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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 |