Down with the revolution - hacking the hype and clearing a path for agile business analysis
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This document discusses how agile practices have become mainstream and what this means for business analysts. It argues that agile does not mean there is no planning or discipline, but rather embraces uncertainty and flexibility. The document explains how business analysis roles have changed on agile projects, with analysts taking on requirements facilitation, ownership and sometimes acting as product owners. It encourages accepting that no plan survives contact with reality and focusing on delivering business value over fixed plans.
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Similar to Down with the revolution - hacking the hype and clearing a path for agile business analysis
Introduction to Agile Development
This document provides an introduction to agile development. It begins by noting some common questions about agile and what will be discussed. The document then covers basic agile concepts like the history of agile, the agile manifesto, and agile principles. It provides a quick comparison of waterfall vs. agile development. Common agile methods like Scrum and Kanban are mentioned. Finally, it discusses some common pitfalls in agile, such as treating sprints like waterfall phases or allowing technical debt to build up.
Agile Project management
This document provides an overview of Agile Project Management. It begins by describing some of the limitations of traditional project management approaches, such as long timelines and products becoming outdated. It then introduces Agile Project Management as an alternative approach that allows for flexibility and incorporating feedback throughout the project. Several key aspects of Agile Project Management are summarized, including focusing on short "sprints" of work, daily stand-up meetings, emphasizing customer collaboration, and being able to change direction based on learning. Comparisons are made between Agile and traditional approaches, with Agile noted as particularly suitable for unstable or changing environments.
'My Case for Agile Methods & Tranformation' : Presented by Saikat Das
This paper describes Saikat's experiences with Agile values, tranforamtion and my implementation of them. He describes the circumstances that have led him to believe passionately that Agile Frameworks will best assure the success of his projects.
Competency models for the team and how to choose specific practices against the model.
He describes what has worked for him and why, and he describes what hasn’t worked and why.
Highlights:
A different Approach to look into Agile practices and Transformation.
The difference between Agile Adoption and Agile Transformation.
The real goal of Agile change initiatives.
Adapting Practices in Agile.
Agile's Future Wave
The document discusses Agile development practices and their adoption over time. It notes that while Agile has gained popularity, not all projects using Agile see significant improvements. It questions whether success is truly related to using Agile practices, and suggests Agile addresses symptoms but not underlying causes like complexity. The document predicts the next wave in development will need to further increase productivity, effectiveness, and predictability by specializing roles and sharing expertise to reduce complexity.
Agile and Change Management - CMI Canada Webinar Feb 2018
This webinar was shaped by attendee questions, and was run in a lean coffee type of way. The lesson? As change agents, 'the change' isn't about us, it's about the people who need to live with the consequences of the change so shape the change based on what they need.
Agile is Dead :: Pixels Camp 2017
This document discusses how Agile has become outdated or "dead" due to misinterpretations and misapplications over time. The author argues that many companies claim to be Agile but are actually focused on processes and tools rather than outcomes. True Agility values individuals, interactions, working software, and responding to change. The author suggests companies need to refocus on delivering value to customers rather than following rigid practices. Overall, the document criticizes a "cargo cult" mentality around Agile and advocates returning to its original principles of empowering individuals, collaboration, and continuous improvement.
Agile basic introduction
The document discusses Agile, an iterative approach to software development. It explains that Agile breaks projects into small user stories, prioritizes them, and continuously delivers them in two-week iterations. Analysis, design, coding, and testing occur throughout the project. This allows for incorporating feedback early and handling changes more flexibly than with traditional waterfall approaches. The key aspects of Agile outlined are iterative development, adaptive planning, blurred roles, flexible scope, embrace of changing requirements, and measuring success through working software.
Agile?! Are You Crazy???
Presentation to Lonetree PMI Roundtable on August 27, 2008.
Abstract:
According to the Wall Street Journal agile development has "crossed the chasm." Why then are there still strong pockets of intense resistance to agile? This presentation takes a look at some of the most common misconceptions about agile development. It exposes the truth behind the myths and backs up many of the points with actual industry data. In the process, a basic business case for agility is created. The goal of this session is for all participants to leave with the knowledge necessary to answer the question "Why Agile?" In addition, participants will gain a deeper understanding of the realities of agile development and how it can help organizations.
