Your Agile Team s Indispensible Asset

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Your Agile Team s Indispensible Asset"

Transcription

1 Agile / Scrum Training Lean Software Development Agile Organizational Metrics Executive Coaching Improved Team Dynamics Improved Efficiency! Your Agile Team s Indispensible Asset The Agile Business Analyst

2 ABOUT THE PRESENTER Business Analyst by Trade 12 years in IT / ebusiness Startup Fortune 50 Unknowingly practiced aspects of Agile since 2003 Track today s conversation! #BAWDFW Managing Director Coach & Trainer Davisbase

3 TODAY S OBJECTIVES Clearly understand the value of having a highly skilled Business Analyst on an Agile project effort How to immediately apply traditional business analysis skills to an Agile development effort Avoid the most common pitfalls and costly mistakes that teams make by not understanding or fully utilizing their Business Analyst

4 Document Specifications Work with Team Members Visualize & Model the Solution Differentiate Needs from Wants TRADITIONAL BA RESPONSIBILITIES

5 AGILE MANIFESTO REACTION 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 (Completed Functionality) 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.

6 AGILE MANIFESTO REACTION We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: What? Individuals and Interactions over Processes and Tools Working Software over Comprehensive Documentation (Completed Functionality) Customer Collaboration over Contract Negotiation Responding to Change over Following a Plan Documentation is my Job! That is, while there is value in the items on the right, we value the items on the left more.

7 TRUE OR FALSE? Agile is an excuse not to do requirements. (1 of 5)

8 TRUE OR FALSE? A Product Backlog Item (PBI), along with its Acceptance Criteria is enough for a team to commit to delivering the item. (2 of 5)

9 TRUE OR FALSE? Agile teams should have a high degree of conwidence that the item they commit to is actually something that will benewit users of the product. (3 of 5)

10 TRUE OR FALSE? Agile teams magically know all the details necessary for how increments of the product should work and the things that should be considered when constructing it. (4 of 5)

11 TRUE OR FALSE? Agile teams must work with stakeholders in order to understand the structure, policies and operations of an organization, and recommend solutions that enable the organization to achieve its goals. (5 of 5)

12 DEFINE THIS TERM Business Analysis The set of tasks and techniques used to work as a liaison among stakeholders in order to understand the structure, policies and operations of an organization, and recommend solutions that enable the organization to achieve its goals. IIBA BABOK

13 THEN WHO SHOULD BE ON A TEAM? A Business Analysis Practitioner aka Business Analyst

14 BUSINESS ANALYSIS IS CRITICAL 1. Well groomed Product Backlogs are the key to successful delivery. 2. Divergent and convergent exploration is needed to determine the best way to meet the needs of users. 3. Teams cannot work in isolation. Their work must be done within the context of the organization.

15 PRODUCT BACKLOGS The prioritized list of all the things we could do to fulwill the vision Well groomed product backlogs are the golden cornerstone to a team s success they help avoid a failure to launch. Without them teams will not know what to deliver

16 MANY OPTIONS FOR DELIVERY There are countless alternatives for how a team can deliver a product increment that meets the needs of a user. Teams should avoid simply jumping in and pursuing the Wirst idea.

17 TEAMS ARE NOT ON ISLANDS Teams cannot afford to make decisions in isolation. They need to liaise with many stakeholders. It often takes many teams working cohesively in order to deliver large- scale highly- complex products.

18 TRADITIONAL MODEL Project Manager Project Team

19 AGILE SERVANT LEADER Agile Team ScrumMaster

20 TRIFECTA OF SERVICE Vision Priority Acceptance Product Owner Agile Team Systems Thinking Facilitation Analysis Structure Resources Insulation

21 5 LEVELS OF PLANNING IN AGILE Product Vision Yearly by the product owner Product Roadmap Bi-yearly by the product owner Release Planning Quarterly by the product owner and team Iteration Planning Bi-weekly by the team Daily Planning Daily by the team and individuals

22 APPLYING TRADITIONAL SKILLS IIBA BABOK v2.0

23 BABOK ALIGNMENT TO AGILE PLANNING Product Vision Yearly by the product owner Product Roadmap Bi-yearly by the product owner Release Planning Quarterly by the product owner and team Iteration Planning Bi-weekly by the team Daily Planning Daily by the team and individuals BA Planning & Monitoring Elicitation Requirements Mgmt & Communication Enterprise Analysis Requirements Analysis Level 1 Vision Solution Assessment & Validation Level 2 Roadmap Level 3 Release Level 4 Sprint Level 5 Daily

24 BUSINESS ANALYSIS TECHNIQUES Acceptance & Evaluation Criteria DeWinition Scenarios and Use Cases Benchmarking Scope Modeling Brainstorming Sequence Diagrams Business Rules Analysis State Diagrams Data Dictionary and Glossary Structured Walkthrough Data Flow Diagrams Survey/Questionnaire Data Modeling SWOT Analysis Decision Analysis User Stories Document Analysis Vendor Assessment Estimation RACI Matrix Focus Groups Stakeholder Map Functional Decomposition Variance Analysis Interface Analysis Baselining Interviews Signoff Lessons Learned Process Coverage Matrix Metrics and Key Performance Indicators Requirements Documentation Non- functional Requirements Analysis Requirements for Vendor Selection Observation Feasibility Analysis Organization Modeling Problem of Vision Statement Problem Tracking MoSCoW Analysis Process Modeling Timeboxing/Budgeting Prototyping Voting Requirements Workshops Checklists Risk Analysis Force Field Analysis Root Cause Analysis IIBA BABOK v2.0

25 TECHNIQUE USAGE SURVEY 49 techniques are on the wall Agile Practitioners use Green Dots Non- Agile Practitioners use Red Dots Place a dot on techniques you have used

26 PROVEN ANALYSIS STRATEGIES 1. Grooming & Review Cadence 2. DeWinition of Ready 3. Stakeholder Engagement Strategy

27 BACKLOG GROOMING The set of all activities necessary to prepare the items in a Product Backlog for incremental delivery. This will include, but not limited to: Story Writing Workshops Formal Story Grooming sessions Formal Story Review sessions Sizing Stories Elaborating Acceptance Criteria Prioritizing Stories Decomposing Stories Architecture & Technical Design Note, you do not have to use User Stories. They are a proven technique to cultivate better shared understanding of requirements.

