Iiba april 20 presentation
-
Upload
patrick-van-abbema-pmp-cbap-csp -
Category
Documents
-
view
1.696 -
download
0
description
Transcript of Iiba april 20 presentation
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 1
Is There a Role for a Business Analyst
in an Agile Project?
Abdallah Abi-AadTeleCompass Inc.
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 2
Agendao What is Agile Software Development?o What are the Agile Business Objectives?o What are the Agile Manifesto &
Principles?o What is agile Project Management
Framework?o What is the Role of the Business Analyst
when s/he is part of the agile team?o Conclusion
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 3
What is Agile Software Development?
o Agile software development key concepts:– Evolutionary– Highly collaborative– Disciplined– Self organizing– Value-driven lifecycle– Active stakeholder participation– Changing needs of stakeholders Where potentially shippable working software is
produced at regular intervals for review and course correction.
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 4
Agile Methods
RUP
Ratio
nal
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 5
Agile Methods - Manifesto
Customer Collaboration
Customer Interaction
Contract Negotiation
Also Known as
Valued morethan
Individual & Interactions
High-PerformanceTeams
Processes& ToolsAlso
Known as
Valued morethan
Working Software
Iterative Development
ComprehensiveDocumentation
Also Known as
Valued morethan
Responding to Change
Adaptability or Flexibility
Following aPlan
Also Known as
Valued morethan
Agile Methods“Values”
Agile Methods“Values”
Agile Methods“Principles”
Agile Methods“Principles”
TraditionalMethods “Values”
TraditionalMethods “Values”
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 6
Agile Principles
ConstantInteraction
Constant Deployment
Constant Adaptation
Shared-Decision Making
Knowledge-Sharing
Need-BasedDevelopment
Light Processes &
Documentation
Self-organizing
Teamwork
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 7
Key Drivers for Implementing Agileo Accelerating time-to-marketo Enhancing software qualityo Increasing productivityo Improving alignment between IT and business
objectiveso Improving project visibilityo Reducing costo Enhancing the ability to manage changing
prioritieso Reducing project risko Reducing process complexity
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 8
Agile versus Traditional
Fixed Requirements Resources Schedule
Resources Schedule Features
Waterfall Agile
PlanDriven
ValueDriven
The Plan creates cost/schedule estimates
Release themes & features intent drive
estimates
Estimated
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 9
Agile Project Management Framework
o An Adaptable Approacho Incremental Implementationo Iterative Developmento Complexity and Risk Managemento Focus Centered on Working Software
Agile Method Based On Scrum
Deliver HIGH Quality Solutions that provide HIGH Business Value to our
clients/customer
Agile Method Based On Scrum
Deliver HIGH Quality Solutions that provide HIGH Business Value to our
clients/customer
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 10
Planning“Speculate”
Implementation“Explore” Close
Retrospectives“Adapt”
Operations
Initiation“Envision”
Agile Project Management Methodology
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 11
Agile Project Management Framework -Scrum
Senior Management CommitteeProposed
Idea
Business Case
Initiation“Envision”
Approved and Funded Project
Planning“Speculate”
Release Management
Plan
Sprint Backlog orIteration
Feature List
Backlog or Iteration Tasks Expanded by the
Team
Potentially Shippable Product
Functionality
Daily (Scrum) Meeting:Share Status &
Identify PotentialImpediments
24 Hours
SPRINT10 Working
Days
Sprint/IterationReview
Sprint/IterationRetrospectives or Lessons Learned
- “Adapt” -Close
Scrum Master orProject Manager
Agile Team
Project Retrospectives
Sprint/Iteration Planning Meeting
ArchitectDesign
ImplementTest
ProjectCharter
Agile project Management Framework based on Scrum
Abdallah Abi-Aad TeleCompass Inc. April 20, 2010Ottawa, IIBA Local Chapter
Operations
IndependentVerification
Iteration or ReleaseDynamic Product
Feature List or
Product Backlog
DefectReports
Enhancement Requests or
Defect Reports
Implementation
“Explore”
ReleaseNotes
Learn from Team
experiencesSelect work
items for next iteration
