Agile business analyst
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The document presents a business analysis for agile projects, emphasizing the differences between traditional and agile methodologies and the critical role of business analysts in agile teams. It discusses the challenges faced by organizations transitioning to agile and includes a case study of ABC Software, which successfully adapted agile practices to improve client engagement and project outcomes. Key elements of agile philosophy and processes are outlined, alongside the importance of collaboration and communication in delivering effective solutions.
![AGILE JOURNEY of ABC
High level of user input and collaboration
• Users – extensive stakeholder engagements at the start, monthly follow-up focus groups,
demos, etc.
• Customer/sponsor – weekly meetings plus participation in sprint planning meeting
• Business analysts – the internal “voice of the users” with deep domain knowledge
Experienced cross functional development team physically in the same room.
Bring users and developers together on specialized issues where features and
implementations are closely intertwined.
Test driven development.
Continuous integration with automated build and testing.
Maintain PBL, SBL online with access given to the client. Daily update of the tasks at
online tool. [Radiator: Burn down chart]
Final UAT done by business analyst and client before/after release.](https://image.slidesharecdn.com/agilebusinessanalyst-170220165502/85/Agile-business-analyst-19-320.jpg)
Agile business analyst
- 1. Business Analysis for AGILE Projects Presenter : Amit Tayal
- 2. AGENDA Overview of Agile Traditional Vs Agile approach Why Agile? Agile Philosophy What makes agile AGILE? Agile Methodology Why Business Analyst in Agile? Activities BA do in Agile teams Different team org for BA Challenges Case Study Questions ?
- 3. “ ” The business analyst is who understands business problems and opportunities in the context of the requirements and recommends solutions that enable the organization to achieve its goals. - IIBA (International Institute of Business Analysis) Who is a Business Analyst?
- 4. What do business analyst do? Elicit and analyse the requirements from the customer Develop a communicable artefact to facilitate development of solution with respect to the requirements Validate the requirements
- 5. TRADITIONAL Vs AGILE APPROACH We are not building cars
- 6. TRADITIONAL Vs AGILE APPROACH Traditional Approach Agile Approach Analysis Design Code Test Deploy Sprint Sprint Sprint Sprint Sprint Sprint Sprint Sprint Each sprint is a time boxed mini waterfall
- 7. AGILE PHILOSOPHY Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan
- 8. WHAT MAKES AGILE AGILE? Focus on what is important. Welcome the changes because you certainly don’t want to continue working on something that is obsolete or unnecessary. However, change has an impact and you have to give up something. 4 factors of AGILE : Time, Money, Scope, Quality. Only one of these can be fixed.
- 11. AGILE METHODOLOGY Build Product Increment Sprint Demo Sprint RetroPBL Update Sprint Planning Daily Sync Up • Project Planning • Initial PBL • Initial Release Plan • Stakeholders buy in • Assemble Team • Potentially Shippable Product Increment
- 12. WHY BUSINESS ANALYST in AGILE? Developers can't elicit requirements Stakeholders can't model and document their own You need analysis experts
- 13. ACTIVITIES BA do in AGILE TEAMS Scope the system Translate business needs Translate technical issues Model and document Act as a communication broker Test and validation Represent stakeholders
- 14. DIFFERENT TEAM ORG FOR BA One room - Developers and Stakeholders are Co-Located Over the wall - Single Location But Not Co-Located Across the network - Dispersed/Distributed Development
- 15. CHALLENGES for a BUSINESS ANALYST Scope trading Analysis Churn Offshore model Transition from traditional development Domain Knowledge Stakeholder and Communication management
- 16. CASE STUDY
- 17. ABC SOFTWARE ABC software is a well-known software development company and following waterfall method throughout their development since long. It’s a matrix organization for resource setup and has laid out all the process well defined. Customers have complained in past about the project communication, CR, testing process and late deliverables of the company but ABC maintained to retain their customers because of their market repo and price negotiation. PROBLEM STATEMENT A new software development company, XYG came to the market. XYG is promising ¼ TTM for customer product. XYG is claiming no cost for any change request. ABC is not having any clue how XYG is sustaining with these promises but its evident from the market that lot of customers are moving to XYG for their new projects. How ABC can retain it’s customers and market repo intact? What ABC should change at their end to match with the market offerings and customer expectations?
- 18. AGILE ADAPTATION AS A SOLUTION ABC hired Andy as an Agile coach/consultant. Andy has done the gap analysis of the current process of ABC and figured out the impediments for implementing Agile in the company. Andy prepared a list of suggestions and convinced the management for trying out to follow agile for one of ABC new client project. ABC promised benefits to the client similar to the XYG software, with few T&C Andy has suggested. Andy trained the resources for Agile and set up an Agile team for that particular project.
- 19. AGILE JOURNEY of ABC High level of user input and collaboration • Users – extensive stakeholder engagements at the start, monthly follow-up focus groups, demos, etc. • Customer/sponsor – weekly meetings plus participation in sprint planning meeting • Business analysts – the internal “voice of the users” with deep domain knowledge Experienced cross functional development team physically in the same room. Bring users and developers together on specialized issues where features and implementations are closely intertwined. Test driven development. Continuous integration with automated build and testing. Maintain PBL, SBL online with access given to the client. Daily update of the tasks at online tool. [Radiator: Burn down chart] Final UAT done by business analyst and client before/after release.
- 20. RESULT After initial hiccups while adapting Agile, team successfully stabilize the sprint velocity from 3rd iteration. Self-organizing team structure gave more job satisfaction to the resources. ABC was able to fulfill all the promises of early TTM and welcoming the changes from the client, mid project without further price increase. ABC retain their client and implemented Agile, organization wide.
- 21. CHALLENGES Initial Agile transition – workspace arrangement, team mindset Team formation cycle time (forming-storming-norming-performing) – stabilize the sprint velocity Long meetings to daily 15 mins catch up Top to bottom approach – Convincing the management Etc…
- 22. Questions?
- 23. Thank You