28 ALLOCATE TIME Mon Tue Wed Thu Fri Planning Daily Daily This is a sample 10-day cadence for an iteration. Daily Daily Daily Daily Daily Grooming Story Review Daily Sprint Review Demo Retro

29 GROOMING SESSIONS Times set- aside to review & improve backlog items Level of formality to be determined by the team Recommend at least 1 all- team session each iteration Schedule other sessions as needed May include: The entire team A subset of the team Stakeholders beyond the team that need to offer input on Acceptance Criteria or high- level approach for delivering the item Focus on what is just enough The goal is shared understanding not shared documentation.

30 GROOMING TARGET Mon Tue Wed Thu Fri 3 Planning Grooming 4 Planning Grooming 5 Planning Grooming The goal is to be grooming the stories targeted for two (maybe 3) iterations ahead of where you currently are. Approx. 2 hrs. 6 Planning Grooming 7 Planning Grooming 8 Planning Grooming

31 STORY REVIEW SESSIONS A session built into the team s cadence where the entire team comes together to review the items targeted for the next iteration Some teams choose to always look ahead 2 iterations Primary goal to determine if an item is Ready to take to Sprint Planning If not, identify speciwic grooming tasks and what additional information is needed in order to make it Ready If those items are not likely be completed, it is possible the item will need to be deferred until a later iteration It is not necessary to have it all right you will need to continue elaborating details as questions arise during the iteration

32 REVIEW TARGET Mon Tue Wed Thu Fri 3 Planning Story Review 4 Planning Story Review 5 Planning The goal is to be reviewing the stories for the iteration you are about to start. Approx. 30min. Story Review 6 Planning Story Review 7 Planning Story Review 8 Planning Story Review

33 GROOMING & REVIEW CADENCE Current Iteration Focus for Story Review Focus for Grooming Also the Business Analyst? Focus for Product Owner

34 GOAL IS TO LAY THE RUNWAY Iteration 1 Iteration 2 Iteration 3 Release Avoid Micro-Focus Step back to view the whole.

35 DEFINITION OF READY Similar to DeWinition of Done Governs the level of completeness for grooming What must be done during grooming for you to be ready to commit to the item? 1. Are Acceptance Criteria complete and understood? 2. Is it sized appropriately? 3. Do you know enough to dewine tasks? 4. Are all trucks on schedule to arrive?

36 IS THE PBI FIT FOR USE? Verification Assures that requirements specifications and models meet the necessary standard of quality to allow them to be used effectively to guide further work vs. Validation Ensures that all requirements support delivery of business value to the business, fulfill its goals and objectives, and meet a stakeholder need Prior to Sprint Planning User Stories should be Verified. (Story Review) User Stories should be continually validated through grooming. BABOK 6.5 BABOK 6.6

37 STAKEHOLDER ENGAGEMENT Goal: Proactively get feedback & input Avoid surprises & why did you do that? Builds trust & involvement Prevents rework 1. Stakeholder analysis 2. Set the cadence 3. DeWine the focus

38 3 STEPS FOR ENGAGEMENT Stakeholder Analysis 3 Groupings Core Contributors Interested Parties Ultimate Sponsors Consider All Groups Business Architecture User Experience Training Operations Etc. Set the Cadence Frequency Weekly Bi- Weekly Monthly Audience Involvement All stakeholders Sub- groups Rotation schedule DePine the Focus Feature Readiness Release Scope Upcoming Demo Technical Design Training Strategy

39 ROTATION EXAMPLE A Product Owner Business Analyst Tech Lead UX Architect Business Manager B A- Team plus Training Manager Operations Manager C B- Team plus Business Director Mon Tue Wed Thu Fri 3 Planning Story Review 4 Planning Story Review 5 Planning Story Review 6 Planning Story Review 7 Planning Story Review 8 Planning Story Review T revie the A

40 PITFALLS OF SKIPPING ANALYSIS Missing PBIs Were there gaps in the elicitation? Incomplete acceptance criteria Aspects of analysis glossed over? Lower velocity Less time for current sprint Missing Commitments Committing before ready

41 A BUSINESS ANALYST WILL HELP Build a Shared Understanding of Solutions that Inherently address the Needs of users By Embracing the Sprit of Agile s Simplicity and being Awesome at Nailing it down All while Looking for ways to increase Your productivity and Still maintain True balance Leslie J. Morse BA/SA/BSA: What do you call yourself? Technology-Enabled Business Solutions 4/3/2013 blog.fusionalliance.com

42 LET S CONNECT! Leslie J. Davisbase Consulting #BecomingAgile

Business Analysis Essentials

Business Analysis Essentials Understand the business analyst's role and responsibilities in a successful project. In this introductory course, you'll delve into the role and responsibilities of the business analyst (BA)- the communication

More information

Course Title: Managing the Agile Product Development Life Cycle

Course Title: Managing the Agile Product Development Life Cycle Course Title: Managing the Agile Product Development Life Cycle Course ID: BA25 Credits: 28 PDUs Course Duration: 4 days (with optional Executive session) Course Level: Intermediate/Advanced Course Description:

More information

Partnering for Project Success: Project Manager and Business Analyst Collaboration

Partnering for Project Success: Project Manager and Business Analyst Collaboration Partnering for Project Success: Project Manager and Business Analyst Collaboration By Barbara Carkenord, CBAP, Chris Cartwright, PMP, Robin Grace, CBAP, Larry Goldsmith, PMP, Elizabeth Larson, PMP, CBAP,

More information

Certified Business Analysis. Professional (CBAP) version 3

Certified Business Analysis. Professional (CBAP) version 3 Certified Business Analysis Professional (CBAP) version 3 Amman Jordan February 20 th 27 th, 2016 Table of Content 1 PROGRAM VALUE... 3 2 TARGET AUDIENCE... 4 3 PROGRAM OBJECTIVES... 5 4 ABOUT THE IIBA...

