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How is Analysis Done in Agile by Robin Grace

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“Even though the role of business analyst is rarely mentioned in descriptions of agile it does not mean that business analysis does not occur. In fact, agile’s focus on delivering value to customers requires the entire team to collaboratively perform business analysis on a frequent basis. This and other characteristics of agile change how a business analyst works on a project.” Kent Macdonald

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How is Analysis Done in Agile by Robin Grace

  1. 1. 1 Hyde Lane, Hyde Park, Gauteng, South Africa | (011) 759 5950 | www.indigocube.co.za International Certified Training, Consulting and Software Provider
  2. 2. How is Analysis Done in Agile? presented by Robin Grace Non-Executive Director IIBA SA Chapter Principal Consultant (Business Analysis Practice)
  3. 3. 2017/06/06 3 We are agile so we don’t need a BA Myth OR … How do we bridge the gap between strategy and the sprint backlog?
  4. 4. 2017/06/06 4 Understanding Business Analysis in Agile “Even though the role of business analyst is rarely mentioned in descriptions of agile it does not mean that business analysis does not occur. In fact, agile’s focus on delivering value to customers requires the entire team to collaboratively perform business analysis on a frequent basis. This and other characteristics of agile change how a business analyst works on a project.” Kent Macdonald https://www.agilealliance.org/wp-content/uploads/2016/09/What-Does-a-BA-Do-on-an-Agile-Project.pdf What Does a Business Analyst Do on an Agile Project?
  5. 5. 2017/06/06 5 Version 3.0 of the BABOK Guide was released in 2015 The Business Analysis Core Concept Model™
  6. 6. 2017/06/06 6 Manifesto for Agile Software Development 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 and 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. • 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, SteveMellor, Ken Schwaber, Jeff Sutherland, Dave Thomas • HTTP://WWW.AGILEMANIFESTO.ORG/
  7. 7. 2017/06/06 7 Core Foundation of Agile Collaboration amongst stakeholders to deliver value to customers in frequent increments with on-going reflection and adaptation.
  8. 8. 2017/06/06 8 Multiple Levels of Collaboration • Effort Is Required to move between levels
  9. 9. 2017/06/06 9 Multiple Levels of Collaboration • Developing Goals or objectives at start of each level • Effort Is Required to move between levels
  10. 10. 2017/06/06 10 Multiple Levels of Collaboration • Need Elaboration, Discovery, Analysis • Developing Goals or objectives at start of each level • Effort Is Required to move between levels
  11. 11. 2017/06/06 11 Multiple Levels of Collaboration • Need Elaboration, Discovery, Analysis • Developing Goals or objectives at start of each level • Effort Is Required to move between levels • Increase the level detail and team shared understanding
  12. 12. 2017/06/06 12 Understanding Business Analysis in Agile The biggest impact of iterations on business analysts is the lack of an analysis phase. Instead of performing all analysis work to develop detailed requirements at the beginning of the project, business analysis occurs throughout the project with an initial high level picture of the overall scope, followed by more detail on specific features when they are delivered. The key is knowing the sufficient amount of business analysis necessary to understand the problem and the aspect of the solution currently being delivered and still keep the project moving forward. Kent Macdonald https://www.agilealliance.org/wp-content/uploads/2016/09/What-Does-a-BA-Do-on-an-Agile-Project.pdf What Does a Business Analyst Do on an Agile Project?
  13. 13. 2017/06/06 13 How the analysis should ensure the highest value/priority Decision filters are simple questions that can be used to guide decision making. Decision filters are used for: • Strategic alignment • Design approach • Product Planning • Release Planning • Backlog Refinement • Iteration Planning
  14. 14. 2017/06/06 14 How to Come up with Decision Filters • Decision filters can be derived from goals and objectives.
  15. 15. 2017/06/06 15 Using Decision Filters • Use the decision filters to determine if a backlog item should be included in a project, release, or iteration.
  16. 16. 2017/06/06 16 Backlog Management and Analysis • Apply Decision Filter and Prioritisation to establish what needs to move to the next level backlog • Done By PO with assistance of BA • Analysis Performed to establish detail needed at the next level Backlog
