The document discusses the role of a business analyst in an agile project. It begins with an overview of agile software development and the agile manifesto. It then discusses the agile project management framework Scrum and key roles in Scrum including the product owner and scrum master. The document argues that the business analyst can play a valuable role in agile projects by partnering with the product owner to help define requirements, refine user stories, and ensure solutions deliver business value.
Using Six Sigma to Drive Tangible Service Desk Improvement and SavingsITSM Academy, Inc.
Kirk Holmes, itSMF USA National Capital President Emeritus, President of Holmes and Associates, will present his experience with using Sig Sigma to answer the question; How do you reduce Service Desk costs, improve quality, and fulfill the Service Desk mission?
G2 IT Services solves challenging business problems for customers with personalized services driving increased leadership, cost reduction, value realization and increased innovation.
Leveraging Process Design: True Results, True Value
Andrew Wilson, Director, Program Management Office, U.S. Navy Bureau of Medicine and Surgery
Learn about the IT Service Management Process Improvement journey at NAVMISSA, led by their Project Management Office.
Using Six Sigma to Drive Tangible Service Desk Improvement and SavingsITSM Academy, Inc.
Kirk Holmes, itSMF USA National Capital President Emeritus, President of Holmes and Associates, will present his experience with using Sig Sigma to answer the question; How do you reduce Service Desk costs, improve quality, and fulfill the Service Desk mission?
G2 IT Services solves challenging business problems for customers with personalized services driving increased leadership, cost reduction, value realization and increased innovation.
Leveraging Process Design: True Results, True Value
Andrew Wilson, Director, Program Management Office, U.S. Navy Bureau of Medicine and Surgery
Learn about the IT Service Management Process Improvement journey at NAVMISSA, led by their Project Management Office.
Adaptive software development processes epitomized by Agile methodologies are based on continual improvement – incremental changes that emerge as teams iterate and learn about the product they are developing. This appears to conflict with the world of the program office, responsible for defining the software development lifecycle (SDLC), in which a stable and repeatable development process with well-defined ownership and controls is a common objective. Using recent examples in which agile methods have been successfully introduced into large organizations with existing SDLCs, we consider the difficulties of creating a verifiable process when the process itself is continually being modified, and look at how software development can be managed and controlled without stifling the benefits of adaptive software development processes.
Extend Your PPM Application for Projects Products and ServicesEPM Live
A Project and Portfolio Management (PPM) system is a common need within most IT organizations. In addition to PPM, IT organizations must also have systems in place for the management of other types of work such as products and services. Now, IT organizations are thinking outside of the box. If you must do more with less, what better way to protect your PPM investment and minimize costs then to leverage the same platform to bring Project Management, Product Development and Service Management to your IT organization?
This presentation collects several thoughts and conversations had with colleagues over the last few months about the role of the business analyst.
The diagrams and drawings are outcomes of these conversations and are ripe for further expansion. In many instances they are half thought through, or missing key things that help round them out.
You can help: If you have comments or opinion please add them below.
Adaptive software development processes epitomized by Agile methodologies are based on continual improvement – incremental changes that emerge as teams iterate and learn about the product they are developing. This appears to conflict with the world of the program office, responsible for defining the software development lifecycle (SDLC), in which a stable and repeatable development process with well-defined ownership and controls is a common objective. Using recent examples in which agile methods have been successfully introduced into large organizations with existing SDLCs, we consider the difficulties of creating a verifiable process when the process itself is continually being modified, and look at how software development can be managed and controlled without stifling the benefits of adaptive software development processes.
Extend Your PPM Application for Projects Products and ServicesEPM Live
A Project and Portfolio Management (PPM) system is a common need within most IT organizations. In addition to PPM, IT organizations must also have systems in place for the management of other types of work such as products and services. Now, IT organizations are thinking outside of the box. If you must do more with less, what better way to protect your PPM investment and minimize costs then to leverage the same platform to bring Project Management, Product Development and Service Management to your IT organization?
This presentation collects several thoughts and conversations had with colleagues over the last few months about the role of the business analyst.
The diagrams and drawings are outcomes of these conversations and are ripe for further expansion. In many instances they are half thought through, or missing key things that help round them out.
You can help: If you have comments or opinion please add them below.
