business analyst as product owner
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Craig BrownBA World Symposium, 2009
DRAFTDRAFT
Business Analyst as Scrum Product Owner
Introduction notesIn this presentation I plan to elaborate on one of the several ways business analysts can step into the role of product owner.
Who else is more suited than the masters of bridging gaps, delivering business value and getting things done?
The first part of this talk runs through some generally accepted definitions of a business analyst’s role. I then briefly talk about the basics of scrum before diving into a more in-depth exploration of the Product Owner role (in enterprise contexts.) Lastly I talk about some of the areas I believe that BA’s may need to adjust their thinking when moving from a traditional BA role to the PO role.
This conversation is far from over and your contribution to the discussion is most welcome.
Craig Brownwww.betterprojects.net
Sponsored by IGLIngena Group LimitedLevel 8, 30 Collins Street, Melbourne Vic 3000
www.ingena.com.au
What is a business analyst?
In 2007 and 08 I surveyed job descriptions for BAs to see what hiring organisations were looking for from business analysts. This is what I found.
This role encompasses more than the ability to document processes and apply technological expertise.
…wherever they sit, Business Analysts must be great communicators, tactful diplomats, problem solvers, thinkers and analysers - with the ability to understand and respond to user needs in rapidly changing business environments.
We define the purpose of the role of the Business Analyst as being ultimately responsible for ensuring that organisations get the most from their limited IT and change management resource.
Guy Beachamphttp://www.businessanalystsolutions.com/what_is_a_business_analyst2.htm
“...the most successful and valuable analysts are those who understand the "Business" rather than those who understand IT.”
“A broad experience of business is required, the more varied, the better.”
Derrick Brown and Jan Kusiak, IRM Training Pty Ltd
The role of the BA differs from the role of the Project Manager in that the BA is responsible for defining and managing the scope of a business solution, while the PM is responsible for the work necessary to implement that solution.
IIBA blurbhttp://www.theiiba.org/AM/Template.cfm?Section=What_s_a_BA_
Business analysts often play a critical role in aligning the needs of business units with the capabilities delivered by information technology, and may serve as a translator between those two groups.
It includes the definition of organizational goals, how those goals connect to specific objectives, determining the course of action that an organization has to undertake to achieve those goals and objectives, and defining how the various organizational units and stakeholders within and outside of that organization interact
BABOK v2
A Business Analyst is a professional who supports the evolution and implementation of business decisions via the application of specialist analytical tools, techniques and procedures.
Brenda Treasure and Martin VaughnCore Consulting for ABAA in Business Analysis Competency
Frameworkhttp://www.abaa.org.au/cms/tiki-download_file.php?fileId=66
As a BA, I find my client area is glad to have someone to deal with that “techo” stuff and therefore the challenge is to ensure a level of common understanding and “getting the business system right” first time.
Maria Horrigan, SMS Technology
www.barocks.com
The professional business analyst… differs from traditional IS analysts in that it focuses almost exclusively on adding value to the business”
Kathleen Haas, Management Concepts
Business Analysts get the job done. It's that simple - they get the job done. When everyone else retreats, gives up, waffles or disassociates from the job the analyst gets the job done.
HM WinningTrials and Tribulations of a Business Analyst,
IT Toolboxhttp://it.toolbox.com/blogs/business-analyst/what-is-a-business-analyst-here-you-go-24325
Business Technical
What is a
‘Product Owner’
Alexa Page rank search
Laura BrandauBridging-the-gap.com
Laura BrandauBridging-the-gap.com
…which is an agile thing
Individuals and interactions
That is, while there is value in the items on the right, we value the items on the left more
We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
The Agile Manifesto
processes and tools
Working software comprehensive documentation
Customer collaboration contract negotiation
Responding to change following a plan
over
over
over
over
Individuals and interactions
That is, while there is value in the items on the right, we value the items on the left more
We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
The Agile Manifesto
processes and tools
Working software comprehensive documentation
Customer collaboration contract negotiation
Responding to change following a plan
over
over
over
over
Scrum
Individuals and interactions
That is, while there is value in the items on the right, we value the items on the left more
We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
The Agile Manifesto
processes and tools
Working software comprehensive documentation
Customer collaboration contract negotiation
Responding to change following a plan
over
over
over
over
Scrum
Principles behind the Agile Manifesto
1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10.Simplicity--the art of maximizing the amount of work not done--is essential.
11.The best architectures, requirements, and designs emerge from self-organizing teams.
12.At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
Principles behind the Agile Manifesto
1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10.Simplicity--the art of maximizing the amount of work not done--is essential.
11.The best architectures, requirements, and designs emerge from self-organizing teams.
12.At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
Scrum’s three aspects
Process
Sprint
People
(agile scrum)
team Scrum master Product Owner
1,510,000 292,000 35,100
People
(agile scrum)
team Scrum master Product Owner
1,510,000 292,000 35,101
The product owner• Assure team is pursuing a common vision• Establish priorities to track business value• Act as ‘the customer’ for developer questions• Work with product management to plan releases• Plan, elaborate and accept user stories and iterations• Technical: understand and prioritize refactoring and
infrastructure
Dean Leffingwell, Scaling Software Agility
User Stories(We’ll come back to that)
The issue for BA’s assuming the Product Owner role is ‘authority’
Rochelle Glover, Frondehttp://www.fronde.com/blog/?p=318
C.R.A.C.K. Analysts
(Barry Boehm, Richard Turner)
Collaborative
Representative
Accountable
Committed
Knowledgeable
Products (Deliverables)
Pre-sprint work
Post sprint implementation
work
Pre sprint Sprint Post sprint
As a <user type>I want to <achieve a goal>
So that I can <get some value>
INVESTin good user stories
Plus
• Estimates*• Release
plan• Acceptance
criteria• “Acceptanc
e”
* Don’t produce them, but probably does report them
Plus
• Business Value• Balancing
stakeholder needs
• Implementation planning
• Selling the solution
Plus
Constant interaction with the dev team
Secrets to success
• Early and often• Focus on value• Release focus• Avoid eating elephants• Test first approach to requirements• Done-Done (James Shore, The Art of Agile Development)
• Communication, communication, communication (as usual)
View the notes page to see the credits and sources of the photos
This work is licenced under the Creative Commons Attribution 2.5 Australia License. To view a copy of this licence, visit http://creativecommons.org/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California 94105, USA.
Craig Brownwww.betterprojects.net
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