iiba nottingham, may 2010 more important than ever: the ... · the business analysts’ role in...
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![Page 1: IIBA Nottingham, May 2010 More important than ever: The ... · The Business Analysts’ role in Agile software development Allan Kelly ... Author: Changing Software Development: Learning](https://reader036.vdocuments.us/reader036/viewer/2022081406/5f14ff7ee273f52fe0496448/html5/thumbnails/1.jpg)
More important than ever: The Business Analysts’ role in
Agile software development
Allan [email protected]
http://www.allankelly.net
Software Strategyhttp://www.softwarestrategy.co.uk
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IIBA Nottingham, May 2010
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Allan Kelly, BSc, MBA Consulting, Training & Coaching
for Agile adoption and deepening Author:
Changing Software Development: Learning to be Agile, Wiley 2008.
97 Things Every Programmer Should Know, Henney, 2010
Context Encapsulation in Pattern Languages of Program Design volume 5, 2006
33 Business Strategy Patterns for Software Creators
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AgileEveryone familiar?
and Lean?
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What is Agility?
Today: Agile as Better Respond to changing (business) environment Faster, more productive, higher quality
Tomorrow: Agile creates new business models Opportunities for those not confined by traditional IT
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“Agile processes promise to react flexibly to changing requirements, thus
providing the highest business value to the customer at
any point in time”
Jutta Eckstein 2004
“Agility is the ability to both create and respond
to change in order to profit in a turbulent business
environment.”
Jim Highsmith, 2002
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Agile Its the business need, stupid
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Agile in context
Organizational Learning
Lean thinking
Agile
More prescriptive
More philosophical:
value, idea based
XP Scrum
…
ApplicabilityK
anba
n
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1999-2004: Agile = XPExtreme Programming
First Agile method to gain popularity Developer centric practices and literature
Business need from onsite Customer Customer on C3 was a Business Analyst
“Customer” view too simplistic Short sighted Assume customer knows No discussion on how the customer knows
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2005-today: Agile = ScrumScrum
A project management method without a project manager
Product Owner specifies needScrum silent on how the Product
Owner knows
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Who is the Product Owner?
9Product Manager
Subject Matter /Domain Expert
Business Analyst
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Traditional approach
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Royce, 1968, “Managing the Development of Large Software Systems”
Business Analysis /System Analysis
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Agile approach Slice through work Everything in
iteration End-to-End Deliver business
functionality
Decide requirement
Analysis / Design
Code & Unit Test
Merge & Release
Iteration 1 (2 weeks) Iteration 2 (2 weeks)
Decide requirement
Analysis / Design
Code & Unit Test
Merge & Release
BA/Product Owner works ahead of team - scouting out requirements
Traditional approach6+ months
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Agile approach Slice through work Everything in
iteration End-to-End Deliver business
functionality
Decide requirement
Analysis / Design
Code & Unit Test
Merge & Release
Iteration 1 (2 weeks) Iteration 2 (2 weeks)
Decide requirement
Analysis / Design
Code & Unit Test
Merge & Release
BA/Product Owner works ahead of team - scouting out requirements
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Close quarters requirementsGoals and objectives
replace Big Requirements Documents under continual review
Requirements gathering is ongoing process rather than only at the start
BA needs to stay involved rather than leave after initial stages
Delivered functionality changes and evolves in direction of the goal and objective
More to it than requirements gathering Dialogue over document
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Less (software) is more
Mary & Tom PoppendieckImplementing Lean Software Development 2007
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We often encounter requirements churn of 30% to 50%
Only about 20% of features & functions in
typical custom software are used
Potentially 80% of software development work is waste
• Better requirements can reduce demand by 80%
If 30+% of requirements change then
• Why bother doing work on them in the first place?
Solution: • Just In Time Requirements• Identify, implement, deliver in
quick succession
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But....There is a time and a place for everything
....
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Requirements come second when changing to Agile
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The Alignment Trap
IT Less Effective
IT More Effective
IT Highly aligned
Less aligned
‘Alignment trap’11% companies•IT spending +13% higher than average•Sales -14% over 3 years
‘Maintenance zone’74% companies•Average IT spending•Sales -2% over 3 years
‘IT Enabled growth’7% companies•IT spending 6% less than average•Sales growth +35% over 3 years
‘Well-oiled IT’8% companies•IT spending 15% below average• Sales growth +11% over 3 year
Source: Shpilberg, Berez, Puryear, Shah: MIT Sloan Review, Fall 2007
Doi
ng th
e rig
ht th
ing
Doing things right
Challenge 1: • Get Agile• From Maintenance
to Well-oiled• Delivery focus
Challenge 2: • From Well-oiled• To Growth• Requirements
focus
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When adopting Agile Sequence the changes1. First Do it right
• Management focus on the development team2. Do not emphasis requirements or BA role3. Get developers more effective Then4. Do the right thing
• Focus on the what5.Long term benefits in BA role
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FeaturesResources (People)
Time
Fixed in the short run (Brooks Law)
Time boxed
Scope control (run backwards)
Project constraintsProduct Owner needs to make these trade offs
Agile projects negotiate over requirements rather than resources or time
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More work for Product OwnersLess work for Project Managers
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Project Manager
Development team
BA/Product Owner
• Self organizing teams- No task allocation
• Tracking by delivery- Not % complete
• Commitment over estimates
• Changing requirements- No work packages
• Sustainable pace- No whip cracking
• Negotiate over feature delivery- Not when
• Flexible release plan- Not Gantt chart
• Measure value delivered- Not time spent
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More work for Product OwnersLess work for Project Managers
X
Project Manager
Development teamBA/Product Owner
• Self organizing teams- No task allocation
• Tracking by delivery- Not % complete
• Commitment over estimates
• Changing requirements- No work packages
• Sustainable pace- No whip cracking
• Negotiate over feature delivery- Not when
• Flexible release plan- No Gantt chart
• Measure value delivered- Not time spent
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More work for BA’sMore work for BA’s
More/better analysis can reduce work load in time More responsible for value delivered More conversations with Developers Writing/Creating acceptance tests Slack for Just in time requirements (Queuing theory)
Move from requirements push to needs pullTherefore... 1 BA for every 3 to 7 developers
Stable product: 1 BA -> 7 developers Rapid change: 1 BA -> 3 developers
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Take aways
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1. Being Agile means delivering business needs 2. Product Owner is often a BA
• Agile process does not remove need for needs3. BA take a back seat in early transition
• Step forward as team becomes effective• Key in reducing work to be done
4. Product Owner role is larger than BA role• Need greater staffing• Shift from Requirements Push to Need Pull
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Thank [email protected]://www.allankelly.nethttp://blog.allankelly.net
http://www.softwarestrategy.co.uk
22
2-3 August
Agile Foundations for BAs
training (London)