More information

Agile Extension to the BABOK Guide

Agile Extension to the BABOK Guide Agile Extension to the BABOK Guide Version 1.0 Complimentary IIBA Member Copy. Not for Redistribution or Resale www.iiba.org International Institute of Business Analysis, Toronto, Ontario, Canada International

More information

Business Analyst Community. AmerisourceBergen

Business Analyst Community. AmerisourceBergen Business Analyst Community AmerisourceBergen Introduction Results-oriented leader with proven success in managing and leading successful business analysis communities. With 18 years of business experience

More information

Agile Requirements by Collaboration

Agile Requirements by Collaboration Agile Requirements by Collaboration [Aarhus, DK; 5 October 2010] Ellen Gottesdiener www.ebgconsulting.com Ellen Gottesdiener Founder & Principal Consultant, EBG Consulting Facilitator, trainer, mentor,

More information

This alignment chart was designed specifically for the use of Red River College. These alignments have not been verified or endorsed by the IIBA.

This alignment chart was designed specifically for the use of Red River College. These alignments have not been verified or endorsed by the IIBA. Red River College Course Learning Outcome Alignment with BABOK Version 2 This alignment chart was designed specifically for the use of Red River College. These alignments have not been verified or endorsed

More information

A Guide to the Business Analysis Body of Knowledge (BABOK Guide) Version 2.0

A Guide to the Business Analysis Body of Knowledge (BABOK Guide) Version 2.0 A Guide to the Business Analysis Body of Knowledge (BABOK Guide) Version 2.0 www.theiiba.org International Institute of Business Analysis, Toronto, Ontario, Canada. 2005, 2006, 2008, 2009, International

More information

Business Analyst Work Plan. Presented by: Billie Johnson, CBAP CSM

Business Analyst Work Plan. Presented by: Billie Johnson, CBAP CSM Business Analyst Work Plan Presented by: Billie Johnson, CBAP CSM Agenda Topic Introduction Overview of a Business Analysis Work Plan Initiating a Business Analysis Effort Components of the Business Analysis

More information

Course Outline. Foundation of Business Analysis Course BA30: 4 days Instructor Led

Course Outline. Foundation of Business Analysis Course BA30: 4 days Instructor Led Foundation of Business Analysis Course BA30: 4 days Instructor Led Prerequisites: No prerequisites - This course is suitable for both beginner and intermediate Business Analysts who would like to increase

More information

Course Title: Planning and Managing Agile Projects

Course Title: Planning and Managing Agile Projects Course Title: Planning and Managing Agile Projects Course ID: BA15 Credits: 21 PDUs Course Duration: 3 days (Live in person class only) Course Level: Basic/Intermediate Course Description: This 3-day course

More information

PMI Agile Certified Practitioner (PMI ACP) Boot Camp Course AG05; 4 Days, Instructor-led

PMI Agile Certified Practitioner (PMI ACP) Boot Camp Course AG05; 4 Days, Instructor-led PMI Agile Certified Practitioner (PMI ACP) Boot Camp Course AG05; 4 Days, Instructor-led Course Description Take this PMI ACP training course to prepare for your Agile Certified Practitioner (PMI ACP)

More information

04 Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

04 Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Agile Quick Facts AGILE PRINCIPLES Customer Satisfaction 01 Changing Requirements 02 Frequent Delivery 03 Collaboration 04 Our highest priority is to satisfy the customer through early and continuous delivery

More information

Agile Project Management By Mark C. Layton

Agile Project Management By Mark C. Layton Agile Project Management By Mark C. Layton Agile project management focuses on continuous improvement, scope flexibility, team input, and delivering essential quality products. Agile project management

More information

Business Analyst Boot Camp Course BA101; 5 Days, Instructor-led

Business Analyst Boot Camp Course BA101; 5 Days, Instructor-led Business Analyst Boot Camp Course BA101; 5 Days, Instructor-led Course Description Full-Spectrum Business Analyst Training and Skills Development. Course Objectives Bridge the expectations gap between

More information

A Business Analysis Perspective on Business Process Management

A Business Analysis Perspective on Business Process Management A Business Analysis Perspective on Business Process Management October 2013 Discussion Points! Why have Roles?! What is Business Analysis?! Who is the Business Analyst?! Business Analysis & Business Process

More information

Comparatif PMI-PBA VS CBAP3

Comparatif PMI-PBA VS CBAP3 Présentation Business Analysis PMI Toulouse Laurent RENARD Comparatif PMI-PBA VS CBAP3 2016 Global Knowledge Training LLC. All rights reserved. Page 1 Laurent RENARD Master in Programming Technology MBA

More information

2015 Defense Health Information Technology Symposium Implementation of Agile SCRUM Software Development Methodology

2015 Defense Health Information Technology Symposium Implementation of Agile SCRUM Software Development Methodology Mr. Christopher Harrington, PM Clinical Support, Solution Delivery Division Mr. James Huber, Healthcare Data Analyst, DHA Decision Support 2015 Defense Health Information Technology Symposium Implementation