Demo system to stakeholders and
agree collaboratively on next iteration
contents
User Acceptance
Testing
Product OwnerProduct Owner
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 12
Agile Project Management Framework -Scrum
Senior Management CommitteeProposed
Idea
Business Case
Initiation“Envision”
Approved and Funded Project
Planning“Speculate”
Release Management
Plan
Sprint Backlog orIteration
Feature List
Backlog or Iteration Tasks Expanded by the
Team
Potentially Shippable Product
Functionality
Daily (Scrum) Meeting:Share Status &
Identify PotentialImpediments
24 Hours
SPRINT10 Working
Days
Sprint/IterationReview
Sprint/IterationRetrospectives or Lessons Learned
- “Adapt” -Close
Scrum Master orProject Manager
Agile Team
Project Retrospectives
Sprint/Iteration Planning Meeting
ArchitectDesign
ImplementTest
ProjectCharter
Agile project Management Framework based on Scrum
Abdallah Abi-Aad TeleCompass Inc. April 20, 2010Ottawa, IIBA Local Chapter
Operations
IndependentVerification
Iteration or ReleaseDynamic Product
Feature List or
Product Backlog
DefectReports
Enhancement Requests or
Defect Reports
Implementation
“Explore”
ReleaseNotes
Learn from Team
experiencesSelect work
items for next iteration
Demo system to stakeholders and
agree collaboratively on next iteration
contents
User Acceptance
Testing
Product OwnerProduct Owner
• Scrum allows teams of people to develop complex products in environments of uncertainty and change
• Scrum is a simple but powerful framework for team and customers to inspect and adaptas product is produced
• Scrum provides a high degree of clarity and transparency to everyone involved – team, customer, management, and others
• Scrum rapidly surfaces dysfunction, and enables teams and organizations to continuously improve their effectiveness
• Scrum allows teams of people to develop complex products in environments of uncertainty and change
• Scrum is a simple but powerful framework for team and customers to inspect and adaptas product is produced
• Scrum provides a high degree of clarity and transparency to everyone involved – team, customer, management, and others
• Scrum rapidly surfaces dysfunction, and enables teams and organizations to continuously improve their effectiveness
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 13
Agile Project Management Framework -Scrum
Senior Management CommitteeProposed
Idea
Business Case
Initiation“Envision”
Approved and Funded Project
Planning“Speculate”
Release Management
Plan
Sprint Backlog orIteration
Feature List
Backlog or Iteration Tasks Expanded by the
Team
Potentially Shippable Product
Functionality
Daily (Scrum) Meeting:Share Status &
Identify PotentialImpediments
24 Hours
SPRINT10 Working
Days
Sprint/IterationReview
Sprint/IterationRetrospectives or Lessons Learned
- “Adapt” -Close
Scrum Master orProject Manager
Agile Team
Project Retrospectives
Sprint/Iteration Planning Meeting
ArchitectDesign
ImplementTest
ProjectCharter
Agile project Management Framework based on Scrum
Abdallah Abi-Aad TeleCompass Inc. April 20, 2010Ottawa, IIBA Local Chapter
Operations
IndependentVerification
Iteration or ReleaseDynamic Product
Feature List or
Product Backlog
DefectReports
Enhancement Requests or
Defect Reports
Implementation
“Explore”
ReleaseNotes
Learn from Team
experiencesSelect work
items for next iteration
Demo system to stakeholders and
agree collaboratively on next iteration
contents
User Acceptance
Testing
Product OwnerProduct Owner
• Adjust features and priorityevery iteration/sprint as needed
• Manages stakeholders and their interests proactively
• Selects the Sprint goal, steers and guides the work, and answers questions on a daily basis
• Attends Scrum meetings
• Adjust features and priorityevery iteration/sprint as needed
• Manages stakeholders and their interests proactively
• Selects the Sprint goal, steers and guides the work, and answers questions on a daily basis
• Attends Scrum meetings
• Voice of the customer
• Defines customer value-added and the key features of the product
• Decides on release date, content and budget
• Describes priorities and refines requirementscontinuously
• Voice of the customer
• Defines customer value-added and the key features of the product
• Decides on release date, content and budget
• Describes priorities and refines requirementscontinuously
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 14
