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Global Corporation Info@apexglobal.com.vn
THE AGILE BUSINESS ANALYST
Present
by
:
John Doan (Đoàn Đức Đề)
Source:
Some
from
Internet

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Agenda
v IIBA’s Business Analysis Core Concept Model (BACCM)
v The Business Analysis Body of Knowledge® Version 3
v What is Agile Method?
v Waterfall and Agile project success rates
v The Agile Business Analysis Body Of Knowledge
v Difference in Working styles
v Agile Requirements

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BABOK3BABOK3
Changes
Needs Solutions
Contexts
Value
Stake
holders
The Business Analysis Core Concept ModelTM -BACCM
v What is the kind of change
we're doing?
v What are the needs we're
trying to satisfy?
v What are the solutions
we're creating or changing?
v Who are the stakeholders
involved?
v What do stakeholders
consider to be of value?
v What is the context that we
and the solution are in?

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The Business Analysis Body Of Knowledge® Version 3
Business

Analysis

Planning
and

Monitoring

Strategy

Analysis

Requirements

Analysis
and

Design

Definition

Solution

Evaluation

Elicitation
and

Collaboration

Requirements

Life
Cycle

Management

BABOK3BABOK3
Underlying
Competencies

The
Agile

Perspective The
Business

Process

Management
The
Business

Architecture
The
Business

Intelligence
The
Information

Technology

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What are problems of Product/System?

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What is Agile Method?
We are uncovering better ways of developing software by doing it
and helping others do it.
Through this work we have come to value:
Agile
Benefits

•
Higher
productivity
and
lower
cost

•
Improved
employee
engagement
and
job
satisfaction

•
Faster
time
to
market

•
Higher
quality

•
Improved
stakeholder
satisfaction

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Waterfall and Agile project success rates
Agile
projects
are
successful
three
times
more
o
en than
non-‐agile
projects,
according
to
the
2012

CHAOS
Manifesto
Report
from
the
Standish
Group.

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Introduction to SCRUM Framework
NO
CHANGE
in
Duration
or
Goal
SPRINT

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The Agile BABOK - Strategy Analysis
v Work with the customer to develop strategic goals and a product
vision.
v Identifying the “value stream” for the proposed product.
v Brokering effective information exchange between the customer
and the IT team.
v The correctscope for Agile projects isn’t defined requirements,
but the well articulated product vision.

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The Agile BABOK - Business Analysis Planning and Monitoring
v Requirements evolve with greater product exposure.
v A lean principle: just enough, just in time.
v Requirements are planned for delivery in time-boxed iterations.
v BA’s help to negotiate standards and the specifics of product
requirements.

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The Agile BABOK - Elicitation and Collaboration
v Understanding the customer’s needs is essential.
v Who are your customers?
v How will your customer use your product?
v What are your customers priorities?
v User Stories capture requirements using the following form:
As a <user>,
I want <product requirement>,
so that <desired benefit>.

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Fibonacci Number Series
1,2,3,5,8,13,21,34
EPICEPIC
EPIC,

EPIC,

EPICEPIC,

EPIC,

EPIC
STORY,

STORY,

STORYSTORY,

STORY,

STORY
STORY,

STORY,

STORYSTORY,

STORY,

STORY
STORY
(34),

STORY
(34)
STORY
(34),

STORY
(34)

STORY
(21),

STORY
(21)
STORY
(21),

STORY
(21)

STORY
(13),
STORY
(13)STORY
(13),
STORY
(13)
STORY
(13)STORY
(13)
STORY
(8)STORY
(8)
STORY
(5)STORY
(5)
Top Stories for the Sprint Planning
Highest Business Value
Highest Priority
Small Stories
Testable Stories
No Dependencies
Sized Stories
The Agile BABOK - Requirements Life Cycle Management

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The Agile BABOK - Requirements Analysis and Design Definition
v Understanding “the why” can be as important as “the what”
As
an
speaker,
I
want
to

make
my
presentation

available
to
attendees

online,
so
that
I
do
not
need

to
send
it.

As
an
attendee,
I
want
to

download
the

presentation,
so
that
I
share
what
I
have

learned.

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Portfolio
Epics
Feature
Story
Task
Investment Themes
Program
Team

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The Agile BABOK - Solution Evaluation
v Delivering the solution in small bites.
v Reviewing requirements during planning.
v Reviewing requirements during demo.
v Requirements describe solution to business needs.
v Determining requirements as late as possible.
v Validating requirements through prioritizing delivery

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Difference in Working styles
Traditional
BA
Agile
BA
Focus Requirements
Documentation
Value
Delivery
in
the
form
of

Business
Outcomes
Artifacts Requirement
Documents Backlogs
Requirements
Definition
All
requirements
defined

upfront
Defined
continuously
in
small

batches
(i.e.,
Features)
Requirements
Writing
Written
by
BA Written
by
anyone
and

collaboratively
elaborated
Requirements
Format
“Shall”
Statements
User
Stories

Negotiability Non-‐negotiable Negotiable
Sign-‐Offs
Formal
Sign-‐Off
obtained
Quick
feedback

Requirement
Changes
Strictly
controlled
after

baseline
Changes
are
anticipated
and

welcome
at
any
time

Location Usually
separate
from
the

development
team
Often
collocated
and
part
of

the
development
team

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Agile Requirements
v Requirements are defined iteratively and incrementally
v Requirements are maintained in backlogs, not in paper
v Requirements do not go through a formal sign-off process
v Solution requirements are defined via conversations between
the team and users
v Business analysis work is done in increments rather than all
up-front
v More emphasis is placed on verbal and visual communications
versus paper documents
v Just enough, just-in-time
v Requirements are collaborative

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