More information

Successfully Doing TOGAF in a Scrum Project

Successfully Doing TOGAF in a Scrum Project Successfully Doing TOGAF in a Scrum Project Is TOGAF Relevant in an Agile Environment? Marv Williams PMP, ACP, CSM, CISSP, TOGAF Level 2 Architect 1 Agenda Purpose of TOGAF and Scrum Contrast Scrum between

More information

The Business Analyst Role in Agile Projects and How To Do It

The Business Analyst Role in Agile Projects and How To Do It ASPE RESOURCE SERIES The Business Analyst Role in Agile Projects and How To Do It Prepared for ASPE-SDLC by Rob Snowden The skills we teach drive real project success. The Business Analyst Role in Agile

More information

Doing is the best way of Thinking New insights on work. Agile Project Methodology at ITG

Doing is the best way of Thinking New insights on work. Agile Project Methodology at ITG Doing is the best way of Thinking New insights on work Agile Project Methodology at ITG Imperial Tobacco Our brands We are the world leader in fine cut tobacco, premium cigars and rolling papers and we

More information

Agile Project Management and Agile Practices Training; with a Scrum Project that you will do.

Agile Project Management and Agile Practices Training; with a Scrum Project that you will do. 1 PMI Agile Certified Practitioner (PMI-ACP) workshop course details. We are unique and specialists in Agile! Your workshop trainer by passion and is a senior Agile Coach who coached many teams and Kanban

More information

Quality Assurance in an Agile Environment

Quality Assurance in an Agile Environment Quality Assurance in an Agile Environment 1 Discussion Topic The Agile Movement Transition of QA practice and methods to Agile from Traditional Scrum and QA Recap Open Discussion www.emids.com 2 What is

More information

Agile Product Roadmap Tutorial

Agile Product Roadmap Tutorial Roman Pichler s Slide d Agile Product Roadmap Tutorial eck About Roman Agile product management and Scrum consultant, trainer and author with over 10 years experience in Teaching and coaching product managers,

More information

Handling Requirements in Agile: BA vs. PO. April 14 th, 2011 - Agile NYC Pecha Kucha Presentation By Gene Gendel, PMP, CSM, CSP

Handling Requirements in Agile: BA vs. PO. April 14 th, 2011 - Agile NYC Pecha Kucha Presentation By Gene Gendel, PMP, CSM, CSP Handling Requirements in Agile: BA vs. PO April 14 th, 2011 - Agile NYC Pecha Kucha Presentation By Gene Gendel, PMP, CSM, CSP 1 What Do We Need To Look At Today? Defining Business Analyst (BA) Defining

More information

Bottom-Line Management

Bottom-Line Management pci Bottom-Line BOTTOM-LINE BUSINESS ANALYSIS THE ONLY 4 LEVEL INTEGRATED CURRICULUM TAKING PEOPLE FROM BEGINNER TO EXPERT 1. Business Analyst Foundations 2. High Quality Business Requirements 3. Use Cases

More information

Is Your Organization Agile-Ready?

Is Your Organization Agile-Ready? Watermark Learning Article Is Your Organization Agile-Ready? Part 1: Four Formidable Questions Lately I ve been getting questions from Agile seminar participants about how to apply Scrum to real life,

More information

Becoming a Business Analyst

Becoming a Business Analyst Becoming a Business Analyst What is Business Analysis? The practice of enabling change in an organizational context by defining needs and recommending solutions that delivers value to stakeholders When

More information

As the use of agile approaches

As the use of agile approaches What Does a Business Analyst Do on an Agile Project? By Kent J. McDonald Senior Instructor, B2T Training As the use of agile approaches increases, business analysts struggle to determine how their role

More information

Agile Practitioner: PMI-ACP and ScrumMaster Aligned

Agile Practitioner: PMI-ACP and ScrumMaster Aligned Agile Practitioner: PMI-ACP and ScrumMaster Aligned The PMI Agile Certified Practitioner (PMI-ACP) ScrumMaster credential validates your ability to understand agile principles, agile concepts, and establishes

More information

Agile Team Roles Product Owner & ScrumMaster. Brian Adkins Rick Smith

Agile Team Roles Product Owner & ScrumMaster. Brian Adkins Rick Smith Agile Team Roles Product Owner & ScrumMaster Brian Adkins Rick Smith Agenda Scrum & Team Roles Overview Product Owner ScrumMaster Existing Roles Scrum Teams Optimally about 7 people Sponsor Stakeholders

More information

Software Requirements, Third Edition

Software Requirements, Third Edition j Microsoft Software Requirements, Third Edition Karl Wiegers and Joy Beatty Contents Introduction Acknowledgments xxv xxxi PART I SOFTWARE REQUIREMENTS: WHAT, WHY, AND WHO Chapter 1 The essential software

More information

Project Lifecycle Management (PLM)

Project Lifecycle Management (PLM) Project Lifecycle Management (PLM) Process or Tool? Why PLM? Project Definition Project Management NEW REQUEST/ INITIATIVES SUPPORT (Quick fixes) PROJECT (Start Finish) ONGOING WORK (Continuous) ENHANCEMENTS

More information

Product / Program Management

Product / Program Management Product / Program Management Merlyn Jyothi September 17 th 2011 Development Structure Agile teams: 20 teams (3 Applications + 12 Platform) Agile team: Approx 9 members Development: 4-5 members Quality

More information

Agile Systems Engineering: What is it and What Have We Learned?

