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IIBA®, the IIBA® logo, BABOK® and Business Analysis Body of Knowledge® are registered trademarks owned by International Institute of Business
Analysis. CBAP® and CCBA® are registered certification marks owned by International Institute of Business Analysis. Certified Business Analysis
Professional, Certification of Competency in Business Analysis, Endorsed Education Provider, EEP and the EEP logo are trademarks owned by
International Institute of Business Analysis.
Agile Business Analysis
Milan, 10 march 2017
Michele MaritatoMBA, PMP, PMI-RMP, CBAP, CSM, PSM I, PSPO I, PMI-ACP
3
What is Business Analysis
•Business Analysis is the practice of enablingchange in an enterprise by defining needs and recommending solutionsthat deliver value to stakeholders
BABOK® Guide – 3°edition
From Kevin Brennan’s presentation
4
The Scope of Business Analysis
Traditional BA Space
Pre-Project Project Post-Project
Strategy Analysis
RADD
Solution Evaluation
Rationale Delivery Benefits
5
Plan Driven (Waterfall)
• Plan for the entire project up-front
Cost of Change Requests
Implemented features, how often they are used ?
Standish Group
6
The Agile Manifesto’s Statement of Values
Process and ToolsIndividuals and
Interactionsover
Following a PlanResponding to
Changeover
Comprehensive
DocumentationWorking Systems over
Contract NegotiationCustomer
Collaborationover
http://agilemanifesto.org/
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
Steve Mellor
Ken Schwaber
Jeff Sutherland
Dave Thomas
(2001)
7
The 12 Principles of the Agile Manifesto (1)
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 dailythroughout 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
http://agilemanifesto.org/principles.html
8
The 12 Principles of the Agile Manifesto (2)
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
http://agilemanifesto.org/principles.html
9
Change Driven (Scrum)
• Scrum (“Empirical”) - Iterative and Incremental
Change for free
“3” pillars:1. Transparency2. Inspection3. Adaption
10
Pig
s: t
he
Scru
m T
eam • Team
• ScrumMaster
• Product Owner
Ch
ick
en: t
he
stak
eho
lder
s • Management
• Customer
• Users
Distributing accountability: the Scrum Team
11
The Product Owner
• Is responsible for maximizing the value of the product and the work of the Team
• Is the sole person responsible for managing the Product Backlog
1. Expressing the items
2. Ordering (prioritize) the items to best achieve goals and missions
3. Optimizing the value of the work the Team performs
4. Ensuring that the Product Backlog is visible, transparent, and clear to all
5. Ensuring the Team understandsitems to the level needed
Busin
ess S
takehold
ers D
evelo
pm
ent T
eam
more, more, more…
less, less, less…
12
Group 1 will explore
Process and
Tools
Individuals and
Interactions ove
r
Following a
Plan
Responding to
Change over
Comprehensive
Documentation
Working
Systems ove
r
Contract
Negotiation
Customer
Collaboration ove
r
13
Group 2 will explore
Process and
Tools
Individuals and
Interactions ove
r
Following a
Plan
Responding to
Change over
Comprehensive
Documentation
Working
Systems ove
r
Contract
Negotiation
Customer
Collaboration ove
r
14
Group 3 will explore
TEAM COMMUNICATION
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
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
15
Group 4 will explore
TEAM COMMUNICATION
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
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
16
Group 5 will explore
REGULAR DELIVERY OF SOTWARE
1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale
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
DESIGN EXCELLENCE
2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage
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
17
Group 6 will explore
REGULAR DELIVERY OF SOTWARE
1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale
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
DESIGN EXCELLENCE
2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage
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
19
Agile and the Babok Guide• Change driven approach
• Strong “stakeholder
engagement” planning
• “Plan” for governance
through interactions, over
processes and rules
• Plan for iterative and
incremental releases, and
change in scope
• Organize to work together
with people in co-located
environments
• Plan for exchanging
information deeply,
directly and informally
• Focus on continuous
improvement
• Deep, continuous, informal interaction
with people
• Understand and Communicate value
• (Improve the understanding of
motivation triggers)
• “Agile” modelling
techniques
• Capture value and
motivation triggers
• Include all project work
- also items different
than requs. (e.g. risks,
bugs, …)
• Incremental solutions
• Focus on simplicity
• Accept or reject the
increment
• Approve releases and
evaluate solution
incrementally
• Manage for continuous change of
requirements and scope
• Robust traceability
• Prioritization based on value
• Manage through engaging people
• Organize for higher requ. re-use
20
Agile and the Underlying Competencies
•Creative
Thinking
•Decision
Making
•Learning
•Problem
Solving
•Systems
Thinking
•Conceptual
Thinking
•Visual
Thinking
Analytical
Thinking and
Problem
Solving
Behavioral
Characteristi
cs
Business
Knowledge
Communicat
ion Skills
Interaction
Skills
Tools and
Technology
•Creative Think.
•Decision Mak.
•Learning
•Problem Solv.
•Systems Think.
•Conceptual
Thinking
•Visual Think.
•Ethics
•Personal
Accountability
•Trustworthine
ss
•Organization
& Time
Management
•Adaptability
•Business
Acumen
•Industry
Knowledge
•Organization
Knowledge
•Solution
Knowledge
•Methodology
Knowledge
•Verbal
Communicat.
•Non-Verbal
Communicat.
•Written
Communicat.
•Listening
•Facilitation
•Leadership &
Influencing
•Teamwork
•Negotiation &
Conflict
Resolution
•Teaching
•Office
Productivity
Tools &
Technology
•Business
Analysis Tools
& Technology
•Communicat.
Tools &
Technology
21
Conclusions
The Babok Guide framework
includes Agile, all we need to do is
reading it through an Agile «mind
frame»
The Agile BA’s makes use of agile
BA techniques
+
23
☺ Michele Maritato
+39.335.5468934
www.iiba.org
michele.maritato
michelemaritato
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