  17. 17. 2017/06/06 17 Product Owner • Decision making capability • The product owner sets the product vision • Representing the needs of the business and user stakeholders • Prioritizes the Backlog based on business needs
  18. 18. 2017/06/06 18 Responsibilities of an Agile Business Analyst • Assists the PO and SME to articulate their Requirements • Coaches Team members to do continuous analysis • Understands the appropriate tools to achieve shared understanding
  19. 19. 2017/06/06 19 BA First Involved Here BA Involved Here BA Involved Here • What Features are needed? • Do we understand the all features needed for MVP? • What information is needed to create User stories ? BA responsibilities in the backlog refinement is to establish the share understanding across multiple level teams.
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  22. 22. 2017/06/06 22 Agile Business Analyst as Analysis Coach • Elaborates additional specifications, as necessary • Partners with the PO in communicating the product vision and making sure it's understood • Facilitates the conversation between business and Team • Writes user stories • Participates in backlog refinement • Look at the context and big picture to determine impact or risk • Help facilitate consensus • Engage the right stakeholders at the right time • Cross-examine and fact check, assumptions, constraints, dependencies and context • Reconcile core requirements components.
  23. 23. 2017/06/06 23 Models used for elaboration backlog items to move to next level of backlog and team achieves a shared understanding across level.
  24. 24. 2017/06/06 24 Choose the Appropriate Method or Techniques 10. Acceptance and Eva+A1:B6luation Criteria 10.18 Document Analysis 10.35 Process Modelling 10.2 Backlog Management 10.19 Estimation 10.36 Prototyping 10.3 Balanced Scorecard 10.20 Financial Analysis 10.37 Reviews 10.4 Benchmarking and Market Analysis 10.21 Focus Groups 10.38 Risk Analysis and Management 10.5 Business Capability Analysis 10.22 Functional Decomposition 10.39 Roles and Permissions Matrix 10.6 Business Cases 10.23 Glossary 10.40 Root Cause Analysis 10.7 Balanced Scorecard 10.24 Interface Analysis 10.41 Scope Modelling 10.8 Benchmarking and Market Analysis 10.25 Interviews 10.42 Sequence Diagrams 10.9 Business Capability Analysis 10.26 Item Tracking 10.43 Stakeholder List, Map, or Personas 10.10 Collaborative Games 10.27 Lessons Learned 10.44 State Modelling 10.11 Concept Modelling 10.28 Metrics and Key Performance Indicators (KPIs) 10.45 Survey or Questionnaire 10.12 Data Dictionary 10.29 Mind Mapping 10.46 SWOT Analysis 10.13 Data Flow Diagrams 10.30 Non-Functional Requirements Analysis 10.47 Use Cases and Scenarios 10.14 Data Mining 10.31 Observation 10.48 User Stories 10.15 Data Modelling 10.32 Organizational Modelling 10.49 Vendor Assessment 10.16 Decision Analysis 10.33 Prioritization 10.50 Workshops 10.17 Decision Modelling 10.34 Process Analysis
  25. 25. 2017/06/06 25 Agile Transformation & Optimisation Roadmap Assess Current State0. 1. 2. 3. 6. 4. 5. 8. 7. Level-Set Management & Product Owners Experience Agile Success Level-Set Team Assess Team Skill Gaps Adopt Agile Take Agile to The Next Level Assess Team Progress Validate Metrics Iteration 0 Consultation. An assessment to understand the “AS IS” state and tailor a roadmap for your environment. Set expectations and develop an engagement model with the business and product owners. Identify positive and negative behaviours, learn techniques to eliminate unnecessary story points and determine minimum viable product through immersion in a controlled agile environment. Get everyone on the same page with agile, the various approaches of Scrum, Kanban, SAFe. This step highlights the impact of just-in-time requirements and identifies potential KPIs. A team activity to assess each member’s skill level across various domains. Highlight gaps and identify potential development needs. Use your real-word projects to take user stories beyond being a placeholder. How much agile does your organisation need? Level-Set your multi-team framework and identify areas where implementing the framework may be too heavy. Conduct a retrospective assessment to develop a continuous improvement backlog. Set up an on-going plan to assign and reconcile metrics on key agile success factors..
  26. 26. 1 Hyde Lane, Hyde Park, Gauteng, South Africa (011) 759 5950 | www.indigocube.co.za Thank You

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