The BA role in Agile software development


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The BA role in Agile software development

  1. 1. More important than ever: The Business Analysts’ role in Agile software developmentIIBA Conference, September 2009IIBA Nottingham, May 2010 Allan KellyBig Airline, June 2010 allan@allankelly.netSkills Matter, July 2010 Software Strategy
  2. 2. Allan Kelly, BSc, MBA  Consulting, Training & Coaching for Agile adoption and deepening  Author:   Changing Software Development: Learning to be Agile, Wiley 2008. 33 Business Strategy Patterns for Software 97 Things Every Programmer Creators Should Know, Henney, 2010 Context Encapsulation in Pattern Languages of Program Design volume 5, 2006
  3. 3. Agile  What is it?   and Lean? 3
  4. 4. “Agile processes promise to react flexibly to What is Agility? changing requirements,Jim Highsmith, thus providing the 2002 “Agility is the ability to highest business value both create and to the customer at any respond to change in point in time” order to profit in a turbulent business environment.” Jutta Eckstein 2004   Today: Agile as Better   Respond to changing (business) environment   Faster, more productive, higher quality   Tomorrow: Agile creates new business models   Opportunities for those not confined by traditional IT4
  5. 5. Agile  Its the business need, stupid 5
  6. 6. Agile in contextMoreprescriptive XP Scrum … Kanban Agile More Lean thinking philosophical: value, idea Organizational Learning based Applicability
  7. 7. 1999-2004: Agile = XP  Extreme Programming   First Agile method to gain popularity   Developer centric practices and literature  Business need from onsite Customer   Customer on C3 was a Business Analyst  “Customer” view too simplistic   Short sighted   Assume customer knows   No discussion on how the customer knows 7
  8. 8. 2005-today: Agile = Scrum  Scrum   Aproject management method without a project manager  Product Owner specifies need  Scrum silent on how the Product Owner knows 8
  9. 9. Who is theProduct Owner? BusinessSubject AnalystMatter /DomainExpert Product Manager 9
  10. 10. Traditional approach Business Analysis / System AnalysisRoyce, 1968, “Managing the Developmentof Large Software Systems” 10
  11. 11. 11
  12. 12. BA/Product Owner Traditional approach Agile approach works ahead of team - scouting out requirements 6+ months  Slice through workDecide requirement Decide requirement   Everything in iteration   End-to-End Analysis / Design Analysis / Design   Deliver business functionality Code & Unit Test Code & Unit Test Merge & Release Merge & Release Iteration 1 (2 weeks) Iteration 2 (2 weeks)
  13. 13. BA/Product Owner works ahead of team - scouting out requirements  Slice through work Decide requirement Decide requirement  Everything in iteration  End-to-End Analysis / Design Analysis / Design  Deliver business functionality Code & Unit Test Code & Unit Test Merge & Release Merge & Release Iteration 1 (2 weeks) Iteration 2 (2 weeks)
  14. 14. Close quarters requirements  Goals and objectives   replace Big Requirements Documents   under continual review  Requirements gathering is ongoing process   rather than only at the start  BA needs to stay involved   rather than leave after initial stages  Delivered functionality changes and evolves   in direction of the goal and objective  More to it than requirements gathering   Dialogue over document 14
  15. 15. Business Analysts, move on up  Filling the Product Owner role well BA need to: Business Analysis Maturity Model   Move up Maturity Model r tOwne   From Order taker duc Pro   To Internal Consultant  Improving business effectiveness Source and more details on BAMM: 15
  16. 16. Less (software) is morePotentially 80% of software Only about 20% ofdevelopment work is waste features & functions• Better requirements can reduce in typical customdemand by 80% software are used If 30+% of requirementschange then We often encounter• Why bother doing work on them in requirements churnthe first place? of 30% to 50% Solution: Mary & Tom Poppendieck Implementing Lean Software• Just In Time Requirements Development 2007• Identify, implement, deliver inquick succession 16
  17. 17. But....  There is a time and a place for everything  .... Requirements come second when changing to Agile 17
  18. 18. The Alignment Trap IT Highly aligned ‘Alignment trap’ ‘IT Enabled growth’Challenge 1: 11% companies 7% companies Doing the right thing• Get Agile •  IT spending +13% higher than average •  IT spending 6% less than average• From Maintenance to •  Sales -14% over 3 •  Sales growth +35% overWell-oiled years 3 years• Delivery focus ‘Maintenance zone’ ‘Well-oiled IT’ 74% companies 8% companiesChallenge 2: •  Average IT spending •  IT spending 15% below• From Well-oiled •  Sales -2% over 3 average• To Growth years •  Sales growth +11% over• Requirements focus Less aligned 3 year IT Less Doing things right IT More Effective Effective Source: Shpilberg, Berez, Puryear, Shah: MIT Sloan Review, Fall 2007
  19. 19. When adopting Agile Sequence the changes1.  First Do it right   Management focus on the development team2.  Do not emphasis requirements or BA role3.  Get developers more effective Then4.  Do the right thing   Focus on the what5. Long term benefits in BA role 19
  20. 20. Project constraintsProduct ResourcesOwnerneeds to Features (People)make thesetrade offs Fixed in the short run (Brooks Law) Scope creep Time(run backwards) Time boxedAgile projects negotiate over requirementsrather than resources or time 20
  21. 21. More work for Product Owners Less work for Project Managers•  Negotiate over feature delivery •  Self organizing teams •  Not when • No task allocation•  Flexible release plan Project • Tracking by delivery • Not Gantt chart Manager • Not % complete• Measure value delivered • Commitment over • Not time spent estimates •  Changing requirements • Not work packages BA/Product •  Sustainable pace Development • No whip cracking Owner team 21
  22. 22. More work for Product Owners Less work for Project Managers•  Negotiate over feature delivery •  Self organizing teams-  Not when -  No task allocation•  Flexible release plan Project Manager •  Tracking by delivery-  No Gantt chart -  Not % complete•  Measure value delivered •  Commitment over-  Not time spent estimates •  Changing requirements BA/Product -  No work packages Development Owner •  Sustainable pace -  No whip cracking team 22
  23. 23. More work for BA’s  More work for BA’s   More/better analysis can reduce work load in time   More responsible for value delivered   More conversations with Developers   Writing/Creating acceptance tests   Slack for Just in time requirements (Queuing theory)  Move from requirements push to needs pull  Therefore... 1 BA for every 3 to 7 developers   Stable product: 1 BA -> 7 developers   Rapid change: 1 BA -> 3 developers 23
  24. 24. Take aways1.  Being Agile means delivering business needs2.  Product Owner is often a BA   Agile process does not remove need for needs3.  BA take a back seat in early transition   Step forward as team becomes effective   Key in reducing work to be done4.  Product Owner role is larger than BA role   Need greater staffing   Shift from Requirements Push to Need Pull 24
  25. 25. Thank youallan@allankelly.nethttp://www.allankelly.nethttp://blog.allankelly.net 1 3 -1 BA t 5 Se rainin 24-2 p g 6 No – www course v–w .skil s ww.s lsma killsm atter m .com 25