business analyses

8/7/2019 business analyses

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Erlet Shaqewww.erletshaqe.com

Business Analyst asScrum Product Owner



What is a business analyst?



In 2007 and 08 I surveyed job descriptions for BAs to see what hiring organisationswere looking for from business analysts. This is what I found.



This role encompasses more than the ability to document processesand apply technological expertise.

«wherever they sit, Business Analysts must be great communicators,

tactful diplomats, problem solvers, thinkers and analysers - with theability to understand and respond to user needs in rapidly changingbusiness environments.

We define the purpose of the role of the Business Analyst as beingultimately responsible for ensuring that organisations get the most

from their limited IT and change management resource.



´...the most successful and valuable analysts are

those who understand the "Business" rather than

those who understand IT.µ

´A broad experience of business is required, the

more varied, the better.µ



The role of the BA differs from the role of the

Project Manager in that the BA is responsible for

defining and managing the scope of a business

solution, while the PM is responsible for the worknecessary to implement that solution.



Business analysts often play a critical role inaligning the needs of business units with thecapabilities delivered by information technology,and may serve as a translator between those twogroups.

It includes the definition of organizational goals,how those goals connect to specific objectives,determining the course of action that anorganization has to undertake to achieve those

goals and objectives, and defining how thevarious organizational units and stakeholderswithin and outside of that organization interact



A Business Analyst is a professional who supportsthe evolution and implementation of businessdecisions via the application of specialist

analytical tools, techniques and procedures.



As a BA, I find my client area is glad to have

someone to deal with that ´techoµ stuff and

therefore the challenge is to ensure a level of

common understanding and ´getting the businesssystem rightµ first time.



The professional business analyst« differs from

traditional IS analysts in that it focuses almost

exclusively on adding value to the businessµ



Business Analysts get the job done. It's that

simple - they get the job done. When everyone

else retreats, gives up, waffles or disassociates

from the job the analyst gets the job done.



Business Technical



What is a

¶ProductOwner·



Alexa Page rank search



Laura BrandauBridging-the-gap.com



Laura BrandauBridging-the-gap.com



Scrum«



«which is an agile thing



Individuals and

interactions

That is, while there is value in the items on the right,

we value the items on the left more

We are uncovering better ways of developing software by doing it and

helping others do it. Through this work we have come to value:

The Agile Manifesto

processes and tools

Working softwarecomprehensive

documentation

Customer collaboration contract negotiation

Responding to change following a plan

over

over

over

over



Individuals and

interactions





The Agile Manifesto

processes and tools


documentation



over

over

over

over

Scrum



Individuals and

interactions





The Agile Manifesto

processes and tools


documentation



over

over

over

over

Scrum



Principles behind the Agile Manifesto

1. Our highest priority is to satisfy the

customer through early and continuousdelivery of valuable software.

2. Welcome changing requirements, even late

in development. Agile processes harness

change for the customer's competitive

advantage.

3. Deliver working software frequently, from a

couple of weeks to a couple of months, witha preference to the shorter timescale.

4. Business people and developers must work

together daily throughout the project.

5. Build projects around motivated individuals.

Give them the environment and support

they need, and trust them to get the job

done.

6. The most efficient and effective method of

conveying information to and within a

development team is face-to-face

conversation.

7. Working software is the primary measure of

progress.8. Agile processes promote sustainable

development. The sponsors, developers, and

users should be able to maintain a constant

pace indefinitely.

9. Continuous attention to technical excellence

and good design enhances agility.

10.Simplicity--the art of maximizing theamount of work not done--is essential.

11.The best architectures, requirements, and

designs emerge from self-organizing

teams.

12.At regular intervals, the team reflects on

how to become more effective, then tunes

and adjusts its behavior accordingly.



Principles behind the Agile Manifesto

1. Our highest priority is to satisfy the

customer through early and continuousdelivery of valuable software.

2. Welcome changing requirements, even

late in development. Agile processes

harness change for the customer's

competitive advantage.

3. Deliver working software frequently, from a

couple of weeks to a couple of months, witha preference to the shorter timescale.

4. Business people and developers must work

together daily throughout the project.

5. Build projects around motivated individuals.

Give them the environment and support

they need, and trust them to get the job

done.

6. The most efficient and effective method of

conveying information to and within a

development team is face-to-face

conversation.

7. Working software is the primary measure of

progress.8. Agile processes promote sustainable

development. The sponsors, developers, and

users should be able to maintain a constant

pace indefinitely.

9. Continuous attention to technical excellence

and good design enhances agility.

10.Simplicity--the art of maximizing theamount of work not done--is essential.

11.The best architectures, requirements, and

designs emerge from self-organizing

teams.

12.At regular intervals, the team reflects on

how to become more effective, then tunes

and adjusts its behavior accordingly.



Scrum·s three aspects

Process

People

Products



Process

Sprint



People

(agile scrum)

team Scrum master Product Owner

1,510,000 292,000 35,100



People

(agile scrum)

team Scrum master Product Owner

1,510,000 292,000 35,101



The product owner

Assure team is pursuing a common vision

Establish priorities to track business value

Act as ¶the customer· for developer questions

Work with product management to planreleases

Plan, elaborate and accept user stories anditerations

Technical: understand and prioritize refactoringand infrastructure



User Stories(We·ll come back to that)



The issue for BA·s assuming the Product Owner role is ¶authority·



C.R.A.C.K.

Analysts(Barry Boehm, Richard Turner)

Collaborative

Representative

Accountable

Committed

Knowledgeable



Products (Deliverables)



Pre-sprint work



Post sprint

implementationwork



Pre sprint Sprint

Post sprint



As a <user type>

I want to <achieve a goal>

So that I can <get some value>



INVESTin good user stories



Plus

Estimates* Release plan

Acceptancecriteria

´Acceptanceµ

* Don¶t produce them, but

probably does report them



Plus

Business Value Balancing

stakeholder needs Implementation

planning Selling the solution



Plus

Constant interactionwith the dev team



Secrets to success

Early and often

Focus on value

Release focus

Avoid eating elephants

Test first approach to requirements

Done-Done (James Shore, The Art of Agile Development)

Communication, communication,communication (as usual)



Q uestions?Erlet Shaqe

www.erletshaqe.com

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business analyses