SlideShare a Scribd company logo
1 of 25
More important than ever:
  The Business Analysts’ role in
    Agile software development
IIBA Conference, September 2009
IIBA Nottingham, May 2010
                                     Allan Kelly
Big Airline, June 2010      allan@allankelly.net
Skills Matter, July 2010
                     http://www.allankelly.net

                           Software Strategy
           http://www.softwarestrategy.co.uk1
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
Agile
  What   is it?
   and   Lean?




                   3
“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
Agile
  Its   the business need, stupid




                                     5
Agile in context
More
prescriptive
                        XP
                       Scrum
                         …




                                     Kanban
                        Agile
                                                   More
                    Lean thinking             philosophical:
                                               value, idea
               Organizational Learning            based

                     Applicability
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
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
Who is the
Product Owner?

                                   Business
Subject                            Analyst
Matter /Domain
Expert




                 Product Manager   9
Traditional approach
                           Business Analysis /
                           System Analysis




Royce, 1968, “Managing the Development
of Large Software Systems”                       10
11
BA/Product Owner
 Traditional approach
 Agile approach                              works ahead of
                                             team - scouting out
                                             requirements
                                     6+ months
  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)
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)
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
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:
                               http://www.assistkd.com/bamm/bamm.html

                                                                 15
Less (software) is more
Potentially 80% of software            Only about 20% of
development work is waste             features & functions
• Better requirements can reduce
                                        in typical custom
demand by 80%
                                       software are used	

If 30+% of requirements
change then                          We often encounter
• Why bother doing work on them in   requirements churn
the first place?                       of 30% to 50%	


Solution:                             Mary & Tom Poppendieck
                                      Implementing Lean Software
• Just In Time Requirements           Development 2007
• Identify, implement, deliver in
quick succession                                       16
But....
   There   is a time and a place for everything
                         ....


 Requirements come second when
        changing to Agile




                                            17
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% over
Well-oiled                                                years                    3 years
• Delivery focus
                                                          ‘Maintenance zone’       ‘Well-oiled IT’
                                                          74% companies            8% companies
Challenge 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
When adopting Agile
 Sequence the changes
1.  First Do it right
   Management    focus on the development team
2.  Do not emphasis requirements or BA role
3.  Get developers more effective
 Then
4.  Do the right thing
   Focus   on the what
5. Long term benefits in BA role                  19
Project constraints
Product
                                 Resources
Owner
needs to     Features            (People)
make these
trade offs
                                                Fixed in
                                             the short run
                                             (Brooks Law)
  Scope creep            Time
(run backwards)
                                   Time boxed
Agile projects negotiate over requirements
rather than resources or time                     20
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
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
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
Take aways
1.  Being Agile means delivering business needs
2.  Product Owner is often a BA
     Agile process does not remove need for needs
3.  BA take a back seat in early transition
   Step forward as team becomes effective
   Key in reducing work to be done

4.  Product Owner role is larger than BA role
   Need   greater staffing
   Shift from Requirements Push to Need Pull
                                                24
Thank you
allan@allankelly.net
http://www.allankelly.net
http://blog.allankelly.net
http://www.softwarestrategy.co.uk


         1 3 -1    BA t
                5 Se rainin
        24-2        p       g
              6 No – www course
                   v–w     .skil       s
                        ww.s     lsma
                             killsm tter.co
                                    atter   m
                                         .com
                                                25

More Related Content

What's hot

The Product Wall Release Planning Workshop by Alan Dayley
The Product Wall Release Planning Workshop by Alan DayleyThe Product Wall Release Planning Workshop by Alan Dayley
The Product Wall Release Planning Workshop by Alan DayleyAccenture | SolutionsIQ
 
Communicating agile project status to executive managers
Communicating agile project status to executive managersCommunicating agile project status to executive managers
Communicating agile project status to executive managersAgileDad
 
When to use agile (PMI ACP)
When to use agile (PMI ACP)When to use agile (PMI ACP)
When to use agile (PMI ACP)Davis Thomas
 
Business Case for Agile - Time for ROI Check
Business Case for Agile - Time for ROI CheckBusiness Case for Agile - Time for ROI Check
Business Case for Agile - Time for ROI CheckTathagat Varma
 
Agile Business Analyst - Huong Tran
Agile Business Analyst - Huong TranAgile Business Analyst - Huong Tran
Agile Business Analyst - Huong TranHuong Tran
 
Agile principles & culture
Agile principles & cultureAgile principles & culture
Agile principles & cultureRaymond Baziwane
 
Agile Project Management at The Washington Post
Agile Project Management at The Washington PostAgile Project Management at The Washington Post
Agile Project Management at The Washington PostDave Burke
 
Challenges & Successes of Agile Implementation Webinar with BlackLine - XBOSoft
Challenges & Successes of Agile Implementation Webinar with BlackLine - XBOSoftChallenges & Successes of Agile Implementation Webinar with BlackLine - XBOSoft
Challenges & Successes of Agile Implementation Webinar with BlackLine - XBOSoftXBOSoft
 
Agile Metrics: Value, Flow, Quality, Culture
Agile Metrics: Value, Flow, Quality, CultureAgile Metrics: Value, Flow, Quality, Culture
Agile Metrics: Value, Flow, Quality, CultureBrad Appleton
 
