Overview of Agile for Business Analysts
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Overview of Agile for Business Analysts

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This seminar was presented to the IIBA Omaha group. My goal was to provide a quick overview of Agile and then dive into the role and skills needed for a BA on an Agile team. Let me know if you would ...

This seminar was presented to the IIBA Omaha group. My goal was to provide a quick overview of Agile and then dive into the role and skills needed for a BA on an Agile team. Let me know if you would like me to present this or a similar topic at your organization. sally@agiletransformation.com

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Overview of Agile for Business Analysts Overview of Agile for Business Analysts Presentation Transcript

  • Overview of Agile & Scrum For Business Analysts Presenter: Sally Elatta 1
  • About the Speaker • Sally Elatta • Founder of AgileTransformation.com • Enterprise Process Improvement Coach, Architect, Trainer • Coached over 18 teams on adopting Agile methods. • Taught over 600+ students on Agile • Certified ScrumMaster, Scrum Practitioner, IBM, Sun, and Microsoft Certifications. • Sally@AgileTransformation.com • 402 212-3211 2 Copyright(c) Sally Elatta 2009 www.AgileTransformation.com
  • Session Goals • Quick overview of Traditional Development • Provide an overview of Agile, Scrum • Overview of the Agile Roles • Focus on the BA Role • Overview of the basic process • Why it‟s being adopted • Resources 3 Copyright(c) Sally Elatta 2009 www.AgileTransformation.com
  • The Waterfall Process 4 4 Copyright(c) Sally Elatta 2009 www.AgileTransformation.com
  • Waterfall Characteristics 5 Copyright(c) Sally Elatta 2009 www.AgileTransformation.com
  • The Agile Values The manifesto‟s shared value statement: “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 & interactions Over Processes & 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 Copyright(c) Sally Elatta 2009 www.AgileTransformation.com
  • Project Management Engineering Principles Principles (TDD, Continuous Integration, (Release Planning, Sprint and Refactoring ..etc) Iteration Planning, Daily Scrum, Sprint Demo and Retrospective ..etc) 8 Copyright(c) Sally Elatta 2009 www.AgileTransformation.com
  • Agile Characteristics Product Backlog Test Driven Development Business / IT as One Team 9 Copyright(c) Sally Elatta 2009 www.AgileTransformation.com
  • Agile/Scrum Roles Committed: – Scrum Master – Product Owner – The Team Interested: – Stakeholders – Users 10 Copyright(c) Sally Elatta 2009 www.AgileTransformation.com
  • Who is the Product Owner?  1 Person in charge of the backlog!  Prioritizes the backlog stories for highest ROI.  Most likely from the business. Has the most Product to loose/gain from project outcome. Backlog  Accepts or rejects work completed.  Knowledgeable, Empowered, Engaged  Only one who can add or remove stories from the backlog.  The Captain of the Ship! Owns final success or failure of project.  Can stop the project if no ROI is being delivered. 11 11 Copyright(c) Sally Elatta 2009 www.AgileTransformation.com
  • BA and Product Owner Collaboration • Much of our project 'Waste' is a result of : – Missing stories – Mis-understood stories – Team working on non-valuable stories – Business changing their mind on what they want in a story • The BA‟s role is to address all these issues by engaging the product owner early and often. 12 Copyright(c) Sally Elatta 2009 www.AgileTransformation.com
  • The ScrumMaster • Is the owner of the “Process”. • Attacks impediments like a hawk! • Makes sure the team is getting the business collaboration needed for success. • Helps build teamwork, motivation and create self organizing teams. • Prepares 'visual' reports that represents the teams progress. 13 Copyright(c) Sally Elatta 2009 www.AgileTransformation.com
  • The Team • Small, cross-functional group of people that work together daily. Size is 7 (+- 2) • Team is made up of developers, analysts, testers, business users, data and systems folks ..etc. • Some members are dedicated (75%+) and some are shared with other projects. • Each member attends all the core meetings, breaks down and estimates tasks. 14 Copyright(c) Sally Elatta 2009 www.AgileTransformation.com
  • Business Users and SMEs • Help Product Owner and Team by:  Identify User Acceptance Test cases ahead of each planning meeting.  Answering team questions and being a business SME.  Help define priority and work that will provide most value.  Perform user acceptance testing and recommend acceptance or rejection of work.  Provide positive and constructive feedback to the team.  So how is different from their role today? 15 Copyright(c) Sally Elatta 2009 www.AgileTransformation.com
  • Sample Team Structures 16 Copyright(c) Sally Elatta 2009 www.AgileTransformation.com
  • The Business Analyst • During the iteration, the BA works on making sure the requirements and test cases are understood by developers for all stories. (Not just documented well!) • They chase down answers to questions, help facilitate meetings and help make sure each developer has what they need. • They work ahead with the product owner to define stories and test cases for the next iteration. • The work closely with testers (IT or business) to track testing progress. • A strong BA is usually the ScrumMaster‟s right hand person and their backup.