Agile Systems Engineering: What is it and What Have We Learned? Agile Systems Engineering: What is it and What Have We Learned? March 2012 Dr. Suzette S. Johnson Agile Engineering Northrop Grumman Suzette.Johnson@ngc.com Getting To Know You! Dr. Suzette Johnson Northrop

More information

Developing Business Analysis Expertise in Your Organization

Developing Business Analysis Expertise in Your Organization Developing Business Analysis Expertise in Your Organization Matthew Leach Director, Business Analysis Practice NTT DATA Corporation 2012 NTT DATA, Inc. NTT DATA Team Bios Matthew W. Leach, CBAP Director,

More information

Integrating UX Into Agile How To Ensure Your Sprints Result In Usable Software. Jon Innes Aug 10, 2011

Integrating UX Into Agile How To Ensure Your Sprints Result In Usable Software. Jon Innes Aug 10, 2011 Integrating UX Into Agile How To Ensure Your Sprints Result In Usable Software Jon Innes Aug 10, 2011 Overview Do you have a long list of user stories and have trouble organizing and prioritizing them?

More information

Agile Requirements Engineering + LESSONS LEARNED

Agile Requirements Engineering + LESSONS LEARNED Agile Requirements Engineering + LESSONS LEARNED Global Blue TAX-FREE Shopping Merchants Customs Refund Counter Back-Office Issue Tax- Free Form Approve Tax-Free Form Pay Refund Amount Processing Invoicing

More information

Program & Portfolio! Management using! Kanban! Copyright 2013 Davisbase Consulting. Limited Display License Provided to ASPE

Program & Portfolio! Management using! Kanban! Copyright 2013 Davisbase Consulting. Limited Display License Provided to ASPE Program & Portfolio! Management using! Kanban! Introduction and Agenda Tom Wessel, Davisbase Consulting 20 years in software development. Over 7 years working with software development teams, training,

More information

How do I manage my Project Scope using Business Analysis

How do I manage my Project Scope using Business Analysis How do I manage my Project Scope using Business Analysis Venus Patel, PMP, PMI-PBA Raygene Patterson, PMP, CBAP, CSM Slide 1 Presenters Venus Patel Raygene Patterson PMP, PMI-PBA PMP, CBAP, CSM 10 years

More information

Certified Scrum Product Owner

Certified Scrum Product Owner Certified Scrum Product Owner Discover the benefits of Scrum in this two-day immersion into Agile Product Management. This course is full of practical, real world techniques that you can implement immediately

More information

Introduction. Contents. Introducing the DSDM Agile Project Framework. Introducing DSDM

Introduction. Contents. Introducing the DSDM Agile Project Framework. Introducing DSDM Contents Introduction... 2 Introducing the DSDM Agile Project Framework... 2 Introducing DSDM... 2 Introducing Scrum... 3 The DSDM Agile Project Framework for Scrum... 4 Philosophy... 4 Values... 4 Principles...

More information

Business Analysis Lifecycle

Business Analysis Lifecycle Business Analysis Lifecycle by Sergey Korban Aotea Studios Ltd November 2011 Contents Introduction... 3 Business Analysis Lifecycle... 4 Practical Application... 5 Start-Up Phase... 5 Initiation Phase...

More information

T14 "TIMELINES, ARTIFACTS AND OWNERS IN AGILE PROJECTS" Hubert Smits Rally Software Development BIO PRESENTATION 6/21/2007 1:30:00 PM

T14 TIMELINES, ARTIFACTS AND OWNERS IN AGILE PROJECTS Hubert Smits Rally Software Development BIO PRESENTATION 6/21/2007 1:30:00 PM BIO PRESENTATION T14 6/21/2007 1:30:00 PM "TIMELINES, ARTIFACTS AND OWNERS IN AGILE PROJECTS" Hubert Smits Rally Software Development Better Software Conference & EXPO June 18-21, 2007 Las Vegas, NV USA

More information

7/24/2015. Blackstone Drupal Team

7/24/2015. Blackstone Drupal Team 7/24/2015 Drupal to Agile Drupal Blackstone Drupal Team 1 Agenda What We Will Present Today 1:00 PM 1:15 PM Introduction Why Apply Agile to Drupal Development Sprint 0 Model Sprint Cadence Definition of

More information

White Paper. Business Analysis meets Business Information Management

White Paper. Business Analysis meets Business Information Management White Paper BABOK v2 & BiSL Business Analysis meets Business Information Management Business Analysis (BA) and Business Information Management (BIM) are two highly-interconnected fields that contribute

More information

This handbook is meant to be a quick-starter guide to Agile Project Management. It is meant for the following people:

This handbook is meant to be a quick-starter guide to Agile Project Management. It is meant for the following people: AGILE HANDBOOK OVERVIEW WHAT IS THIS? This handbook is meant to be a quick-starter guide to Agile Project Management. It is meant for the following people: Someone who is looking for a quick overview on

More information

Agile Project. Management FOR DUMME&* by Mark C. Layton WILEY. John Wiley & Sons, Inc.

Agile Project. Management FOR DUMME&* by Mark C. Layton WILEY. John Wiley & Sons, Inc. Agile Project Management FOR DUMME&* by Mark C. Layton WILEY John Wiley & Sons, Inc. Table of Contents»#» « Introduction / About This Book 1 Foolish Assumptions 1 Conventions Used in This Book 2 How This

More information

CBAP+Master. YOU WILL PASS the exam on the FIRST TRY! 150 Free Questions CBAP and CCBA Certification version 1.1. Written by CBAPs for CBAPs

CBAP+Master. YOU WILL PASS the exam on the FIRST TRY! 150 Free Questions CBAP and CCBA Certification version 1.1. Written by CBAPs for CBAPs Certified Business Analysis Professional Prep Questions 150 Free Questions CBAP and CCBA Certification version 1.1 YOU WILL PASS the exam on the FIRST TRY! Written by CBAPs for CBAPs Site: www.cbapmaster.com

