Introductions

2. Introductions • Gene Johnson, Agile Transformation Coach • gjohnson@fairhavensolutions.com 614.284.2437 • Pragmatic, engineer, innovator • Lauren Johnson McGeorge, Agile Coach and Team Accelerator • ljohnson@fairhavensolutions.com 614.406.8757 • Young, people whisperer, born nimble

3. Today’s Goals • Find a common context • Share in our perceptions from the front lines of several Agile transformations • Take away some pragmatic techniques, insights and new thoughts increase the visibility and value of the BA role while accelerating the team’s delivery of business solutions

4. Topics Prerequisites What is “Agile”? What is the Workflow? What is the “Agile Team”? Where does the BA fit in? BA versus Inukshuk on an Agile Team? Be Part of the Team Show the Value Align with “Why Agile?” JIT B A Great Team Member Q and A References

5. What is Agile? • As an adjective? • Nimble - quick and exact in movement and thoughts; able to adapt to changes quickly and easily with a sense of purpose. • As a solution delivery tool? • A lightweight framework that provides the ability to both create and respond to change in order to profit in a turbulent business environment. • There are many flavors of Agile. • Differ in simplicity, frequency of feedback, and rigor. • Share two things: • an incremental release strategy and • an iterative work strategy. • More than a set of practices – it is something you become, not something you do.

6. What is Agile? • The Fundamental Tenet of Agile We can dramatically reduce the cost of change… … simply by proactively, explicitly, continually expediting feedback. • Every Agile practice supports these values • Feedback • Communication • Simplicity • Courage • Respect / Humility ? agile traditional What Cost of Change agile traditional  Time ?  How

7. What is the Workflow? • Value-driven requirements represented by Stories within time-boxed Sprints • Fueled by a visible, continually groomed Product Backlog • Delivering increments of DONE work every Sprint Daily Standup 24 hours Sprint Design/Code/Test 2 weeks Releasable Product Increment Released to PROD Product Backlog Sprint Backlog • Sprint Planning Meeting • Review Product Backlog • Set Sprint Goal • Identify Sprint Backlog • Define Our Commitment • Daily Standup • What has been accomplished? • What will be accomplished? • What is blocking you? • Sprint Review Meeting • Show and Tell • Adjust Backlog • Retrospective • Open Next Sprint • Release Management • Frequent, fixed cadence of releases

8. What is the “Agile Team”? • Product Owner • Is one person, not a committee. • Responsible for maximizing the value of the work the team performs. • Their decisions are visible in the ordering of the Product Backlog. • The team takes direction from the Product Owner. Those wanting to change a backlog item’s priority must convince the Product Owner. • Scrum Master • Sprint focused, inward to the team. • Facilitates, optimizes and defends the sprint flow. • Removes blockers; inspires and improves the team. • Development Team • Includes Developers, QAs, BAs. • Turns Sprint Backlog items into functionality every sprint. • Defines team rules. • Is accountable for team commitments. • Is accountable for continually improving. • Is small enough to remain nimble and large enough to complete significant work. • Is cross-functional and self-organizing.

9. Where does the BA fit in? Enterprise Analysis Daily Standup 24 hours Sprint Design/Code/Test 2 weeks Releasable Product Increment Released to PROD Product Backlog Sprint Backlog Ensure items are playable Enable Feedback, Validate Understanding Solution Assessment and Validation

10. BA versus Inukshukon an Agile Team? An indication that "You are on the right path.“ What traits is an Inukshuk missing that may be required to be a great Agile team member in the role of BA?

11. Be Part of the Team • Be visible • BAs are activeparticipants • BA can be part of standup • Available, on call whenever team needs you • Support the Product Owner

12. Show the Value • Continual exploration of the need and elicitation • Derive acceptance criteria for stories • Need to remind the team of the value overall (the “why”) • Requirements arranged around value, not technical implementations • Story mapping and dependencies of stories is critical

13. Align with “Why Agile?”

14. JIT • Need stakeholders to speak with one voice via a Product Owner • Right info, right level of detail at the right time (JIT), light-weight documentation • Frequent feedback to drive change, refine requirements and mitigate risk • Starting a project is different, need story backlog to start • Sign-off as you go, not at end • Use of real options – deferring decisions to last possible moment • Stay ahead of the team

15. B A Great Team Member • Focus on interpersonal skills – communication, facilitation, coaching, negotiation, effective meetings and dialogues, passionate • I see you, I am here • Be credible – lions don’t need to roar • Balance inquiry and advocacy • Question, fight back, train others to fight back and question • Anyone can be a BA on the team and anyone can create a story • Bring the Product Owner into the team • Be a catalyst for inducing change, not just enabling it from others • Be motivated; align the team with purpose, autonomy, craftsmanship • Help the team have fun • Create a team identity • Seek improvement • Step outside your role

16. Questions?

17. References • “The Agile Extension to the BABOK® Guide, November 2011 Draft for Public Review” by IIBA and Agile Alliance. • “Adaptive Leadership – Accelerating Enterprise Agility” by Jim Highsmith • “Scaling Software Agility” by Dean Leffingwell. • “The Scrum Guide” by Ken Schwaber and Jeff Sutherland. • “2011 State of Agile Development Survey Results” by VersionOne.

18. BABOK Agile techniques • See the whole • Think as a customer • Analyze to determine what is valuable • Get real using examples • Understand what is doable • Stimulate collaboration and continuous improvement • Avoid waste