- Design Management Project Manager Defines customer value- Im “E Committee needed Proposed Implement needed Idea pl xp added and the key Test em lo Approved and added and the key Meeting: en re ta ” Funded Project features of the product •• Manages stakeholders and Daily (Scrum) ti features of the IdentifyStatus & product Manages stakeholders and on Share Potential Impediments their interests proactively Independent their interests proactively •• Decides on release date, Decides on release date, 24 Hours Verification Sprint/Iteration Review Demo system to stakeholders and Project Charter content and budget or content and budget Sprint Backlog •• Selects the Sprintcollaboratively Selects the Sprintgoal, SPRINT 10 Working agree goal, on next iteration steers and guides the work, Iteration Days contents •• Describes priorities and Release Feature List steers and guides Potentially work, the Describes priorities and Initiation Planning User and answers questions on Shippable Product a Management Acceptance refines requirements Expanded by the and answers questions on a “Envision” “Speculate” Plan Sprint/Iteration Backlog or Iteration Testing Planning Meeting refines requirements Team Functionality daily basis Tasks continuously daily basis Dynamic Product continuously Learn from Iteration or Release Feature List or Select work items for next iteration Team experiences •• Attends Scrum meetings Attends Scrum meetings Product Backlog Sprint/Iteration Project Retrospectives or Retrospectives Lessons Learned - “Adapt” - Release Defect Close Notes Reports Product Product Owner Owner Enhancement Operations Requests or Defect Reports Abdallah Abi-Aad TeleCompass Inc. April 20, 2010Ottawa, IIBA Local Chapter Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 13
  • Agile Project Management Framework -Scrum Agile project Management Framework based on Scrum • • Single master list of Single master list of • • Product Backlog evolves Product Backlog evolvesArchitect features,Team functionality, Master or with the environment Business Case Senior Agile Scrum Management features, functionality,Manager Project with the environment Design and other work required and product Im “E Proposed Committee Implement Idea and other work required and productTest pl xp em lo Approved and , ,prioritized based on en re prioritized based on • • Product backlog is ta ” Funded Project Product backlog is Daily (Scrum) Meeting: business IdentifyStatusandrisk, value and risk, ti on business value Share & Potential dynamic Independent dynamic asas in the judgment of the Impediments in the judgment of the 24 Hours management constantly Verification management constantly Product Owner Product Owner Sprint/Iteration Demo system to Project SPRINT changes itagree collaboratively changes itontomeet Review to meet stakeholders and Sprint Backlog or • • Items at the top of the product needs Charter 10 Working next iteration Items Feature List top of the at the Iteration Days product needs contents list will be completed by Release User list will be completed by Initiation Planning Management • • Items within the Backlog Acceptance Potentially Items within the Backlog “Envision” “Speculate” Plan Sprint/Iteration Shippable Product the team soonest by the Backlog or Iteration Testing Planning Meeting the team soonest Tasks Expanded have attributes of aa Functionality Team have attributes of Dynamic Product • • The Product Backlog is The Product Learn Backlog is from description, Iteration or description,priority, and priority, and Release Select work Feature List or constantly revised –– constantly revised items for next Team experiences estimate estimate iteration items added, removed, Product Backlog items added, removed, Sprint/Iteration Project Retrospectives or Retrospectives modified – by“Adapt” - the Lessons Learned Defect modified – by the - Release Product Product Reports Product Owner, to Product Owner, to Close Notes Owner Owner maximized the business maximized the business Enhancement Requests or Operations success of the team’s success of the team’s Defect Reports Abdallah Abi-Aad TeleCompass Inc. effort effort April 20, 2010Ottawa, IIBA Local Chapter Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 14
  • Agile Project Management Framework -Scrum Agile project Management Framework based on Scrum Business Case Senior Agile Team Scrum Master or Architect Management Project Manager Design Im “E Proposed Committee Idea Implement pl xp Test em lo Approved and en re ta ” Funded Project Daily (Scrum) Meeting: ti on Share Status & Identify Potential •• The ideal team size in •• Create the Sprint Sprint/Iteration Demo system to Create the Sprintplan Impediments Independent The ideal team size in Verification plan stakeholders and 24 Hours Scrum is 7 people +/- 2 Scrum is 7 people +/- 2 Sprint Backlog and decide on Sprint Project and decide on Sprint Review agree collaboratively SPRINT or Iteration length Charter on next iteration 10 Working Feature List length Days contents •• The team is cross- The“Speculate” is cross- Initiation team