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Agile and the Business Analyst

Agile and the Business Analyst. Mindset shift :: Practical Agility. www.protegra.com blog.protegra.com. How agile are you?. Learning Outcomes. 1. Understand one facet of “why agile?”. 2. Describe some mindset shifts for Business Analysts. 4. An improved understanding of agile.

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Agile and the Business Analyst

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  1. Agile and the Business Analyst Mindset shift :: Practical Agility www.protegra.comblog.protegra.com

  2. How agile are you?

  3. Learning Outcomes 1. Understand one facet of “why agile?” 2. Describe some mindset shifts for Business Analysts 4. An improved understanding of agile 3. Two agile analysis practices you can use tomorrow

  4. About.us @tbunio @srogalsky winnipegagilist.blogspot.com Continuous Improvement Process Hacker Family Agile Helping others learn People FirstApplication Architect Inclusive Models Problem Solving Coaching Test First Making change happen Lean bornagainagilist.wordpress.com "If you want to build a ship, don't drum up people together to collect wood and don't assign them tasks and work, but rather teach them to long for the endless immensity of the sea."  ~ Antoine de Saint-Exupery 4 4

  5. Money, money, money

  6. Practical Agility – Practice #1 • Printing company • We will have a 3% discount for quantities over 1,000. And we will discount by 3% if they have more than 50 pages in the book. • Unless it’s a digital book. Then we will do a 2 % discount, which will jump to 3% if they have more than 1,000 quantity. Except in the case of more than 1,000 books and more than 50 pages, which is 4%.

  7. Specification By Example • Regular books: 3% discount for quantities over 1,000 or over 50 pages • Digital books: 2% discount. 3% if they have more than 1,000 quantity. 4% if they have more than 1000 and more than 50 pages.

  8. Specification By Example – Attempt #2 User Story: As an employee I want to receive overtime pay • For each week, hourly employees are paid: 2 times their wage for each hour worked on Sundays and holidays a standard wage per hour for the first 40 hours worked 1.5 times their wage for each hour after the first 40 hours

  9. a standard wage per hour for the first 40 hours worked (40 * $20) = $800.00

  10. (40 * $20) + (5 * $20 * 1.5) = $950.00 1.5 times their wage for each hour after the first 40 hours

  11. 2 times their wage for each hour worked on Sundays and holidays (40 * $20) + (8 * $20 * 1.5) + (8 * $20 * 2) = $1,360.00

  12. 2 times their wage for each hour worked on Sundays and holidays (40 * $20) + (8 * $20 * 1.5) + (8 * $20 * 2 ) = $1,520.00 *1.5

  13. Executable Specifications Credit: This example is from “The Role of Quality Assurance in Lean-Agile” – Allan Shalloway

  14. Specification By Example - Conclusions Great communication tool Focus on defect prevention Moves towards a test first strategy Encourages good design

  15. Practical Agility – Practice #2 • How do you typically gather requirements? • What are the types of sessions and situations that you prefer? • Take 3 minutes now and write down those ideas on stickies • One per stickie

  16. Discussion versus Dialogue • Dialogue – Hearing each others words to gain understanding or meaning • Hearing others • Free flowing • Discussion – Searching for the answers by proposing, interrupting, jumping to conclusions • Making ourselves heard • Directed • Competitive

  17. Silent Brainstorming • Refers to the collaborative methods where ideas are created, gathered, organized, priorized, and voted on in silence. • Benefits • Everyone has a voice • Early ideas do not prevent other contradictory ideas • Quick and efficient • No idea is too ‘out there’. Anonymity

  18. User Story Review • As a [Role] I want to do [Action] so that I get [Value]

  19. Scenario • We are going to build the new Facebook and Google+. • We are going to come up with the requirements for the new application • I’d like you to break up into teams of 4-6

  20. Trial #1 • Take 5 minutes and work as a team and collaboratively come up with User Stories.

  21. Trial #2 • Using Silent Brainstorming take the next 5 minutes and write down User Stories individually • No talking at all.

  22. Trial #3 • Using Silent Brainstorming take the next 5 minutes and write down User Stories individually • Each person will only write down one part of the story and then hand it off to the next person • One persons fills out the role • Next person fills out the action • Next person fills out the value • Start all over again • No talking at all.

  23. Retrospective • How did that feel? • How did the numbers compare? • Any surprises?

  24. Conclusions Short Feedback Loops Mindset Shifts Silent Brainstorming Specification By Example

  25. Prioritized Q & A • What scares you the most about agile? OR • What don’t you understand about agile? More questions? Terry.bunio@protegra.com steve.rogalsky@protegra.com Bornagainagilist.wordpress.com winnipegagilist.blogspot.com http://iiba.info/AgileExtension

  26. Agile is a Direction Individuals and Processes and Interactions Tools Customer Contract Collaboration Negotiation Responding Following to change a plan Working Comprehensive software documentation

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