Introduction to the International Consortium for Agile (ICAgile)
Introduction to the International Consortium for Agile (ICAgile)Introduction to the International Consortium for Agile (ICAgile)
Introduction to the International Consortium for Agile (ICAgile)Ahmed Sidky
 
The Agile Manifesto (and a brief history lesson)
The Agile Manifesto (and a brief history lesson)The Agile Manifesto (and a brief history lesson)
The Agile Manifesto (and a brief history lesson)Adrian Howard
 
Kanban for Portfolio Management
Kanban for Portfolio ManagementKanban for Portfolio Management
Kanban for Portfolio ManagementGaetano Mazzanti
 
Kanban Portfolio Management, a real case.
Kanban Portfolio Management, a real case.Kanban Portfolio Management, a real case.
Kanban Portfolio Management, a real case.Giulio Roggero
 
Product Owner Super Powers
Product Owner Super PowersProduct Owner Super Powers
Product Owner Super PowersStefan Haas
 
Intro to Lean Software Development
Intro to Lean Software DevelopmentIntro to Lean Software Development
Intro to Lean Software Developmentgcaprio
 
An Agile Development Primer
An Agile Development PrimerAn Agile Development Primer
An Agile Development PrimerDerek Winter
 

What's hot (19)

The Product Wall Release Planning Workshop by Alan Dayley
The Product Wall Release Planning Workshop by Alan DayleyThe Product Wall Release Planning Workshop by Alan Dayley
The Product Wall Release Planning Workshop by Alan Dayley
 
Communicating agile project status to executive managers
Communicating agile project status to executive managersCommunicating agile project status to executive managers
Communicating agile project status to executive managers
 
Agile challenges
Agile challengesAgile challenges
Agile challenges
 
When to use agile (PMI ACP)
When to use agile (PMI ACP)When to use agile (PMI ACP)
When to use agile (PMI ACP)
 
Business Case for Agile - Time for ROI Check
Business Case for Agile - Time for ROI CheckBusiness Case for Agile - Time for ROI Check
Business Case for Agile - Time for ROI Check
 
Agile Business Analyst - Huong Tran
Agile Business Analyst - Huong TranAgile Business Analyst - Huong Tran
Agile Business Analyst - Huong Tran
 
Agile principles & culture
Agile principles & cultureAgile principles & culture
Agile principles & culture
 
Agile Project Management at The Washington Post
Agile Project Management at The Washington PostAgile Project Management at The Washington Post
Agile Project Management at The Washington Post
 
Challenges & Successes of Agile Implementation Webinar with BlackLine - XBOSoft
Challenges & Successes of Agile Implementation Webinar with BlackLine - XBOSoftChallenges & Successes of Agile Implementation Webinar with BlackLine - XBOSoft
Challenges & Successes of Agile Implementation Webinar with BlackLine - XBOSoft
 
Dawie Olivier (Westpac)
Dawie Olivier (Westpac)Dawie Olivier (Westpac)
Dawie Olivier (Westpac)
 
Agile Metrics: Value, Flow, Quality, Culture
Agile Metrics: Value, Flow, Quality, CultureAgile Metrics: Value, Flow, Quality, Culture
Agile Metrics: Value, Flow, Quality, Culture
 
Introduction to the International Consortium for Agile (ICAgile)
Introduction to the International Consortium for Agile (ICAgile)Introduction to the International Consortium for Agile (ICAgile)
Introduction to the International Consortium for Agile (ICAgile)
 
The Agile Manifesto (and a brief history lesson)
The Agile Manifesto (and a brief history lesson)The Agile Manifesto (and a brief history lesson)
The Agile Manifesto (and a brief history lesson)
 
Kanban for Portfolio Management
Kanban for Portfolio ManagementKanban for Portfolio Management
Kanban for Portfolio Management
 
Kanban Portfolio Management, a real case.
Kanban Portfolio Management, a real case.Kanban Portfolio Management, a real case.
Kanban Portfolio Management, a real case.
 
An Agile Journey
An Agile JourneyAn Agile Journey
An Agile Journey
 
Product Owner Super Powers
Product Owner Super PowersProduct Owner Super Powers
Product Owner Super Powers
 
Intro to Lean Software Development
Intro to Lean Software DevelopmentIntro to Lean Software Development
Intro to Lean Software Development
 
An Agile Development Primer
An Agile Development PrimerAn Agile Development Primer
An Agile Development Primer
 

Viewers also liked

IMPACTO DEL AVE EN LA CIUDAD DE SEVILLA. Juan José Domínguez- Turismo de Sevilla
IMPACTO DEL AVE EN LA CIUDAD DE SEVILLA. Juan José Domínguez- Turismo de SevillaIMPACTO DEL AVE EN LA CIUDAD DE SEVILLA. Juan José Domínguez- Turismo de Sevilla
IMPACTO DEL AVE EN LA CIUDAD DE SEVILLA. Juan José Domínguez- Turismo de SevillaTurismoAstea
 
Laiseca alberto matando enanos a garrotazos.pdf
Laiseca alberto   matando enanos a garrotazos.pdfLaiseca alberto   matando enanos a garrotazos.pdf
Laiseca alberto matando enanos a garrotazos.pdfFernando Joaquin Menino
 
