The Business Analyst’s Critical Role in Agile Projects

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Are you a business analyst, wondering how you fit into agile projects? Are you a ScrumMaster who wants to work with business analysts for a stronger project team? Are you a product owner who needs to supercharge your product backlog? Mark Layton introduces you to the critical role of the business analyst on agile projects. Get the essential information business analysts need to know to be successful members of an agile project team. Learn how business analysts can use their product knowledge and requirements translation skills to support product owners and stakeholders. Discover the role of product owner agent and why business analysts do well in that role. Learn how business analysts approach documentation—especially requirements—on agile projects. Dive into the details of the product backlog and user stories. Bring your questions and be ready to learn all about the who and the how of the business analyst in agile projects.

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The Business Analyst’s Critical Role in Agile Projects

  1. 1.     AT10 Session  6/6/2013 3:45 PM                "The Business Analyst’s Critical Role in Agile Projects"       Presented by: Mark Layton Platinum Edge, Inc.                   Brought to you by:        340 Corporate Way, Suite 300, Orange Park, FL 32073  888‐268‐8770 ∙ 904‐278‐0524 ∙ sqeinfo@sqe.com ∙ www.sqe.com
  2. 2. Mark Layton Platinum Edge, Inc. Known globally as Mr. Agile®, Mark Layton is an organizational strategist and PMI certification instructor with more than twenty years in the project management field. Mark is the Los Angeles chair for the Agile Leadership Network and the founder of Platinum Edge, Inc., an organizational improvement company supporting businesses in waterfall-to-agile transition. The author of Agile Project Management for Dummies, Mark is a frequent speaker on lean, XP, Scrum, and other agile solutions. He is a distinguished graduate of the Air Force’s Leadership School, certified Project Management Professional (PMP), Certified Scrum Trainer (CST), and recipient of Stanford University’s advanced project management certification (SCPM).  
  3. 3. Business Analysis’ Critical Role i A il P j t R l in Agile Projects mark.layton@platinumedge.com What is agile project management? g a very quick overview
  4. 4. Agile in Practice: the Tip of the Iceberg • Teams work in iterations, or sprints, generally 1-4 weeks long - Each sprint includes design, development, testing and documentation • Deliver small groups of usable functionality on a regular basis • Self-organizing, cross-functional teams • Cl Close collaboration with the b i ll b i i h h business • Inspect & adapt Do Not Duplicate | © All Rights Reserved Agile Methodology? Do Not Duplicate | © All Rights Reserved
  5. 5. Common Agile Set Do Not Duplicate | © All Rights Reserved 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.” Kent Beck Mike Beedle Arie van Bennekum Alistair Cockburn Ward Cunningham Martin Fowler James Grenning Jim Highsmith Andrew Hunt Ron Jeffries Jon Kern Brian Marick Robert C. Martin Steve Mellor Ken Schwaber Jeff Sutherland Dave Thomas © 2001, the above authors this declaration may be freely copied in any form, but only in its entirety through this notice. Do Not Duplicate | © All Rights Reserved
  6. 6. The 12 Principles of Agile 1. 2. 3. 4. 5. 6. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business people and developers must work together daily throughout the project. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is a face-to-face conversation. 7. 8. 9. 10. 11. 12. Working software is the primary measure of success. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility. Simplicity – the art of maximizing the amount of work not done – is essential. The best architectures, requirements, and des g e e ge o se o ga design emerge from self-organizing teams. g tea s. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. Comparing Waterfall to Agile Approaches
  7. 7. What’s Different? • • • • Requirements timing Focus on priorities Approach to change User stories Do Not Duplicate | © All Rights Reserved Fundamental Paradigm Shift Do Not Duplicate | © All Rights Reserved
  8. 8. Waterfall Project Life Cycle Do Not Duplicate | © All Rights Reserved Agile Sprints Do Not Duplicate | © All Rights Reserved
  9. 9. Simplified Scrum Overview 13 Do Not Duplicate | © All Rights Reserved Time = Knowledge You always know the least at the project start! 100% 75% 50% 25% 0% Project Start 3 Mos. 6 Mos. 12 Mos. Product & Project Knowledge Do Not Duplicate | © All Rights Reserved 18 Mos.
  10. 10. Product Backlog Darwinism 15 Do Not Duplicate | © All Rights Reserved Business Analyst Roles on an Agile Project
  11. 11. Agile Roles (Scrum Framework) • Scrum Master • Product Owner • Development Team Do Not Duplicate | © All Rights Reserved Roles: Product Owner • Provides strategy and direction for the project › › › › Vision, Product Roadmap, Release Goal, Sprint Goal Organizes and prioritizes Product Backlog − Initiates requirements − Scope control mechanism Business interface on requirements & status Decides on release date for completed functionality • Responsible for the profitability of the product (ROI) › Makes investment and financial trade-off decisions • Involved daily in the Sprint to provide clarifications › › Full time member. The project is NOT an ‘additional duty’ If a tactical Product Owner agent is used (common with offshore), the PO has ultimate responsibility • Accepts or rejects work results throughout Sprint › Presents Scrum Team accomplishments at Sprint Review 18 Do Not Duplicate | © All Rights Reserved
  12. 12. User Stories •Card •Conversation C i •Confirmation Do Not Duplicate | © All Rights Reserved INVEST Approach* • Independent (to the degree possible) – Does not need other stories to implement • Negotiable • Valuable – Features, not tasks – Written in the user’s language • Estimable • Small – Half a Sprint or less for one Dev Team member • Testable – Not too subjective *User Stories Applied by Mike Cohn Do Not Duplicate | © All Rights Reserved
  13. 13. For BAs, This Means… • Participation throughout the project • Requirements and products that reflect customer needs • Ability to change for product enhancement Do Not Duplicate | © All Rights Reserved For More Information… Do Not Duplicate | © All Rights Reserved

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