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Open Agile 2012 Timisoara, Romania Speech by Thomas Moedl, DialogData Agile practices and business analysis are often perceived to be at odds with each other. This talk aims to clarify why this discord need not exist and proposes that business analysts and agile champions work toward deriving benefit from using both, and exploit synergies that have the potential to dramatically improve the software engineering process. Particularly in large projects, where software systems are produced incrementally by several teams, one can observe risks regarding the quality of the results and the successful adaption of Scrum in equal measure. Evolutionary business analysis with user stories can provide a decisive contribution here, by adequately supporting agile project management in initializing the Scrum product backlogs and by generating the backlog entries.
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„A Rational Romance“Scrum and Evolutionary Business Analysis
Thomas Mödl [email protected]
DialogData.ro DialogData.deTimisoara, October 6th, 2012
2© 1989 – 2012 DialogData
Business Analyst
Software Developer & Architect
24 years
9 years
3
• Scrum– Agile Values
• Scrum and Agile is all about communication
– Agile Development• Much about change• User Stories
• Business Analysis– Goal Modeling– Vision Building– Communication
WHAT WE
HAVE
LEARNED.
WHAT WE HAVEN‘T LEARNED - YET.
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INSTRUMENTS
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Better collaboration Goal Orientation
Better understanding Trust
Reliable agreements ReliabilityFlexible planning Openness
AGILE VALUESGOAL INSTRUMENTS
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Goal Orientation
Trust
Reliability
Openness
Focus
Respect
Commitment
Openness
AGILE SCRUM
Courage„Have the courage to commit, to act, to be open, and to expect respect.“
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Focus andgoal orientation.
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Trust
and respect.
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Reliable performance and commitment.
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Flexible planning and openness…
… because no plansurvives the first contact
with the enemy …
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In software development …... we are having a problem.
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DialogData
50%
13%
12%
12%
7%6%
Probleme gefährdeter Projekten nach Kategorien -Studie Standish Group 1994
other poor user input
incomplete requirements changing requirements
poor tech skills poor staffing
Changes are the biggest project risk:
Categories of problems in endangered projects –Source: Chaos Report, The Standish Group13+12+12 = 37%
15Source: Scott Ambler, Lead Evangelist Agile @ IBM.
The sticky problem: understanding business requirements.
other causes:requirements:
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but wait … aren‘t we agile?
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Backlog Grooming:
„Scrum is silent on how this
work is done …“
„this includes detailed requirements analysis …”
Backlog Grooming:Story Finding, Estimating, Refinement
„10% of each sprint …“
„many people like to articulate therequirements in terms of user stories …”
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Days / Month Working Days for Backlog GroomingTeam Members 7 20 140 10% 14Product Owner 1 20 20 100% 20
8 40 160 21,25% 34
> 21%Backlog Grooming: Time Effort
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„If I had asked people what they wanted,
they would have said: faster horses.“
- Henry Ford
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Source: http://www.stevemcconnell.com/articles/art04.htm
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software developement
=garbage in, garbage out.
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„Cone of Uncertainty“ by Barry Boehm
Predictability is inverse to time horizon.
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Details are required for the near-term future.
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Which problems are arising with change?
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Most changes affect more than one page.
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Most changes affect more than one page.
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Most changes affect more than one page.
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Too many dependencies can decreasedecision and design making capability.
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At the coding level, this was called „Spaghetti“ code.Today, the challenge is „Spaghetti“ specification.
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Business Analysis, the agile way …
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---------------------------------
Goal
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Goal
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Goal
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Goal
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Sprint 01
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Goal
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Sprint 01
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Goal
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.
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2
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Goal
2
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Sprint 01
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4
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Goal
3
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DialogDataIterative Kontrolle sichert das Ergebnis inkrementell.
BA
Des.Impl. Test
BA
Des.Impl. Test
BA
Des.Impl. Test
BA
Des.Impl. Test
Increments are based on feedback: inspect & adapt.
38
Management
DialogDataUnterschiedliche Sichtweisen kollidieren.
Software Development
We do Scrum, to better understand
what the user wants …
GREAT. I can change anything anytime …… and don‘t have to
pay for more effort….
39
• Scrum Practices • Business Analysis
So what do we need in Practice?
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So what do we need in Practice?
• Scrum Practices • Business Analysis
User Stories, Epics, Themes
Prioritization Ordering Goal hierarchy Release Plan and Product Management
UML Modeling
User Communication
User Story Splitting
“Vision” Building
Quality Check
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(Ravioli are more manageablethan spaghetti …).
USER STORIES.
