For some teams, having a Business Analyst would be a luxury. For others, they are no longer necessary. Whatever your situation, analysis and critical thinking is still essential in software development. Even if you don’t have a Business Analyst!
During this talk, you will learn how to become a Business Analyst while still being a developer, tester, or product manager. I will introduce some of the secrets that great Business Analysts use to get people collaborating, discussing the problem, and agreeing on a solution. Learn how to run a design studio, 3 amigos session, or a story kickoff. Don’t just be a zombie reading your next ticket. Let’s think about the problem and how we’ll solve it together!
11. think sharp rmckergow
Analysis?! That’s not my job…
Can you just tighten
this bolt up?
Sorry mate. I’m a bolt
loosener. You’re going to
need a bolt tightener.
13. think sharp rmckergow
Poor analysis creates costly defects
Refer to this article featuring @scottwambler: http://bit.ly/costofchange
Cost
Length of feedback cycle
Analysis defects found via
traditional acceptance testing
14. think sharp rmckergow
Collaborative analysis reduces cost of defects
Refer to this article featuring @scottwambler: http://bit.ly/costofchange
Cost
Length of feedback cycle
Analysis defects found
via active stakeholder
engagement /
participation
Analysis defects found
via collaborative
workshops
16. think sharp rmckergow
Reading stories ≠ shared understanding
Communicationeffectiveness
Richness of communication
Reading a
document /
stories
Refer to this article featuring @TotherAlistair: http://bit.ly/agilecomms
17. think sharp rmckergow
Talking to people = shared understanding
Communicationeffectiveness
Richness of communication
Face to face
conversation
Refer to this article featuring @TotherAlistair: http://bit.ly/agilecomms
Face to face at
a whiteboard
18. think sharp rmckergow
Analysis is essential
“Analysis doesn’t need
a role to happen.
But… the absense of a
Business Analyst
is not an excuse to ignore it.”
Ryan McKergow
21. think sharp rmckergow
Three amigos
“A technique collaborative
mindset involving the key
functions in software
development.”
22. think sharp rmckergow
Three amigos
Steps to be the three amigos:
• Where ever you need to clarify a story
talk to eachother at the same time
• Time: 5-15 minutes
• Other opportunities:
• Sprint planning
• Story kickoff
• Demoing a story to the “business” (aka
Product owner)
26. think sharp rmckergow
Story kickoff
“A technique to get a shared
understanding of a story when
starting development.”
27. think sharp rmckergow
Story kickoff
Steps to run a story kickoff:
• Hold it when ready to start dev on a story
• Gather the team & creator of the story
• Ask the creator to visually explain the story
& provide context
• Asks lots of questions to clarify what they
want
• Start dev
• Time: 5-15 minutes
31. think sharp rmckergow
Customer journey map
“A technique to understand
what our customers go
through. What are their pains &
what are the opportunities to
improve?”
32. think sharp rmckergow
Customer journey map
Steps to create a Customer journey map:
• Organise the team for a workshop (particularly
someone involved in the existing process or a
real customer!)
• List out the:
• Phases the customer goes through
• What activities for each phase
• What they gain / is painful about each phase
• Brainstorm opportunities to improve on existing
process
• Time: 60-120 minutes
35. think sharp rmckergow
Design studio workshop
“A technique to design
the user interface together
& identify gaps
in our analysis.”
36. think sharp rmckergow
Design studio workshop
Steps to run a design studio workshop:
• Organise the team for a workshop
• Product owner provides context on new feature
• Everyone draws what they think the interface will
look like
• Present to each other, share & critique ideas
• Round 2 of drawing the interface based on
feedback (optional)
• Converge on a single design
• Time: 30-90 minutes
37. think sharp rmckergow
Design studio workshop
Additional information on
design studio workshops:
http://bit.ly/design-studio-workshop
(Details ¾ way down article)
41. think sharp rmckergow
Image References
1. Assets.nydailynews.com, (2016). [online] Available at:
http://assets.nydailynews.com/polopoly_fs/1.98449.1314089135!/img/httpImage/image.jpg_gen/der
ivatives/gallery_1200/gal-movie-a-team-jpg.jpg [Accessed 15 Feb. 2016].
2. Ambysoft.com. (2016). [online] Available at:
http://www.ambysoft.com/artwork/comparingTechniques.jpg [Accessed 28 Apr. 2016].
3. Schiffer, B. (2015). Bernd Schiffer on Twitter. [online] Twitter. Available at:
https://twitter.com/berndschiffer/status/611773018772103168 [Accessed 15 Nov. 2015].
4. Agilemodeling.com, (2015). Communication on Agile Software Teams. [online] Available at:
http://www.agilemodeling.com/essays/communication.htm [Accessed 15 Nov. 2015].
5. Methodsandtools.com. (2016). [online] Available at:
http://www.methodsandtools.com/archive/speccollab1.gif [Accessed 28 Apr. 2016].
Editor's Notes
We’ve taken a look at how agile has changed organisations, but let’s deep dive into how it’s affected business analysts.
Where do we fit in? Is there still a role for us?
To investigate this, I want to take a look at the common roles within different agile teams.
Business analyst, developers, testers, architect, product owner, project manager
Business analyst acting as iteration manager (unless there’s a full time IM)
Analysis is purely performed by the business analyst
Business analyst (optional), developers, testers, product owner, delivery lead
Business analysts are sometimes present in these teams.
If they are, they lead the analysis. If not, analysis is the collective responsibility of the team.
The Development team, Product Owner, Scrum Master
Developers is the collective noun for all members of a cross-functional team. This could include business analysts, testers, architects, but all titled developers.
This encourages T-shaped individuals. Specialisation in an area, but breadth in others.
Emphasis that all specialisations are the collective responsibility of the team. This includes analysis.
