Analysis is so important to agile teams they do it every day. Every. Single. Day. In some respects agile teams perform analysis in a very different manner than traditional teams, and in some respects in a very similar manner. Agile analysis is collaborative and evolutionary in nature. Disciplined agile analysis takes it up a notch to address the complexity factors agile teams face at scale. In this presentation we discuss how disciplined agile teams address analysis activities throughout the lifecycle. The transition to agile requires a mindset, skill set, and very often role change for people who are currently business analysts. On the majority of agile teams the role of business analyst has disappeared, but in some situations at scale the role is of vital importance – this isn’t your father’s software team any more. Lessons learned from several organizations making the transition to agile will be shared. Key learning points: • Discover how disciplined agile teams approach analysis, and modeling in general • Learn agile analysis and modeling strategies • Discover how business analysts can transition to an agile environment Video can be found here: https://www.youtube.com/watch?v=-8tR-UbUpvI

1. Scott W. Ambler Jon Smart
Scott Ambler + Associates Barclays
Disciplined Agile Business Analysis

2. About Scott W. Ambler
• Pioneered Agile Modeling and Agile Database
techniques in the early 2000s
• Co-creator of the Disciplined Agile Delivery
(DAD) framework
• Executive Transformation Coach
• Certified Trainer
• scott [at] scottambler.com
• @scottwambler
• Works with organizations around the world to
help IT departments become awesome
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3. About Jon Smart
• Leading Agile transformation at Barclays
• Background in investment banking technology
• Practitioner, agile approach to software delivery since 1993, starting
out as a developer on the trading floor
• Experience of leading large scale regulatory change delivered with a
Scaled Agile & DevOps approach
• Certified Disciplined Agile Practitioner
• jonathan.smart [at] barclays.com
• @jonsmart
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4. About Barclays
• Barclays moves, lends, invests and protects money for 48 million
customers worldwide
• A major global financial services provider engaged in retail banking,
credit cards, corporate and investment banking and wealth and
investment management
• Operating in over 50 countries
• 132,000 employees
• 325 years of history, founded in 1690
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6. Let’s explore
several important questions….
How does disciplined agile software development work?
How does agile analysis work?
How do business analysts fit on agile teams?
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7. Disciplined Agile Delivery
(DAD) is a process decision
framework
The key characteristics of DAD:
– People-first
– Goal-driven
– Hybrid agile
– Learning-oriented
– Full delivery lifecycle
– Solution focused
– Risk-value lifecycle
– Enterprise aware
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8. Scrum LeanKanban
DAD is a Hybrid Framework
Unified Process Agile Modeling
Agile Data“Traditional”Outside In Dev.
Crystal …and more
DAD leverages proven strategies from several sources,
providing a decision framework to guide your adoption and
tailoring of them in a context-driven manner.
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9. The Disciplined Agile framework
supports four delivery lifecycles
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10. High Level Lifecycle
There’s more to solution delivery than construction
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11. Basic/Agile Lifecycle
A full Scrum-based agile delivery lifecycle
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12. Exploratory “Lean Startup” Lifecycle
Sometimes it takes time to identify what your
stakeholders actually need
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13. Lean Lifecycle
A full lean delivery lifecycle
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14. Lean Continuous Delivery Lifecycle
Your evolutionary
end goal?
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DAD makes your
options explicit
and provides
guidance to help
you choose wisely

16. DAD is Goal-Driven, Not Prescriptive
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17. DAD supports
many strategies
to explore
requirements
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21. How Does
Agile
Analysis
Work?
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22. Observations About Agile Analysis
• Analysis is so important we do it throughout the entire lifecycle, BUT
we might not have full-time analysis work every day
• The artifacts are generally lighter
– User stories over use cases
– Sketches over detailed models
• Analysis artifacts are often transitory
– Conversations over documents
– Sketches over detailed models
• On advanced teams, requirements “specifications” are executable
– Acceptance tests over specification documents
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23. Analysis-Oriented Practices from AgileModeling.com
Source: AgileModeling.com
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24. Analysis Throughout the Lifecycle
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Inception Construction Transition
Initial release
planning
Active
stakeholder
participation
Identify new
needs during
demos
Analysis of
incoming requests
from production
Look-ahead
modeling of
work items
Initial
Requirements
Discuss
requirements
during iteration
planning /
modeling
Behaviour
Driven
Development
(BDD)

