Post on 28-Jan-2018
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How is Analysis Done in Agile?
presented by Robin Grace
Non-Executive Director IIBA SA Chapter
Principal Consultant (Business Analysis Practice)
2017/06/06 3
We are agile so we don’t need a BA
Myth OR …
How do we bridge the gap between strategy and
the sprint backlog?
2017/06/06 4
Understanding Business Analysis in Agile
“Even though the role of business analyst is rarely mentioned indescriptions of agile it does not mean that business analysisdoes not occur. In fact, agile’s focus on delivering value tocustomers requires the entire team to collaboratively performbusiness analysis on a frequent basis. This and othercharacteristics of agile change how a business analyst works ona project.”
Kent Macdonald
https://www.agilealliance.org/wp-content/uploads/2016/09/What-Does-a-BA-Do-on-an-Agile-Project.pdf
What Does a Business Analyst Do on an Agile Project?
2017/06/06 5
Version 3.0 of the BABOK
Guide was released in 2015
The Business Analysis Core Concept Model™
2017/06/06 6
Manifesto for Agile Software Development
We are uncovering better ways of developing software by doing it and helping others do it.
Through this work 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
That is, while there is value in the items on the right,
we value the items on the left more.• Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries,
Jon Kern, Brian Marick, Robert C. Martin, SteveMellor, Ken Schwaber, Jeff Sutherland, Dave Thomas
• HTTP://WWW.AGILEMANIFESTO.ORG/
2017/06/06 7
Core Foundation of Agile
Collaboration amongst stakeholders todeliver value to customers in frequentincrements with on-going reflectionand adaptation.
2017/06/06 8
Multiple Levels of Collaboration
• Effort Is Required to move
between levels
2017/06/06 9
Multiple Levels of Collaboration
• Developing Goals or objectives
at start of each level
• Effort Is Required to move
between levels
2017/06/06 10
Multiple Levels of Collaboration
• Need Elaboration, Discovery,
Analysis
• Developing Goals or objectives
at start of each level
• Effort Is Required to move
between levels
2017/06/06 11
Multiple Levels of Collaboration
• Need Elaboration, Discovery,
Analysis
• Developing Goals or objectives
at start of each level
• Effort Is Required to move
between levels
• Increase the level detail and
team shared understanding
2017/06/06 12
Understanding Business Analysis in Agile
The biggest impact of iterations on business analysts is the lack of ananalysis phase. Instead of performing all analysis work to develop detailedrequirements at the beginning of the project, business analysis occursthroughout the project with an initial high level picture of the overallscope, followed by more detail on specific features when they aredelivered. The key is knowing the sufficient amount of business analysisnecessary to understand the problem and the aspect of the solutioncurrently being delivered and still keep the project moving forward.
Kent Macdonald
https://www.agilealliance.org/wp-content/uploads/2016/09/What-Does-a-BA-Do-on-an-Agile-Project.pdf
What Does a Business Analyst Do on an Agile Project?
2017/06/06 13
How the analysis should ensure the highest value/priority
Decision filters are simple questions that can be used
to guide decision making.
Decision filters are used for:
• Strategic alignment
• Design approach
• Product Planning
• Release Planning
• Backlog Refinement
• Iteration Planning
2017/06/06 14
How to Come up with Decision Filters
• Decision filters can be derived from goals and objectives.
2017/06/06 15
Using Decision Filters
• Use the decision filters to determine if a backlog item should be included in a project, release, or iteration.
2017/06/06 16
Backlog Management and Analysis
• Apply Decision Filter and Prioritisation
to establish what needs to move to the
next level backlog
• Done By PO with assistance of BA
• Analysis Performed to establish detail
needed at the next level Backlog
2017/06/06 17
Product Owner
• Decision making capability
• The product owner sets the product vision
• Representing the needs of the business and user stakeholders
• Prioritizes the Backlog based on business needs
2017/06/06 18
Responsibilities of an Agile Business Analyst
• Assists the PO and SME to articulate their Requirements
• Coaches Team members to do continuous analysis
• Understands the appropriate tools to achieve shared understanding
2017/06/06 19
BA First Involved Here
BA Involved Here
BA Involved Here• What Features are
needed?
