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How is Analysis Done in Agile?

presented by Robin Grace

Non-Executive Director IIBA SA Chapter

Principal Consultant (Business Analysis Practice)

2017/06/06 3

We are agile so we don’t need a BA

Myth OR …

How do we bridge the gap between strategy and

the sprint backlog?

2017/06/06 4

Understanding Business Analysis in Agile

“Even though the role of business analyst is rarely mentioned indescriptions of agile it does not mean that business analysisdoes not occur. In fact, agile’s focus on delivering value tocustomers requires the entire team to collaboratively performbusiness analysis on a frequent basis. This and othercharacteristics of agile change how a business analyst works ona project.”

Kent Macdonald

https://www.agilealliance.org/wp-content/uploads/2016/09/What-Does-a-BA-Do-on-an-Agile-Project.pdf

What Does a Business Analyst Do on an Agile Project?

2017/06/06 5

Version 3.0 of the BABOK

Guide was released in 2015

The Business Analysis Core Concept Model™

2017/06/06 6

Manifesto for Agile Software Development

We are uncovering better ways of developing software by doing it and helping others do it.

Through this work we have come to value:

• Individuals and interactions over processes and tools

• Working software over comprehensive documentation

• Customer collaboration over contract negotiation

• Responding to change over following a plan

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

we value the items on the left more.• Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries,

Jon Kern, Brian Marick, Robert C. Martin, SteveMellor, Ken Schwaber, Jeff Sutherland, Dave Thomas

• HTTP://WWW.AGILEMANIFESTO.ORG/

2017/06/06 7

Core Foundation of Agile

Collaboration amongst stakeholders todeliver value to customers in frequentincrements with on-going reflectionand adaptation.

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Multiple Levels of Collaboration

• Effort Is Required to move

between levels

2017/06/06 9

Multiple Levels of Collaboration

• Developing Goals or objectives

at start of each level

• Effort Is Required to move

between levels

2017/06/06 10

Multiple Levels of Collaboration

• Need Elaboration, Discovery,

Analysis

• Developing Goals or objectives

at start of each level

• Effort Is Required to move

between levels

2017/06/06 11

Multiple Levels of Collaboration

• Need Elaboration, Discovery,

Analysis

• Developing Goals or objectives

at start of each level

• Effort Is Required to move

between levels

• Increase the level detail and

team shared understanding

2017/06/06 12

Understanding Business Analysis in Agile

The biggest impact of iterations on business analysts is the lack of ananalysis phase. Instead of performing all analysis work to develop detailedrequirements at the beginning of the project, business analysis occursthroughout the project with an initial high level picture of the overallscope, followed by more detail on specific features when they aredelivered. The key is knowing the sufficient amount of business analysisnecessary to understand the problem and the aspect of the solutioncurrently being delivered and still keep the project moving forward.

Kent Macdonald

https://www.agilealliance.org/wp-content/uploads/2016/09/What-Does-a-BA-Do-on-an-Agile-Project.pdf

What Does a Business Analyst Do on an Agile Project?

2017/06/06 13

How the analysis should ensure the highest value/priority

Decision filters are simple questions that can be used

to guide decision making.

Decision filters are used for:

• Strategic alignment

• Design approach

• Product Planning

• Release Planning

• Backlog Refinement

• Iteration Planning

2017/06/06 14

How to Come up with Decision Filters

• Decision filters can be derived from goals and objectives.

2017/06/06 15

Using Decision Filters

• Use the decision filters to determine if a backlog item should be included in a project, release, or iteration.

2017/06/06 16

Backlog Management and Analysis

• Apply Decision Filter and Prioritisation

to establish what needs to move to the

next level backlog

• Done By PO with assistance of BA

• Analysis Performed to establish detail

needed at the next level Backlog

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Product Owner

• Decision making capability

• The product owner sets the product vision

• Representing the needs of the business and user stakeholders

• Prioritizes the Backlog based on business needs

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Responsibilities of an Agile Business Analyst

• Assists the PO and SME to articulate their Requirements

• Coaches Team members to do continuous analysis

• Understands the appropriate tools to achieve shared understanding

2017/06/06 19

BA First Involved Here

BA Involved Here

BA Involved Here• What Features are

needed?