Planning Release Management User Potentially Acceptance functional ––designers, •TasksNegotiatefor • Negotiate for “Envision” Plan Sprint/Iteration Shippable Product functional designers, Backlog or Iteration Testing Planning Meeting Expanded by the Functionality testers, etc. ––and everyone testers, etc. and everyone resources when need Team resources when need Iteration or contributes based on items forwork Dynamic Product Learn from Release contributes based on iteration Feature Select •• Take responsibility Team Take responsibility List or next experiences competency, rather than competency, rather than Product Backlog for delivering Sprint/Iteration Project just job title for delivering Retrospectives or Retrospectives just job title Lessons Learned - “Adapt” - Release Defect Reports •• Inspect and adapt the Inspect and adapt Enhancement the Close Notes •• The team is self-organized Product Product The team is self-organized Owner Owner process process Operations Requests or and self-managed. and self-managed. Defect Reports Abdallah Abi-Aad TeleCompass Inc. April 20, 2010Ottawa, IIBA Local Chapter Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 15
  • Agile Project Management Framework -Scrum Agile project Management Framework based on Scrum Business Case Senior Agile Team Scrum Master or Architect Management Project Manager Design Im “E Proposed Committee Idea Implement pl xp Test em lo Approved and en re ta ” Funded Project Daily (Scrum) Meeting: ti on Share Status & Identify Potential --Responsible to ensure that the Team Responsible to ensure that the Team Impediments 24 Hours Independent Verification Sprint/Iteration Demo system to adheres to Scrum values, practices, and adheres to Scrum values, practices, Sprint Backlog or Project and SPRINT Review stakeholders and agree collaboratively rules rules Charter Iteration 10 Working Days on next iteration contents Feature List --Removes impediments Release Removes impediments Initiation Planning Management User Acceptance Potentially “Envision” “Speculate” Plan Sprint/Iteration Shippable Product --Ensures that the team is fully functional Tasks Expanded by the Backlog or Iteration Testing Planning Meeting Ensures that the team is fully functional Functionality Team and productive and productiveDynamic Product Learn from Iteration or Release --Shields theFeature from external iteration Shields theteam from external for next Select work Team team List or Product Backlog items experiences interferences interferences Sprint/Iteration Retrospectives or Project Retrospectives --Represents management to the project Lessons Learned RepresentsProduct management to the project - “Adapt” - Defect Close Release Notes --Enables close cooperation across all Reports Enables close cooperation across all Product Owner Owner Enhancement Operations roles and functions roles and functions Requests or Defect Reports Abdallah Abi-Aad TeleCompass Inc. April 20, 2010Ottawa, IIBA Local Chapter Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 16
  • Agile Project Management Framework -Scrum Agile project Management Framework based on Scrum Business Case Senior Agile Team Scrum Master or Architect Management Project Manager Design Im “E Proposed Committee Idea Implement pl xp Test em lo Approved and en re ta ” Funded Project Daily (Scrum) Meeting: ti on Share Status & Identify Potential Impediments Independent 24 Hours Verification Sprint/Iteration Demo system to Review stakeholders and •• 15 minute stand-up Project 15 minute stand-up Charter •• Improve everyone’s Improve everyone’s Sprint Backlog or Iteration SPRINT 10 Working Days agree collaboratively on next iteration contents meeting meeting Initiation Planning Release Management level of project level of project Feature List User Potentially knowledgeor Iteration Acceptance “Envision” “Speculate” Plan Sprint/Iteration Shippable Product knowledge by the Backlog Testing •• Improves Planning Meeting Functionality Improves Tasks Expanded Team communication communication Dynamic Product •• Is not a status Select work Is not a status Learn from Iteration or Release meeting Feature Team iteration meeting List or items for next experiences •• Identify and remove Identify and remove Product Backlog Sprint/Iteration Project impediments •• Is an Lessons Learned Is aninspection of Retrospectives or Retrospectives impediments Defect inspection of - “Adapt” - Release Reports the progress toward the progress toward Close Notes •• Highlight and Product Product Highlight and Owner Owner the Sprint goal Enhancement the Sprint goal Operations promote quick Requests or promote quick Defect Reports decision-making decision-making Abdallah Abi-Aad TeleCompass Inc. April 20, 2010Ottawa, IIBA Local Chapter Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 17
