agile business analysis - softed spec’d courtesy philippe ... purchased full fare ticket? ... 2...

22/11/2011

(c) Software Education, 2010 1

Agile Business Analysis

The Key to Effective Requirements

on Agile Projects Shane Hastie MIM, CSM

Debunking the Myths

In Agile projects we don‟t just sit

down and write code like free-

form poetry!

– James King

22/11/2011


Directions

• Why Agile?

• Agile Needs Analysis

• Agile Changes Analysis

• The Agile Analyst

• Different Engagement Types

• Agile Analysis Tools

• What Next?

• Q & A

64% 20% 16%

22/11/2011


Manifesto for Agile Software Development

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

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.

Manifesto para Desenvolvimento Ágil de Software

Estamos descobrindo maneiras melhores de desenvolver

software, fazendo-o nós mesmos e ajudando outros a

fazerem o mesmo. Através deste trabalho, passamos a valorizar:

Indivíduos e interações mais que processos e ferramentas

Software em funcionamento mais que documentação abrangente

Colaboração com o cliente mais que negociação de contratos

Responder a mudanças mais que seguir um plano

Ou seja, mesmo havendo valor nos itens à direita,

valorizamos mais os itens à esquerda.

22/11/2011


The Agile Lifecycle

Envision 5%

Speculate 10% Explore 80%

Close 5%

Uncertainty in the Project Goal

Initial State Actual Path and precision of artifacts

Uncertainty in Stakeholder Satisfaction Space

What our SRS spec’d

Courtesy Philippe Kruchten

Source: W. Royce, IBM

The Right Solution

22/11/2011


As a xxx I want yyy so that zzz

Story 1

Story 2

Story 3

Story 4

Story 5

Story 6

Story 7

Story 8

Story 9

Epic 1

Epic 2

Epic 3

Backlog

Task 1

Task 2

Task 3

Task 4

Task 5

Task 6

Task 7

Task 8

Task 9

Task 10

Iteration Tasks

Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 10

Iteration

Planning

Task

Work

Task

Work

Task

Work

Task

Work

Task

Work

Task

Work

Task

Work

Task

Work

Wrapup

Daily

Standup

Daily

Standup

Daily

Standup

Daily

Standup

Daily

Standup

Daily

Standup

Daily

Standup

Daily

Standup

Daily

Standup

Task

Work

Task

Work

Task

Work

Task

Work

Task

Work

Task

Work

Task

Work

Task

Work

Present/

Retrospect

Uncompleted Story 3

Inside an Iteration

Story 3

Iteration

Planning

Story 1

Story 2

Iteration Backlog

Agile Needs Analysis

The hardest part

of building any

software system

is determining

precisely what to

build Frederick Brooks

22/11/2011


But the

Perception

Worse

I want a range of color

options including green, blue , and

purple

It shall be green.

I like purple.

It should be red or green.

22/11/2011


Agile Changes Analysis

Business Analysis Planning and Monitoring

Elicitation Requirements

Analysis

Solution

Assessment &

Validation

Enterprise

Analysis

Requirements Management and Communication

Current release: V2.0 (© 2009)

The Shocking

Truth About

Requirements

22/11/2011


They Change!

Are Requirements Obsolete?

22/11/2011


Reducing Waste

Leave things until the last RESPONSIBLE moment

Photo by Nick Wheeler

Progressive Elaboration

Vision

Personas & Goals

Epics

Stories

Acceptance Criteria

22/11/2011


Example: Vision Box

22/11/2011


Example: User Profiles

22/11/2011


Epics

• Elementary Business Process

• One person, one place, one time

• Could come from a process

map

• Someone doing something

• Enough to prioritise

• Fulfil to the Vision & Goals

22/11/2011


User Stories

• User Stories

• Guidelines for success

• Just-in-time

• Three C‟s

– Card

– Conversation

– Confirmation

Common format:

“As a <role> I want <thing to be delivered> so that <reason for the need>”

From Epic to Stories

• Identify the key process

elements

• Each piece of CRUD

• Consider the UI components

• “Happy days” steps

• “When things go wrong” –

preventing bad things from

happening

22/11/2011


How Do Your Stories Smell?

• The Value of Quality

• Performance

• Efficiency

• Reliability

• Functionality

• Useability

• Maintainability

22/11/2011


Acceptance Criteria • 3rd C – Confirmation of the story

• Just-in-time

• Progressively evolve during backlog

grooming and development

• Add details as needed

• Process flows

• Data structures

• UI mockups

• Technical notes

• Examples

• Whatever is needed . . .