Business analyst 101 program Mumbai IndiaDeepak Kadam
Business analyst Training and certification program Mumbai India
At Ziphertech we have designed a Training program
for students and graduates who aspire to become
business Analysts. A Business Analyst requires niche
skills to become successful in IT industry. Our program
has been designed by veteran IT industry experts who
have combined over 100 years of experience in IT
business analysis. This program will be conducted by
professional Business Analysts from IT industry with a
minimum experience level of 15 years.This program
ensures thorough training and grooming of skills for the candidate to become a
professional Business Analyst. And we never forget to mention that we have trained more
than 400 Business Analysts in just last 2 years.
Contact us - +919004939659 for more Info
Trade 101 - A Summary of the Trade Adjustment Assistance for Workers ProgramTimothy Theberge
This presentation provides an overview of the Trade Adjustment Assistance for Workers program of the U.S. Department of Labor. This material covers the 2002, 2009 and 2011 versions of the program including: TAA, TRA, A/RTAA, HCTC, program reporting and financial management.
Making Architecture Business Value Driven - Dave Guevara
The Denver IASA June 2008 meeting looked at the Business of Architecture. This discussion will look at one part of the broad topic, the business and strategic alignment processes that align IT to be business value driven.
The alignment that we will focus on is between the strategic intent of a company, and the capabilities that are needed to implement the business processes and technologies that will execute that strategic intent. A case study example will be used to illustrate some of the “how to” methods for doing this in your organization. This session will be interactive.
In addition to discussion these new concepts relating strategic intent to capabilities (Business, Organizational, Technical, Integration) we will also take a brief look at getting from capabilities down to User Story inventories and ultimately into services development. Recent feedback from the Agile conference was that these concepts and their use were spot on to where the thought leadership is moving to in the Agile field.
Lean Six Sigma Training & Consulting_VativeMadhu Dason
Describes Vative's benchmark Lean Six Sigma training and consulting services. Vative is a key marketing partner of Motorola University. See how companies have transformed themselves and their employees into globally competitive players.
With an increasing number of organizations adopting Agile practices and the majority of them following SCRUM, Agile has gained mainstream recognition in the past couple of years. Today organizations are seeing the value in Agile ceremonies and have brought in the roles and practices that are instrumental in the success of SCRUM.
The Agile workshop has several benefits such as helping you understand the SCRUM process, providing the ability to prune product backlog, conduct release planning ceremony and much more.
South Florida HDI Virtual Event: IT Alignment and Value Network MetricsEddie Vidal
South Florida HDI is continuing to expand their presence outside of South Florida with their first ever webinar, sponsored by Cherwell. Our goal is to increase contributions and knowledge to the IT professional community in Latin America and Caribbean markets. In addition, this allows us to take advantage and reach other HDI members and non-members throughout the United States. The South Florida HDI chapter has been commended for their innovation and growth within the HDI community and this is another step in our growth.
Keynote Presentation by Dell's Bill Payne
Session Name: IT Alignment and Value Network Metrics: A Wake-Up Call.
Bill’s session will challenge IT executives to transform and elevate the way they measure, manage, and communicate the value of their IT services. By leveraging key concepts from the underleveraged ITIL service strategy area, IT alignment and value network metrics have the potential to clearly communicate business value in terms that are meaningful to the business.
Agile Marketing for SEO - SMX West 2013 - Dave Lloyd, AdobeDave Lloyd
Slides from SMX West presentation. Covers in-house SEO, project management, Agile methodology, maturity model for Agile adoption, and how to execute on Agile internally. Follow me at @davelloyd1
Pro JavaFX Platform - Building Enterprise Applications with JavaFXStephen Chin
Presentation given by Stephen Chin and Jim Weaver at JavaOne 2010. Covers enterprise application development with JavaFX, the JavaFX 2.0 announcement, and alternative languages for JavaFX.
AIT Group is a global management consulting firm that has over 10 years experience in Lean Six Sigma Training, Coacing, and Certification as well as Supply Chain using the SCOR model to transform business processes to standardized and streamlined value streams.
AIT Group is a global management consulting firm that has over 10 years experience in Lean Six Sigma Training, Coacing, and Certification as well as Supply Chain using the SCOR model to transform business processes to standardized and streamlined value streams.
