AgileBA® - Agile Business Analysis - Foundation

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Start and finish Course style

LunchCoffee and breaksM00 - Course introduction 2/9 | 2/209

Understand the difference between traditional and Agile business analysis Identify stakeholders, personas and their involvement in Agile Describe the competencies and techniques of an Agile BA Understand the BA role in the Agile team and the organisation Capture and manage effective requirements for incremental solution delivery Recognise how an Agile Business Case differs from a traditional business case and present a lean business canvasMain goal Attempt Foundation exam with confidence Communicate freely within DSDM projects, understanding your role as business analystSecondary goal Benefits and value of business analysis and AgileBA

M00 - Course introduction 3/9 | 3/209

Let’s Get to Know Each Other Please share with the class: Your name and surname Your organization Your profession (title, function, job responsibilities) Your familiarity with the agile project management Your familiarity with the business analysis Your experience with DSDM/AgilePM/Scrum and BABOK Your personal session expectations


Foundation Exam Paper based and closed book exam Only pencil and eraser are allowed Simple multiple (ABCD) choice exam Only one answer is correct 50 questions, pass mark is 25 (50%) 40 minutes No negative points, no “Tricky Questions”

No pre-requisite for Foundation exam Sample, two (official) mock exams are provided to you

Candidates completing an examination in a language that is not their mother tongue, will receive additional timeM00 - Course introduction 5/9 | 5/209

Handbook Page

AgileBA syllabus section code and titleBF Business Analyst FundamentalsSO Strategy and OrganisationPR PracticesRQ Requirements

Module slide number / total module slidesSlide number / total slides

Module number and name

AgileBAhandbook pageAgileBA syllabus section code

AgileBA is defined in the Agile Business Analysis Handbook• v1.0, 2015• ISBN-13: 978-0992872786

SyllabusM00 - Course introduction 6/9 | 6/209

quizlet.com/42743032/


Creator Author / Writer Trainer• Lead author of more than 35+ accredited courseware materials from PRINCE2, PRINCE2 Agile, MSP, MoP, P3O, ITIL, M_o_R, MoV, PMP, Scrum, AgilePM, DSDM, CISSP, CISA, CISM, CRISC, CGEIT, TOGAF, COBIT5 etc. • Creator of popular 50+ interactive mind mapsfrom PPM and related topics (1+ mln views):www.miroslawdabrowski.com

Author of several articles and case studies for biggest Polish project management portal: 4PM: www.4pm.pl(15.000+ views each month)Editorial Board Member of Official PMI Poland Chapter magazine: “Strefa PMI”:www.strefapmi.pl

• International, english speaking trainer• Broad business knowledge about commercial education market and accreditation schemes• Over 100+ certifications• Over 1500+ people trained• Over 15.000+ hrs training• Over 25+ trainers trained and coachedlinkedin.com/in/miroslawdabrowski

Brand Ambassador Agile Coach / Coach PM / IT architect• Official Ambassador Poland of ASL BiSL Foundation (Netherlands). Responsible for promoting ASL2 and BiSL frameworkswww.aslbislfoundation.org• Founder and Leader of Ambassador Programme in OBASHI Ltd. (UK). Responsible for promoting OBASHI Methodologywww.obashi.co.uk

• Agile Change agent for organization moving towards more agile environment• C-level coaching from agile philosophy, working and management style• Individual coach for personal development• Auditing Agile project and teams• Years of experience with Agile(Scrum/DSDM/AgilePM) projects as a Scrum Master and Agile Coach

• IT architect (InfoSec and JEE domains) experienced in IT projects with budget above 10 mln PLN and timeline of 3+ years• Experienced with (“traditional”) projects under high security, audit and compliance requirements based on ISO/EIC 27001• 25+ web portal design and development projects with iterative, incremental and adaptive approach (Scrum or Agile hybrid)

Certifications (selected): CISA*, CISM*, CRISC*, CASP, Security+, Project+, Network+, Server+, MoP, MSP, PRINCE2, PRINCE2 Agile, M_o_R, MoV, P3O, ITIL, ASL2, BiSL, COBIT5, TOGAF 8/9L2, OBASHI, CAPM, PSM1, DSDM, AgilePM, OCUP Advanced, SCWCD, SCBCD, SCDJWS, SCMAD, MCT, MCP, MCITP, MCSA, MCSE+S, MCS, MCSA, ISTQB, IQBBA, REQB, CIW Web Design / Web Development / Web Security Professional, Certified Trainer Apollo 13 ITSM Simulation … (*passed exam, ongoing application)

Mirosław Dąbrowskiwww.miroslawdabrowski.com miroslaw_dabrowski

linkedin.com/in/miroslawdabrowskigoogle.com/+miroslawdabrowski


1. The Holistic View of the Business2. Overview of DSDM method from BA perspective3. DSDM Team roles and responsibilities4. The Agile Business Case5. Communicating with Stakeholders6. Dealing with Requirements7. Facilitated Workshops8. Modelling9. Working in a Timebox10. Requirements Engineering