All+unit+1+test+english math-science+review+smt1+2015+grade+3-exercises
All+unit+1+test+english math-science+review+smt1+2015+grade+3-exercisesAll+unit+1+test+english math-science+review+smt1+2015+grade+3-exercises
All+unit+1+test+english math-science+review+smt1+2015+grade+3-exercisesFahmi Awaludin
 
B. ConcurSOL "Fundamentos de Energía Solar" (Dr Piacentini Rubén)
B. ConcurSOL "Fundamentos de Energía Solar" (Dr Piacentini Rubén)B. ConcurSOL "Fundamentos de Energía Solar" (Dr Piacentini Rubén)
B. ConcurSOL "Fundamentos de Energía Solar" (Dr Piacentini Rubén)IRICE CONICET
 
9147KR - Alternatives Consulting Panel Brochure AW
9147KR - Alternatives Consulting Panel Brochure AW9147KR - Alternatives Consulting Panel Brochure AW
9147KR - Alternatives Consulting Panel Brochure AWLeanne Bradley
 
Pme starter guide
Pme starter guidePme starter guide
Pme starter guideSipho Mnisi
 
Razonamiento e intuision
Razonamiento e intuisionRazonamiento e intuision
Razonamiento e intuisionSusy Pilataxi
 
Workshop-Brandlive en eModa Day
Workshop-Brandlive en eModa Day  Workshop-Brandlive en eModa Day
Workshop-Brandlive en eModa Day VTEX Latam
 
10 network applications
10 network applications10 network applications
10 network applicationsyimfer1
 
Mardy dayanna soto flórez 1006
Mardy dayanna soto flórez 1006Mardy dayanna soto flórez 1006
Mardy dayanna soto flórez 1006DaYaa SoTo
 
Rúbrica foro-paysandú
Rúbrica foro-paysandúRúbrica foro-paysandú
Rúbrica foro-paysandúctepay
 
Informe de administracion
Informe de  administracionInforme de  administracion
Informe de administraciongracealmao
 
Brukerveil for NetCom Trådløs Bedrift websentralbord
Brukerveil for NetCom Trådløs Bedrift websentralbordBrukerveil for NetCom Trådløs Bedrift websentralbord
Brukerveil for NetCom Trådløs Bedrift websentralbordChristian Borge
 

Viewers also liked (20)

IMPACTO DEL AVE EN LA CIUDAD DE SEVILLA. Juan José Domínguez- Turismo de Sevilla
IMPACTO DEL AVE EN LA CIUDAD DE SEVILLA. Juan José Domínguez- Turismo de SevillaIMPACTO DEL AVE EN LA CIUDAD DE SEVILLA. Juan José Domínguez- Turismo de Sevilla
IMPACTO DEL AVE EN LA CIUDAD DE SEVILLA. Juan José Domínguez- Turismo de Sevilla
 
Proyecto excitación y qi gong
Proyecto excitación y qi gongProyecto excitación y qi gong
Proyecto excitación y qi gong
 
Laiseca alberto matando enanos a garrotazos.pdf
Laiseca alberto   matando enanos a garrotazos.pdfLaiseca alberto   matando enanos a garrotazos.pdf
Laiseca alberto matando enanos a garrotazos.pdf
 
All+unit+1+test+english math-science+review+smt1+2015+grade+3-exercises
All+unit+1+test+english math-science+review+smt1+2015+grade+3-exercisesAll+unit+1+test+english math-science+review+smt1+2015+grade+3-exercises
All+unit+1+test+english math-science+review+smt1+2015+grade+3-exercises
 
TTW Media Kit Email
TTW Media Kit EmailTTW Media Kit Email
TTW Media Kit Email
 
5. teen star resumen
5. teen star resumen5. teen star resumen
5. teen star resumen
 
B. ConcurSOL "Fundamentos de Energía Solar" (Dr Piacentini Rubén)
B. ConcurSOL "Fundamentos de Energía Solar" (Dr Piacentini Rubén)B. ConcurSOL "Fundamentos de Energía Solar" (Dr Piacentini Rubén)
B. ConcurSOL "Fundamentos de Energía Solar" (Dr Piacentini Rubén)
 
9147KR - Alternatives Consulting Panel Brochure AW
9147KR - Alternatives Consulting Panel Brochure AW9147KR - Alternatives Consulting Panel Brochure AW
9147KR - Alternatives Consulting Panel Brochure AW
 
Pme starter guide
Pme starter guidePme starter guide
Pme starter guide
 
Razonamiento e intuision
Razonamiento e intuisionRazonamiento e intuision
Razonamiento e intuision
 
Workshop-Brandlive en eModa Day
Workshop-Brandlive en eModa Day  Workshop-Brandlive en eModa Day
Workshop-Brandlive en eModa Day
 
10 network applications
10 network applications10 network applications
10 network applications
 
Mardy dayanna soto flórez 1006
Mardy dayanna soto flórez 1006Mardy dayanna soto flórez 1006
Mardy dayanna soto flórez 1006
 
Rúbrica foro-paysandú
Rúbrica foro-paysandúRúbrica foro-paysandú
Rúbrica foro-paysandú
 
Informe de administracion
Informe de  administracionInforme de  administracion
Informe de administracion
 
Unidad 2. nacionalismo y populismo en p.r.
Unidad 2. nacionalismo y populismo en p.r.Unidad 2. nacionalismo y populismo en p.r.
Unidad 2. nacionalismo y populismo en p.r.
 