42
„As a consumerI can pay for my order by credit card,so that I get the products I want to buy.“
(Some) Acceptance Criteria:Test with Visa, Master (pass)Test with Amex (fail)Test with accurate, wrong, missing security numberTest with expired cards (fail)Test with different totals, includign above the credit card‘s limit (…)
Scrum Practice for Prioritizing: (Business Value * Risk * Effort)
An User Story Example:
t
43© 1989 – 2012 DialogData
Epic
Story
Theme Theme
StoryStory
Story Story Story
Story
Large Story / Feature
Related Stories/
Use Case
User Story / UC Flow
As a user I can make a travel reservation
As a user I can cancel a travel
reservation
As a premium site member I can
cancel a reservation up to the last minute
As a non-premium site member I can
cancel a reservation up to 24 hours in
advance
44
#1 Workflow Steps #2 Business Rule Variations #3 Major Effort #4 Simple/Complex #5 Variations in Data #6 Data Entry Methods #7 Defer Performance #8 Operations (e.g. CRUD) #9 Break out a Spike
Patterns for Slizing User Stories
Soziale Kompetenz 2011
Ranking of the Splitting Patterns
18.03.2011 45
Pattern I N V E S T Total
Business Rule Variations 3,8 2,0 5,0 4,0 5,0 5,0 4,1
Variations in Data 2,8 2,5 4,4 4,4 4,7 5,0 4,0
Simple / Complex 3,7 4,0 4,0 3,6 4,0 4,0 3,9
Data Entry Methods 2,5 3,0 4,0 4,0 4,7 5,0 3,9
Workflow Steps 3,4 4,0 4,0 3,6 4,0 4,0 3,8
Major Effort 3,1 4,0 3,4 3,0 3,2 4,0 3,5
Operations 2,2 4,0 4,0 2,8 4,0 4,0 3,5
Defer Performance 2,2 3,0 4,0 3,1 2,6 4,0 3,2
Break Out a Spike 1,0 2,0 2,0 1,4 1,7 1,0 1,5
Analysis of User Story Splitting18.03.2011 45
46
Online Sales
Advertising
Run a Campagne Analyze a Campagne Order Goods
Sales
Strategy
Business Goals
User Goals
IT Goals
Batchjob atmail server
Web access statistics
SSO
Find registered users
Filer advertising blockers
User registration
Address check
Check solvency
Shopping cart list
Mash-up ofbuying behaviors
Edit profile
Enter name
Enter payment details
Goal Modeling
47
Online Sales
Advertising
Run a Campagne Analyze a Campagne Order Goods
Sales
Strategy
Business Goals
User Goals
IT Goals
Batchjob atmail server
Web access statistics
SSO
Find registered users
Filer advertising blockers
User registration
Address check
Check solvency
Shopping cart list
Mash-up ofbuying behaviors
Edit profile
Enter name
Enter payment details
„Epics“
„Themes“
„Stories“
Goal Modeling
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“I believe that this nation should commit itself to achieving the goal, before this decade is out, of
landing a man on the moon and returning him safely to the earth.”
JFK, 1961
Builda rocket.
Train the astronauts.
Vision Building
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Design einer Produkt Verpackung:Drei oder vier Kernpunkte (Kaufargumente)Auch für Non-over-the-Counter Systeme
Share a Vision through a Vision Box.
Come up with three or four buying arguments It is easy to come up with 15 But it is hard to find the right ones
50
Come up with three or four buying arguments It is easy to come up with 15 But it is hard to find the right ones
Share a Vision through a Vision Box.
Project
With this foundation,we can easily define sprint goals:
ProductRelease
Projekt
With this foundation,we can define releases iteratively:
Projekt
ProductRelease
Product
… a product lifecycle …
Backlog Grooming, Estimating, Refinement
… and establish backlog grooming.
Backlog Grooming, Estimating, Refinement
Sprint Planning
Release PlanningProduct Planning
And define goals for each level !
56
Some walk trough the BA Classics …
57
Studying and applying UML…
58
Strive for finding the right tools !
59
Praxis hint: UC Models can provide a great overview about user stories.
60© 1989 – 2012 DialogData
approximately
more or less
almostroundabout
ca.roughly
fast enough
Performingquality checks
for requirements.
(N2MS: mention the grammar checks…)
61
Some last words on communication:
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Source: Alistair Cockburn: People and Methodologies in Software Development
The most effective communication is face-to-face.
> 21%Enough time for user communication!
63
CardCommunication
Criteria
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Factual information
Appeal
Relationship
Self-
reve
latio
n Sender Receiver Message
Four-sides model by Mr. Schulz von Thun
A Model for Communication …
65
Factual information
Appeal
Relationship
Self-
reve
latio
n
Sender Receiver
Message
How does the sender relate to
the receiver
What the sender informs about
What the sender is thinking about
him/herself
What the sender wants the
receiver to do
66
“Now I need to ask for the
specification for the third time”
Relationship
• I depend on you• I cannot rely on you
Factual information • I need to ask you
• I`ve already asked twice • I´m missing information
Self-revelation
• I don´t like being left in the dark by you
• I´m running out of time
Appeal
• Send the infor-mation to me • Stick to our
agreement
67
TRUST IS THE BANDWITHOf COMMUNICATION. (Tom DeMarco)
ANY QUESTIONS?
Thank you !
68
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for …
DialogData Timișoara, Piaţa Victoriei Nr. 8
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