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Dot Tudor - bcssouthwest.org.uk · Dot Tudor ... Configuration Management Planning Risk Estimating...
Transcript of Dot Tudor - bcssouthwest.org.uk · Dot Tudor ... Configuration Management Planning Risk Estimating...
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Agile Business Analysis
Dot Tudor
www.tcc-net.comBCS/ISEB Business Analysis, PRINCE2, ITIL
Agile Approaches - DSDM Atern
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Dot TudorDot Tudor Agile CoachAgile Coach Co-author BCS book “Business Analysis”Co-author BCS book “Business Analysis” DSDM Practitioner/Trainer/ExaminerDSDM Practitioner/Trainer/Examiner PRINCE2 Practitioner/Lead TrainerPRINCE2 Practitioner/Lead Trainer Fellow of the British Computer Society Fellow of the British Computer Society GlobalFN / IAF Certified Professional GlobalFN / IAF Certified Professional
FacilitatorFacilitator DSDM Consortium DirectorDSDM Consortium Director TCC Technical DirectorTCC Technical Director
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We need to be Agile …
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What does “Agile” mean to you?
Write down 5 key words to describe it
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What is Agile?In the late 1990's several methodologies emphasized:
• close collaboration between developers and business experts;
• face-to-face communication (as more efficient than written documentation);
• frequent delivery of new deployable business value;
• tight, self-organizing teams;
• ways to work such that the inevitable requirements churn was not a crisis.
close collaboration
self-organizing teams
frequent delivery
face-to-face communication
requirements churn not a crisis
Early 2001 saw a workshop in Snowbird, Utah, USA, where various originators and practitioners of these methodologies met to figure out just what it was they had in common. They picked the word "agile" for an umbrella term and crafted the Manifesto for Agile Software Development, whose most important part was a statement of shared values:
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The Agile ManifestoWe 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.
www.agilemanifesto.org
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What the Experts say …“While interest in Agile has blossomed in the past few years, its roots go back more than a decade.
Teams using early versions of:- Scrum- DSDM (Dynamic Systems Development Method) - ASD (Adaptive Software Development)
were delivering successful projects in the 1990s”
Jim Highsmith – Director, Cutter Consortium
DSDM Atern is the only one that defines the role of the Business Analyst
B A
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Business Analysis - the old way …!
Task:
• Specify the requirements (features) for a house you’d like to have someone build for you
(about 20 requirements)
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Too Detailed Requirements
• Foundations• Walls• -----------• -----------• Bathroom• Kitchen • ------------• ------------• ------------• ------------
•Wallpaper•Jacuzzi Bath•----------•Sink•--------•Flooring•Plasma TV•Lighting•---------
•Square, pink basin•Satin steel taps•------------•Pop-up rubber plug•Chrome overflow•------------•Integrated soap dish•Tubular chrome frame•Chrome u-bend•Chrome waste pipe•------------
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Agile Approach …Not the detailed Functional Spec. up front,
DeFunct.
Spec
High-level Prioritised Requirements
R1 ……… MR2 ……… MR3 ……… SR4………. SR5 ……… MR6 ……… MR7 ……… SR8 ……… SR9 ……… S…………. ………R76 ………C
… But …
… detail emerges later …
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Prioritisation
MMust haveO
SShould have
CCould haveO
WWon’t have this time
MMSSCC
WWMM
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Delivery Deadline
MMMSC
MMMSC
M
SCC
S
High-level PrioritisedRequirementsR1 ……… MR2 ……… MR3 ……… S
A Cunning, Timeboxed Plan!
Timebox Timebox Timebox Timebox
MMSC
M
FeasibilityPhase
FoundationsPhase
House Walls and roof
Bathroom Living room
Bedroom
Very High-level Requ’ts
Small but complete deliveries
Move in?
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Group ExerciseYour task:
• Prioritise the top 20 High-Level requirements for the house you’d like to have built, to show at least the “Must Have” requirements
Note:
To PRIORITISE effectively you need a clearly-stated objective!
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The BA and Agile Teams
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How Teams work …
Task:
Job 1: WaterfallTurn all dice and move on as a batch
Job 2: AgileTurn dice one at a time and move each one on immediately
Job 3: Even more AgileWork out your own process
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Agile, DSDM Teams self-directed small composed of users and developers with equal responsibility
Business and IT in PARTNERSHIP BA facilitates this partnership
underpinned by a team success approach
and a “no blame” culture
close collaboration
self-organizing teams
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DSDM Atern Roles & Responsibilities
© DSDM Consortium 2007
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© DSDM Consortium 2007
Atern Roles & Responsibilities
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OBJECTIVES:
• Boundaries
• Decision
• Commitment
• Approval
Facilitated WorkshopsA team-based information gathering and decision making technique
• Business Analyst may facilitate
close collaborationface-to-face communication
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The BIG delivery
Small but complete deliveries
Iterative and incrementalinvestigate refine consolidate
High-level PrioritisedRequirementsR1 ……… MR2 ……… MR3 ……… S
More Analysis Requirements detail emerges
Foundations
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Modelling Perspectives
Locations and Network LinksWHERE
WHY
WHO
WHEN
WHAT HOW
Rationale, ends and means
People and Tasks
Events, time and scheduling
Data andRelationships
Processes and Inputs/Outputs
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Why DSDM Atern?
• Recognises the importance of analysiswhere other agile approaches do not specify this.
• Recognises the role of BA
B A
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DSDM Overview
GuidanceQuality and TestingConfiguration ManagementPlanningRiskEstimating
TeamsRoles and ResponsibilitiesGuidance on team working
8 PrinciplesBusiness FocusPeople, process, technology
TechniquesFacilitated WorkshopsPrototypingModellingTimeboxing
Philosophy80/20MoSCoW (Must, Should, Could, Wont Have)
Life-cycle(Framework)PhasesProductsobjectives
DSDM
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The 8 Principles of Atern
Deliver on time
Collaborate
Never compromise quality
Develop iteratively
Build incrementally from firm foundations
Demonstrate control
Focus on the business need
Communicate continuously and clearly
© DSDM Consortium 2007
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Summary: What is Agile Business Analysis?
• close collaboration between the development and business experts;
• face-to-face communication;
• frequent delivery of new deployable business value;
• tight, self-organizing teams, with BA as an integral part;
• ways to work such that the inevitable requirements churn is not a crisis.
… and the BA champions the developing requirements throughout
B A
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Questions?