Inflammation Persists Even During HIV Therapy
Inflammation Persists Even During HIV TherapyInflammation Persists Even During HIV Therapy
Inflammation Persists Even During HIV Therapy
 
uttarakhand
uttarakhand uttarakhand
uttarakhand
 
Beatus ille 1
Beatus ille 1Beatus ille 1
Beatus ille 1
 
Brukerveil for NetCom Trådløs Bedrift websentralbord
Brukerveil for NetCom Trådløs Bedrift websentralbordBrukerveil for NetCom Trådløs Bedrift websentralbord
Brukerveil for NetCom Trådløs Bedrift websentralbord
 

Similar to The Business Analysts Role in Agile Software Development

The BA role in Agile Development
The BA role in Agile Development The BA role in Agile Development
The BA role in Agile Development Agileee
 
HP Discover Session BB2160: Agile DevOps Continuous Delivery
HP Discover Session BB2160:  Agile DevOps Continuous DeliveryHP Discover Session BB2160:  Agile DevOps Continuous Delivery
HP Discover Session BB2160: Agile DevOps Continuous DeliveryCapgemini
 
What is this thing called Agile?
What is this thing called Agile?What is this thing called Agile?
What is this thing called Agile?John Goodpasture
 
Estimation Agile Projects
Estimation Agile ProjectsEstimation Agile Projects
Estimation Agile ProjectsRam Srivastava
 
The Evolution Of Agile Business Analystv2
The Evolution Of Agile Business Analystv2The Evolution Of Agile Business Analystv2
The Evolution Of Agile Business Analystv2alstonhodge
 
Agile presentation adriana feb 2012
Agile presentation adriana feb 2012Agile presentation adriana feb 2012
Agile presentation adriana feb 2012Adriana Beal
 
Kristen McLean: Agile for Publishing - Intro
Kristen McLean: Agile for Publishing - IntroKristen McLean: Agile for Publishing - Intro
Kristen McLean: Agile for Publishing - Introbisg
 
Copenhagen 121127 - Lars Irenius
Copenhagen 121127 - Lars IreniusCopenhagen 121127 - Lars Irenius
Copenhagen 121127 - Lars IreniusKnowit_TM
 
Introduction to Agile
Introduction to AgileIntroduction to Agile
Introduction to AgileRichard Cheng
 
Application Lifecycle Management & VSTS
Application Lifecycle Management & VSTSApplication Lifecycle Management & VSTS
Application Lifecycle Management & VSTSMicrosoft Iceland
 
Agile & Business Architecture
Agile & Business ArchitectureAgile & Business Architecture
Agile & Business ArchitectureEtienne Venter
 
Scaling agile scrum practices 2.0
Scaling agile   scrum practices 2.0Scaling agile   scrum practices 2.0
Scaling agile scrum practices 2.0Reedy Feggins Jr
 
From Waterfall to Agile - from predictive to adaptive methods
From Waterfall to Agile - from predictive to adaptive methodsFrom Waterfall to Agile - from predictive to adaptive methods
From Waterfall to Agile - from predictive to adaptive methodsBjörn Jónsson
 
Business Intelligence Research
Business Intelligence ResearchBusiness Intelligence Research
Business Intelligence ResearchDayou Yang
 

Similar to The Business Analysts Role in Agile Software Development (20)

The BA role in Agile Development
The BA role in Agile Development The BA role in Agile Development
The BA role in Agile Development
 
Agile marries itil
Agile marries itilAgile marries itil
Agile marries itil
 
HP Discover Session BB2160: Agile DevOps Continuous Delivery
HP Discover Session BB2160:  Agile DevOps Continuous DeliveryHP Discover Session BB2160:  Agile DevOps Continuous Delivery
HP Discover Session BB2160: Agile DevOps Continuous Delivery
 
What is this thing called Agile?
What is this thing called Agile?What is this thing called Agile?
What is this thing called Agile?
 
Estimation Agile Projects
Estimation Agile ProjectsEstimation Agile Projects
Estimation Agile Projects
 
AMI Presentation
AMI PresentationAMI Presentation
AMI Presentation
 
The Evolution Of Agile Business Analystv2
The Evolution Of Agile Business Analystv2The Evolution Of Agile Business Analystv2
The Evolution Of Agile Business Analystv2
 
Agile presentation adriana feb 2012
Agile presentation adriana feb 2012Agile presentation adriana feb 2012
Agile presentation adriana feb 2012
 
Agile Engineering Practices
Agile Engineering PracticesAgile Engineering Practices
Agile Engineering Practices
 
Kristen McLean: Agile for Publishing - Intro
Kristen McLean: Agile for Publishing - IntroKristen McLean: Agile for Publishing - Intro
Kristen McLean: Agile for Publishing - Intro
 
Copenhagen 121127 - Lars Irenius
Copenhagen 121127 - Lars IreniusCopenhagen 121127 - Lars Irenius
Copenhagen 121127 - Lars Irenius
 
Introduction to Lean, Agile, Scrum, & XP
Introduction to Lean, Agile, Scrum, & XPIntroduction to Lean, Agile, Scrum, & XP
Introduction to Lean, Agile, Scrum, & XP
 
Introduction to Agile
Introduction to AgileIntroduction to Agile
Introduction to Agile
 