Agile is Dead :: Viana Tech Meetups 2018
This document discusses how Agile has lost its original purpose and become focused on processes rather than outcomes. It argues that in many organizations, Agile has become synonymous with Scrum, focusing on practices like sprints and standups rather than delivering value to customers. As a result, developers, customers, and products are often unhappy. The document calls for a return to Agile's original principles of valuing individuals, interactions, working software, and responding to change.
Agile is Dead :: Agile Connect Lisbon 2018
This document discusses how Agile has become outdated and ineffective in many organizations. It argues that while Agile and Scrum were created with good intentions, most companies have lost sight of the original purpose and focus too much on processes rather than outcomes. As a result, developers, customers, and stakeholders are often unhappy. The document suggests companies need to refocus on principles like individuals, interactions, and responding to change rather than rigidly following practices. It questions common Agile practices like overreliance on tools, certifications, and the belief that Scrum alone is enough. The goal of Agile should be happy customers and developers, not self-promotion or following trends. Companies need to experiment more and apply Agile principles rather
Agile Marketing: Managing Marketing in a World of Constant Change
Learn how an agile approach to marketing management may be the single most valuable decision your organization can make. Plus, examples of successful agile marketing for content marketing, social media & conversion optimization.
Difficulties With Changing To A Lean Culture Part 02 By Mike Thelen
Difficulties With Changing To A Lean Culture Part 02 By Mike ThelenAssociation for Manufacturing Excellence
The document discusses difficulties with transitioning to a Lean culture from a traditional corporate culture. It notes that culture change will be the most difficult obstacle to success, and if an organization only talks about Lean initiatives but does not fully implement them, the initiatives will fail. Traditional metrics can also cause conflicts with Lean methods by focusing on short-term goals rather than continuous improvement. True Lean success requires long-term commitment from all levels of an organization, especially executive management, and a shift toward valuing people and problem-solving over rigid productivity targets.Agile is Dead :: Aginext London 2018
This document discusses how Agile has become dead due to common misinterpretations and misapplications of its principles. While Agile and Scrum were developed decades ago, many companies have lost sight of their original purpose to deliver early value to customers. Agile is often mistakenly equated with Scrum processes and tools rather than seen as a mindset. As a result, developers, customers, and stakeholders are unhappy and value is not being delivered. The document argues that for Agile to be revived, its focus must shift back to principles of individuals, interactions, and responding to change over rigid processes and metrics.
Incident Management in the Age of DevOps and SRE
Damon Edwards, co-founder of Rundeck, presents at Salt Lake City DevOps Meetup, November 13, 2019.
There is no doubt that DevOps has changed how we deliver software. But what about after deployment? Whether you are in a traditional operations organization or a “you build it, you run it” team, how do you mobilize, resolve, and learn from incidents? This talk will look at how high performing organizations have applied DevOps and SRE practices to shorten incidents and reduce escalations. Less frustration for the engineers. Lower costs for the business. Everybody wins.
See a Demo of Rundeck Enterprise :
https://www.rundeck.com/see-demo
--or--
Download Rundeck Open Source here:
https://rundeck.com/open-source
Connect:
Stack Overflow community: https://stackoverflow.com/questions/tagged/rundeck
Github: https://github.com/rundeck/rundeck/issues
Twitter: https://twitter.com/Rundeck
Facebook: https://www.facebook.com/RundeckInc/
LinkedIn: www.linkedin.com › company › rundeck-inc
Agile concepts for quality and process engineers for slideshare
This document contains information about Yuval Yeret, including that he is the CTO of AgileSparks and a Kanban/Agile consultant. It discusses various Agile and Lean concepts like embracing uncertainty, delivering value through working software frequently, empowering teams, and adapting processes through retrospectives. The document advocates applying Agile principles not just to products but also to how teams work and emphasizes the need to consider context when selecting practices.
The promise and peril of Agile and Lean practices
Why you may to consider adopting Agile or Lean practices, how they differ from each other, what benefits you can expect, and what obstacles you may face.