• BDD Format

• <given> <when> <then>

• Test design criteria

Behaviour Driven Development

• Express needs as behaviour using scenarios • Scenario: Upgrade with sufficient air miles available

Given a traveller has a valid reservation in economy class

and he has sufficient air miles available

and there is a seat available in business class

when he requests an upgrade

then the upgrade should be provided

and his air miles balance reduced

and the economy seat released

and the business class seat reserved

22/11/2011


22/11/2011


The Agile Analyst

Scrum Roles

Product Owner

Scrum Master

The Delivery Team

22/11/2011


Product Owner

• Greater project engagement and leadership

• Understands the business & project vision

• Empowered decision maker

• Daily involvement

• Review the plan every iteration

• How competent and committed?

Where is the BA?

Product Owner? Scrum Master? A Team Member?

22/11/2011


Changing the Rules

Break down the walls

Need to be a facilitator

Open the communication channels

Keeper of the value context

Different Engagement Types

1. Traditional Requirements Gatherer

2. Surrogate Product Owner

3. Second in command (2IC)

4. Business Coach

5. Co-ordinator

6. Facilitator

7. Not required / Unemployed?

22/11/2011


Agile Analysis Guidelines

• See The Whole

• Think as a Customer

• Analyse to Determine What is Valuable

• Get Real Using Examples

• Understand What is Doable

• Stimulate Collaboration & Continuous

Improvement

• Avoid Waste

22/11/2011


UML Model courtesy of Dean Leffingwell

Rea

lise

d b

y

Op

tio

na

lly

Ela

bo

rate

d b

y

Co

nstr

ain

ed

by

Backlog Item

Epic Story

Use Case

Model

Quality

Requirement

(NFR)

Class

Diagram

State

Diagram

Other Types .

. .

Architecture

Requirement

Process Model – Who? What? When?

44

22/11/2011


Entity Relationship Diagram – With What?

Decision Table – What? How?

Condition Statements Rules

Purchased Full Fare Ticket? Y Y Y Y N N N N

Received Upgrade in Last 6 Months? Y Y N N Y Y N N

Gold Status? Y N Y N Y N Y N

Action Options Action Entries

Free Upgrade X X X

Discounted Upgrade Offer X X

No Upgrade X X X

22/11/2011


Offer Upgrade?

Ticket Type?

Full Fare

Discounted

Last Upgrade?

<= 6 Months

> 6 Months

<= 6 Months

> 6 Months

ACTIONS

No Upgrade

Free Upgrade

Offer Discounted Upgrade

Offer Discounted Upgrade

Free Upgrade

No Upgrade

Not Gold

Gold

Gold

Not Gold

Freq Flyer Level?

Decision Tree – What? How?

State Transition Diagram –

What? How?

22/11/2011


Use Cases – What? How?

USE CASE #

002 Amend Reservation

Goal in Context This use case allows a reservations operator to amend or cancel a

reservation in response to a caller request

Scope and Level Flight Reservations System

Primary Task

Preconditions The reservations system will be up and running, the Reservations Operator will have

logged into the system

Success End

Condition

Reservation details amended or removed

Failed End

Condition

No change to reservation details

Primary,

Secondary Actors

Reservations Officer (RO)

Caller

Trigger This use case begins when the RO receives a request to change an existing reservation

DESCRIPTION

Step Action

1 The RO selects the reservation to amend

(search criteria/mechanism TBD, possibly by reservation number, caller name, passenger

name, journey details . . .)

2 The system displays the reservation and journey details for all journeys not yet started

3 …

Upgrade

Seat

Are User Stories Simply

Degenerate Use Cases?

22/11/2011


Use Cases Versus User Stories

Use Case User Story

Transactional Statement of Value

Scope is “user valued transaction”

Scope is determined by what can be implemented in one iteration

Conceptual (Model) Descriptive

Requirement Requirements place holder

Know Your Context

Source: Philippe Kruchten

Octopus Model

22/11/2011


Agile Extension to the BABOK™

• Available for Download

• We NEED Your Feedback • http://www.iiba.org/imis15/IIBA_Website/Professional

_Development/Agile_Extension.aspx

BABOK™ V3.0

• Change Framework

• Multiple Perspectives

– „Motivation‟

– Portfolio

– Program/Project

– Specialisations

http://www.iiba.org/imis15/IIBA_Website/Professional_Development/Agile_Extension.aspx



22/11/2011


Any questions?

Contact me:

• Email [email protected]

• Web www.softed.com

• Blog http://blog.softed.com

• InfoQ articles http://www.infoq.com/author/Shane-Hastie

• Twitter @shanehastie

• Slides available from www.softed.com/resources

Options for Open Space

• Enterprise Analysis

• BABOK 3.0 Change

Framework

• Writing Good User

Stories

mailto:[email protected]

http://www.softed.com/

http://softwareeducation.wordpress.com/

http://www.infoq.com/author/Shane-Hastie




http://www.softed.com/resources

agile business analysis - softed spec’d courtesy philippe ... purchased full fare ticket? ... 2...

Documents