Application Lifecycle Management & VSTS
Application Lifecycle Management & VSTSApplication Lifecycle Management & VSTS
Application Lifecycle Management & VSTS
 
Agile & Business Architecture
Agile & Business ArchitectureAgile & Business Architecture
Agile & Business Architecture
 
Business Modeling and the Business Analyst
Business Modeling and the Business AnalystBusiness Modeling and the Business Analyst
Business Modeling and the Business Analyst
 
Scaling agile scrum practices 2.0
Scaling agile   scrum practices 2.0Scaling agile   scrum practices 2.0
Scaling agile scrum practices 2.0
 
From Waterfall to Agile - from predictive to adaptive methods
From Waterfall to Agile - from predictive to adaptive methodsFrom Waterfall to Agile - from predictive to adaptive methods
From Waterfall to Agile - from predictive to adaptive methods
 
Lean Product Development by Ron Mascitelli
Lean Product Development by Ron Mascitelli Lean Product Development by Ron Mascitelli
Lean Product Development by Ron Mascitelli
 
Business Intelligence Research
Business Intelligence ResearchBusiness Intelligence Research
Business Intelligence Research
 

More from allan kelly

Agile Digital and the new management paradigms
Agile Digital and the new management paradigmsAgile Digital and the new management paradigms
Agile Digital and the new management paradigmsallan kelly
 
Planning for Value: How much? When?
Planning for Value: How much? When?Planning for Value: How much? When?
Planning for Value: How much? When?allan kelly
 
Software Development is Upside Down
Software Development is Upside DownSoftware Development is Upside Down
Software Development is Upside Downallan kelly
 
Beyond Projects/#NoProjects
Beyond Projects/#NoProjectsBeyond Projects/#NoProjects
Beyond Projects/#NoProjectsallan kelly
 
Planning for Value: how much? when?
Planning for Value: how much? when?Planning for Value: how much? when?
Planning for Value: how much? when?allan kelly
 
Creating a culture of continuous delivery & value
Creating a culture of continuous delivery & valueCreating a culture of continuous delivery & value
Creating a culture of continuous delivery & valueallan kelly
 
Planning for Value
Planning for ValuePlanning for Value
Planning for Valueallan kelly
 
#NoProjects - Beyond Projects
#NoProjects - Beyond Projects#NoProjects - Beyond Projects
#NoProjects - Beyond Projectsallan kelly
 
#NoProjects - Teams over Projects
#NoProjects - Teams over Projects#NoProjects - Teams over Projects
#NoProjects - Teams over Projectsallan kelly
 
Every business a software business
Every business a software businessEvery business a software business
Every business a software businessallan kelly
 
Agile Outside Software: Does Agile work outside of sofware? #AOSW
Agile Outside Software: Does Agile work outside of sofware? #AOSWAgile Outside Software: Does Agile work outside of sofware? #AOSW
Agile Outside Software: Does Agile work outside of sofware? #AOSWallan kelly
 
No Projects - Beyond Projects (Refreshed version)
No Projects - Beyond Projects (Refreshed version)No Projects - Beyond Projects (Refreshed version)
No Projects - Beyond Projects (Refreshed version)allan kelly
 
No Projects / Beyond Projects (short version)
No Projects / Beyond Projects (short version)No Projects / Beyond Projects (short version)
No Projects / Beyond Projects (short version)allan kelly
 
Agile Outside Software
Agile Outside SoftwareAgile Outside Software
Agile Outside Softwareallan kelly
 
Do It Right, Then Do The Right Thing (Riga)
Do It Right, Then Do The Right Thing (Riga)Do It Right, Then Do The Right Thing (Riga)
Do It Right, Then Do The Right Thing (Riga)allan kelly
 
Dialogue Sheets for Retrospectives (Riga)
Dialogue Sheets for Retrospectives (Riga)Dialogue Sheets for Retrospectives (Riga)
Dialogue Sheets for Retrospectives (Riga)allan kelly
 
Conways Law & Continuous Delivery
Conways Law & Continuous DeliveryConways Law & Continuous Delivery
Conways Law & Continuous Deliveryallan kelly
 

More from allan kelly (20)

Agile Digital and the new management paradigms
Agile Digital and the new management paradigmsAgile Digital and the new management paradigms
Agile Digital and the new management paradigms
 
Planning for Value: How much? When?
Planning for Value: How much? When?Planning for Value: How much? When?
Planning for Value: How much? When?
 
Software Development is Upside Down
Software Development is Upside DownSoftware Development is Upside Down
Software Development is Upside Down
 
Beyond Projects/#NoProjects
Beyond Projects/#NoProjectsBeyond Projects/#NoProjects
Beyond Projects/#NoProjects
 
Planning for Value: how much? when?
Planning for Value: how much? when?Planning for Value: how much? when?
Planning for Value: how much? when?
 