25. Functional Requirements: Potential Model Types
Usage
Epic/User Story
Persona
Usage Scenario
Use Case
UML Use Case Diagram
Domain
Domain/Conceptual Model
Logical Data Model (LDM)
UML Class Diagram
UML Component Diagram
Process
Value Stream Map
Business Process Model
Data Flow Diagram (DFD)
Flow Chart
UML Activity Diagram
UML State Chart
User Interface (UI)
UI Flow Diagram
UI Prototype (Low Fidelity)
UI Prototype (High Fidelity)
UI Specification
And many more…
General Impact (Mind) Map Business Rule
Context Diagram Feature/Shall Statements
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26. Non-Functional Requirements:
Potential Views and Concerns
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27. Test-Driven Development (TDD)
Test-First Development (TFD) is a
technique where you write a single test and
then you write just enough production code
to fulfill that test.
Can be performed at the requirements
level with acceptance tests and the design
level with developer/unit tests.
Refactoring is a technique where you make
a simple change to your code/schema to
improve its quality without changing its
semantics.
TDD = TFD + refactoring
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28. How Do Business Analysts Fit
On Agile Teams?
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29. Characteristics of Disciplined Agile Team Members
• We strive to be “generalizing specialists”
– We want to gain a wide range of skills so that we’re more productive
• We are willing to share our skills
– We learn from each other
• We are flexible
– We realize that there is always more than one way of doing things
• We are collaborative
– We work together as a team, not as a group of individuals
• We are enterprise aware
– We want to do what’s best for the organization, not just for ourselves
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30. DAD explicitly includes several
roles that an existing business
analyst may choose to grow into
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31. Disciplined Agile Delivery (DAD) Roles
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Primary Roles
Secondary Roles (for Scaling)
Team Lead
Independent
Tester
Architecture
Owner
Product
Owner
Team
Member
Technical
Expert
IntegratorSpecialist
Domain
Expert
Stakeholder

32. Product Owner
• The Stakeholder “proxy”
• Go-to person for information on the solution
requirements
• Prioritizes all work for the team
• Participant in modeling and acceptance testing
• Has access to expert stakeholders
• Facilitates requirements envisioning and
modeling
• Educates team in business domain
• May demonstrate solution to key stakeholders
• Monitors and communicates status to
stakeholders
• Negotiates priorities, scope, funding, and
schedule
32
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33. Product Owner is a Very Hard Role to Fill
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The view of the delivery team
Product
Owner
Architecture
Owner
Team
Lead
Team
Members
The actual reality faced by the Product Owner
End
Users
Domain
Experts
Support
Staff
Operations
Staff
Finance
Architects
Audit
External
System
Teams Senior
Management

34. At scale you may need someone
in a specialized
business analyst
role, but these
situations
are rare
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35. Business Analysts at Scale
• The role of business analyst (as
a Specialist) may reappear at
scale:
– Product owners dealing with
complex domains may need
support
– When stakeholders are
geographically distributed, you
may need BAs at each location
– Some regulatory regimes
require additional requirements
specification work
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36. Eliciting Requirements from Distributed
Stakeholders
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Product
Owner
JPO/BA
JPO/BA
Junior Product
Owner/Business
Analyst

37. My parting advice….
Recognize that Agile and Lean
require a paradigm shift
Be open minded and flexible
Be prepared to share your skills
Collaboration and evolution, not
documentation and “freezing”, is
now the focus
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38. Thank You!
scott [at] scottambler.com
@scottwambler
AgileModeling.com
AgileData.org
Ambysoft.com
DisciplinedAgileConsortium.org
DisciplinedAgileDelivery.com
ScottAmbler.com
Disciplined Agile Delivery
Disciplined Agile Delivery
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39. Shuhari and Disciplined Agile Certification
At the shu stage you are beginning to
learn the techniques and philosophies of
disciplined agile development. Your
goal is to build a strong foundation from
which to build upon.
At the ha stage you reflect upon and
question why disciplined agile strategies
work, seeking to understand the range
of strategies available to you and
when they are best applied.
At the ri stage you seek to extend and
improve upon disciplined agile
techniques, sharing your learnings with
others.
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40. Would You Like This Presented
to Your Organization?
Contact us at ScottAmbler.com
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41. Scott Ambler + Associates is the thought leader behind the Disciplined
Agile Delivery (DAD) framework and its application. We are a boutique
IT management consulting firm that advises organizations to be more
effective applying disciplined agile and lean processes within the
context of your business.
Our website is ScottAmbler.com
We can help
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