Agile Project Management Framework -Scrum
Senior Management CommitteeProposed
Idea
Business Case
Initiation“Envision”
Approved and Funded Project
Planning“Speculate”
Release Management
Plan
Sprint Backlog orIteration
Feature List
Backlog or Iteration Tasks Expanded by the
Team
Potentially Shippable Product
Functionality
Daily (Scrum) Meeting:Share Status &
Identify PotentialImpediments
24 Hours
SPRINT10 Working
Days
Sprint/IterationReview
Sprint/IterationRetrospectives or Lessons Learned
- “Adapt” -Close
Scrum Master orProject Manager
Agile Team
Project Retrospectives
Sprint/Iteration Planning Meeting
ArchitectDesign
ImplementTest
ProjectCharter
Agile project Management Framework based on Scrum
Abdallah Abi-Aad TeleCompass Inc. April 20, 2010Ottawa, IIBA Local Chapter
Operations
IndependentVerification
Iteration or ReleaseDynamic Product
Feature List or
Product Backlog
DefectReports
Enhancement Requests or
Defect Reports
Implementation
“Explore”
ReleaseNotes
Learn from Team
experiencesSelect work
items for next iteration
Demo system to stakeholders and
agree collaboratively on next iteration
contents
User Acceptance
Testing
Product OwnerProduct Owner
• Single master list of features, functionality, and other work required , prioritized based on business value and risk, in the judgment of the Product Owner
• Items at the top of the list will be completed by the team soonest
• The Product Backlog is constantly revised –items added, removed, modified – by the Product Owner, to maximized the business success of the team’s effort
• Single master list of features, functionality, and other work required , prioritized based on business value and risk, in the judgment of the Product Owner
• Items at the top of the list will be completed by the team soonest
• The Product Backlog is constantly revised –items added, removed, modified – by the Product Owner, to maximized the business success of the team’s effort
• Product Backlog evolveswith the environment and product
• Product backlog is dynamic as management constantly changes it to meet product needs
• Items within the Backlog have attributes of a description, priority, and estimate
• Product Backlog evolveswith the environment and product
• Product backlog is dynamic as management constantly changes it to meet product needs
• Items within the Backlog have attributes of a description, priority, and estimate
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 15
Agile Project Management Framework -Scrum
Senior Management CommitteeProposed
Idea
Business Case
Initiation“Envision”
Approved and Funded Project
Planning“Speculate”
Release Management
Plan
Sprint Backlog orIteration
Feature List
Backlog or Iteration Tasks Expanded by the
Team
Potentially Shippable Product
Functionality
Daily (Scrum) Meeting:Share Status &
Identify PotentialImpediments
24 Hours
SPRINT10 Working
Days
Sprint/IterationReview
Sprint/IterationRetrospectives or Lessons Learned
- “Adapt” -Close
Scrum Master orProject Manager
Agile Team
Project Retrospectives
Sprint/Iteration Planning Meeting
ArchitectDesign
ImplementTest
ProjectCharter
Agile project Management Framework based on Scrum
Abdallah Abi-Aad TeleCompass Inc. April 20, 2010Ottawa, IIBA Local Chapter
Operations
IndependentVerification
Iteration or ReleaseDynamic Product
Feature List or
Product Backlog
DefectReports
Enhancement Requests or
Defect Reports
Implementation
“Explore”
ReleaseNotes
Learn from Team
experiencesSelect work
items for next iteration
Demo system to stakeholders and
agree collaboratively on next iteration
contents
User Acceptance
Testing
Product OwnerProduct Owner
• Create the Sprint plan and decide on Sprint length
• Negotiate for resources when need
• Take responsibilityfor delivering
• Inspect and adapt the process
• Create the Sprint plan and decide on Sprint length
• Negotiate for resources when need
• Take responsibilityfor delivering
• Inspect and adapt the process
• The ideal team size in Scrum is 7 people +/- 2
• The team is cross-functional – designers, testers, etc. – and everyone contributes based on competency, rather than just job title
• The team is self-organizedand self-managed.
• The ideal team size in Scrum is 7 people +/- 2
• The team is cross-functional – designers, testers, etc. – and everyone contributes based on competency, rather than just job title
• The team is self-organizedand self-managed.