Creating a culture of continuous delivery & value
Creating a culture of continuous delivery & valueCreating a culture of continuous delivery & value
Creating a culture of continuous delivery & value
 
Planning for Value
Planning for ValuePlanning for Value
Planning for Value
 
#NoProjects - Beyond Projects
#NoProjects - Beyond Projects#NoProjects - Beyond Projects
#NoProjects - Beyond Projects
 
#NoProjects - Teams over Projects
#NoProjects - Teams over Projects#NoProjects - Teams over Projects
#NoProjects - Teams over Projects
 
What isagile
What isagileWhat isagile
What isagile
 
Every business a software business
Every business a software businessEvery business a software business
Every business a software business
 
Agile Outside Software: Does Agile work outside of sofware? #AOSW
Agile Outside Software: Does Agile work outside of sofware? #AOSWAgile Outside Software: Does Agile work outside of sofware? #AOSW
Agile Outside Software: Does Agile work outside of sofware? #AOSW
 
No Projects - Beyond Projects (Refreshed version)
No Projects - Beyond Projects (Refreshed version)No Projects - Beyond Projects (Refreshed version)
No Projects - Beyond Projects (Refreshed version)
 
Agile Contracts
Agile ContractsAgile Contracts
Agile Contracts
 
No Projects / Beyond Projects (short version)
No Projects / Beyond Projects (short version)No Projects / Beyond Projects (short version)
No Projects / Beyond Projects (short version)
 
Agile Outside Software
Agile Outside SoftwareAgile Outside Software
Agile Outside Software
 
Agile basics
Agile basicsAgile basics
Agile basics
 
Do It Right, Then Do The Right Thing (Riga)
Do It Right, Then Do The Right Thing (Riga)Do It Right, Then Do The Right Thing (Riga)
Do It Right, Then Do The Right Thing (Riga)
 
Dialogue Sheets for Retrospectives (Riga)
Dialogue Sheets for Retrospectives (Riga)Dialogue Sheets for Retrospectives (Riga)
Dialogue Sheets for Retrospectives (Riga)
 
Conways Law & Continuous Delivery
Conways Law & Continuous DeliveryConways Law & Continuous Delivery
Conways Law & Continuous Delivery
 

Recently uploaded

The State of Passkeys with FIDO Alliance.pptx
The State of Passkeys with FIDO Alliance.pptxThe State of Passkeys with FIDO Alliance.pptx
The State of Passkeys with FIDO Alliance.pptxLoriGlavin3
 
How to write a Business Continuity Plan
How to write a Business Continuity PlanHow to write a Business Continuity Plan
How to write a Business Continuity PlanDatabarracks
 
Exploring ChatGPT Prompt Hacks To Maximally Optimise Your Queries
Exploring ChatGPT Prompt Hacks To Maximally Optimise Your QueriesExploring ChatGPT Prompt Hacks To Maximally Optimise Your Queries
Exploring ChatGPT Prompt Hacks To Maximally Optimise Your QueriesSanjay Willie
 
So einfach geht modernes Roaming fuer Notes und Nomad.pdf
So einfach geht modernes Roaming fuer Notes und Nomad.pdfSo einfach geht modernes Roaming fuer Notes und Nomad.pdf
So einfach geht modernes Roaming fuer Notes und Nomad.pdfpanagenda
 
TrustArc Webinar - How to Build Consumer Trust Through Data Privacy
TrustArc Webinar - How to Build Consumer Trust Through Data PrivacyTrustArc Webinar - How to Build Consumer Trust Through Data Privacy
TrustArc Webinar - How to Build Consumer Trust Through Data PrivacyTrustArc
 
Testing tools and AI - ideas what to try with some tool examples
Testing tools and AI - ideas what to try with some tool examplesTesting tools and AI - ideas what to try with some tool examples
Testing tools and AI - ideas what to try with some tool examplesKari Kakkonen
 
DSPy a system for AI to Write Prompts and Do Fine Tuning
DSPy a system for AI to Write Prompts and Do Fine TuningDSPy a system for AI to Write Prompts and Do Fine Tuning
DSPy a system for AI to Write Prompts and Do Fine TuningLars Bell
 
Modern Roaming for Notes and Nomad – Cheaper Faster Better Stronger
Modern Roaming for Notes and Nomad – Cheaper Faster Better StrongerModern Roaming for Notes and Nomad – Cheaper Faster Better Stronger
Modern Roaming for Notes and Nomad – Cheaper Faster Better Strongerpanagenda
 
Moving Beyond Passwords: FIDO Paris Seminar.pdf
Moving Beyond Passwords: FIDO Paris Seminar.pdfMoving Beyond Passwords: FIDO Paris Seminar.pdf
Moving Beyond Passwords: FIDO Paris Seminar.pdfLoriGlavin3
 
UiPath Community: Communication Mining from Zero to Hero
UiPath Community: Communication Mining from Zero to HeroUiPath Community: Communication Mining from Zero to Hero
UiPath Community: Communication Mining from Zero to HeroUiPathCommunity
 
The Role of FIDO in a Cyber Secure Netherlands: FIDO Paris Seminar.pptx
The Role of FIDO in a Cyber Secure Netherlands: FIDO Paris Seminar.pptxThe Role of FIDO in a Cyber Secure Netherlands: FIDO Paris Seminar.pptx
The Role of FIDO in a Cyber Secure Netherlands: FIDO Paris Seminar.pptxLoriGlavin3
 
A Framework for Development in the AI Age
A Framework for Development in the AI AgeA Framework for Development in the AI Age
A Framework for Development in the AI AgeCprime
 
The Ultimate Guide to Choosing WordPress Pros and Cons
The Ultimate Guide to Choosing WordPress Pros and ConsThe Ultimate Guide to Choosing WordPress Pros and Cons
The Ultimate Guide to Choosing WordPress Pros and ConsPixlogix Infotech
 