More information

Facilitation Foundations

Facilitation Foundations Facilitation Foundations Improving the Quality of Agile Meetings V. Lee Henson CST 1 Improving the Quality of Agile Meetings 2 V. Lee Henson CST Certified Scrum Trainer ADDIE Training Professional Agile

More information

Agile and the role of the business analyst

Agile and the role of the business analyst Agile and the role of the business analyst Debbie Paul & Paul Turner www.assistkd.com The history of Agile 1985 Spiral model 1991 RAD 1994 DSDM 1999 XP 2000 Agile Manifesto 2000 - DSDM for all IT projects

More information

Roles: Scrum Master & Project Manager

Roles: Scrum Master & Project Manager Roles: Scrum Master & Project Manager Scrum Master: Facilitate collaborative meetings Track team performance Remove impediments (Risk, Issue) Validate team alignment to Agile framework and scope Drive

More information

Transitioning from Waterfall to Agile Course AG01; 3 Days, Instructor-led

Transitioning from Waterfall to Agile Course AG01; 3 Days, Instructor-led Transitioning from Waterfall to Agile Course AG01; 3 Days, Instructor-led Course Description Identify the challenges you will face when implementing an Agile approach to software development and then plan

More information

Agile extreme Development & Project Management Strategy Mentored/Component-based Workshop Series

Agile extreme Development & Project Management Strategy Mentored/Component-based Workshop Series Overview This is a 15-day live facilitator-led or virtual workshop is designed to prompt your entire team to work efficiently with Microsoft s Application Lifecycle Management solution based around Visual

More information

Business Analysis Standardization & Maturity

Business Analysis Standardization & Maturity Business Analysis Standardization & Maturity Contact Us: 210.399.4240 info@enfocussolutions.com Copyright 2014 Enfocus Solutions Inc. Enfocus Requirements Suite is a trademark of Enfocus Solutions Inc.

More information

26 May 2010 CQAA Lunch & Learn Paul I. Pazderski (CSM/CSP, OD-CM, CSQA) spcinc13@yahoo.com Cell: 224-595-8846 AGILE THROUGH SCRUM

26 May 2010 CQAA Lunch & Learn Paul I. Pazderski (CSM/CSP, OD-CM, CSQA) spcinc13@yahoo.com Cell: 224-595-8846 AGILE THROUGH SCRUM 26 May 2010 CQAA Lunch & Learn Paul I. Pazderski (CSM/CSP, OD-CM, CSQA) spcinc13@yahoo.com Cell: 224-595-8846 AGILE THROUGH SCRUM 1 AGENDA & LEARNING POINTS 1. Open 2. Agile Overview 3. Scrum Basics Learning

More information

GAO Scheduling Best Practices Applied to an Agile Setting

GAO Scheduling Best Practices Applied to an Agile Setting GAO Scheduling Best Practices Applied to an Agile Setting by Juana Collymore and Brian Bothwell April 15, 2015 Outline Why is scheduling important? GAO Schedule Assessment Guide Overview Status of the

More information

Creating and Maintaining the Product Backlog

Creating and Maintaining the Product Backlog Creating and Maintaining the Product Backlog Presented by: In partnership with: 1 Josh Fruit Agile Coach & Trainer Davisbase Consulting Background in Development with 6 years IT Management leading cross-functional

More information

How to manage agile development? Rose Pruyne Jack Reed

How to manage agile development? Rose Pruyne Jack Reed How to manage agile development? Rose Pruyne Jack Reed What will we cover? Introductions Overview and principles User story exercise Retrospective exercise Getting started Q&A About me: Jack Reed Geospatial

More information

Utilisation v Productivity who gets the gold medal? Margaret Morgan Helen Meek

Utilisation v Productivity who gets the gold medal? Margaret Morgan Helen Meek Utilisation v Productivity who gets the gold medal? Margaret Morgan Helen Meek About us Margaret Morgan Helen Meek Very experienced (over 25 years!) IT practitioner across all aspects of the systems lifecycle

More information

Keeping a Healthy Product Backlog

Keeping a Healthy Product Backlog Keeping a Healthy Product Backlog Dhaval Panchal, CST and Agile Coach Slide 1 Dhaval Panchal Certified Scrum Trainer (CST) and Agile coach Consults with organizations from mid-sized product companies to

More information

Chapter 6. Iteration 0: Preparing for the First Iteration

Chapter 6. Iteration 0: Preparing for the First Iteration Chapter 6. Iteration 0: Preparing for the First Iteration People only see what they are prepared to see. Ralph Waldo Emerson There are no secrets to success. It is the result of preparation, hard work,

More information

Agile Certification: PMI-ACP

Agile Certification: PMI-ACP Agile Certification: PMI-ACP Agenda What is PMI-ACP? Should I get certified? Contrast ACP to PMP Prerequisites Exam Content What to focus on? How to prepare? Resources Merits or demerits of certifications

More information

Agile and Secure: Can We Be Both?

Agile and Secure: Can We Be Both? Agile and Secure: Can We Be Both? OWASP AppSec Seattle Oct 2006 Keith Landrus Director of Technology Denim Group Ltd. keith.landrus@denimgroup.com (210) 572-4400 Copyright 2006 - The OWASP Foundation Permission

More information

Product Development: From Conception to Execution. Slide 1

Product Development: From Conception to Execution. Slide 1 Product Development: From Conception to Execution Slide 1 Product Development: From Conception to Execution Becky Lester, CPCU GAINWeb Product Owner Grange Insurance Damon Lay, ACAS, MAAA Director Business

More information

Mike Cohn - background

Mike Cohn - background Scrum for Video Game Development 1 Mike Cohn - background 2 What is Scrum? One of the agile processes Iterative and incremental Produces demonstrable working software every two to four weeks Results- and