  • Agile Project Management Framework -Scrum Agile project Management Framework based on Scrum The Team provides the Business Case •• At the end of the Scrum Master or At the end of the Manager Architect The Team provides the Senior Agile Team Design Sprint, the Product Management Project following: Sprint, the Product Im “E Proposed Committee Implement following: Idea pl xp Owner, Team, Test em lo Owner, Team, Approved and en re •• What went well during ta ” Funded Project Daily (Scrum) Meeting: What went well during ScrumMaster, &and ti ScrumMaster, and on Share Status the Sprint Identify Potential the Sprint stakeholders come stakeholders come Impediments 24 Hours Independent Verification Sprint/Iteration Demo system to •• What problems it ran together and see aademo together and see demo Review stakeholders and What problems it ran Project SPRINT agree collaboratively of whatIteration team has of whatthe team has Charter Sprint Backlog or 10 Working on next iteration into and how it solved into and how it solved the Feature List Days contents produced Release User them “Envision” produced Backlog or Iteration Initiation Planning Management Potentially them Acceptance “Speculate” Plan Sprint/Iteration Shippable Product Testing Planning Meeting Tasks Expanded by the Functionality •• DemonstratesProduct work •• The Product Owner Demonstratesthe work The Product Owner Team Dynamic the gathers feedback from Iteration or that has been ordone and gathers feedback from Learn from Release Select work that has been done and Feature Team items for next everyone on ways to List experiences answers questions everyone Retrospectives or to on ways Product Backlog iteration answers questions Sprint/Iteration Project improve on what has improve on- “Adapt” - has what Lessons Learned Retrospectives Release been built Defect been built Close Notes Reports Product Product Owner Owner Enhancement Operations Requests or Defect Reports Abdallah Abi-Aad TeleCompass Inc. April 20, 2010Ottawa, IIBA Local Chapter Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 18
  • Agile Project Management Framework -Scrum Agile project Management Framework based on Scrum •• After the Sprint After the Sprint •• Inspection items include: Inspection items include: Review and prior to the Review and prior to the Business Case Senior --Scrum Team ScrumTeam composition Agile Team composition Scrum Master or Architect Management Design next Sprint Planning --Meeting arrangements Project Manager Im “E Committee next Sprint Planning Meeting arrangements Proposed Idea Implement pl xp Test em lo Meeting Meeting Approved and --Tools Daily (Scrum) Meeting: Tools en re ta ” Funded Project ti --Definition Status &“done” Identify of on Share •• 3 hrs time-boxed DefinitionPotential“done” Independent of 3 hrs time-boxed --Methods of Impediments meeting Methods of Verification 24 Hours Sprint/Iteration Demo system to meeting communications Review stakeholders and Project communications Sprint Backlog or SPRINT agree collaboratively •• Inspects how the last --Process for turning Charter 10 Working on next iteration Inspects how the last Process List turning Feature for Iteration Days contents Release sprint went in regards Product Initiation Planning Management User sprint went “Speculate” in regards Product Backlog or Iteration Acceptance Potentially “Envision” Plan Sprint/Iteration Shippable Product Testing to: people, backlog into Expanded by the backlog intosomething Planning Meeting Tasks Functionality to: people, something Team relationships, process, relationships, process, Dynamic Product “done” “done” Select work Learn from Iteration or Release Feature and tools ListBacklog Team and tools or items for next experiences Product iteration Sprint/Iteration Project Retrospectives or Retrospectives Lessons Learned - “Adapt” - Release Defect Close Notes Reports Product Product Owner Owner Enhancement Operations Requests or Defect Reports Abdallah Abi-Aad TeleCompass Inc. April 20, 2010Ottawa, IIBA Local Chapter Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 19
  • Sample Sprint Plan Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 20
  • Iteration Planning Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 21
  • Breadth of BA Competencies Analysis Analysis Domain Knowledge Domain Knowledge - - Business Analysis Business Analysis - - Conceptualization & Visioning Conceptualization & Visioning - - Products Products - - Requirements Elicitation & Validation Requirements Elicitation & Validation - - Systems Thinking Systems Thinking - - Process Process - Model & Specify Requirements & - - Feasibility Analysis Feasibility Analysis - - Markets Markets - Model & Specify Requirements & Solutions - - Decision Analysis Decision Analysis - - Systems Systems Solutions - - Solution Assessment & Validation Solution Assessment & Validation - - Cost/benefit Analysis Cost/benefit Analysis - Supply Chain - - Requirements Management Requirements Management - - Business Outcome Thinking Business Outcome Thinking - Supply Chain - - Competitive Analysis Competitive Analysis - Six Sigma BPR - Six Sigma BPR Managing & Consulting Managing & Consulting Implementation Implementation Leadership Leadership Skills Skills - Strategic & Business Planning - Strategic & Business Planning - - Planning & Executing Planning & Executing - - Facilitation Facilitation - - IT Knowledge IT Knowledge - Time & Cost Management - - Team Management Team Management - Time & Cost Management - - Process Change Process Change - Relationship Management - - Negotiation & Decision Making Negotiation & Decision Making - Relationship Management - - Quality Assurance Quality Assurance - Strategic Planning - - Conflict Management Conflict Management - Strategic Planning - - Verification & Validation Verification & Validation - Coaching Skills - - Communication Communication - Coaching Skills - - Customer Relationship Management Customer Relationship Management - Delegation & Management Skills - - Organizational Change Organizational Change - Delegation & Management Skills - Adaptive Methods - - Cultural Change Cultural Change - Adaptive Methods - - Risk Assessment & Management Risk Assessment & Management - - Management of Power & Politics Management of Power & Politics - Portfolio Management - Portfolio Management Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 22
  • Agile Development Product Vision Product Vision Product Roadmap Product Roadmap Reporting Reporting Operations Operations VERSIONONE VERSIONONE Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 23
  • Agile Requirements by View o Big view – Product – Gain an overall understanding of what the product will be, and plan the sequence of delivery. – Agree on vision, scope, and time line for the entire product o Pre-view – Release – Define what product functionality to deliver in a given release – Obtain agreement on the backlog items to deliver in the first few iterations in the release o Now-view – Iteration – Identify enough requirements to deliver in an iteration to enable the team to make a commitment for delivery Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 24
  • Product Owner and BA Roles o Product Owner - Strategic – Is external facing – Handles product marketing and portfolio analysis – Is responsible for the product vision, product roadmap, balances the voice of the “customer” with the voice of the “business” – Defines and adjusts the roadmap and release plans in response to market needs o Product Owner - Tactical – Selects and negotiates backlog items to deliver for each iteration – Elaborates on requirements for backlog items (just-in-time) – Defines dependencies, balances value with risk – Defines criteria of acceptance (“doneness”) for each item Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 25
  • How a BA Add Value to Agile Team? o Focus on the work NOT the role o With agile, value comes from the customer – Strategic activities: • Analyzing the market and the business case • Defining the product vision and roadmap • Developing requirements • Adjusting the product backlog • Determining the delivery plans – Tactical activities: • Specifying the items to be delivered in each iteration • Determining when each iteration is complete • Analyzing dependencies between items • Helping the team analyze requirements stories Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 26
  • How A BA Add Value to Agile Team? o Working methods change in an agile environment – Processes, products, and relationships change on an agile team. How you: • Plan the work • Deliver the product • Represent requirements • Share the knowledge • Interact with your team and customer • Manage changing requirements • Document requirements Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 27
  • BA - Facilitator Role o Facilitation techniques for identifying solution features – Creating a solution vision and scope • Brainstorming – discussing ideas • Brain-writing – submitting written ideas for discussion – Eliciting feature and associated business rules • Focus groups meetings – soliciting opinions • JAD – resolving conflicts – Analyzing features – assumptions, constraints, risks, and issues • Root cause – 5 whys, Ishikawa Diagrams • Force-field – listing negative and positive influences • As-Is and To-Be gap – Making decisions on features and priorities • Multi-voting – subjective paring down a long feature list • Criteria-based grid – weighing feature value criteria • Impact/Effort grid – comparing feature benefits versus effort Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 28
  • BA - Facilitator Role o Emotional intelligence skills for interfacing with stakeholders – Active listening and paraphrasing – Neutrality – focus on meeting process instead of solution content – Questioning – seeking answers rather than posing solutions – Maintaining focus – use a parking lot and issue log for off agenda topics – Obtaining stakeholder feedback – Summarizing and synthesizing ideas – Conflict intervention Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 29
  • BA in an Agile Team - Summary o Act as a mentor, not a bridge o Focus on modeling, not documentation o Focus on Leadership – facilitation, coaching and team building o Work in an evolutionary manner Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 30
  • Questions & Answers Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 31