M01 - The Holistic View of the Business 2/39 | 11/209

Agile Mindset 4 Agile Values 12 Agile PrinciplesM01 - The Holistic View of the Business 4/39 | 13/209

Agile PracticesAgile Mindset 4 Agile Values

Unlimited number of practices

12 Agile PrinciplesM01 - The Holistic View of the Business 5/39 | 14/209

Scrum

XP

AgilePM

SAFe

Agile PracticesAgile Mindset 4 Agile Values 12 Agile PrinciplesM01 - The Holistic View of the Business 6/39 | 15/209

Scrum

XP

AgilePM

SAFe

Agile PracticesAgile Mindset 4 Agile Values 12 Agile Principles

Being Agile Doing Agile


Dynamic Systems Development Method (DSDM)Agile Project Management (AgilePM)Agile Unified Process (AUP)Open Unified Process (OpenUP)Large-scale Scrum (Less)Scaled Agile Framework (SAFe)Disciplined Agile Delivery (DAD)Scrum at Scale (Scrum@Scale)Scrum-of-Scrums…

Agile Business Analysis (AgileBA)ScrumLean software developmentKanban (process + method)Extreme Programming (XP)Continuous Integration (CI)Continuous Delivery (CD)Feature-driven development (FDD)Test Driven Development (TDD)Crystal Clear…Fuller Approaches

(more than one team)Lightweight Approaches

(mostly one team)M01 - The Holistic View of the Business 8/39 | 17/209

Portfolio

Programme

Project

Team

Development / Delivery / Deployment

Scrum

Non Agile (just for comparison)

AgilePgM

Disciplined Agile Delivery (DAD)

AgilePM

Scaled Agile Framework (SAFe)

Management of Portfolios(MoP)

Managing Successful Programmes(MSP)

LeSS

LeSS Huge

Scrum@Scale PRINCE2Agile

Lean Software Development / eXtreme Programming (XP) / Refactoring / Test Driven Development (TDD) / Feature Driven Development (FDD) / Behavior Driven Development (BDD) / Continuous Testing (CT) / Continuous Integration (CI) / Continuous Delivery (CD) / Continuous Deployment (CD) / DevOps / Rugged DevOps …


AgilePF AgileB

APRINCE2

Simple (straightforward) Everything is known

Complicated More is known than unknown

Complex More is unknown than known

Chaotic (unpredictable) Very little is known

TECHNOLOGY

REQUIR

EMENT

S

Far fromAgreement

Close toAgreementClose toCertainty Far fromCertainty

Source: Strategic Management and Organizational Dynamics by Ralph Stacey in Agile Software Development with Scrum by Ken Schwaber and Mike Beedle.


Type Characteristics Leader’s/Manager’s job

Chaotic High Turbulence No clear cause‐and‐effect Unknowables Many decisions and no time

Immediate action to re‐establish order Prioritize and select actionable work Look for what works rather than perfection Act, sense, respond

Complex More unpredictability than predictability Emergent answer Many competing ideas

Create bounded environments for action Increase levels of interaction and communication Servant leadership Generate ideas Probe, sense, respond

Complicated More predictability than unpredictability Fact‐based management Experts work out wrinkle

Utilize experts to gain insights Use metrics to gain control Sense, analyze, respond Command and control

Simple Repeating patterns and consistent events Clear cause‐and‐effect Well establish knowns Fact based management

Use best practices Extensive communication not necessary Establish patterns and optimize to them Command and control

Agile thriveshere


02.1995 12.1995 09.1997 2002 2003 2006 2008 07.2010 06.2014 09.2014 10.2014 05.2015

DSDM DSDM V2 DSDM V3 DSDM V4 DSDM V4.1 DSDM V4.2 DSDM (Atern) DSDM V6

AgilePMV1 AgilePM V2

AgilePgM

AgileBA

Publishedonline


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Main output - top external trends that affect your organizationM01 - The Holistic View of the Business 21/39 | 30/209

Main output - awareness of each marketM01 - The Holistic View of the Business 22/39 | 31/209

Mission Objectives

Strategy Tactics

MOSTAnalysis


Identifies an organisation’s strengths and weaknesses: Financial resources e.g. assets Physical resources e.g. buildings Human resources e.g. skills, flexibility Reputation e.g. Brand Recognition "Know How" e.g. Patents, exploitation of technology

Main output - picture of where the organization stands right nowM01 - The Holistic View of the Business 25/39 | 34/209

CATWOE

Customers

Actors

Transformation Process

World View

Owner

Environmental Constraints


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Leavitt’s Diamond

Structure

Technology

People

Task


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Core considerations when planning and implementing change Culture Communication Collaboration


AgileBA® - Agile Business Analysis - Foundation

Education

Transcript of AgileBA® - Agile Business Analysis - Foundation