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The Agile Perspective Perspectives Table 11.1.2: Techniques used within Agile Approaches (Continued) Complimentary IIBA® Member Copy. Not for Distribution or Resale. Technique Story Decomposition Story Mapping Storyboarding Value Stream Mapping Brief Description 11.1.4 Underlying Competencies Ensures that the requirements for a product are represented at the appropriate level of detail and are derived from a valuable business objective. Provides a visual and physical view of the sequence of activities to be supported by a solution. Detail visually and textually the sequence of activities that represent user interactions with a system or business. Provides a complete, fact-based, time-series representation of the stream of activities required to deliver a product or service to the customer. Agile is a mindset. Agile business analysts embody the values and principles of the Agile Manifesto which are based on a humanistic view of product development as a process founded in communication and collaboration. Refer to the Agile Extension to the BABOK ® Guide for a description of the principles for business analysts. In adopting the agile mindset and philosophy, the business analyst develops competencies in: • Communication and collaboration: the ability to communicate the sponsor’s vision and needs; assist in influencing others to support the vision; participate and possibly facilitate negotiation of priorities; and facilitate collaborative agreement on solution outcomes. • Patience and tolerance: the ability to maintain self-control under pressure and keep an open mind when interacting with others. • Flexibility and adaptability: cross-functional skill sets that allow the business analyst to step outside their specialization in order to support other team members. • Ability to handle change: the ability to quickly assess the impact of change and determine what provides business value amongst frequently changing requirements, and assisting with, or maintaining, the reprioritization of the to-do work list. • Ability to recognize business value: the ability to understand how changes and new features can achieve business value and support the vision. • Continuous improvement: periodically review with the agile team how to become more effective. 376
Perspectives The Agile Perspective 11.1.5 Impact on Knowledge Areas This section explains how specific business analysis practices within agile are mapped to business analysis tasks and practices as defined by the BABOK ® Guide. It also describes how each knowledge area is applied or modified with the agile discipline. Each knowledge area lists techniques relevant to an agile perspective. BABOK ® Guide techniques are found in the Techniques chapter of the BABOK ® Guide. Agile Extension techniques are discussed in detail in the Agile Extension to the BABOK ® Guide. This is not intended to be an exhaustive list of techniques but rather to highlight the types of techniques used by business analysts while performing the tasks within the knowledge area. .1 Business Analysis Planning and Monitoring In agile approaches, detailed business analysis planning can be deferred until work on an activity is ready to begin rather than done upfront as in predictive projects. An initial plan for business analysis activities is developed at the beginning of the project. The plan then gets updated prior to the start of each cycle to account for change and to ensure that the plan is always up to date. Stakeholder involvement and engagement is key to the success of agile projects. Business analysts proactively plan to involve, engage, and collaborate with stakeholders. Communication is commonly much less formal and business analysis deliverables are often interactions and collaboration with less emphasis on the written documents. BABOK ® Guide Techniques • Backlog Management (p. 220) • Collaborative Games (p. 243) •Estimation(p.271) • Metrics and Key Performance Indicators (KPIs) (p. 297) • Mind Mapping (p. 299) • Prioritization (p. 311) • Scope Modelling (p. 338) • Stakeholder List, Map, or Personas (p. 344) • User Stories (p. 359) • Workshops (p. 363) Complimentary IIBA® Member Copy. Not for Distribution or Resale. Agile Extension Techniques • Lightweight Documentation •MoSCoW Prioritization •Personas • Relative Estimation • Retrospective .2 Elicitation and Collaboration Progressive elicitation and elaboration occur throughout an agile initiative. The most common pattern is an initial elicitation activity that establishes the high-level vision and scope of the solution, and an initial milestone-based plan for the delivery of the product. In every cycle there is more detailed elicitation for the 377
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v3 A GUIDE TO THE BUSINESS ANALYSIS
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International Institute of Business
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Table of Contents Chapter 4: Elicit
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Table of Contents Complimentary IIB
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The major changes in this release i
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What is Business Analysis? Introduc
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Structure of the BABOK ® Guide Int
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The Business Analysis Core Concept
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Key Terms Business Analysis Key Con
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Requirements Classification Schema
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Stakeholders Business Analysis Key
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Requirements and Designs Business A
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Business Analysis Planning and Moni
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Plan Business Analysis Approach Bus
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Plan Stakeholder Engagement Busines
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Plan Business Analysis Governance B
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Plan Business Analysis Governance B
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Plan Business Analysis Information
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Identify Business Analysis Performa
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Elicitation and Collaboration The E
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Prepare for Elicitation Elicitation
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Conduct Elicitation Elicitation and
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Conduct Elicitation Elicitation and
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Confirm Elicitation Results Elicita
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Communicate Business Analysis Infor
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Communicate Business Analysis Infor
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Manage Stakeholder Collaboration El
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Manage Stakeholder Collaboration El
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Requirements Life Cycle Management
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Requirements Life Cycle Management
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Trace Requirements Requirements Lif
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Trace Requirements Requirements Lif
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Maintain Requirements Requirements
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Prioritize Requirements Requirement
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Assess Requirements Changes Require
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Assess Requirements Changes Require
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Approve Requirements Requirements L
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Approve Requirements Requirements L