• Do we understand

the all features

needed for MVP?

• What information is

needed to create

User stories ?

BA responsibilities in the

backlog refinement is to

establish the share

understanding across

multiple level teams.

2017/06/06 20

2017/06/06 21

2017/06/06 22

Agile Business Analyst as Analysis Coach

• Elaborates additional specifications, as necessary

• Partners with the PO in communicating the product vision and making sure it's understood

• Facilitates the conversation between business and Team

• Writes user stories

• Participates in backlog refinement

• Look at the context and big picture to determine impact or risk

• Help facilitate consensus

• Engage the right stakeholders at the right time

• Cross-examine and fact check, assumptions, constraints, dependencies and context

• Reconcile core requirements components.

2017/06/06 23

Models used for elaboration

backlog items to move to next

level of backlog and team

achieves a shared understanding

across level.

2017/06/06 24

Choose the Appropriate Method or Techniques10. Acceptance and Eva+A1:B6luation Criteria 10.18 Document Analysis 10.35 Process Modelling

10.2 Backlog Management 10.19 Estimation 10.36 Prototyping

10.3 Balanced Scorecard 10.20 Financial Analysis 10.37 Reviews

10.4 Benchmarking and Market Analysis 10.21 Focus Groups 10.38 Risk Analysis and Management

10.5 Business Capability Analysis 10.22 Functional Decomposition 10.39 Roles and Permissions Matrix

10.6 Business Cases 10.23 Glossary 10.40 Root Cause Analysis

10.7 Balanced Scorecard 10.24 Interface Analysis 10.41 Scope Modelling

10.8 Benchmarking and Market Analysis 10.25 Interviews 10.42 Sequence Diagrams

10.9 Business Capability Analysis 10.26 Item Tracking10.43 Stakeholder List, Map, or

Personas

10.10 Collaborative Games 10.27 Lessons Learned 10.44 State Modelling

10.11 Concept Modelling 10.28 Metrics and Key Performance Indicators (KPIs) 10.45 Survey or Questionnaire

10.12 Data Dictionary 10.29 Mind Mapping 10.46 SWOT Analysis

10.13 Data Flow Diagrams 10.30 Non-Functional Requirements Analysis 10.47 Use Cases and Scenarios

10.14 Data Mining 10.31 Observation 10.48 User Stories

10.15 Data Modelling 10.32 Organizational Modelling 10.49 Vendor Assessment

10.16 Decision Analysis 10.33 Prioritization 10.50 Workshops

10.17 Decision Modelling 10.34 Process Analysis

2017/06/06 25

Agile Transformation & Optimisation Roadmap

Assess

Current State0.

1.

2.

3.

6.

4.

5.

8.

7.

Level-Set

Management &

Product Owners

Experience

Agile Success

Level-Set

Team

Assess Team

Skill Gaps

Adopt

Agile

Take Agile to

The Next Level

Assess Team

Progress

Validate

Metrics

Iteration 0 Consultation. An

assessment to understand

the “AS IS” state and tailor

a roadmap for your

environment.

Set expectations and

develop an engagement

model with the business

and product owners.

Identify positive and negative

behaviours, learn techniques to

eliminate unnecessary story

points and determine minimum

viable product through immersion

in a controlled agile environment.

Get everyone on the same

page with agile, the various

approaches of Scrum, Kanban,

SAFe. This step highlights the

impact of just-in-time

requirements and identifies

potential KPIs.

A team activity to assess each

member’s skill level across

various domains. Highlight

gaps and identify potential

development needs.

Use your real-word

projects to take user

stories beyond being a

placeholder.

How much agile does your

organisation need? Level-Set

your multi-team framework and

identify areas where

implementing the framework

may be too heavy.

Conduct a retrospective

assessment to develop a

continuous improvement

backlog.

Set up an on-going plan to

assign and reconcile

metrics on key agile

success factors..

1 Hyde Lane, Hyde Park, Gauteng, South Africa

(011) 759 5950 | www.indigocube.co.za

Thank You