The Dollars Are in the Details: Measuring the Cost of Requirements Business requirements are a fundamental component in project management because it forms the basis of project and product scope. Development and management of requirements also impact the overall financial success of a project because each requirement comes at a cost. Requirements management and development (RMD) offers an approach for enhanced traceability, visibility and verifiability that can help you avoid unnecessary project costs. This presentation will explain how RMD can increase the quantifiable probability of providing the desired deliverables and expectations to meet overall organization goals and objectives, improve goods and services, enhance governance compliance, develop better aligned and prioritized requirements, and match the right resources with the right competencies.
Terry Pritchard from Blueprint Software will present the results of a survey of 300+ business analysts involved in Agile projects, and demonstrate how Blueprint’s product – Requirements Center – is being used to tackle some of the challenges that Agile projects pose for requirements definition.
What’s in Your BA Toolkit?Are you frustrated with the tools, or lack of tools, in your Business Analysis Toolkit? Are your current tools hindering your productivity? Learn about what to look for in your toolkit and how to choose the tools that meet your needs.
This session will be a combination of presentation and demonstration where we will discuss the role of the Business Analyst in Business Process Modeling and the importance of modeling. A demonstration of how modeling tools can assist a BA in their work will be delivered and will include:
- documenting current or future processes
- determining how processes can be optimized and improved using simulation metrics
- using forms in process design and storyboarding
- publishing models to a larger community for feedback.
- how process models can be transformed into the language of IT (UML, BPEL, etc).
We will also demonstrate BPM BlueWorks, which is an online platform for business analysts! It can help accelerate business process improvement at NO COST. Features include dozens of industry-specific strategy, capability and process maps. Private online tools and workspaces to build new business processes and capability to share online workspaces with your colleagues. Check out http://www.bpmblueworks.com
Enterprise Analysis is a series of tasks that analyzes the business situation to fully understand the problems and opportunities. Enterprise analysis outputs provide context to requirements analysis and to solution identification for a given initiative or for long-term planning. Enterprise analysis is often the starting point for initiating a new project and is continued as changes occur and more information becomes available. It is through enterprise analysis activities that business requirements are identified and documented.
This presentation reviews how requirement prioritization is a decision process used to determine the relative importance of requirements. The importance of requirements may be based on their relative value, risk, difficulty of implementation, or on other criteria. These priorities are used to determine which requirements should be targets for further analysis and to determine which requirements should be implemented first. We shall discuss the inputs, techniques used, and the expected outcome.
Prioritization of requirements ensures that analysis and implementation efforts focus on the most critical requirements
Every organization has business rules and every IT system within the organization as to comply with at least some of those rules. It is up to the Business Analyst to discover those rules, elicit the details, and document and verify them with Subject Matter Experts. Even though they may have been approved, the Business Analyst can't always be sure that the business rules are right until they have been tested with real data. Through a series of short exercises, we will explore how to manage different types of business rules.
1. Is There a Role for a
Business Analyst
in an Agile Project?
Abdallah Abi-Aad
TeleCompass Inc.
aabiaad@sympatico.ca
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 1
2. Agenda
o What is Agile Software Development?
o What are the Agile Business Objectives?
o What are the Agile Manifesto &
Principles?
o What is agile Project Management
Framework?
o What is the Role of the Business Analyst
when s/he is part of the agile team?
o Conclusion
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 2
3. What is Agile Software
Development?
o Agile software development key concepts:
– Evolutionary
– Highly collaborative
– Disciplined
– Self organizing
– Value-driven lifecycle
– Active stakeholder participation
– Changing needs of stakeholders
Where potentially shippable working software is
produced at regular intervals for review and
course correction.