Design lean agile_thinking presentation
This document discusses principles of design thinking, lean, and agile thinking. It provides an overview of each approach including definitions, histories, key aspects, and differences. Design thinking focuses on exploring problems and finding innovative solutions through techniques like determining real problems and considering many options. Lean emphasizes continuous improvement, reducing waste, and respecting people. Agile thinking values planning for and assuming change through practices like regular feedback and iterative delivery. The document argues that adopting a combination of these approaches through principles like embracing change and focusing on quality is most effective.
Key Note - Lean Agile Scotland - Individually Smart, Collectively Stupid!
Complex creative knowledge worker environments require adaptive management solutions such as the Kanban Method. The psychology and sociology of people involved means that prescriptive solutions to process definitions and organizational performance will meet with resistance and the outcomes are unreliable.
200229 PMDays Kharkiv 3 Secrets of Agile Leaders
Agility as a movement started with software developers uncovering better ways of doing what they do. Today that movement is driving even business leaders to rethink how they lead their organizations. What does it mean to "be" agile? How can agility be applied to leading organizations? Where do successful agile leaders start? Three stories, three secrets and three tips to apply agility to your life and work. As presented at PMDay 2020 in Kharkiv
What is agile?
This document provides an overview of agile methodology. It begins with an introduction to the author and their background. It then discusses what agile is, the history and development of agile practices, the 12 principles of the agile manifesto, advantages and disadvantages of agile, how agile addresses software requirements, and common agile methodologies like Scrum, Kanban, and Extreme Programming that are used to implement agile. The document aims to explain agile in simple terms and provide context around its origins and framework.
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'My Case for Agile Methods & Tranformation' : Presented by Saikat Das
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Agile and Change Management - CMI Canada Webinar Feb 2018
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Agile Marketing: Managing Marketing in a World of Constant Change
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Difficulties With Changing To A Lean Culture Part 02 By Mike Thelen
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Breaking Bad Agile Transformations - Agile 2018
My lightning talk at Agile 2018, Break Bad Agile Transformations (in five minutes). An exploration of how I contributed to bad transformations, then worked out what was going well, and am now doing better.
The Accidental BA Leader - Introducing Leadership Capability Patterns
First delivered at the 2014 BA Masterclass in Auckland, NZ, this talk explores what I learned about leadership at various stages of my career, and how this has evolved into Leadership Capability Patterns.
Successful Agile Adoption as a Foundation to Transformation Enable2016
Presented at Enable2016 conference in Auckland NZ.
Case study: Successful adoption of Agile as a foundation for transformation success.
> Gaining executive support, understanding and tolerance when employing Agile
> Key initial steps in embarking on a transition to Agile
> An awareness of blockers and enablers
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Breaking bad BA habits - BA Development Day 2015
3A lightning talk at the 2015 BA Development Day conference, at Te Papa in Wellington NZ.
If we are to improve the balance between the art and science of business analysis and to strengthen our skills and approaches, then we had better break some of our bad BA habits!
There is so much waste involved in how business analysis is applied to most project methodologies and governance frameworks, from bloated requirements documents, to modules defined that are never needed, to hand-overs that add no value, to keeping people waiting, to having to rework. These are all effectively software development variants of the original seven forms of waste (or Muda) from the Toyota Production System … and there is now an eighth far more insidious form of waste of which BAs can be as guilty as anyone else.
David will share a brief rant about these BA wastes and his vision of what a lean approach to business analysis could look like.
Spotlight on Gamestorming
If meetings are boring and you want another way to generate ideas or solve problems, brainstorming only gets you so far … the concept of Gamestorming takes this one step further, as a means of using structured play for business.
Let me tell you a story - Practical user stories for business analysts
This document outlines an agenda for a professional development workshop on using user stories for business analysis and system development. The workshop will cover why organizations use stories, planning iterations to complete stories within 30 minute increments, and retrospective sessions after each iteration to reflect on lessons learned. Attendees will have the opportunity to ask questions and provide feedback to help improve their use of stories for planning systems.