Developers, project manager
Analysis is the responsibility of either the project manager or developers depending on company.
So where does all of this leave us? Some teams have a Business Analyst… Some don’t?
We need to be mindful of this and look at being flexible. Not caught up on a title, but looking to be a great T-shaped analyst.
This leads to our last section...
We’ve taken a look at how agile has changed organisations, but let’s deep dive into how it’s affected business analysts.
Where do we fit in? Is there still a role for us?
To investigate this, I want to take a look at the common roles within different agile teams.
When the technology was simple – The way we thought about technology was also fairly simple. What are we building? Simple question right? A business analyst would gather the requirements to automate a manual process.
The technology became more complex – There were suddenly more layers and complexity to think about, more servers, more databases, more connections. We needed more analysis on how all the systems would connect to each other.
The technology became less complex – Or more accurately, we found better ways to manage the complexity of the systems. So the question was no longer about how are we going to build it, but why are we building it? Does it solve an existing problem in the market? Is there an appetite for a solution to the problem. In some ways, the complexity has now moved onto the interactions with users.
So, the evolution of technology has changed the questions we ask.
When the technology was simple – The way we thought about technology was also fairly simple. What are we building? Simple question right? A business analyst would gather the requirements to automate a manual process.
The technology became more complex – There were suddenly more layers and complexity to think about, more servers, more databases, more connections. We needed more analysis on how all the systems would connect to each other.
The technology became less complex – Or more accurately, we found better ways to manage the complexity of the systems. So the question was no longer about how are we going to build it, but why are we building it? Does it solve an existing problem in the market? Is there an appetite for a solution to the problem. In some ways, the complexity has now moved onto the interactions with users.
So, the evolution of technology has changed the questions we ask.
When the technology was simple – The way we thought about technology was also fairly simple. What are we building? Simple question right? A business analyst would gather the requirements to automate a manual process.
The technology became more complex – There were suddenly more layers and complexity to think about, more servers, more databases, more connections. We needed more analysis on how all the systems would connect to each other.
The technology became less complex – Or more accurately, we found better ways to manage the complexity of the systems. So the question was no longer about how are we going to build it, but why are we building it? Does it solve an existing problem in the market? Is there an appetite for a solution to the problem. In some ways, the complexity has now moved onto the interactions with users.
So, the evolution of technology has changed the questions we ask.
When the technology was simple – The way we thought about technology was also fairly simple. What are we building? Simple question right? A business analyst would gather the requirements to automate a manual process.
The technology became more complex – There were suddenly more layers and complexity to think about, more servers, more databases, more connections. We needed more analysis on how all the systems would connect to each other.
The technology became less complex – Or more accurately, we found better ways to manage the complexity of the systems. So the question was no longer about how are we going to build it, but why are we building it? Does it solve an existing problem in the market? Is there an appetite for a solution to the problem. In some ways, the complexity has now moved onto the interactions with users.
So, the evolution of technology has changed the questions we ask.
When the technology was simple – The way we thought about technology was also fairly simple. What are we building? Simple question right? A business analyst would gather the requirements to automate a manual process.
The technology became more complex – There were suddenly more layers and complexity to think about, more servers, more databases, more connections. We needed more analysis on how all the systems would connect to each other.
The technology became less complex – Or more accurately, we found better ways to manage the complexity of the systems. So the question was no longer about how are we going to build it, but why are we building it? Does it solve an existing problem in the market? Is there an appetite for a solution to the problem. In some ways, the complexity has now moved onto the interactions with users.
So, the evolution of technology has changed the questions we ask.
Another big change in the last 15 years – and the reason we’re all here today - is the introduction of an agile way way of working. There are some key improvements that agile methodologies have brought to organisations, I want to highlight three of the big ticket items, to show that the teams and processes around the role of business analyst have also been evolving.
In development teams, you can easily make a significant difference to team performance. There are a number of things you can do to help support this:
Help to work for consensus on decisions and features to be built, involve the whole team in the decision-making process where possible. Developers love solving problems, let them help come up with the solutions. This will encourage greater engagement and ownership of the issue/product. When I worked at Sensis I was working on optimizing a feature and we were just struggling to come up with a fantastic solution that would delight our users, when I started involving the developers, that’s when things got really interesting. We ended up with a solution that was more interesting, looked great and the whole team felt like they helped make the decision and were super happy with the outcome.
Have a shared understanding of project goals and ambitions. You can help with this by communicating proactively. If decisions are made by the business, ensure these decisions are communicated back to the development team. If the dev team understands the goals and reasons behind those goals, they will make the right decisions when it comes to developing features. For example, I worked at an organisaation where there was a business decision to deprioritise a whole lot of functionality in order to deliver an MVP to users. Unfortunately this wasn’t communicated properly back to the development team and they continued working on features that were no longer a part of MVP. So make sure that if the goals have changed, that the team are told and that they understands the reasons for the change, we’re all in this together after all.
Effective teams possess not only technical skills, but also emotional intelligence. It turns out that if individuals on your team are socially aware, the whole group puts in better quality work. The ability to understand the feelings and thoughts of others—is one of the most important factors that can influence overall team intelligence. One of the easy things you can do for this one, is never assume your team mates life outside of work is great. Because it may not be, if you take the time to ask questions and get to know every member on your team, you will find that the team will start to collaborate and actually enjoy coming to work more, as they will feel understood. Also, humor. It might not be such an obvious factor in the effectiveness of a team, but actually humor inspires trust and intimacy—which can lead to overall better team interactions. SO don’t be afraid to be a bit of a clown, or to tell that cheesy dad joke. It will put everyone at ease, and who knows, you may actually enjoy coming to work if you have fun there.
Remember, great teams don't just happen. Teams fit together like puzzles and are the result of hard work.