  • BA Role .. • The BA is also in charge of making sure the backlog and project workbook is updated. • Make their artifacts and documentation easy to read and find by people who need them. • Makes sure the right SMEs are attending any team sessions that need them. • A strong BA is the „glue‟ that helps tie everything together during the iteration. • Results driven, focused, energetic, positive, collaborative, strong facilitator, willing to do „whatever it takes‟ to help the team succeed. These are the qualities of a strong agile BA. 18 Copyright(c) Sally Elatta 2009 www.AgileTransformation.com
  • The Agile Lifecycle – Big Picture
  • Release Planning • What are the top priority items we need to deliver in this release? • How Big/Small is each one? What is the dependency between them? • How much can the team handle each iteration? Pencil in the next several iterations. • What are our „Conditions of Satisfaction‟ for this release? When are we „Done‟? 20 Copyright(c) Sally Elatta 2009 www.AgileTransformation.com
  • Release Planning 21 Copyright(c) Sally Elatta 2009 www.AgileTransformation.com
  • Product Sprint Product Backlog Backlog Tasks Owner Each story is broken Sprint 1 thinks of down into tasks. Each New Idea team member signs up Sprint 2 for tasks and provides estimates of effort. Sprint 3 Sprint 4 Each Iteration is 1 – 4 weeks in length. Multiple iterations Sprint N make up a Release. Features/Stories Small Stories 22 Copyright(c) Sally Elatta 2009 www.AgileTransformation.com
  • The Backlog Hierarchy Business Domain Theme/Feature/Epic Feature2 Story1 Story2 Story3 23 Copyright(c) Sally Elatta 2009 www.AgileTransformation.com
  • Sample Backlog 24 Copyright(c) Sally Elatta 2009 www.AgileTransformation.com
  • Agile Requirements • Stories: Light weight description of a small valuable business deliverable. • Details of a story can be extracted using: – Acceptance Test Cases – Business Rules – Business Process /Activity Diagrams – User Interface Prototypes • All documentation must be valuable and actually consumed by someone! • More on this in August! 25 Copyright(c) Sally Elatta 2009 www.AgileTransformation.com
  • Release Planning Meetings • Here are some common meetings during Release Planning: – Resource Planning Meeting ( who do we need?) – Story Identification, Breakdown and Prioritization – Story sizing and dependency. – Building the Release Plan 26 Copyright(c) Sally Elatta 2009 www.AgileTransformation.com
  • Iteration Pre-Planning • The BA along with the product owner should spend some time each iteration pre-planning for the next iteration. This involves: – Identifying the top priority stories the team needs to work on next. – Identifying and writing acceptance test cases for each. – Identifying any upfront design or testing work that needs to be done. – Developing any UI sketches or business activity diagrams. 27 Copyright(c) Sally Elatta 2009 www.AgileTransformation.com
  • Iteration Planning • Half day or full day meeting to answer the following: • What are the top stories we need to get done this iteration? • Discuss how will we know when each story is „Done‟, review and contribute to the acceptance test cases? • What tasks do we need to get each story done? • Who will signup, commit and provide an ETA for each task? 28 Copyright(c) Sally Elatta 2009 www.AgileTransformation.com
  • Sample Iteration Plan 29 Copyright(c) Sally Elatta 2009 www.AgileTransformation.com
  • Story Points • We simply use relative complexity buckets to size each story. 20+ Smallest Small Medium Med-large Large Very Large EPIC! How many stories a team gets ‘Done’ each iteration is their Velocity Copyright(c) Sally Elatta 2009 30 www.AgileTransformation.com