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 3
4. Agile Methods
l
na
P
tio
RU
Ra
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 4
5. Agile Methods - Manifesto
Agile Methods
Agile Methods Agile Methods
Agile Methods Traditional
Traditional
“Values”
“Values” “Principles”
“Principles” Methods “Values”
Methods “Values”
Customer Also
Customer Valued more
Contract
Collaboration Known as Interaction than Negotiation
Individual & High-Performance Valued more Processes
Also
Interactions Known as Teams than & Tools
Working Also Iterative Valued more Comprehensive
than
Software Known as Development Documentation
Responding Also Adaptability Valued more Following a
than
to Change Known as or Flexibility Plan
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 5
7. Key Drivers for Implementing Agile
o Accelerating time-to-market
o Enhancing software quality
o Increasing productivity
o Improving alignment between IT and business
objectives
o Improving project visibility
o Reducing cost
o Enhancing the ability to manage changing
priorities
o Reducing project risk
o Reducing process complexity
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 7
8. Agile versus Traditional
Waterfall Agile
Fixed Requirements Resources Schedule
Value
Driven
Plan
Driven
Estimated Resources Schedule Features
The Plan creates Release themes &
cost/schedule estimates features intent drive
estimates
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 8
9. Agile Project Management
Framework
o An Adaptable Approach
o Incremental Implementation
o Iterative Development
o Complexity and Risk Management
o Focus Centered on Working Software
Agile Method Based On Scrum
Agile Method Based On Scrum
Deliver HIGH Quality Solutions that
Deliver HIGH Quality Solutions that
provide HIGH Business Value to our
provide HIGH Business Value to our
clients/customer
clients/customer
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 9
11. Agile Project Management Framework -
Scrum
Agile project Management Framework based on Scrum
Business Case
Senior Agile Team Scrum Master or
Architect
Management
Project Manager Design
Im “E
Proposed Committee
Idea Implement
pl xp
Test
em lo
Approved and
en re
ta ”
Funded Project
Daily (Scrum) Meeting:
ti
on
Share Status &
Identify Potential
Impediments Independent
24 Hours Verification
Sprint/Iteration Demo system to
Review stakeholders and
Project SPRINT agree collaboratively
Charter Sprint Backlog or 10 Working on next iteration
Iteration Days contents
Release Feature List
Initiation Planning Management User
Acceptance Potentially
“Envision” “Speculate” Plan Sprint/Iteration Shippable Product
Backlog or Iteration Testing
Planning Meeting
Tasks Expanded by the Functionality
Team
Iteration or
Dynamic Product Learn from
Select work Release
Feature Team
List or items for next experiences
Product Backlog iteration
Sprint/Iteration Project
Retrospectives or Retrospectives
Lessons Learned
- “Adapt” - Release
Defect
Close Notes
Reports
Product
Product
Owner
Owner Enhancement
Operations
Requests or
Defect Reports
Abdallah Abi-Aad TeleCompass Inc. April 20, 2010Ottawa, IIBA Local Chapter
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 11
12. Agile Project Management Framework -
Scrum
Agile project Management Framework based on Scrum
Business Case
Senior Agile Team Scrum Master or
Architect
Management
Project Manager Design
Im “E
Proposed Committee
Idea Implement
pl xp
Test
em lo
Approved and
en re
•• Scrum allows teamsMeeting:people to develop
Scrum allows teamsof people to develop
ta ”
Funded Project
of
Daily (Scrum)
ti
on
Share Status &
complex products in environments of
Identify Potential
complex products in environments of
Impediments Independent
Verification 24 Hours
uncertainty and change
uncertainty and change
Sprint/Iteration
Review
Demo system to
stakeholders and
Project SPRINT agree collaboratively
Sprint Backlog or on next iteration
•• Scrum is aasimple but powerful framework
Charter 10 Working
Scrum is simple but powerful framework
Iteration Days contents
Release Feature List
for team and customers to inspect and adapt Shippable Product
Initiation Planning Management User
Potentially
for team and customers to inspect and adapt Functionality
Acceptance
“Envision” “Speculate” Plan Sprint/Iteration
Backlog or Iteration Testing
as product is produced by the
Planning Meeting
Tasks Expanded
as product is produced Team
Iteration or
•• Scrumitems forwork
Scrumprovides aahigh degree of clarity and
Dynamic Product Learn from Release
provides high degree of clarity and
Feature Select Team
List or next experiences
Product Backlog
transparency to Sprint/Iteration involved ––team,
iteration
everyone involved team, Project
transparency toRetrospectives or
everyone
customer, management, and others
Retrospectives
customer, management, and others
Lessons Learned
- “Adapt” - Release
Defect
Close Notes
Reports
Product
Product
Owner
Owner •• Scrum rapidly surfaces dysfunction, and
Scrum rapidly surfaces dysfunction, and or Enhancement
Operations
Requests
enables teams and organizations to
enables teams and organizations to
Defect Reports
Abdallah Abi-Aad TeleCompass Inc.
