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Shahriar Maghami
A Day in the Life of an Agile Business Analyst
bbc 2016 Building Business Capability
Identifying the Best Path Forward?
Going Fishing?!
Going to the Moon?!
Agile Suitability Criteria
Technology
Req
uire
men
ts
Suitable for Phased Approach
Suitable for Agile Approach
Unknown
Uncertain, Complex
Anarchy
Predictable
Unk
now
n
known
Agile Suitability Criteria
Adapted from Balancing Agility and Discipline - B. Boehm, R. Turner – 2004
CRITERIA PHASED / PREDICTIVE AGILEComplexity/Uncertainty Low to medium High (but not chaotic)
Predictable Yes No
Requirements Known upfront More known “just in time”
Large Project Size/Timeline Suitable if predictive Suitable
Modern Language & Technology Possible More suitable
Legacy & Mainframe More suitable More challenging due to interdependencies
Data intensive Interfaces Less suitable More suitable
Continuous Change Not suitable Very suitable
Release Management Better streamlined More Adaptive to Business Needs
Infrastructure Projects More suitable More challenging
Sponsor Buy-in Important More important/Critical
Stakeholder /User Time Commitment and Collaboration Necessary Crucial, feedback integral to the process
Maintenance/Production Support Suitable for more predictive/defined projects
In multiple cycles until completion
Agile Suitability Criteria
Adapted in part by independent experience and in part from Suitability Scorecard for Agile Development – Corporate Executive Board and other sources
Review By PM, Agile Expert, BA, SA, or a higher
Committee
Start
High Level Architecture
Analysis
High Level Business Analysis
RequirementsHigh Level
Solution Selection
Assess based on the Best Fit Delivery Method Criteria
Agile: Best fit?
No
Yes
Choose Waterfall
Phase Driven
Choose Agile
Determination of Methodology
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 & 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
Agile Software Development Manifesto
Producing Adaptive Artifacts
• Create a high level Product Backlog
• Create a high level Project Roadmap
• Break Roadmap into Annual Roadmaps
• Map Releases at a high level onto the Annual Roadmap
• Map high level Product Backlog Items onto Releases
• Give more clarity to more immediate Release
• Map next few Iterations (Sprints) onto associated Releases, covering certain PBIs, in each Iteration
Q1
Release
Q3
Release
Q4
Release
Q2
Release
SPR1 SPR2 SPR3 SPR4 SPR5 SPR6 SPR7 SPR8 SPR9 SPR10 SPR11 SPR12
ANNUAL PROJECT ROADMAP
• Follow Agile Manifesto and Principles
• Combine Traditional Phases, as much as possible
• Just in Time Analysis, Design, Implementation, Testing, Deployment, need to be included in iterations
Practicing Core Agile
Analysis Requirements
Design
Implementation
Testing
Deployment and Maintenance
EndStart
Iteration 1 Iteration 2 Iteration n
Iterative Gradual Completion of the Product
Iteration 3
• Actively participate in Daily Stand Ups • Provide updates on Requirements gathering
efforts, particularly, “just in time” Requirements
• Carefully listen to developers’ updates on their difficulties and successes on Requirements and turning them onto a working software
Attend Daily Stand Up
• Prepare a high level Product Backlog that defines the product
• Continuously work on Product Backlog Refinement
• Update Product Backlog Items, as they get developed and get completed (“Done”),
in-progress, cancelled, or added • Prepare draft of next one or two iteration
(Sprint) Backlog
Prepare and Contribute to Product Backlog
Produ
ct Ba
cklog
• Present the draft of next iteration (Sprint) Backlog to the team
• Take notes of the team feedback on each PBI, discussed
• Contribute to better definition of each user story (PBI), its Definition of Done, and Acceptance Criteria
• Contribute in prioritization of PBIs
• Contribute in estimation of PBIs
Prepare and Contribute to Pre-Planning
Iterat
ion/S
Back
log
• Present the upcoming iteration’s backlog • Contribute to better definition of each user
story (PBI), its Definition of Done, and Acceptance Criteria
• Contribute in prioritization of selected PBIs • Contribute in estimation of selected PBIs • Finalize next iteration (Sprint) backlog
Contribute to Planning Meeting
• Each User Story needs to be estimated, on the level of Effort needed to have it completed.
• Estimation effort takes place during a Pre-Planning Meeting or as part of a Planning Meeting, before the start of a working iteration.