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 16
Agile Project Management Framework -Scrum
Senior Management CommitteeProposed
Idea
Business Case
Initiation“Envision”
Approved and Funded Project
Planning“Speculate”
Release Management
Plan
Sprint Backlog orIteration
Feature List
Backlog or Iteration Tasks Expanded by the
Team
Potentially Shippable Product
Functionality
Daily (Scrum) Meeting:Share Status &
Identify PotentialImpediments
24 Hours
SPRINT10 Working
Days
Sprint/IterationReview
Sprint/IterationRetrospectives or Lessons Learned
- “Adapt” -Close
Scrum Master orProject Manager
Agile Team
Project Retrospectives
Sprint/Iteration Planning Meeting
ArchitectDesign
ImplementTest
ProjectCharter
Agile project Management Framework based on Scrum
Abdallah Abi-Aad TeleCompass Inc. April 20, 2010Ottawa, IIBA Local Chapter
Operations
IndependentVerification
Iteration or ReleaseDynamic Product
Feature List or
Product Backlog
DefectReports
Enhancement Requests or
Defect Reports
Implementation
“Explore”
ReleaseNotes
Learn from Team
experiencesSelect work
items for next iteration
Demo system to stakeholders and
agree collaboratively on next iteration
contents
User Acceptance
Testing
Product OwnerProduct Owner
- Responsible to ensure that the Team adheres to Scrum values, practices, and rules
- Removes impediments- Ensures that the team is fully functionaland productive
- Shields the team from external interferences
- Represents management to the project- Enables close cooperation across all roles and functions
- Responsible to ensure that the Team adheres to Scrum values, practices, and rules
- Removes impediments- Ensures that the team is fully functionaland productive
- Shields the team from external interferences
- Represents management to the project- Enables close cooperation across all roles and functions
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 17
Agile Project Management Framework -Scrum
Senior Management CommitteeProposed
Idea
Business Case
Initiation“Envision”
Approved and Funded Project
Planning“Speculate”
Release Management
Plan
Sprint Backlog orIteration
Feature List
Backlog or Iteration Tasks Expanded by the
Team
Potentially Shippable Product
Functionality
Daily (Scrum) Meeting:Share Status &
Identify PotentialImpediments
24 Hours
SPRINT10 Working
Days
Sprint/IterationReview
Sprint/IterationRetrospectives or Lessons Learned
- “Adapt” -Close
Scrum Master orProject Manager
Agile Team
Project Retrospectives
Sprint/Iteration Planning Meeting
ArchitectDesign
ImplementTest
ProjectCharter
Agile project Management Framework based on Scrum
Abdallah Abi-Aad TeleCompass Inc. April 20, 2010Ottawa, IIBA Local Chapter
Operations
IndependentVerification
Iteration or ReleaseDynamic Product
Feature List or
Product Backlog
DefectReports
Enhancement Requests or
Defect Reports
Implementation
“Explore”
ReleaseNotes
Learn from Team
experiencesSelect work
items for next iteration
Demo system to stakeholders and
agree collaboratively on next iteration
contents
User Acceptance
Testing
Product OwnerProduct Owner
• Improve everyone’s level of project knowledge
• Is not a status meeting
• Is an inspection of the progress toward the Sprint goal
• Improve everyone’s level of project knowledge
• Is not a status meeting
• Is an inspection of the progress toward the Sprint goal
• 15 minute stand-up meeting
• Improves communication
• Identify and remove impediments
• Highlight and promote quick decision-making
• 15 minute stand-up meeting
• Improves communication
• Identify and remove impediments
• Highlight and promote quick decision-making
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 18
Agile Project Management Framework -Scrum
Senior Management CommitteeProposed
Idea
Business Case
Initiation“Envision”
Approved and Funded Project
Planning“Speculate”
Release Management
Plan
Sprint Backlog orIteration
Feature List
Backlog or Iteration Tasks Expanded by the
Team
Potentially Shippable Product
Functionality
Daily (Scrum) Meeting:Share Status &
Identify PotentialImpediments
24 Hours
SPRINT10 Working
Days
Sprint/IterationReview
Sprint/IterationRetrospectives or Lessons Learned
- “Adapt” -Close
Scrum Master orProject Manager
Agile Team
Project Retrospectives
Sprint/Iteration Planning Meeting
ArchitectDesign
ImplementTest
ProjectCharter
Agile project Management Framework based on Scrum
Abdallah Abi-Aad TeleCompass Inc. April 20, 2010Ottawa, IIBA Local Chapter
Operations
IndependentVerification
Iteration or ReleaseDynamic Product
Feature List or
Product Backlog
DefectReports
Enhancement Requests or
Defect Reports
Implementation
“Explore”
