The Agile BA
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The document discusses the challenges and lessons learned in implementing agile methodologies within digital banking at LBG. It highlights common reasons for project failures, varying approaches to agile, and presents key principles for success, such as customer satisfaction through rapid delivery and collaboration between teams. The author's insights suggest practical adaptations and emphasis on co-location, cross-functional teams, and continuous iteration to foster a more effective agile environment.
The Agile BA
- 1. Agile with a small ‘a’ A bit about what we’ve done and what we’ve learnt as BA’s in LBG Digital Banking Steve Thomson Head of Business Analysis for Digital Banking at LBG
- 3. Agile; what’s the point? When is Agile not Agile? It wouldn’t work here OK.. What did work? Q&A
- 4. Agile – What’s the point?
- 5. Some reasons why projects fail 1. The world outside moving on, which forces a project to be redefined during its course so it never really ends, but just runs out of steam 2. The administrative burden imposed on the IT team eats more resource than technical development work. 3. Business sponsorship and participation start off strong and then tail off, leaving the IT project drifting; 4. Red herring stakeholders frustrating a project by raising numerous side issues and minor concerns; 5. Lack of robust business requirements at the outset, leading to unrealistic IT project budgets and timescales; 1 2 3 4 5
- 6. Lean Startup
- 7. “Like an agile peacock” When is Agile not Agile? …what are the different flavours of iterative and what can we learn from them?
- 10. 1. Customer satisfaction by rapid delivery of useful software 2. Welcome changing requirements, even late in development 3. Working software is delivered frequently (weeks rather than months) 4. Close, daily cooperation between business people and developers 5. Projects are built around motivated individuals, who should be trusted 6. Face-to-face conversation is the best form of communication (co-location) 7. Working software is the principal measure of progress 8. Sustainable development, able to maintain a constant pace 9. Continuous attention to technical excellence and good design 10. Simplicity—the art of maximizing the amount of work not done—is essential 11. Self-organizing teams 12. Regular adaptation to changing circumstance The Agile Manifesto is based on 12 principles: 1 2 3 4 5 6 7 8 9 10 11 12
- 12. It wouldn’t work here …the practicalities in a bank; how can we work round constraints to get some advantages
- 18. Ask - “How do we get more certainty around what we need to build to deliver value?”
- 20. We either break the project down into smaller ones (MVP+uplift) or we pretend to
- 22. OK – What did Work? What are the key take aways from the years of iteration?
- 23. Co-locate cross functional teams Know when to stop analysing Daily standups Stop writing so much down Act like it’s your business Small is beautiful