Offline "Agile Business Analyst" được tổ chức bởi cộng đồng Business Analyst Việt Nam ở ngày 10-July-16 ở quán Cafe Tinh Tế.
Đến với buổi offline này có nhiều bạn đang làm Business Analyst chuyên nghiệp ở các doanh nghiệp lớn như: TMA Solution, CSC Việt Nam, Viettel Software, Bảo hiểm Dai-ichi Life Việt Nam, Ngân hàng ANZ Việt Nam, Harvey Nash Việt Nam,…
APEX Global Corporation là đơn vị hỗ trợ nội dung. Người chia sẻ là anh John Doan (Đề Đoàn), một người có kiến thức chuyên sâu, nhiều kinh nghiệm thực tiễn ở vai trò quản lý, tư vấn cấp cao.
Nội dung chia sẻ tập trung vào:
- Sứ mệnh người Business Analyst
- Concept Model của BABOK v3
- Quy trình phân tích nghiệp vụ kinh doanh
- Sự dịch chuyển của Agile
- Phân tích nghiệp vụ kinh doanh trong dự án Agile
- Hỏi và đáp
Hình ảnh của sự kiện http://www.apexglobal.com.vn/en/agile-business-analyst-offline/
Open Source Strategy in Logistics 2015_Henrik Hankedvz-d-nl-log-conference.pdf
Agile Business Analyst
1. @APEX
Global Corporation Info@apexglobal.com.vn
THE AGILE BUSINESS ANALYST
Present
by
:
John Doan (Đoàn Đức Đề)
Source:
Some
from
Internet
2. @APEX
Global Corporation Info@apexglobal.com.vn
2
Agenda
v IIBA’s Business Analysis Core Concept Model (BACCM)
v The Business Analysis Body of Knowledge® Version 3
v What is Agile Method?
v Waterfall and Agile project success rates
v The Agile Business Analysis Body Of Knowledge
v Difference in Working styles
v Agile Requirements
3. @APEX
Global Corporation Info@apexglobal.com.vn
3
BABOK3BABOK3
Changes
Needs Solutions
Contexts
Value
Stake
holders
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?
4. @APEX
Global Corporation Info@apexglobal.com.vn
4
The 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
6. @APEX
Global Corporation Info@apexglobal.com.vn
6
What 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
7. @APEX
Global Corporation Info@apexglobal.com.vn
7
Waterfall 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.
8. @APEX
Global Corporation Info@apexglobal.com.vn
8
Introduction to SCRUM Framework
NO
CHANGE
in
Duration
or
Goal
SPRINT
9. @APEX
Global Corporation Info@apexglobal.com.vn
9
The 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 correctscope for Agile projects isn’t defined requirements,
but the well articulated product vision.
10. @APEX
Global Corporation Info@apexglobal.com.vn
10
The 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.
11. @APEX
Global Corporation Info@apexglobal.com.vn
11
The 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. @APEX
Global Corporation Info@apexglobal.com.vn
12
Fibonacci Number Series
1,2,3,5,8,13,21,34
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 Value
Highest Priority
Small Stories
Testable Stories
No Dependencies
Sized Stories
The Agile BABOK - Requirements Life Cycle Management
13. @APEX
Global Corporation Info@apexglobal.com.vn
13
The 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
that
I
share
what
I
have
learned.
14. @APEX
Global Corporation Info@apexglobal.com.vn
Portfolio
Epics
Feature
Story
Task
Investment Themes
Program
Team
15. @APEX
Global Corporation Info@apexglobal.com.vn
15
The 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
16. @APEX
Global Corporation Info@apexglobal.com.vn
16
Difference 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
17. @APEX
Global Corporation Info@apexglobal.com.vn
17
Agile 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