More information

Project Management and Business Analysis Maturity Assessments

Project Management and Business Analysis Maturity Assessments Project Management and Business Analysis Maturity Assessments A White Paper from Kathleen Hass and Associates Table of Contents Introduction... 3 Section 1: Assessment Services... 4 PM/BA Practice Maturity

More information

Sometimes: 16 % Often: 13 % Always: 7 %

Sometimes: 16 % Often: 13 % Always: 7 % SCRUM AT RIIS A Standish study found that only 20% of features in a typical system were used often or always and 45% of features were never used at all. The ability to embrace change is critical to reducing

More information

Develop Project Charter. Develop Project Management Plan

Develop Project Charter. Develop Project Management Plan Develop Charter Develop Charter is the process of developing documentation that formally authorizes a project or a phase. The documentation includes initial requirements that satisfy stakeholder needs

More information

Certified Scrum Master Workshop

Certified Scrum Master Workshop Learn, understand, and execute on the three overarching principles behind Scrum: iterative development, selfmanagement, and visibility. Even projects that have solid, well-defined project plans encounter

More information

Agile project portfolio manageme nt

Agile project portfolio manageme nt Agile project portfolio manageme nt Agile project & portfolio summit at Harrisburg University May 9, 2016 Agile project portfolio management Agenda Portfolio management challenges Traditional portfolio

More information

LEAN AGILE POCKET GUIDE

LEAN AGILE POCKET GUIDE SATORI CONSULTING LEAN AGILE POCKET GUIDE Software Product Development Methodology Reference Guide PURPOSE This pocket guide serves as a reference to a family of lean agile software development methodologies

More information

Executive Guide to SAFe 24 July 2014. An Executive s Guide to the Scaled Agile Framework. alshall@netobjectives.com @AlShalloway

Executive Guide to SAFe 24 July 2014. An Executive s Guide to the Scaled Agile Framework. alshall@netobjectives.com @AlShalloway An Executive s Guide to the Scaled Agile Framework Al Shalloway CEO, Net Objectives Al Shalloway CEO, Founder alshall@netobjectives.com @AlShalloway co-founder of Lean-Systems Society co-founder Lean-Kanban

More information

BAL2-1 Professional Skills for the Business Analyst

BAL2-1 Professional Skills for the Business Analyst 1 BAL2-1 Professional Skills for the Business Analyst OVERVIEW This course trains participants to help business clients articulate their needs and wants, and to document them clearly, concisely, and completely.

More information

I m an Alien... A Business Analyst in an Agile World Dorothy Tudor - TCC ABC 2014

I m an Alien... A Business Analyst in an Agile World Dorothy Tudor - TCC ABC 2014 I m an Alien... A Business Analyst in an Agile World Dorothy Tudor - TCC ABC 2014 Dot Tudor TCC Technical Director Accredited Agile Coach, Scrum CSM, CSPO, CSP Scaled Agile (SAFe) Program Consultant DSDM

More information

Agile Metrics - What You Need to, Want to, and Can Measure. June 9, 2014

Agile Metrics - What You Need to, Want to, and Can Measure. June 9, 2014 Agile Metrics - What You Need to, Want to, and Can Measure June 9, 2014 Agile Metrics Outline What do you care about? Why measure? Metrics to introduce earlier Metrics to introduce later How to prepare

More information

Best Practices for Adopting Visualization Into Your Software Process. Mitch Bishop Johann Mendoza

Best Practices for Adopting Visualization Into Your Software Process. Mitch Bishop Johann Mendoza Best Practices for Adopting Visualization Into Your Software Process Mitch Bishop Johann Mendoza #1 Issue Facing CIOs Today Dramatically cutting application development cost How Do CIOs Get There? (part

More information

Project Management in Software: Origin of Agile

Project Management in Software: Origin of Agile PAGE 1 ios App Development Project Management in Software: Origin of Agile PAGE 2 Learning Outcomes By the end of the unit, you should be able to: 1. Differentiate between Waterfall and Agile process 2.

More information

Mature Agile with a twist of CMMI

Mature Agile with a twist of CMMI Mature Agile with a twist of CMMI Carsten Ruseng Jakobsen Systematic Software Engineering crj@systematic.dk Kent Aaron Johnson AgileDigm, Incorporated kent.johnson@agiledigm.com Abstract Systematic is

More information

Mitigating Risk with Agile Development. Rich Mironov CMO, Enthiosys

Mitigating Risk with Agile Development. Rich Mironov CMO, Enthiosys Mitigating Risk with Agile Development Rich Mironov CMO, Enthiosys 2 About Rich Mironov CMO at Enthiosys, agile product mgmt consultancy Business models/pricing, roadmaps Agile transformation and Interim

More information

Business Analyst to Business Architect

Business Analyst to Business Architect Business Analyst to Business Architect To Infinity... and Beyond! White Paper March 2010 Authors: Jack Hilty Cathy Brunsting Editor: Janice Koerber Copyright 2010 SentientPoint, Inc. All Rights Reserved

More information

Agile Scrum and PMBOK Compatible or Contrary?

Agile Scrum and PMBOK Compatible or Contrary? Agile Scrum and PMBOK Compatible or Contrary? Paul Despres PMI Emerald Coast Panama City Branch June 26, 2014 Meeting Overview Agenda Topics: Review Agile/Scrum Methods Review PMBOK Structure Demonstrate

More information

Atomate Development Process. Quick Guide

Atomate Development Process. Quick Guide Development Process Quick Guide METHODOLOGY Every project is unique You know your business inside out. You have thought and planned your ideas carefully and are keen to see it live as soon as possible.