  • BA Iteration Check List  Help setup task board  Get acceptance test cases to each developer  Update workbook & backlog  Pre-Planning for next iteration  Test data setup coordination  Coordinate user testing  Coordinate final demo and retrospective  Glue everything together! 31 Copyright(c) Sally Elatta 2009 www.AgileTransformation.com
  • Daily Tracking • What did you do yesterday? • What will you do today? • Any Impediments? 32 Copyright(c) Sally Elatta 2009 www.AgileTransformation.com
  • Iteration Review • Product owner and team show off what the team got done in the last iteration and discuss impediments. • Get feedback from other users and stakeholders and discuss plan for next iteration. 33 Copyright(c) Sally Elatta 2009 www.AgileTransformation.com
  • Iteration Retrospective What Worked What Needs Well? Improvement? • Impediments were • Prioritize stories removed quickly before team meeting • Team collaborated well • Identify acceptance to solve problems. tests before meeting • Business users • Begin using TDD attended standups 34 Copyright(c) Sally Elatta 2009 www.AgileTransformation.com
  • New BA Skills Needed • Facilitation and Controlling Meetings. • Flexibility, being a Generalizing Specialist. • Requirements Gathering Skills are different. • Working on a cross functional team. • Measurement of Success is based on team delivery of actual points not documentation signoffs. • What else? 35 Copyright(c) Sally Elatta 2009 www.AgileTransformation.com
  • New Skills Are Needed! • Business:  Leadership, Teamwork and Collaboration  Ability to define stories and user test cases  Ability to perform acceptance testing  Ability to truly prioritize what is needed now and what provides value.  Better understanding of the technical world  Time management and commitment.  Support and stay positive  Understand ROI and when we‟re „Done‟ 36 Copyright(c) Sally Elatta 2009 www.AgileTransformation.com
  • New Skills Are Needed! • IT:  Facilitation, Leadership, Teamwork and Collaboration.  Ability to breakdown stories into small manageable tasks.  Ability to focus on getting stories completed  Ability to work and collaborate within the IT department (cross functional).  Communication, synchronization between multiple teams.  Focus more on business value (ROI) than technical implementation. 37 Copyright(c) Sally Elatta 2009 www.AgileTransformation.com
  • So Why is Agile Being Adopted?  Seeing working software each demo.  High visibility into project progress.  Early and continuous customer feedback results in delivery of software they want and will use.  Product Owner is empowered to make decisions.  Customer can get what has been completed on the release date if they choose.  Agile change management is more welcoming to change than traditional change management.  Highest Priority Items delivered first. 38 Copyright(c) Sally Elatta 2009 www.AgileTransformation.com
  • 39 Copyright(c) Sally Elatta 2009 www.AgileTransformation.com
  • How Agile Can Fail! No top level management commitment and support No customer commitment to collaboration Inexperienced Scrum Masters leading the effort Reverting to form due to no agile evangelist Ineffective or no release planning Skipping Iteration 0 Ineffective use of retrospectives (or no retrospectives) A culture not open to change Not comfortable dealing with what Agile exposes A culture of command and control
  • How We Can Help Training Coaching & Consulting • Executive and Business • Troubled Project Overview of Agile/Lean Assessment & • Real World Agile and Recovery Scrum team training + • Agile Project Initiation Project Jump Start and Planning • Effective Facilitation & • End to End Project Requirements Gathering Execution • Servant Leadership • Organizational • SOA Assessments • … More! • Process Improvement Roadmap Execution
  • Resources • My Article: http://tinyurl.com/6h5mam • Watch the 10 minute video intro to Scrum: http://tinyurl.com/5py7ct • www.AgileAlliance.org • Questions? Sally@AgileTransformation.com 42