• The Team is involved in the estimation effort. The Agile Business Analyst, participates and helps in this process.
• There are several effective methods of estimation: Shirt Sizing, and Fibonacci series used in playing poker estimation, are two of the famous methods.
• Participate in estimation of size/effort, required to complete each selected PBI
• Contribute on breaking each PBI onto smaller PBIs, if necessary, so they can get completed, in one iteration
Contribute to Use Story Size Estimation
Agile/Scrum Lifecycle
Enterprise Analysis
Product Backlog
Sprint Backlog
Sprint
Just in Time Requirements Analysis
and SA & V
Shippable Product
1 – 4 weeks
24 hrs
Elicitation
Business Analysis in Agile/Scrum Lifecycle
Adapted from IIBA Agile Extension to BABOK Guide with some changes
▪ The techniques of business analysis do not change dramatically in the agile environment. But the timing, how they are used, and the extent of documentation, do change.
▪ Agile business analysis is about ensuring the right information is available to the development team in the right level of detail, at the right time, so they can build the right product [“fit for purpose” and “as needed” documentation].
▪ Documentation and artifacts that are more quickly developed such as diagrams, maps, and lists tend to provide more value in agile.
▪ Lower-fidelity artifacts are developed for the sole purpose of building the software for a specific iteration.
BA Techniques, their Timing and Extent
IIBA Agile Extension to BABOK Guide
• Business Analysis Planning and Monitoring ▪ Plan Business Analysis Approach ▪ Conduct Stakeholder Analysis ▪ Plan Business Analysis Activities ▪ Plan Business Analysis Communication ▪ Plan Requirements Management Process ▪ Manage Business Analysis Performance
▪ Elicitation ▪ Prepare for Elicitation ▪ Conduct Elicitation Activity ▪ Document Elicitation Results ▪ Confirm Elicitation Results
▪ Requirements Management and Communication ▪ Manage Solution Scope and Requirements ▪ Manage Requirements Traceability ▪ Maintain Requirements for Reuse ▪ Prepare requirements Package ▪ Communicate Requirements
Many of business analysis techniques described in the BABOK Guide continue to be usable in agile.
▪ Enterprise Analysis ▪ Define Business Need ▪ Access Capability Gaps ▪ Determine Solution Approach ▪ Define Solution Scope ▪ Define Business Case
▪ Requirements Analysis ▪ Prioritize Requirements ▪ Organize requirements ▪ Specify and Model Requirements ▪ Define Assumptions and Constraints ▪ Verify Requirements ▪ Validate Requirements
▪ Solution Assessment and Validation ▪ Assess Proposed Solution ▪ Allocate Requirements ▪ Assess organizational Readiness ▪ Define Transition requirements ▪ Validate Solution ▪ Evaluate Solution Performance
Common Business Analysis Techniques
IIBA Agile Extension to BABOK Guide
Agile Techniques Supporting Fund. Principles
Principles of Agile Business AnalysisDISCOVERY FRAMEWORK DELIVERY FRAMEWORK
See the Whole Think as a Customer
Analyze to Determine
What is Valuable
Get Real Using Examples
Understand What is Doable
Stimulate Collaboration and
Continuous Improvement
Avoid Waste
Business Capability Analysis
Personals
Value Streaming
Story Decomposition
Story Elaboration
Story mapping
User Story
Storyboarding
Backlog Management
Business Value Definition
Kano Analysis
MoSCoW Prioritization
Purpose Alignment Model
Behavior Driven Development
Relative Estimation
Planning Workshop
Real Options
Collaborative Games
Retrospectives
Lightweight Documentation
IIBA Agile Extension to BABOK Guide
BABOK GUIDE AREA IIBA’s AGILE TECHNIQUESBusiness Analysis Planning and Monitoring
Backlog Management, planning Workshop, Real Options, Retrospectives, Personas, Value Stream mapping
Elicitation Personas, User Story, Story Mapping, Behavior Driven Development, Collaborative Games, Retrospectives, Lightweight Documentation
Requirements Management and Communication
Backlog Management, User Story, Story Decomposition, Story Mapping, Planning Workshop
Enterprise Analysis Business Capability Analysis, Collaborative Games, Purpose Alignment Model, Story Decomposition, Story Mapping, Kano Analysis, Purpose Alignment Model, Real Options
Requirements Analysis Backlog Management, Kano Analysis, Planning Workshop, Personas, user Story, Story Decomposition, Story Mapping, Storyboarding, Behavior Driven Development, Retrospectives, Lightweight Documentation
Solution Assessment and Validation
Real Options, Story Decomposition, User Story, Business Analysis capability, Value Stream Mapping, Retrospectives.