More information

Requirement Management with the Rational Unified Process RUP practices to support Business Analyst s activities and links with BABoK

Requirement Management with the Rational Unified Process RUP practices to support Business Analyst s activities and links with BABoK IBM Software Group Requirement Management with the Rational Unified Process RUP practices to support Business Analyst s activities and links with BABoK Jean-Louis Maréchaux Software IT Specialist IBM Rational

More information

Vision created by the team. Initial Business Case created. Cross functional resource meeting held. Agile alignment meeting

Vision created by the team. Initial Business Case created. Cross functional resource meeting held. Agile alignment meeting Help Tips Agile SDLC Product Backlog Daily Standup Sprint 1 Show and Tell 2 Week Sprint Sprint 2 Release1 (must haves) Retrospective Sprint 1 DONE! Sprint 3 Sprint 2 DONE! Sprint Backlog Sprint 3 DONE!

More information

Zarządzanie projektem agile 2015-05-21. The Mystery of Effective IT by Bogdan Bereza blogomotion.com/mystery 1 (30) Effective IT?

Zarządzanie projektem agile 2015-05-21. The Mystery of Effective IT by Bogdan Bereza blogomotion.com/mystery 1 (30) Effective IT? The Mystery of Effective IT by Bogdan Bereza blogomotion.com/mystery 1 (30) Effective IT? The Mystery of Effective IT by Bogdan Bereza blogomotion.com/mystery 2 (30) Bogdan Bereza, Victo.eu 1 The Mystery

More information

A Viable Systems Engineering Approach. Presented by: Dick Carlson (richard.carlson2@boeing.com)

A Viable Systems Engineering Approach. Presented by: Dick Carlson (richard.carlson2@boeing.com) A Viable Systems Engineering Approach Presented by: Dick Carlson (richard.carlson2@boeing.com) Philip Matuzic (philip.j.matuzic@boeing.com) i i Introduction This presentation ti addresses systems engineering

More information

Capstone Agile Model (CAM)

Capstone Agile Model (CAM) Capstone Agile Model (CAM) Capstone Agile Model (CAM) Approach Everything we do within the Capstone Agile Model promotes a disciplined project leadership process that encourages frequent inspection and

More information

44-76 mix 2. Exam Code:MB5-705. Exam Name: Managing Microsoft Dynamics Implementations Exam

44-76 mix 2. Exam Code:MB5-705. Exam Name: Managing Microsoft Dynamics Implementations Exam 44-76 mix 2 Number: MB5-705 Passing Score: 800 Time Limit: 120 min File Version: 22.5 http://www.gratisexam.com/ Exam Code:MB5-705 Exam Name: Managing Microsoft Dynamics Implementations Exam Exam A QUESTION

More information

Testing and Scrum. Agenda. Fall 2007 Scrum Gathering

Testing and Scrum. Agenda. Fall 2007 Scrum Gathering Testing and Scrum Fall 2007 Scrum Gathering Ralph van Roosmalen Agenda Introduction The Classical Test Approach Organization Test Documentation Test Activities Recruitment Reporting Test Automation Lessons

More information

Introduction to Agile

Introduction to Agile Chapter 1 Introduction to Agile Objectives: Define Agile software development Explain differences and similarities between various lightweight methodologies Learn the core principles of Agile Dispel common

More information

AGILE - QUICK GUIDE AGILE - PRIMER

AGILE - QUICK GUIDE AGILE - PRIMER AGILE - QUICK GUIDE http://www.tutorialspoint.com/agile/agile_quick_guide.htm Copyright tutorialspoint.com AGILE - PRIMER Agile is a software development methodology to build a software incrementally using

More information

Agile and Secure Can We Be Both? Chicago OWASP. June 20 th, 2007

Agile and Secure Can We Be Both? Chicago OWASP. June 20 th, 2007 Agile and Secure Can We Be Both? Chicago OWASP June 20 th, 2007 The Agile Practitioner s Dilemma Agile Forces: Be more responsive to business concerns Increase the frequency of stable releases Decrease

More information

Agile Metrics. It s Not All That Complicated

Agile Metrics. It s Not All That Complicated Agile Metrics It s Not All That Complicated Welcome About your Trainer, Katia Sullivan VersionOne Product Trainer and Agile Coach Certified Scrum Master Certified Scrum Product Owner Led teams/org s to

More information

Autodesk AutoCAD Utility Design: NV Energy's Agile Approach

Autodesk AutoCAD Utility Design: NV Energy's Agile Approach Autodesk AutoCAD Utility Design: NV Energy's Agile Approach Christer Hargrove NV Energy Colleen Adams Autodesk, Inc. UT2035 You decide to implement new software into your business process. You define requirements,

More information

Applying Lean on Agile Scrum Development Methodology

Applying Lean on Agile Scrum Development Methodology ISSN:2320-0790 Applying Lean on Agile Scrum Development Methodology SurendRaj Dharmapal, Dr. K. Thirunadana Sikamani Department of Computer Science, St. Peter University St. Peter s College of Engineering

More information

Sept 10, 2013. The Agile Business Analyst

Sept 10, 2013. The Agile Business Analyst Sept 10, 2013 The Agile Business Analyst Maureen McVey, CBAP Head of Learning & Development, IIBA 16+ BA Experience I.T. industry for over 25 years. 20+ Experience in learning and development Founding

More information

Certified ScrumMaster Workshop

Certified ScrumMaster Workshop Certified ScrumMaster Workshop Learn, understand, and execute on the three overarching principles behind Scrum: iterative development, self-management, and visibility. Even projects that have solid, well-defined

More information

When is Agile the Best Project Management Method? Lana Tylka

When is Agile the Best Project Management Method? Lana Tylka When is Agile the Best Project Management Method? Lana Tylka Staged Incremental Deliveries Prototypes Plan Develop Design Deploy Test Maintain Sequential Steps Multiple Iterations Waterfall Sprints, Spirals

More information