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Agile Business Analysis - Dorothy Tudor - TCC Agile Business Conference London 2013 Keep the Customer Satisfied Keep the Customer Satisfied

Keep the Customer Satisfied Keep the Customer Satisfied · Agile Business Analysis - Dorothy Tudor - TCC Agile Business Conference London 2013 Keep the Customer Satisfied Keep the

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Agile Business Analysis - Dorothy Tudor - TCC

Agile Business Conference London 2013

Keep the Customer Satisfied Keep the Customer Satisfied

© TCC: Agile BA V1.1 – 1-2 ©TCC

Who are We?

Since 1981 (Sandbach, Cheshire; Guildford, Surrey)

Agile Coaches, Facilitators, Trainers

BCS Business Analysis Accredited

Agile, DSDM, Scrum

PRINCE2, ITIL Service Management

www.tcc-net.com

© TCC: Agile BA V1.1 – 1-3 ©TCC

Dot Tudor

• TCC Technical Director

• Accredited Agile Coach, Scrum Master

• Agile Alliance, Agile Leadership Network

• Accredited Facilitator

• Agile Project Management Practitioner/Trainer/Examiner

• DSDM Advanced Practitioner/Trainer/Examiner/Co-Author

• PRINCE2 Accredited Practitioner/Trainer

• ITIL Service Manager

• BCS / ISEB Business Analyst

• Fellow of the British Computer Society (FBCS)

© TCC: Agile BA V1.1 – 1-4 ©TCC

It’s the same old story, everywhere I go ...

© TCC: Agile BA V1.1 – 1-5 ©TCC

I get slandered, libelled ....

I hear words I never heard

in the Bible ...

© TCC: Agile BA V1.1 – 1-6 ©TCC

I get slandered, libelled ....

• I’m one step ahead of the shoeshine ....

• Two steps away from the county line ....

© TCC: Agile BA V1.1 – 1-7 ©TCC

... just trying to keep my customer satisfied

© TCC: Agile BA V1.1 – 1-8 ©TCC

Keep the Customer Satisfied!

• How is Agile Business Analysis different from traditional

Business Analysis?

• Do Agile Business Analysts need to learn new skills?

Is it just the same old stuff, but faster?

Do we stop documenting requirements now?

Is it just too wild and undisciplined

Do we need Business Analysts

at all now?

Is it just User Stories and Demos?

© TCC: Agile BA V1.1 – 1-9 ©TCC

• What is the value of Business Analysis (BA) ?

© TCC: Agile BA V1.1 – 1-10 ©TCC

Value of BA

Demba BA

Chelsea FC

© TCC: Agile BA V1.1 – 1-11 ©TCC

Seriously though ...

... What value does the Agile Business Analyst add?

• End to end

• Top to bottom

• Process improvement (Lean)

• Facilitation / negotiation / communication / soft skills

© TCC: Agile BA V1.1 – 1-12 ©TCC

End to End

Finance Sales Marketing Despatch

Management

BA End to end processes and Value Chain

© TCC: Agile BA V1.1 – 1-13 ©TCC

End to End

Finance Sales Marketing Despatch

Management

BA End to end processes and Value Chain

© TCC: Agile BA V1.1 – 1-14 ©TCC

End to End

Designers and Developers

Testers and Implementers

© TCC: Agile BA V1.1 – 1-15 ©TCC

End to End, Top to Bottom, all one team

BA Business and IT

© TCC: Agile BA V1.1 – 1-16 ©TCC

Top to Bottom

Corporate

Programme

Project

Mission,

Objectives

Strategy

Tactics

© TCC: Agile BA V1.1 – 1-17 ©TCC

Process Improvement

AS IS TO BE

WHAT

WHEN

WHERE

HOW

WHO

WHY

WHAT

WHY

The Gap

© TCC: Agile BA V1.1 – 1-18 ©TCC

An Organisational View of Processes

Resources Product/

Service

Market

Management An Organisation

Sales & Marketing Process

Obtain Orders

For Product

Product Needed

Product Sold Product Marketed

R&D

Process

Product

Support

Processes

Manufacturing & Order Fulfilment Process

Ready Product

For Delivery

Process

Product Orders

Fill Product

Orders

Ship/Distribute

Product

Close Product

Orders

Service Product Customers

Product Ordered

© TCC: Agile BA V1.1 – 1-19 ©TCC

The Value Chain

Resources Product/

Service

Market

Management An Organisation

Sales & Marketing Process

Obtain Orders

For Product

Product Needed

Product Sold Product Marketed

R&D

Process

Product

Support

Processes

Manufacturing & Order Fulfilment Process

Ready Product

For Delivery

Process

Product Orders

Fill Product

Orders

Ship/Distribute

Product

Close Product

Orders

Service Product Customers

Product Ordered

X

© TCC: Agile BA V1.1 – 1-20 ©TCC

Lean – underpinning principles

Value Value

Stream Flow Pull Perfection

• Value: specify the value desired by the customer

• Value Stream: identify the value stream for each product/service

and challenge wasted steps

• Flow: make the product/service flow continuously, eliminate

barriers

• Pull: introduce pull between all steps in time to meet demand

from the customer

• Perfection: manage towards perfection: number of steps, time and

information required to serve customer continually falls

© TCC: Agile BA V1.1 – 1-21 ©TCC

What is Value?

• Value is what the customer wants ...

