Intro to agile business analysis
- 2. Agenda ► Overview of Agile and Scrum ► Scrum: Sprint ► Agile Business Analysis 2
- 3. Overview of Agile and Scrum Agile Manifesto Agile software development is a set of values: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan 3
- 4. Overview of Agile and Scrum Agile Principles ► Highest priority is to satisfy the customer through early and continuous delivery of valuable software ► Welcome changing requirements ► Deliver working software frequently ► Business people and developers must work together daily throughout the project 4
- 5. Overview of Agile and Scrum Agile Principles …cont’d ► Build projects around motivated individuals ► The most efficient and effective method of conveying information is face-to-face conversation ► Working software is the primary measure of progress ► Agile processes promote sustainable development 5
- 6. Overview of Agile and Scrum Agile Principles …cont’d ► Continuous attention to technical excellence and good design enhances agility ► Simplicity (art of maximizing amount of work not done) is essential ► Best architectures, requirements, and designs emerge from self-organizing teams ► At regular intervals, team reflects on how to become more effective, then tunes and adjusts 6
- 7. Overview of Agile and Scrum What is Scrum ► Scrum is an Agile framework that supports lightweight processes which emphasize: Incremental deliveries Quality of Product Continuous improvement Discovery of people’s potential Scrum is simple to understand, but requires discipline in order to be successful ► Scrum is not a methodology ► 7
- 8. Overview of Agile and Scrum Foundations of Scrum ► Empiricism Detailed up-front planning and defined processes are replaced by just-in-time Inspect and Adapt cycles ► Self-Organization Small teams manage their own workload and organize themselves around clear goals and constraints ► Prioritization Do the next right thing ► Rhythm Allows teams to avoid daily noise and focus on delivery ► Collaboration Leaders and customers work with the Team, rather than directing them 8
- 9. Overview of Agile and Scrum Core Values ► ► ► ► ► Transparency Everything about a project is visible to everyone Commitment Be willing to commit to a goal Courage Have the courage to commit, to act, to be open and to expect respect Focus Focus all of your efforts and skills on doing the work that you have committed to doing Respect Respect and trust the different people who comprise a team 9
- 10. Scrum: Sprint
- 11. Scrum: Sprint Role: ScrumMaster ► Servant Leader ► Facilitates the Process ► Supports the Team ► Removes Organizational Impediments ► Socializes Scrum to Management ► Enable close collaboration across all roles and functions 11
- 12. Scrum: Sprint Role: Team ► Cross-Functional ► 5-9 Members ► Self-Organizing ► Focused on meeting Commitments 12
- 14. Scrum Diagram 14
- 15. Scrum: Sprint Flow & Artifacts: Planning ► Sprint Planning meeting held at beginning of each Sprint ► Time and Resources are fixed in any given Sprint ► Goal is to have prioritized Sprint Backlog, broken down into tasks, that the Team can commit to ► During planning, Team commits to scope that can be completed in the Sprint, taking into account the definition of Done 15
- 16. Scrum: Sprint Flow & Artifacts: Daily Standup ► Meetings held in same location, same time, every day ► Typically of 15 minutes ► Encourages self-organization, rhythm, and collaboration ► Not a status meeting ► Each Team member speaks to: What I did yesterday What I plan to do today Any roadblocks in the way of my work 16
- 17. Scrum: Sprint Flow & Artifacts: Sprint Review ► Occurs at the end of each Sprint ► Inspect and Adapt the product ► The team meets with the Product Owner (and Stakeholders) to demonstrate the working software from the Sprint ► This is a hands-on software demo (not a PowerPoint) that usually requires some prep beforehand 17
- 18. Scrum: Sprint Flow & Artifacts: Retrospective ► Occurs at the end of each Sprint ► Inspect and Adapt the process ► Team and ScrumMaster meet to reflect on what went well and what can be improved ► Tone of the meeting is that everyone did their best and now look to how can we improve ► Retrospectives must conclude with team commitments to action 18
- 19. What is in it for me? (Customer) ► As a customer , I want to be able to Have Opportunity to provide feedback early Go to market faster with Quality Faster return on investment 19
- 20. What is in it for me? (Leadership) ► As a Leader , I want To understand progress in terms of real progress made on product . Better engaged & accountable team 20
- 21. What is in it for me? ( Team Member) ► Who is a typical team member? ► As a team member, I want A sustainable pace Satisfaction of quality product delivered Clear Priority and less interruption during development 21
- 22. How do you learn Scrum – By Doing? ►Apply few practices at a time ►Understand the values and foundations ►Inspect and Adapt ►Experience the Joy of Doing Scrum 22
- 24. Agile Business Analysis Agile business analysis frameworks ► The discovery framework, ► The delivery framework 24
- 25. Agile Business Analysis The discovery framework ► See The Whole, ► Think as a Customer, ► Analyze to Determine What is Valuable 25
- 26. Agile Business Analysis The delivery framework ► Get Real Using Examples, ► Understand What is Doable, ► Stimulate Collaboration and Continuous Improvement, ► Avoid Waste 26
- 27. Agile Business Analysis Principles of Agile Business Analysis 27
- 28. Questions? 28
- 29. References: 1. Agile Manifesto - http://agilemanifesto.org/principles.html 2. The Agile Extension to the BABOK- Guide Prepared by: Sumit Mahajan 29
Editor's Notes
- #2: Test
- #10: Doing Scrum mechanics without these values misses the point. These values are not unique to Scrum, but the Scrum Framework is built on top of these values.
- #13: Cross-Functional = Dev, QA, Bus Analyst, UI Designer, Architect
- #16: done in two meetings. Requirements Workshop and Design Workshop Can also have Pre-Planning (Estimation) and Product Backlog Grooming meeting If commitment is inaccurate (either under-commit or over-commit), then stories are to be added or removed. Team would then reflect in the Retrospective and accordingly adjust their upcoming commitments