ReleaseNotes
Learn from Team
experiencesSelect work
items for next iteration
Demo system to stakeholders and
agree collaboratively on next iteration
contents
User Acceptance
Testing
Product OwnerProduct Owner
• At the end of the Sprint, the Product Owner, Team, ScrumMaster, and stakeholders come together and see a demoof what the team has produced
• The Product Owner gathers feedback from everyone on ways to improve on what has been built
• At the end of the Sprint, the Product Owner, Team, ScrumMaster, and stakeholders come together and see a demoof what the team has produced
• The Product Owner gathers feedback from everyone on ways to improve on what has been built
The Team provides the following:
• What went well during the Sprint
• What problems it ran into and how it solved them
• Demonstrates the work that has been done and answers questions
The Team provides the following:
• What went well during the Sprint
• What problems it ran into and how it solved them
• Demonstrates the work that has been done and answers questions
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 19
Agile Project Management Framework -Scrum
Senior Management CommitteeProposed
Idea
Business Case
Initiation“Envision”
Approved and Funded Project
Planning“Speculate”
Release Management
Plan
Sprint Backlog orIteration
Feature List
Backlog or Iteration Tasks Expanded by the
Team
Potentially Shippable Product
Functionality
Daily (Scrum) Meeting:Share Status &
Identify PotentialImpediments
24 Hours
SPRINT10 Working
Days
Sprint/IterationReview
Sprint/IterationRetrospectives or Lessons Learned
- “Adapt” -Close
Scrum Master orProject Manager
Agile Team
Project Retrospectives
Sprint/Iteration Planning Meeting
ArchitectDesign
ImplementTest
ProjectCharter
Agile project Management Framework based on Scrum
Abdallah Abi-Aad TeleCompass Inc. April 20, 2010Ottawa, IIBA Local Chapter
Operations
IndependentVerification
Iteration or ReleaseDynamic Product
Feature List or
Product Backlog
DefectReports
Enhancement Requests or
Defect Reports
Implementation
“Explore”
ReleaseNotes
Learn from Team
experiencesSelect work
items for next iteration
Demo system to stakeholders and
agree collaboratively on next iteration
contents
User Acceptance
Testing
Product OwnerProduct Owner
• After the Sprint Review and prior to the next Sprint Planning Meeting
• 3 hrs time-boxed meeting
• Inspects how the last sprint went in regards to: people, relationships, process, and tools
• After the Sprint Review and prior to the next Sprint Planning Meeting
• 3 hrs time-boxed meeting
• Inspects how the last sprint went in regards to: people, relationships, process, and tools
• Inspection items include:- Scrum Team composition- Meeting arrangements- Tools- Definition of “done”- Methods of communications- Process for turning Product backlog into something
“done”
• Inspection items include:- Scrum Team composition- Meeting arrangements- Tools- Definition of “done”- Methods of communications- Process for turning Product backlog into something
“done”
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 20
Sample Sprint Plan
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 21
Iteration Planning
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 22
Breadth of BA Competencies
- Facilitation- Team Management- Negotiation & Decision Making- Conflict Management- Communication- Organizational Change- Cultural Change - Management of Power & Politics
- Facilitation- Team Management- Negotiation & Decision Making- Conflict Management- Communication- Organizational Change- Cultural Change - Management of Power & Politics
- Business Analysis- Requirements Elicitation & Validation- Model & Specify Requirements &
Solutions- Solution Assessment & Validation- Requirements Management- Six Sigma BPR
- Business Analysis- Requirements Elicitation & Validation- Model & Specify Requirements &
Solutions- Solution Assessment & Validation- Requirements Management- Six Sigma BPR
- Conceptualization & Visioning- Systems Thinking- Feasibility Analysis- Decision Analysis- Cost/benefit Analysis- Business Outcome Thinking
- Conceptualization & Visioning- Systems Thinking- Feasibility Analysis- Decision Analysis- Cost/benefit Analysis- Business Outcome Thinking
- Products- Process- Markets- Systems- Supply Chain- Competitive Analysis
- Products- Process- Markets- Systems- Supply Chain- Competitive Analysis
- IT Knowledge- Process Change- Quality Assurance- Verification & Validation- Customer Relationship Management
- IT Knowledge- Process Change- Quality Assurance- Verification & Validation- Customer Relationship Management