Agile Techniques Mapped to BABOK
IIBA Agile Extension to BABOK Guide
Traditional Change Management
Identify Enhancements
Submit Change Request
Review and Assess the Request
Implement Change
Update Requirements / Project Plan
Execute Change Test Change
Approved?
Validated?
End
No
No
Yes
Yes
• The vision and high level scope of the “Product” needs to be reflected on a “Product Backlog” in Agile.
• Product Backlog Items should reflect the most current views of the end users and stakeholders, through continuous collaboration with them and based on their feedback on what has been delivered already.
• Product Backlog Items need to be prioritized. • While we don’t want to start with the vision of a car as the “product”,
then end up with a “house”, we can, and we should allow for changes in the initial scope, within the context of the initial high level scope.
Continuously Mapping Scope Change on Product Backlog
See the Whole and the Big Picture
Integration of Pieces and Their compatibility within High Level Scope
vs
Development Lifecycle
× × × × ×
×
√ √ √ √
√
Early Frame/ Scope
Mid-work Frame/ Scope
Final Frame/ Scope
√ × Feature / Functionality Added Removed
Manage Scope Change in Agile:
Product Backlog Refinement
Product Backlog Refined & Reprioritized Product Backlog
Added PBIs
Removed PBIs
Continuous
Refinement and
Prioritization
Continuously Mapping Scope Change on Product Backlog
Product Backlog Refinement
Epi
c an
d H
igh
Leve
l Use
r Sto
ry D
evel
opm
ent
Affi
nity
and
Dep
ende
ncy
Det
erm
inat
ion
MoS
CoW
Prio
ritiz
atio
n
Hig
h le
vel S
izin
g an
d es
timat
ion
Bre
akin
g D
own
Epi
cs a
nd L
arge
Use
r Sto
ries
Def
inin
g U
ser A
ccep
tanc
e C
riter
ia b
efor
e S
prin
ts
Stakeholder Input on Product
Backlog
Team Input on Product Backlog
Bugs / Defects
Un-finished
User Stories
Development & Refinement of Product Backlog
Product Backlog
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 & 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
Agile Software Development 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. Sponsors, developers, 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 of 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.
Customer Satisfaction
• 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.
Welcoming Changing Requirements
• 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.
Frequently Delivering Working Software
• 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.
Business and Developers Working Together
• 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.
Build with Motivated Individuals
• 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.
Face to Face Communication
• 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.
Working Software
• 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.
Sustainable Development
• 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.
Attention to Technical Excellence
• 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.
Maximizing the Work Not Done
• 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.
Self Organizing Team
• 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.
Reflect on How to become Effective
• In traditional approach, scope changes could directly result in changes in delivery time and cost.
• In Agile, working with Fixed Time and Cost is more possible, by focusing on delivering the highest priority add value items, within the same time and cost constraints.
More Value Add with the same Time and Cost
Scope/Feature Set
CostTime
Cost
Scope/Feature Set
Time
Fixed
Variable
AgilePredictive
Increasing Success for Agile
Standish Group, Chaos Report (2002 – 2010)
• Agile Manifesto – Jeff Sutherland, Ken Schwaber, Kent Beck, Mike Beedle, Arie van Bennekum, James Grenning, Jim Highsmith, Andrew Hunt, Robert C. Martin, Steve Mellor, Alistair Cockburn, Ward Cunningham, Martin Fowler, Ron Jeffries, Jon Kern, Brian Marick, Dave Thomas
• Suitability Scorecard for Agile Development - Corporate Executive Board (CEB) – http://www.cebglobal.com
• Strategic Thinking in Complex Problem Solving – Rice University – Arnaud Chevallier – Associate vice provost working on strategic thinking applied to complex problem solving
• BABOK Guide v2 and v3 - IIBA
• Agile Extension to BABOK Guide – IIBA
• Standish Group, Chaos Report
• The Scrum Guide – Ken Schwaber and Jeff Sutherland
• SHAHRIAR MAGHAMI: • www.agiletoday.org • [email protected] • Twitter: @sgmaghami at www.twitter.com/sgmaghami
References