Menu Expand
Agile and Business Analysis

Agile and Business Analysis

Lynda Girvan | Debra Paul

(2017)

Additional Information

Book Details

Abstract

Adopting an Agile approach can revolutionize the way business analysts work. It enables clearer vision and success measure definitions, better stakeholder engagement and a greater understanding of customer needs, amongst other benefits. This book provides a comprehensive introduction to Agile methodologies and explains these in the context of business analysis. It is ideal for business analysts wanting to learn Agile practices, working in an Agile environment, or undertaking Agile certifications.
'The complex world of Agile made relevant for BAs. Combines well-explained theory with wide-ranging practical application and offers an essential handbook for anyone involved in the Agile project world. A valuable addition to the BA toolkit.'
Sandra Leek
'This book should be a very welcome addition to the intellectual arsenal of any Business Analyst. The Authors have attempted the difficult task of combining good Business Analysis thinking with the sometimes dogmatic world of Agile, providing not only a comprehensive and clear discussion of the Agile Methodology in all its forms but also an encyclopaedic view of existing analysis techniques which can be deployed within it. The emphasis of the book is on how to think your way through an agile environment rather than slavishly follow a prescribed method and the content is provocative and informative in equal measure whilst advocating a hybrid model that uses the best techniques from both the Agile and pre-Agile worlds. It encourages the Business Analyst to deploy their skills at exactly the right place; which is at the exact centre of change. As such, this book will inform the continuing evolution of Agile Business Analysis and will provide a firm foundation for any Business Analyst trying to find their feet in the new Agile friendly world.'
David Beckham
Debra Paul is the Managing Director of Assist Knowledge Development. She has worked in business analysis and business change for over 30 years and is the editor and co-author of the best-selling BCS publication, 'Business Analysis'. Lynda Girvan is a Principal Consultant and Trainer for Assist Knowledge Development. She has over 25 years experience in business analysis, agile development, agile coaching and transformational change programmes.
'Business organisations must innovate to thrive. Continual analysis of alternatives, competition, and solutions based on lean thinking and agile development, has offered effective answers. The glue between innovation and operational performance is often a partnership between the business, the product owner and the Scrum team developers. The developers, often led by the business analyst, also have a deep knowledge of how the system or product can be used and made more valuable. The Scrum developers often have insights that the Product Owner may not have seen. With the growing automation of business functions through lean techniques, supply chain integration, and customer relationship systems, and AI prowling deep data, this relationship is critical and must be the best possible in the circumstances. The business functions are now automated products, frequently updated for competitive advantage. This book provides the guidance and insights that help you work within this context.'
Ken Schwaber
Agile is an iterative approach to software development that has rapidly gained popularity in the IT industry as the preferred alternative to traditional project management. For business analysts, adopting an Agile approach can revolutionize working practices. It enables clearer vision and success measure definitions, better stakeholder engagement and a greater understanding of customer needs, amongst other benefits. This book provides a comprehensive introduction to Agile methodologies and explains these in the context of business analysis. It is ideal for business analysts wanting to learn and understand Agile practices, working in an Agile environment, or undertaking Agile certifications.
'This book is invaluable to anyone undertaking agile analysis, illustrating that by using new techniques to supplement and extend the BA toolkit, and adopting a “just enough, just in time” philosophy, a truly agile delivery approach can be supported.'
Dr Terri Lydiard
'I have never understood those in the Agile community that have insisted that there is no need for an analyst role in the context of Agile projects. The project team needs access to first-hand business knowledge, combined with empowered and timely decision making but if the business representatives don’t have the experience or skills to translate their contribution to the project team, then the project will suffer. With this book, Lynda and Debra bridge this gap and help not only the business but also the Agile community, to understand why the gap exists, what can be done to address it, which existing roles can help, and how existing Agile roles and practices contribute to the solution. I highly recommend it.'
Julian Holmes