Fifty Shades of Governance
This document discusses governance of projects and introduces a new approach called ARGYLE. It describes how traditional governance can introduce many problems or "fifty shades" that cause waste and reduce flow. These include issues with defining benefits, oversight, decisions, and people involvement. It then explains how ARGYLE, inspired by lean and agile practices, aims to simplify governance. This is done by reducing burden, eliminating waste, and improving flow. ARGYLE structures governance around decision gates and focuses on key questions about time, cost, desirability, feasibility and viability to improve priorities and flow.
NLP for business analysts
NLP for Business Analysts is a presentation about how Natural Language Processing (NLP) techniques can help business analysts (BAs) be more successful in their work. NLP is the study of how language affects our thinking and behavior. It involves modeling patterns of success and applying skills like rapport building, goal setting, and reframing problems. The presentation teaches exercises for improving communication, flexibility, and understanding different perspectives through NLP concepts and techniques.
Aiming for Excellence in Business Analysis
On 24 July 2009, I was fortunate enough to speak at the BA World conference in Wellington, to talk about Centres of Excellence for business analysis, how aiming for excellence would help us overcome some of our challenges, on what those first steps would look like. This was the first public airing of the early stages of what would evolve to become my practice development approach.
The magic of transforming customer experience
The document discusses applying the principles of alchemy to transform customer experience. It argues that business analysis teams can position themselves strategically by thinking outside-in about customer touchpoints and encouraging this perspective organizationally. Transforming customer experience involves understanding their journey, remediating pain points, and using process optimization and design thinking to focus on customer needs above internal concerns. For business analysis services, this means getting closer to internal customers and baking customer-centric frameworks to better meet customer needs and improve recommendations.
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Down with the revolution - hacking the hype and clearing a path for agile business analysis
- 1. Down with the Revolution hacking the hype and clearing a path for agile business analysis DavidJCMorris CSM CBAP ITCP
- 2. what do agile practices really mean for business analysts ?
- 3. why am I here to talk about this ?
- 8. on with the show ...
- 10. agile BA
- 11. DON’T PANIC
- 14. a brief lesson in grammar
- 15. “Most media today report that Agile has reached mainstream usage” “Most media today report that agile has reached mainstream usage” “Most media today report that agile practices have reached mainstream usage”
- 16. dictionary definition ag·ile [aj-ahyl] –adjective 1. quick and well-coordinated in movement; lithe. 2. active; lively. 3. marked by an ability to think quickly; mentally acute or aware.
- 17. a brief history of time
- 18. is this an agile revolution?
- 19. there will always be cowboys
- 21. a brief debunking of hype
- 22. HYPE is a root cause of antagonism
- 23. waterfall practices are bad
- 24. agile practices are on a spectrum waterfall ‘rigid’ ‘chaos’agile iterative kanban
- 25. if you’re not doing XP or pure Scrum you’re not agile
- 26. Snowbird, 2001
- 27. individuals beat processes working software beats documentation collaboration beats contracts change beats plans … 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 while there is value in the items on the right we value the items on the left more. Evil plans for world dominationAgile Manifesto
- 28. oh, yeah, we’ve implemented Agile already
- 29. Agile projects are just an excuse for no discipline or planning
- 30. so if it’s not a revolution, what’s really changed ?
- 32. did the cat survive in the box ?
- 33. no plan survives first contact ...
- 34. new approach to risk
- 35. purpose of gates
- 36. gates on ‘waterfall’ projects Analysis Design Development Verification Release
- 37. gates on agile projects
- 38. gates on agile projects © 2010 International Institute of Business Analysis
- 39. value-driven
- 40. what is business value ?
- 41. Value-driven vs plan-driven Plan- driven Value- driven Fixed Scope Resources Time Waterfall Agile Estimated ScopeResources Time What will it cost to deliver this scope? What scope can we deliver? What’s highest value?
- 42. one more thing
- 43. on agile projects, there is nowhere to hide. A G I L E
- 44. what does it mean for business analysts ?
- 45. the need for agile business analysis
- 47. roles for the business analyst
- 48. Systems analysis
- 52. business analysis on agile projects © 2010 International Institute of Business Analysis
- 53. closing
- 54. questions Please note: no kittens were harmed in the making of this presentation