- Strategic & Business Planning - Planning & Executing- Time & Cost Management- Relationship Management- Strategic Planning- Coaching Skills- Delegation & Management Skills- Adaptive Methods- Risk Assessment & Management- Portfolio Management
- Strategic & Business Planning - Planning & Executing- Time & Cost Management- Relationship Management- Strategic Planning- Coaching Skills- Delegation & Management Skills- Adaptive Methods- Risk Assessment & Management- Portfolio Management
LeadershipLeadershipImplementation
SkillsImplementation
Skills
AnalysisAnalysis Domain KnowledgeDomain Knowledge
Managing & ConsultingManaging & Consulting
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 23
Agile Development
ReportingReporting
OperationsOperations
Product VisionProduct RoadmapProduct VisionProduct Roadmap
VERSIONONEVERSIONONE
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 24
Agile Requirements by Viewo Big view – Product
– Gain an overall understanding of what the product will be, and plan the sequence of delivery.
– Agree on vision, scope, and time line for the entire producto Pre-view – Release
– Define what product functionality to deliver in a given release
– Obtain agreement on the backlog items to deliver in the first few iterations in the release
o Now-view – Iteration– Identify enough requirements to deliver in an iteration to
enable the team to make a commitment for delivery
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 25
Product Owner and BA Roleso Product Owner - Strategic
– Is external facing– Handles product marketing and portfolio analysis– Is responsible for the product vision, product roadmap,
balances the voice of the “customer” with the voice of the “business”
– Defines and adjusts the roadmap and release plans in response to market needs
o Product Owner - Tactical– Selects and negotiates backlog items to deliver for each
iteration– Elaborates on requirements for backlog items (just-in-time)– Defines dependencies, balances value with risk– Defines criteria of acceptance (“doneness”) for each item
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 26
How a BA Add Value to Agile Team?
o Focus on the work NOT the roleo With agile, value comes from the customer
– Strategic activities:• Analyzing the market and the business case• Defining the product vision and roadmap• Developing requirements• Adjusting the product backlog• Determining the delivery plans
– Tactical activities:• Specifying the items to be delivered in each iteration• Determining when each iteration is complete• Analyzing dependencies between items• Helping the team analyze requirements stories
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 27
How A BA Add Value to Agile Team?
o Working methods change in an agile environment– Processes, products, and relationships
change on an agile team. How you:• Plan the work• Deliver the product• Represent requirements• Share the knowledge• Interact with your team and customer• Manage changing requirements• Document requirements
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 28
BA - Facilitator Roleo Facilitation techniques for identifying solution features
– Creating a solution vision and scope• Brainstorming – discussing ideas• Brain-writing – submitting written ideas for discussion
– Eliciting feature and associated business rules• Focus groups meetings – soliciting opinions• JAD – resolving conflicts
– Analyzing features – assumptions, constraints, risks, and issues• Root cause – 5 whys, Ishikawa Diagrams• Force-field – listing negative and positive influences• As-Is and To-Be gap
– Making decisions on features and priorities• Multi-voting – subjective paring down a long feature list• Criteria-based grid – weighing feature value criteria• Impact/Effort grid – comparing feature benefits versus effort
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 29
BA - Facilitator Roleo Emotional intelligence skills for interfacing
with stakeholders– Active listening and paraphrasing– Neutrality – focus on meeting process instead of
solution content– Questioning – seeking answers rather than posing
solutions– Maintaining focus – use a parking lot and issue log
for off agenda topics– Obtaining stakeholder feedback– Summarizing and synthesizing ideas– Conflict intervention
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 30
BA in an Agile Team - Summary
o Act as a mentor, not a bridgeo Focus on modeling, not documentationo Focus on Leadership – facilitation,
coaching and team buildingo Work in an evolutionary manner
Abdallah Abi-Aad TeleCompass Inc IIBA – Ottawa Chapter 31
Questions & Answers