continuously improve their effectiveness
continuously improve their effectiveness
April 20, 2010Ottawa, IIBA Local Chapter
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 12
13. Agile Project Management
Framework -Scrum
Agile project Management Framework based on Scrum
•• Voice of the customer
Voice of the customer •• Adjust features and priority
Adjust featuresArchitectpriority
and
every iteration/sprint as
Business Case
Senior Agile Team
every iteration/sprint as
Scrum Master or
•• Defines customer value- Design
Management
Project Manager
Defines customer value-
Im “E
Committee
needed
Proposed
Implement
needed
Idea
pl xp
added and the key Test
em lo
Approved and
added and the key Meeting:
en re
ta ”
Funded Project
features of the product •• Manages stakeholders and
Daily (Scrum)
ti
features of the IdentifyStatus &
product Manages stakeholders and
on
Share
Potential
Impediments
their interests proactively
Independent
their interests proactively
•• Decides on release date,
Decides on release date,
24 Hours Verification
Sprint/Iteration
Review
Demo system to
stakeholders and
Project
Charter
content and budget or
content and budget Sprint Backlog •• Selects the Sprintcollaboratively
Selects the Sprintgoal,
SPRINT
10 Working
agree
goal,
on next iteration
steers and guides the work,
Iteration Days contents
•• Describes priorities and
Release Feature List
steers and guides Potentially work,
the
Describes priorities and
Initiation Planning User
and answers questions on Shippable Product a
Management
Acceptance
refines requirements Expanded by the and answers questions on a
“Envision” “Speculate” Plan Sprint/Iteration
Backlog or Iteration Testing
Planning Meeting
refines requirements Team
Functionality
daily basis
Tasks
continuously daily basis
Dynamic Product continuously Learn from
Iteration or
Release
Feature
List or
Select work
items for next
iteration
Team
experiences •• Attends Scrum meetings
Attends Scrum meetings
Product Backlog
Sprint/Iteration Project
Retrospectives or Retrospectives
Lessons Learned
- “Adapt” - Release
Defect
Close Notes
Reports
Product
Product
Owner
Owner Enhancement
Operations
Requests or
Defect Reports
Abdallah Abi-Aad TeleCompass Inc. April 20, 2010Ottawa, IIBA Local Chapter
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 13
14. Agile Project Management
Framework -Scrum
Agile project Management Framework based on Scrum
• • Single master list of
Single master list of • • Product Backlog evolves
Product Backlog evolvesArchitect
features,Team functionality, Master or with the environment
Business Case
Senior Agile Scrum
Management
features, functionality,Manager Project with the environment Design
and other work required and product
Im “E
Proposed Committee
Implement
Idea
and other work required and productTest
pl xp
em lo
Approved and
, ,prioritized based on
en re
prioritized based on • • Product backlog is
ta ”
Funded Project
Product backlog is
Daily (Scrum) Meeting:
business IdentifyStatusandrisk,
value and risk,
ti
on
business value
Share &
Potential dynamic
Independent dynamic
asas
in the judgment of the
Impediments
in the judgment of the 24 Hours
management constantly
Verification
management constantly
Product Owner
Product Owner
Sprint/Iteration Demo system to
Project SPRINT changes itagree collaboratively
changes itontomeet
Review
to meet
stakeholders and
Sprint Backlog or
• • Items at the top of the product needs
Charter 10 Working next iteration
Items Feature List top of the
at the
Iteration Days
product needs contents
list will be completed by
Release
User
list will be completed by
Initiation Planning Management
• • Items within the Backlog
Acceptance Potentially
Items within the Backlog
“Envision” “Speculate” Plan Sprint/Iteration Shippable Product
the team soonest by the Backlog or Iteration Testing
Planning Meeting
the team soonest Tasks Expanded
have attributes of aa
Functionality
Team
have attributes of
Dynamic Product • • The Product Backlog is
The Product Learn Backlog is
from
description, Iteration or
description,priority, and priority, and
Release
Select work
Feature
List or constantly revised ––
constantly revised
items for next
Team
experiences estimate
estimate
iteration
items added, removed,
Product Backlog
items added, removed,
Sprint/Iteration Project
Retrospectives or Retrospectives
modified – by“Adapt” - the
Lessons Learned
Defect modified – by the - Release
Product
Product
Reports Product Owner, to
Product Owner, to
Close Notes
Owner
Owner maximized the business
maximized the business
Enhancement
Requests or
Operations
success of the team’s
success of the team’s
Defect Reports
Abdallah Abi-Aad TeleCompass Inc.
