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@APEX Global Corporation [email protected]

THE AGILE BUSINESS ANALYST

Present by : John Doan (Đoàn Đức Đề)Source: Some from Internet


2Agenda

v IIBA’s Business Analysis Core Concept Model (BACCM) v The Business Analysis Body of Knowledge® Version 3v What is Agile Method?v Waterfall and Agile project success ratesv The Agile Business Analysis Body Of Knowledgev Difference in Working stylesv Agile Requirements


3

BABOK3BABOK3

Changes

Needs Solutions

Contexts

Value

Stakeholders

The Business Analysis Core Concept ModelTM -BACCM

v What is the kind of change we're doing?

v What are the needs we're trying to satisfy?

v What are the solutions we're creating or changing?

v Who are the stakeholders involved?

v What do stakeholders consider to be of value?

v What is the context that we and the solution are in?


4The Business Analysis Body Of Knowledge® Version 3

Business Analysis Planning and Monitoring

Strategy Analysis

Requirements Analysis and Design Definition

Solution Evaluation

Elicitation and Collaboration

Requirements Life Cycle Management

BABOK3BABOK3

Underlying Competencies

The Agile Perspective The Business

Process Management

The Business Architecture

The Business Intelligence

The Information Technology


5What are problems of Product/System?


6What is Agile Method?

We are uncovering better ways of developing software by doing it and helping others do it.

Through this work we have come to value:

Agile Benefits • Higher productivity and lower cost • Improved employee engagement and job satisfaction • Faster time to market • Higher quality • Improved stakeholder satisfaction


7Waterfall and Agile project success rates

Agile projects are successful three times more o en than non-‐agile projects, according to the 2012 CHAOS Manifesto Report from the Standish Group.


8Introduction to SCRUM Framework

NO CHANGEin Duration or Goal

SPRINT


9The Agile BABOK - Strategy Analysis

v Work with the customer to develop strategic goals and a product vision.

v Identifying the “value stream” for the proposed product. v Brokering effective information exchange between the customer

and the IT team.v The correct scope for Agile projects isn’t defined requirements,

but the well articulated product vision.


10The Agile BABOK - Business Analysis Planning and Monitoring

v Requirements evolve with greater product exposure. v A lean principle: just enough, just in time. v Requirements are planned for delivery in time-boxed iterations. v BA’s help to negotiate standards and the specifics of product

requirements.


11The Agile BABOK - Elicitation and Collaboration

v Understanding the customer’s needs is essential. v Who are your customers? v How will your customer use your product? v What are your customers priorities? v User Stories capture requirements using the following form:

As a <user>, I want <product requirement>,

so that <desired benefit>.


12

Fibonacci Number Series1,2,3,5,8,13,21,34

EPICEPIC

EPIC, EPIC, EPICEPIC, EPIC, EPIC

STORY, STORY, STORYSTORY, STORY, STORY

STORY, STORY, STORYSTORY, STORY, STORY

STORY (34), STORY (34) STORY (34), STORY (34)

STORY (21), STORY (21) STORY (21), STORY (21)

STORY (13), STORY (13)STORY (13), STORY (13)

STORY (13)STORY (13)

STORY (8)STORY (8)

STORY (5)STORY (5)

Top Stories for the Sprint Planning

Highest Business ValueHighest PrioritySmall StoriesTestable StoriesNo DependenciesSized Stories

The Agile BABOK - Requirements Life Cycle Management


13The Agile BABOK - Requirements Analysis and Design Definition

v Understanding “the why” can be as important as “the what”

As an speaker, I want to make my presentation available to attendees

online, so that I do not need to send it.

As an attendee, I want to download the

presentation, so thatI share what I have

learned.


Portfolio

Epics

Feature

Story

Task

Investment Themes

Program

Team


15The Agile BABOK - Solution Evaluation

v Delivering the solution in small bites. v Reviewing requirements during planning. v Reviewing requirements during demo. v Requirements describe solution to business needs. v Determining requirements as late as possible. v Validating requirements through prioritizing delivery


16Difference in Working styles

Traditional BA Agile BA

Focus Requirements Documentation Value Delivery in the form of Business Outcomes

Artifacts Requirement Documents Backlogs

Requirements Definition All requirements defined upfront

Defined continuously in small batches (i.e., Features)

Requirements Writing Written by BA Written by anyone and collaboratively elaborated

Requirements Format “Shall” Statements User Stories

Negotiability Non-‐negotiable Negotiable

Sign-‐Offs Formal Sign-‐Off obtained Quick feedback

Requirement Changes Strictly controlled after baseline

Changes are anticipated and welcome at any time

Location Usually separate from the development team

Often collocated and part of the development team


17Agile Requirements

v Requirements are defined iteratively and incrementally v Requirements are maintained in backlogs, not in paper v Requirements do not go through a formal sign-off process v Solution requirements are defined via conversations between

the team and users v Business analysis work is done in increments rather than all

up-front v More emphasis is placed on verbal and visual communications

versus paper documents v Just enough, just-in-time v Requirements are collaborative


Q&A