Table of Contents

Section Title Page Action Price
Cover Cover
Copyright Page v
CONTENTS vi
LIST OF FIGURES x
LIST OF TABLES xiii
AUTHORS’ BIOGRAPHIES xiv
FOREWORD xv
PREFACE xviii
1 BUSINESS ANALYSIS IN AGILE ENVIRONMENTS 1
INTRODUCTION 1
THE RATIONALE FOR BUSINESS ANALYSIS 3
BUSINESS AGILITY 5
THE AGILE BUSINESS ANALYST 6
THE AGILE BUSINESS ANALYSIS BOOK 8
2 AGILE PHILOSOPHY AND PRINCIPLES 11
INTRODUCTION 11
THE ORIGINS OF AGILE 12
THE AGILE MANIFESTO 16
THE 12 AGILE PRINCIPLES 19
AGILE APPROACHES 20
AGILE PRACTICES 21
CONCLUSION 22
3 ANALYSING THE ENTERPRISE 24
INTRODUCTION 24
THE BUSINESS ANALYSIS PERSPECTIVE 25
AGILE MANIFESTO FOR BUSINESS ANALYSTS 31
AGILE BUSINESS THINKING 32
CONCLUSION 39
4 ADOPTING AN AGILE MINDSET 41
INTRODUCTION 41
RELATING THE AGILE PRINCIPLES TO BUSINESS ANALYSIS 41
COLLABORATIVE WORKING 43
SELF-ORGANISING TEAMS 46
CONTINUOUS IMPROVEMENT 49
ITERATIVE DEVELOPMENT AND INCREMENTAL DELIVERY 52
PLANNING FOR AND BUILDING IN CHANGE 55
DOING THE RIGHT THING AND THE THING RIGHT 56
CONCLUSION 57
5 UNDERSTANDING AGILE METHODS AND FRAMEWORKS 59
INTRODUCTION 59
KEY ELEMENTS IN AGILE METHODS 59
POPULAR AGILE METHODS AND APPROACHES 61
SCALED AGILE APPROACHES 73
CONCLUSION 75
6 MODELLING THE BUSINESS CONTEXT 78
INTRODUCTION 78
ORGANISATIONAL AGILITY 79
USING MODELLING TECHNIQUES 82
MODELLING AT A BUSINESS LEVEL 86
CONCLUSION 94
7 WORKING WITH STAKEHOLDERS AND ROLES 96
INTRODUCTION 96
THE NATURE OF STAKEHOLDERS 96
THE MULTI-SKILLED TEAM 99
CUSTOMER CATEGORIES 103
STAKEHOLDER ENGAGEMENT 106
STAKEHOLDER CATEGORIES, ROLES AND PERSPECTIVES 110
CONCLUSION 119
8 DECOMPOSING GOALS 121
INTRODUCTION 121
THE RELEVANCE OF GOAL-BASED ANALYSIS 121
GOAL AND FUNCTIONAL DECOMPOSITION 123
UNDERSTANDING GOAL LEVELS 126
USING GOALS TO ACHIEVE BUSINESS AGILITY 128
USING GOALS TO DEFINE ITERATIONS AND RELEASES 128
CONCLUSION 129
9 PRIORITISING THE WORK 130
INTRODUCTION 130
THE IMPORTANCE OF PRIORITISATION 130
PRIORITISING REQUIREMENTS 131
APPLYING PRIORITISATION 137
PRIORITISATION DECOMPOSITION 138
PRIORITISATION ISSUES 139
CONCLUSION 144
10 DECIDING THE REQUIREMENTS APPROACH 145
INTRODUCTION 145
THE REQUIREMENTS ENGINEERING FRAMEWORK 145
PLANNING THE REQUIREMENTS APPROACH 149
ISSUES WITH REQUIREMENTS ENGINEERING 151
AGILE REQUIREMENTS ENGINEERING 152
REQUIREMENTS ELICITATION TECHNIQUES 154
THE ROLE OF BUSINESS ANALYSIS IN ELICITATION 156
CONCLUSION 158
11 MODELLING USERS AND PERSONAS 159
INTRODUCTION 159
BENEFITS OF A MODELLING APPROACH TO REQUIREMENTS 159
MODELLING USERS AND FUNCTIONALITY 161
ANALYSING USERS AND ROLES 164
ANALYSING PERSONAS AND MISUSE CHARACTERS 168
ANALYSING THE SYSTEM CONTEXT AND SCOPE 172
VISUALISING USER JOURNEYS 178
CONCLUSION 179
12 MODELLING STORIES AND SCENARIOS 180
INTRODUCTION 180
MODELLING SYSTEM USAGE 180
USER STORIES 182
SCENARIOS 193
BEHAVIOUR DRIVEN DEVELOPMENT 195
STORY MAPPING 197
CONCLUSION 202
13 ORGANISING TASKS AND REQUIREMENTS 204
INTRODUCTION 204
TYPES OF REQUIREMENT 205
THE REQUIREMENTS CATALOGUE 208
THE ITEMISED BACKLOGS 209
REQUIREMENTS CATALOGUE OR SOLUTION BACKLOG? 213
RECORDING NON-FUNCTIONAL REQUIREMENTS 214
HIERARCHY OF REQUIREMENTS 216
CONCLUSION 221
14 ESTIMATING AGILE PROJECTS 222
INTRODUCTION 222
AGILE ESTIMATION APPROACHES 222
WHY AND WHEN TO ESTIMATE 223
ESTIMATION TECHNIQUES 224
CONCLUSION 231
15 PLANNING AND MANAGING ITERATIONS 233
INTRODUCTION 233
THE ITERATION 233
ITERATIONS AND GOALS 236
PLANNING THE ITERATION 238
MANAGING AND MONITORING THE ITERATION 249
REVIEWING THE ITERATION 253
THE ROLE OF BUSINESS ANALYSIS IN AGILE ITERATIONS 256
CONCLUSION 258
16 CONSIDERATIONS WHEN ADOPTING AGILE 259
INTRODUCTION 259
AGILE ADOPTION 260
THE BUSINESS ANALYST ROLE IN AN AGILE WORLD 265
CONCLUSION 269
INDEX 271
Back Cover 275