effort
effort
April 20, 2010Ottawa, IIBA Local Chapter
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 14
15. Agile Project Management
Framework -Scrum
Agile project Management Framework based on Scrum
Business Case
Senior Agile Team Scrum Master or
Architect
Management
Project Manager Design
Im “E
Proposed Committee
Idea Implement
pl xp
Test
em lo
Approved and
en re
ta ”
Funded Project
Daily (Scrum) Meeting:
ti
on
Share Status &
Identify Potential
•• The ideal team size in •• Create the Sprint Sprint/Iteration Demo system to
Create the Sprintplan
Impediments Independent
The ideal team size in Verification
plan stakeholders and
24 Hours
Scrum is 7 people +/- 2
Scrum is 7 people +/- 2 Sprint Backlog and decide on Sprint
Project
and decide on Sprint
Review
agree collaboratively
SPRINT
or
Iteration length
Charter on next iteration
10 Working
Feature List length
Days contents
•• The team is cross-
The“Speculate” is cross-
Initiation team
Planning
Release
Management User
Potentially
Acceptance
functional ––designers, •TasksNegotiatefor
• Negotiate for
“Envision” Plan Sprint/Iteration Shippable Product
functional designers,
Backlog or Iteration Testing
Planning Meeting
Expanded by the Functionality
testers, etc. ––and everyone
testers, etc. and everyone resources when need
Team
resources when need Iteration or
contributes based on items forwork
Dynamic Product Learn from Release
contributes based on iteration
Feature Select
•• Take responsibility
Team
Take responsibility
List or next experiences
competency, rather than
competency, rather than
Product Backlog
for delivering
Sprint/Iteration Project
just job title for delivering
Retrospectives or Retrospectives
just job title
Lessons Learned
- “Adapt” - Release
Defect
Reports •• Inspect and adapt the
Inspect and adapt Enhancement the
Close Notes
•• The team is self-organized
Product
Product
The team is self-organized
Owner
Owner
process
process
Operations
Requests or
and self-managed.
and self-managed.
Defect Reports
Abdallah Abi-Aad TeleCompass Inc. April 20, 2010Ottawa, IIBA Local Chapter
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 15
16. Agile Project Management
Framework -Scrum
Agile project Management Framework based on Scrum
Business Case
Senior Agile Team Scrum Master or
Architect
Management
Project Manager Design
Im “E
Proposed Committee
Idea Implement
pl xp
Test
em lo
Approved and
en re
ta ”
Funded Project
Daily (Scrum) Meeting:
ti
on
Share Status &
Identify Potential
--Responsible to ensure that the Team
Responsible to ensure that the Team
Impediments
24 Hours
Independent
Verification
Sprint/Iteration Demo system to
adheres to Scrum values, practices, and
adheres to Scrum values, practices, Sprint Backlog or
Project and SPRINT
Review stakeholders and
agree collaboratively
rules
rules
Charter
Iteration
10 Working
Days
on next iteration
contents
Feature List
--Removes impediments
Release
Removes impediments
Initiation Planning Management User
Acceptance Potentially
“Envision” “Speculate” Plan Sprint/Iteration Shippable Product
--Ensures that the team is fully functional Tasks Expanded by the
Backlog or Iteration Testing
Planning Meeting
Ensures that the team is fully functional
Functionality
Team
and productive
and productiveDynamic Product Learn from
Iteration or
Release
--Shields theFeature from external iteration
Shields theteam from external for next
Select work Team
team
List or
Product Backlog
items experiences
interferences
interferences
Sprint/Iteration
Retrospectives or
Project
Retrospectives
--Represents management to the project
Lessons Learned
RepresentsProduct management to the project - “Adapt” -
Defect
Close
Release
Notes
--Enables close cooperation across all
Reports
Enables close cooperation across all
Product
Owner
Owner Enhancement
Operations
roles and functions
roles and functions
Requests or
Defect Reports
Abdallah Abi-Aad TeleCompass Inc. April 20, 2010Ottawa, IIBA Local Chapter