• And ONLY what the customer wants

• Only the customer can define what represents value to

them

© TCC: Agile BA V1.1 – 1-22 ©TCC

The Kano Model

REALITY

(Customer

Expectation)

Delighters / Exciters

Satisfiers

Dissatisfiers

WANT

WOW

MUST

0%

+ve

100%

-ve

PERCEPTION (Customer Satisfaction)

After: Professor Noriaki Kano 1980

© TCC: Agile BA V1.1 – 1-23 ©TCC

Architecting a better solution

© TCC: Agile BA V1.1 – 1-24 ©TCC

In Detail, then ...

• ... What does the Agile Business Analyst add?

• End to end

• Top to bottom

• Process improvement (Lean)

• Facilitation / negotiation / communication / soft skills

© TCC: Agile BA V1.1 – 1-25 ©TCC

Agile Business Analysis

Sprint /

Timebox

Detailed requirements emerging ....

Detailed analyse, design, build, test, deploy Feasibility Foundations and

High Level Analysis

Traditional v. Agile Delivery

Sprint /

Timebox

Sprint /

Timebox

Sprint /

Timebox

Feasibility Requirements Analysis Build Test Deploy Design

Traditional Business Analysis

© TCC: Agile BA V1.1 – 1-26 ©TCC

The Requirements Lifecycle

© TCC: Agile BA V1.1 – 1-27 ©TCC

The Requirement Lifecycle

Elicitation

•Facilitated Workshops

•Model-building

•Interviews

•Observation

•Scenarios

•Prototypes

Analysis

•Realistic?

•Ambiguous?

•Combined

Requirements?

•Aligned with Business?

•User Stories

•Use Cases

•Story Mapping

•Role Plays

Validation

•Prototypes

•Demonstrations

•Hands-on Usability

Sessions

•Reviews

•Models and diagrams

•Acceptance Criteria and

testing

Management Traceability, Stability, Change Management

© TCC: Agile BA V1.1 – 1-28 ©TCC

Levels of Agile Requirements

Theme

Feature 1

Epic 1

User Story 1

Feature 2

Epic 2 Epic 3 Epic 4

User Story 2

User Story 3

User Story 4

User Story 5

User Story 6

Use Cases

Data

Business Rules

Acceptance Criteria

Prototypes

Events Exceptions

Very High Level

High Level

Detailed

User Story 7

User Story 8

© TCC: Agile BA V1.1 – 1-29 ©TCC

An Agile Project Lifecycle

© TCC: Agile BA V1.1 – 1-30 ©TCC

Working in Sprints – a software example

• Teams organises their work so that it flows:

Coding & Refactoring

Business Analysis

Testing

Sprint 2 Sprint1 Sprint 3

UI UX Design

Architectural “Spikes”

A Sprint (Timebox, Iteration)

A fixed time (10 – 30 days typically) by the end of which working product

will have been produced and a business need met.

Deployment Plans /activities

© TCC: Agile BA V1.1 – 1-31 ©TCC

Helping the Stakeholders to communicate

© TCC: Agile BA V1.1 – 1-32 ©TCC

Facilitator

peace-maker

Competencies of the Agile BA

Negotiator

Champion

of

the

Requirements Determined Skilled

Curious

and Agile!

© TCC: Agile BA V1.1 – 1-33 ©TCC

Modelling and Diagramming

© TCC: Agile BA V1.1 – 1-34 ©TCC

Modelling and Diagramming

Central

System

Customer

Teller

Local

System

© TCC: Agile BA V1.1 – 1-35 ©TCC

Screen-based,

animated Role-play

Experimental Video

Paper-based

Prototyping and Demonstrating

Show, Tell and Do!

© TCC: Agile BA V1.1 – 1-36 ©TCC

How the Agile BA adds value (ROI)

The Agile BA can impact Return on Investment (ROI)

for a project / change

ROI = Value delivered by solution – total cost of solution

A BA can:

• increase the value achieved

• reduce the cost to implement

• reduce cost of ownership

© TCC: Agile BA V1.1 – 1-37 ©TCC

5 Top Tips for Agile Business Analysts 1. Clarify project objectives at the outset, and

check alignment with organisation’s strategy

2. Lead prioritisation, always within a timeframe

and in light of the objective

3. Assist incremental planning by asking,

“What small, useful piece can we deliver

early?”

4. Respect the customer (the BA is not the

customer, even by proxy!)

5. Draw diagrams! Have a high level blueprint for

the project, to enable dependencies to be

seen

© TCC: Agile BA V1.1 – 1-38 ©TCC

5 more Top Tips for Agile Business Analysts

1. Root cause, not symptom;

Requirement not solution

2. Stakeholder analysis and

education. Bring key

resources together

3. Document “just enough” and

“just in time”. Keep out of the

detail until the last responsible

moment

4. Know the Business Case

5. Use visual, auditory and

kinaesthetic communication

Show,Tell and Do

© TCC: Agile BA V1.1 – 1-39 ©TCC

Agile Project Framework and AgileBA

© TCC: Agile BA V1.1 – 1-40 ©TCC

DSDM Atern Roles and Responsibilities

© TCC: Agile BA V1.1 – 1-41 ©TCC

DSDM 5 Key Practices

• MoSCoW Prioritisation

• Modelling

• Facilitated Workshops

• Iterative Development

• Timeboxing

M

S

C W M

© TCC: Agile BA V1.1 – 1-42 ©TCC

Any Questions?

Agile Business Analysis - Dorothy Tudor - TCC

Agile Business Conference London 2013

Keep the Customer Satisfied