Emixa Mendix Meetup 11 April 2024 about Mendix Native development
Emixa Mendix Meetup 11 April 2024 about Mendix Native developmentEmixa Mendix Meetup 11 April 2024 about Mendix Native development
Emixa Mendix Meetup 11 April 2024 about Mendix Native developmentPim van der Noll
 
Generative AI for Technical Writer or Information Developers
Generative AI for Technical Writer or Information DevelopersGenerative AI for Technical Writer or Information Developers
Generative AI for Technical Writer or Information DevelopersRaghuram Pandurangan
 
TeamStation AI System Report LATAM IT Salaries 2024
TeamStation AI System Report LATAM IT Salaries 2024TeamStation AI System Report LATAM IT Salaries 2024
TeamStation AI System Report LATAM IT Salaries 2024Lonnie McRorey
 
New from BookNet Canada for 2024: BNC CataList - Tech Forum 2024
New from BookNet Canada for 2024: BNC CataList - Tech Forum 2024New from BookNet Canada for 2024: BNC CataList - Tech Forum 2024
New from BookNet Canada for 2024: BNC CataList - Tech Forum 2024BookNet Canada
 
New from BookNet Canada for 2024: Loan Stars - Tech Forum 2024
New from BookNet Canada for 2024: Loan Stars - Tech Forum 2024New from BookNet Canada for 2024: Loan Stars - Tech Forum 2024
New from BookNet Canada for 2024: Loan Stars - Tech Forum 2024BookNet Canada
 
Use of FIDO in the Payments and Identity Landscape: FIDO Paris Seminar.pptx
Use of FIDO in the Payments and Identity Landscape: FIDO Paris Seminar.pptxUse of FIDO in the Payments and Identity Landscape: FIDO Paris Seminar.pptx
Use of FIDO in the Payments and Identity Landscape: FIDO Paris Seminar.pptxLoriGlavin3
 
[Webinar] SpiraTest - Setting New Standards in Quality Assurance
[Webinar] SpiraTest - Setting New Standards in Quality Assurance[Webinar] SpiraTest - Setting New Standards in Quality Assurance
[Webinar] SpiraTest - Setting New Standards in Quality AssuranceInflectra
 

Recently uploaded (20)

The State of Passkeys with FIDO Alliance.pptx
The State of Passkeys with FIDO Alliance.pptxThe State of Passkeys with FIDO Alliance.pptx
The State of Passkeys with FIDO Alliance.pptx
 
How to write a Business Continuity Plan
How to write a Business Continuity PlanHow to write a Business Continuity Plan
How to write a Business Continuity Plan
 
Exploring ChatGPT Prompt Hacks To Maximally Optimise Your Queries
Exploring ChatGPT Prompt Hacks To Maximally Optimise Your QueriesExploring ChatGPT Prompt Hacks To Maximally Optimise Your Queries
Exploring ChatGPT Prompt Hacks To Maximally Optimise Your Queries
 
So einfach geht modernes Roaming fuer Notes und Nomad.pdf
So einfach geht modernes Roaming fuer Notes und Nomad.pdfSo einfach geht modernes Roaming fuer Notes und Nomad.pdf
So einfach geht modernes Roaming fuer Notes und Nomad.pdf
 
TrustArc Webinar - How to Build Consumer Trust Through Data Privacy
TrustArc Webinar - How to Build Consumer Trust Through Data PrivacyTrustArc Webinar - How to Build Consumer Trust Through Data Privacy
TrustArc Webinar - How to Build Consumer Trust Through Data Privacy
 
Testing tools and AI - ideas what to try with some tool examples
Testing tools and AI - ideas what to try with some tool examplesTesting tools and AI - ideas what to try with some tool examples
Testing tools and AI - ideas what to try with some tool examples
 
DSPy a system for AI to Write Prompts and Do Fine Tuning
DSPy a system for AI to Write Prompts and Do Fine TuningDSPy a system for AI to Write Prompts and Do Fine Tuning
DSPy a system for AI to Write Prompts and Do Fine Tuning
 
Modern Roaming for Notes and Nomad – Cheaper Faster Better Stronger
Modern Roaming for Notes and Nomad – Cheaper Faster Better StrongerModern Roaming for Notes and Nomad – Cheaper Faster Better Stronger
Modern Roaming for Notes and Nomad – Cheaper Faster Better Stronger
 
Moving Beyond Passwords: FIDO Paris Seminar.pdf
Moving Beyond Passwords: FIDO Paris Seminar.pdfMoving Beyond Passwords: FIDO Paris Seminar.pdf
Moving Beyond Passwords: FIDO Paris Seminar.pdf
 
UiPath Community: Communication Mining from Zero to Hero
UiPath Community: Communication Mining from Zero to HeroUiPath Community: Communication Mining from Zero to Hero
UiPath Community: Communication Mining from Zero to Hero
 
The Role of FIDO in a Cyber Secure Netherlands: FIDO Paris Seminar.pptx
The Role of FIDO in a Cyber Secure Netherlands: FIDO Paris Seminar.pptxThe Role of FIDO in a Cyber Secure Netherlands: FIDO Paris Seminar.pptx
The Role of FIDO in a Cyber Secure Netherlands: FIDO Paris Seminar.pptx
 