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 16
17. Agile Project Management
Framework -Scrum
Agile project Management Framework based on Scrum
Business Case
Senior Agile Team Scrum Master or
Architect
Management
Project Manager Design
Im “E
Proposed Committee
Idea Implement
pl xp
Test
em lo
Approved and
en re
ta ”
Funded Project
Daily (Scrum) Meeting:
ti
on
Share Status &
Identify Potential
Impediments Independent
24 Hours Verification
Sprint/Iteration Demo system to
Review stakeholders and
•• 15 minute stand-up
Project
15 minute stand-up
Charter •• Improve everyone’s
Improve everyone’s
Sprint Backlog or
Iteration
SPRINT
10 Working
Days
agree collaboratively
on next iteration
contents
meeting
meeting
Initiation Planning
Release
Management
level of project
level of project
Feature List
User
Potentially
knowledgeor Iteration
Acceptance
“Envision” “Speculate” Plan Sprint/Iteration Shippable Product
knowledge by the
Backlog Testing
•• Improves
Planning Meeting
Functionality
Improves
Tasks Expanded
Team
communication
communication
Dynamic Product •• Is not a status
Select work Is not a status
Learn from
Iteration or
Release
meeting
Feature Team
iteration meeting
List or items for next experiences
•• Identify and remove
Identify and remove
Product Backlog
Sprint/Iteration Project
impediments •• Is an Lessons Learned
Is aninspection of
Retrospectives or Retrospectives
impediments Defect inspection of
- “Adapt” - Release
Reports the progress toward
the progress toward
Close Notes
•• Highlight and
Product
Product
Highlight and
Owner
Owner
the Sprint goal
Enhancement
the Sprint goal
Operations
promote quick
Requests or
promote quick
Defect Reports
decision-making
decision-making
Abdallah Abi-Aad TeleCompass Inc. April 20, 2010Ottawa, IIBA Local Chapter
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 17
18. Agile Project Management
Framework -Scrum
Agile project Management Framework based on Scrum
The Team provides the
Business Case •• At the end of the Scrum Master or
At the end of the Manager Architect
The Team provides the
Senior Agile Team
Design
Sprint, the Product
Management
Project
following: Sprint, the Product
Im “E
Proposed Committee
Implement
following: Idea
pl xp
Owner, Team, Test
em lo
Owner, Team,
Approved and
en re
•• What went well during
ta ”
Funded Project
Daily (Scrum) Meeting:
What went well during ScrumMaster, &and
ti
ScrumMaster, and
on
Share Status
the Sprint
Identify Potential
the Sprint stakeholders come
stakeholders come
Impediments
24 Hours
Independent
Verification
Sprint/Iteration Demo system to
•• What problems it ran together and see aademo
together and see demo
Review stakeholders and
What problems it ran Project SPRINT agree collaboratively
of whatIteration team has
of whatthe team has
Charter Sprint Backlog or 10 Working on next iteration
into and how it solved
into and how it solved the
Feature List
Days contents
produced
Release
User
them “Envision” produced Backlog or Iteration
Initiation Planning Management Potentially
them
Acceptance
“Speculate” Plan Sprint/Iteration Shippable Product
Testing
Planning Meeting
Tasks Expanded by the Functionality
•• DemonstratesProduct work •• The Product Owner
Demonstratesthe work The Product Owner
Team
Dynamic the gathers feedback from
Iteration or
that has been ordone and gathers feedback from
Learn from Release
Select work
that has been done and
Feature Team
items for next
everyone on ways to
List experiences
answers questions everyone Retrospectives or to
on ways
Product Backlog iteration
answers questions
Sprint/Iteration Project
improve on what has
improve on- “Adapt” - has what
Lessons Learned
Retrospectives
Release
been built
Defect
been built
Close Notes
Reports
Product
Product
Owner
Owner Enhancement
Operations
Requests or
Defect Reports
Abdallah Abi-Aad TeleCompass Inc. April 20, 2010Ottawa, IIBA Local Chapter
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 18