business analyses
TRANSCRIPT
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Erlet Shaqewww.erletshaqe.com
Business Analyst asScrum Product Owner
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What is a business analyst?
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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.
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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.
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´...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
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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.
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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
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A Business Analyst is a professional who supportsthe evolution and implementation of businessdecisions via the application of specialist
analytical tools, techniques and procedures.
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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.
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The professional business analyst« differs from
traditional IS analysts in that it focuses almost
exclusively on adding value to the businessµ
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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.
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Business Technical
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What is a
¶ProductOwner·
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Alexa Page rank search
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Laura BrandauBridging-the-gap.com
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Laura BrandauBridging-the-gap.com
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Scrum«
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«which is an agile thing
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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
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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
Scrum
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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
Scrum
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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.
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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.
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Scrum·s three aspects
Process
People
Products
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Process
Sprint
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People
(agile scrum)
team Scrum master Product Owner
1,510,000 292,000 35,100
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People
(agile scrum)
team Scrum master Product Owner
1,510,000 292,000 35,101
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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
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User Stories(We·ll come back to that)
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The issue for BA·s assuming the Product Owner role is ¶authority·
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C.R.A.C.K.
Analysts(Barry Boehm, Richard Turner)
Collaborative
Representative
Accountable
Committed
Knowledgeable
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Products (Deliverables)
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Pre-sprint work
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Post sprint
implementationwork
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Pre sprint Sprint
Post sprint
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As a <user type>
I want to <achieve a goal>
So that I can <get some value>
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INVESTin good user stories
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Plus
Estimates* Release plan
Acceptancecriteria
´Acceptanceµ
* Don¶t produce them, but
probably does report them
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Plus
Business Value Balancing
stakeholder needs Implementation
planning Selling the solution
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Plus
Constant interactionwith the dev team
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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)
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Q uestions?Erlet Shaqe
www.erletshaqe.com