• Do we understand
the all features
needed for MVP?
• What information is
needed to create
User stories ?
BA responsibilities in the
backlog refinement is to
establish the share
understanding across
multiple level teams.
2017/06/06 20
2017/06/06 21
2017/06/06 22
Agile Business Analyst as Analysis Coach
• Elaborates additional specifications, as necessary
• Partners with the PO in communicating the product vision and making sure it's understood
• Facilitates the conversation between business and Team
• Writes user stories
• Participates in backlog refinement
• Look at the context and big picture to determine impact or risk
• Help facilitate consensus
• Engage the right stakeholders at the right time
• Cross-examine and fact check, assumptions, constraints, dependencies and context
• Reconcile core requirements components.
2017/06/06 23
Models used for elaboration
backlog items to move to next
level of backlog and team
achieves a shared understanding
across level.
2017/06/06 24
Choose the Appropriate Method or Techniques10. Acceptance and Eva+A1:B6luation Criteria 10.18 Document Analysis 10.35 Process Modelling
10.2 Backlog Management 10.19 Estimation 10.36 Prototyping
10.3 Balanced Scorecard 10.20 Financial Analysis 10.37 Reviews
10.4 Benchmarking and Market Analysis 10.21 Focus Groups 10.38 Risk Analysis and Management
10.5 Business Capability Analysis 10.22 Functional Decomposition 10.39 Roles and Permissions Matrix
10.6 Business Cases 10.23 Glossary 10.40 Root Cause Analysis
10.7 Balanced Scorecard 10.24 Interface Analysis 10.41 Scope Modelling
10.8 Benchmarking and Market Analysis 10.25 Interviews 10.42 Sequence Diagrams
10.9 Business Capability Analysis 10.26 Item Tracking10.43 Stakeholder List, Map, or
Personas
10.10 Collaborative Games 10.27 Lessons Learned 10.44 State Modelling
10.11 Concept Modelling 10.28 Metrics and Key Performance Indicators (KPIs) 10.45 Survey or Questionnaire
10.12 Data Dictionary 10.29 Mind Mapping 10.46 SWOT Analysis
10.13 Data Flow Diagrams 10.30 Non-Functional Requirements Analysis 10.47 Use Cases and Scenarios
10.14 Data Mining 10.31 Observation 10.48 User Stories
10.15 Data Modelling 10.32 Organizational Modelling 10.49 Vendor Assessment
10.16 Decision Analysis 10.33 Prioritization 10.50 Workshops
10.17 Decision Modelling 10.34 Process Analysis
2017/06/06 25
Agile Transformation & Optimisation Roadmap
Assess
Current State0.
1.
2.
3.
6.
4.
5.
8.
7.
Level-Set
Management &
Product Owners
Experience
Agile Success
Level-Set
Team
Assess Team
Skill Gaps
Adopt
Agile
Take Agile to
The Next Level
Assess Team
Progress
Validate
Metrics
Iteration 0 Consultation. An
assessment to understand
the “AS IS” state and tailor
a roadmap for your
environment.
Set expectations and
develop an engagement
model with the business
and product owners.
Identify positive and negative
behaviours, learn techniques to
eliminate unnecessary story
points and determine minimum
viable product through immersion
in a controlled agile environment.
Get everyone on the same
page with agile, the various
approaches of Scrum, Kanban,
SAFe. This step highlights the
impact of just-in-time
requirements and identifies
potential KPIs.
A team activity to assess each
member’s skill level across
various domains. Highlight
gaps and identify potential
development needs.
Use your real-word
projects to take user
stories beyond being a
placeholder.
How much agile does your
organisation need? Level-Set
your multi-team framework and
identify areas where
implementing the framework
may be too heavy.
Conduct a retrospective
assessment to develop a
continuous improvement
backlog.
Set up an on-going plan to
assign and reconcile
metrics on key agile
success factors..
1 Hyde Lane, Hyde Park, Gauteng, South Africa
(011) 759 5950 | www.indigocube.co.za
Thank You