A Framework for Development in the AI Age
A Framework for Development in the AI AgeA Framework for Development in the AI Age
A Framework for Development in the AI Age
 
The Ultimate Guide to Choosing WordPress Pros and Cons
The Ultimate Guide to Choosing WordPress Pros and ConsThe Ultimate Guide to Choosing WordPress Pros and Cons
The Ultimate Guide to Choosing WordPress Pros and Cons
 
Emixa Mendix Meetup 11 April 2024 about Mendix Native development
Emixa Mendix Meetup 11 April 2024 about Mendix Native developmentEmixa Mendix Meetup 11 April 2024 about Mendix Native development
Emixa Mendix Meetup 11 April 2024 about Mendix Native development
 
Generative AI for Technical Writer or Information Developers
Generative AI for Technical Writer or Information DevelopersGenerative AI for Technical Writer or Information Developers
Generative AI for Technical Writer or Information Developers
 
TeamStation AI System Report LATAM IT Salaries 2024
TeamStation AI System Report LATAM IT Salaries 2024TeamStation AI System Report LATAM IT Salaries 2024
TeamStation AI System Report LATAM IT Salaries 2024
 
New from BookNet Canada for 2024: BNC CataList - Tech Forum 2024
New from BookNet Canada for 2024: BNC CataList - Tech Forum 2024New from BookNet Canada for 2024: BNC CataList - Tech Forum 2024
New from BookNet Canada for 2024: BNC CataList - Tech Forum 2024
 
New from BookNet Canada for 2024: Loan Stars - Tech Forum 2024
New from BookNet Canada for 2024: Loan Stars - Tech Forum 2024New from BookNet Canada for 2024: Loan Stars - Tech Forum 2024
New from BookNet Canada for 2024: Loan Stars - Tech Forum 2024
 
Use of FIDO in the Payments and Identity Landscape: FIDO Paris Seminar.pptx
Use of FIDO in the Payments and Identity Landscape: FIDO Paris Seminar.pptxUse of FIDO in the Payments and Identity Landscape: FIDO Paris Seminar.pptx
Use of FIDO in the Payments and Identity Landscape: FIDO Paris Seminar.pptx
 
[Webinar] SpiraTest - Setting New Standards in Quality Assurance
[Webinar] SpiraTest - Setting New Standards in Quality Assurance[Webinar] SpiraTest - Setting New Standards in Quality Assurance
[Webinar] SpiraTest - Setting New Standards in Quality Assurance
 

The Business Analysts Role in Agile Software Development

  • 1. More important than ever: The Business Analysts’ role in Agile software development IIBA Conference, September 2009 IIBA Nottingham, May 2010 Allan Kelly Big Airline, June 2010 allan@allankelly.net Skills Matter, July 2010 http://www.allankelly.net Software Strategy http://www.softwarestrategy.co.uk1
  • 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. Agile   What is it?   and Lean? 3
  • 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. Agile   Its the business need, stupid 5
  • 6. Agile in context More prescriptive XP Scrum … Kanban Agile More Lean thinking philosophical: value, idea Organizational Learning based Applicability
  • 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. 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. Who is the Product Owner? Business Subject Analyst Matter /Domain Expert Product Manager 9
  • 10. Traditional approach Business Analysis / System Analysis Royce, 1968, “Managing the Development of Large Software Systems” 10
  • 11. 11
  • 12. BA/Product Owner Traditional approach Agile approach works ahead of team - scouting out requirements 6+ months   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)
  • 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. 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. 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: http://www.assistkd.com/bamm/bamm.html 15
  • 16. Less (software) is more Potentially 80% of software Only about 20% of development work is waste features & functions • Better requirements can reduce in typical custom demand by 80% software are used If 30+% of requirements change then We often encounter • Why bother doing work on them in requirements churn the first place? of 30% to 50% Solution: Mary & Tom Poppendieck Implementing Lean Software • Just In Time Requirements Development 2007 • Identify, implement, deliver in quick succession 16
  • 17. But....  There is a time and a place for everything  .... Requirements come second when changing to Agile 17
  • 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% over Well-oiled years 3 years • Delivery focus ‘Maintenance zone’ ‘Well-oiled IT’ 74% companies 8% companies Challenge 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. When adopting Agile Sequence the changes 1.  First Do it right   Management focus on the development team 2.  Do not emphasis requirements or BA role 3.  Get developers more effective Then 4.  Do the right thing   Focus on the what 5. Long term benefits in BA role 19
  • 20. Project constraints Product Resources Owner needs to Features (People) make these trade offs Fixed in the short run (Brooks Law) Scope creep Time (run backwards) Time boxed Agile projects negotiate over requirements rather than resources or time 20
  • 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. 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. 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. Take aways 1.  Being Agile means delivering business needs 2.  Product Owner is often a BA   Agile process does not remove need for needs 3.  BA take a back seat in early transition   Step forward as team becomes effective   Key in reducing work to be done 4.  Product Owner role is larger than BA role   Need greater staffing   Shift from Requirements Push to Need Pull 24
  • 25. Thank you allan@allankelly.net http://www.allankelly.net http://blog.allankelly.net http://www.softwarestrategy.co.uk 1 3 -1 BA t 5 Se rainin 24-2 p g 6 No – www course v–w .skil s ww.s lsma killsm tter.co atter m .com 25