Ba agile michele_maritatov2

The Product Owner in Scrum,a powerful Agile Business Analyst

BBC 2016, Las Vegas

Michele MaritatoMBA, PMP, PMI-RMP, CBAP, CSM, PSM I, PSPO I, PMI-ACP

2www.pm-progetti.it | [email protected] Maritato, MBA, PMP, PMI-RMP, CBAP, CSM, PSM I, PSPO I, PMI-ACP

1. CONSIDERATIONS ON

AGILE BUSINESS ANALYSIS

2. THE SCRUM TEAM & BA

3. THE BABOK GUIDE AND

SCRUM FOR THE PO

The Agile Manifesto and the Babok Guide (1)


Process andTools

Process andTools

Individuals andInteractions

Individuals andInteractions ov

er

Following aPlan

Following aPlan

Responding toChange

Responding toChange ov

erComprehensiveDocumentationComprehensiveDocumentation

WorkingSystemsWorkingSystems ov

er

ContractNegotiation

ContractNegotiation

CustomerCollaboration

CustomerCollaboration ov

er

http://agilemanifesto.org/

BABOK Guide V3

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The Agile Manifesto and the Babok Guide (2)


• Change driven approach• Focus on stakeholder

analysis• Plan for governance

through interactionswith people, overprocesses and rules

• Organize to worktogether with people inco-located environments

• Plan for exchanginginformation deeply anddirectly

• Focus on continuousimprovement

• Plan for change in scope

• Deep, continuous, informalinteraction with people

• Understand and Communicate value• Understand motivation triggers

• “Agile” modellingtechniques, focus moreon engaging people

• Understandmotivation triggers

• Understand risks inchange drivenapproaches

• Incrementalsolutions, focus onsimplicity

• Share continuouslywith people

• Evaluate the solutionon the field

• Manage for continuous change ofrequirements and scope

• Robust traceability• Prioritization based on value• Manage through engaging people

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The Underlying Competencies


•CreativeThinking•DecisionMaking•Learning•ProblemSolving•SystemsThinking•ConceptualThinking•VisualThinking

•CreativeThinking•DecisionMaking•Learning•ProblemSolving•SystemsThinking•ConceptualThinking•VisualThinking

AnalyticalThinking and

ProblemSolving

BehavioralCharacteris

tics

BusinessKnowledge

Communication Skills

InteractionSkills

Tools andTechnology

•CreativeThink.

•Decision Mak.

•Learning

•Problem Solv.

•SystemsThink.

•ConceptualThinking

•Visual Think.

•Ethics

•PersonalAccountability

•Trustworthiness

•Organization& TimeManagement

•Adaptability

•BusinessAcumen

•IndustryKnowledge

•OrganizationKnowledge

•SolutionKnowledge

•MethodologyKnowledge

•VerbalCommunicat.

•Non-VerbalCommunicat.

•WrittenCommunicat.

•Listening

•Facilitation

•Leadership& Influencing

•Teamwork

•Negotiation& ConflictResolution

•Teaching

•OfficeProductivityTools &Technology

•BusinessAnalysisTools &Technology

•Communicat. Tools &Technology

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Other discoveries


Same considerations when we analyzealso the 12 agile principles

Same considerations when we analyzealso the 12 agile principles

The Babok Guide model is applicable witha focus on Agile: agile as a «mind frame»The Babok Guide model is applicable witha focus on Agile: agile as a «mind frame»

Might use specific agile BA techniquesMight use specific agile BA techniques

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Pigs

: the

Scr

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eam • Team

• ScrumMaster

• ProductOwner Chi

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: the

stak

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• Management

• Customer

• Users

The Scrum Team


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The Product Owner

Is responsible for maximizing thevalue of the product and the workof the Team

Is the sole person responsible formanaging the Product Backlog1. Expressing the items2. Ordering (prioritize) the items to

best achieve goals and missions3. Optimizing the value of the work

the Team performs4. Ensuring that the Product Backlog

is visible, transparent, and clearto all

5. Ensuring the Team understandsitems to the level needed

Bus

ines

s St

akeh

olde

rs Developm

ent Teammore,more,more…

less,less,less…


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The Scrum Team: BA for all of them The Product Owner One person accountable for value:

“why”, “what”, “when”, “how tochange”

The Team One team collectively accountable

for delivery: “how”, “who”, “where”

The Scrum Master One person accountable for making

Scrum work and ensure the ScrumTeam adheres to the agile principles


IS THE FOCUS OF BACOMPETENCIES «WITHIN

THE PROJECT»

INTERACT WITH THE PO +BA COMPETENCIES TO

SUPPORT SELF-ORGANIZATION AND

CROSS-FUNCTIONALITY

SUPPORTING THE PO ANDTHE TEAM + SCRUM

ENABLER IN THEORGANIZATION (HYBRID)

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The Scrum framework

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Business Analysis Planning and Monitoring


• Plan BAApproach:Initial Plan,not only forBA activities

• PlanStakeholderEngagement

• Plan BAGovernance

• Plan BAInformationManagement

• Review/Develop further BA PlanningOutputs

• Identify BA Performance Improvements

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Initial Plan: an example


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Elicitation and Collaboration


• Prepare forelicitation

• Conductelicitation

• Confirmelicitationresults

• CommunicateBAInformation

• ManageStakeholderCollaboration

• Elicitation tasks• Collaboration tasks

• Business R.• Stakeholder R.• Other Work

• Business R.• Stakeholder R.• Solution R.• Transition R.• Other Work

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Requirements Life Cycle Management


• TraceRequirements

• PrioritizeRequirements

• ApproveRequirements

• Trace Requirements• Maintain Requirements• Prioritize Requirements• Assess Requirements Change• Approve Requirements


• Business R.• Stakeholder R.• Other Work

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Traceability: an example


I N V E S T SIZEBUSINESSVALUE

USER STORY N. 12

AS A User

I WANT TO cancel a reservation

SO THAT I can change mind when I want

ACCEPTANCE CRITERIA

MEETS TEAM’S DEFINITION OF READY ?

Front

Rear

•The system should receive in input the following info <…>,search in the repository, and present the following info as output<…>: Exception: if no record found the system should show awarning message “record not found”;•If the user is a Premium Member, the system should permit tocancel the same day without a fee;•If the user is a Non Premium Member, the system should charge10% for a same day cancellation;•The system must send an email to the user <email format>•The system must send an email to the hotel <email format>

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Strategy Analysis


• AnalyzeCurrentsState

• DefineFuture State

• AssessRisks

• DefineChangeStrategy

• All Strategy Analysis tasks• Business R.• Other Work• Business R.

• Other Work

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• Business Need• Capability Gaps• Solution Approach• Solutions Scope• Business Case

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Requirements Analysis and Design Definition


• Specify and Model Reqs.• Verify Reqs.; Validate Reqs.• Define Reqs. Architecture• Define Design Options• Analyze Potential Value and Recommend Solution

• Stakeholder R.• Solution R.• Transition R.• Other Work

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Solution Evaluation


• Measure Solution Performance• Analyze Performance Measures• Assess Solution Limitations• Assess Enterprise Limitations• Recommend Actions to Increase Solution Value


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The Agile BA Techniques


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Contacts

Michele Maritato

[email protected]

www.pm-progetti.it

michele.maritato

michelemaritato