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Strategy Analysis Figure 6.0.1: Bus
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Strategy Analysis Figure 6.0.1: Str
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Analyze Current State Strategy Anal
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Define Future State Strategy Analys
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Assess Risks Strategy Analysis 6.3
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Assess Risks Strategy Analysis stak
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Define Change Strategy Strategy Ana
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Figure 7.0.1: Business Analysis Val
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Specify and Model Requirements Requ
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Verify Requirements Requirements An
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Validate Requirements Requirements
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Validate Requirements Requirements
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Define Requirements Architecture Re
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Define Requirements Architecture Re
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Define Design Options Requirements
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Analyze Potential Value and Recomme
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Solution Evaluation makes recommend
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Measure Solution Performance Soluti
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Measure Solution Performance Soluti
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Analyze Performance Measures Soluti
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Analyze Performance Measures Soluti
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Assess Solution Limitations Solutio
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Assess Solution Limitations Solutio
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Assess Enterprise Limitations Solut
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Assess Enterprise Limitations Solut
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Recommend Actions to Increase Solut
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Analytical Thinking and Problem Sol
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Behavioural Characteristics Underly
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Business Knowledge Underlying Compe
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Business Knowledge Underlying Compe
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Communication Skills Underlying Com
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Communication Skills Underlying Com
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Interaction Skills Underlying Compe
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Interaction Skills Underlying Compe
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Tools and Technology Underlying Com
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Acceptance and Evaluation Criteria
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Backlog Management Techniques 10.1.
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Backlog Management Techniques as hi
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Balanced Scorecard Techniques Figur
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Benchmarking and Market Analysis Te
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Brainstorming Techniques 10.5.2 Des
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Business Capability Analysis Techni
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Business Capability Analysis Techni
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Business Cases Techniques • When
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Business Model Canvas Techniques th
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Business Model Canvas Techniques Ke
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Business Rules Analysis Techniques
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Business Rules Analysis Techniques
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Collaborative Games Techniques 10.1
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Concept Modelling Techniques 10.11.
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Data Dictionary Techniques Data dic
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Data Flow Diagrams Techniques 10.13
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Data Flow Diagrams Techniques .2 Da
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Data Mining Techniques Data mining
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Data Modelling Techniques 10.14.4 U
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Data Modelling Techniques Attribute
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Data Modelling Techniques Figure 10
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Decision Analysis Techniques Decisi
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Decision Analysis Techniques .4 Tra
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Decision Modelling Techniques All o
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Decision Modelling Techniques Figur
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Document Analysis Techniques • wh
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Estimation Techniques • Bottom-up
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Financial Analysis Techniques When
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Financial Analysis Techniques appro
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Financial Analysis Techniques prese
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Focus Groups Techniques sometimes l
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Focus Groups Techniques should appe
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Functional Decomposition Techniques
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Glossary Techniques • Provides a
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Interface Analysis Techniques Inter
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Interviews Techniques 10.24.4 Usage
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Interviews Techniques Interview que
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Item Tracking Techniques 10.26 Item
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Lessons Learned Techniques 10.27 Le
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Metrics and Key Performance Indicat
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Mind Mapping Techniques connected r
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Non-Functional Requirements Analysi
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Non-Functional Requirements Analysi
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Observation Techniques Complimentar
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Organizational Modelling Techniques
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Organizational Modelling Techniques
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Prioritization Techniques 10.33.2 D
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Process Analysis Techniques 10.34 P
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Process Analysis Techniques dialogu
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Process Modelling Techniques 10.35
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Process Modelling Techniques Flowch
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Process Modelling Techniques Figure
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Prototyping Techniques 10.36.3 Elem
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The Business Process Management Per
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Glossary business analysis: The pra
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Glossary commercial off-the-shelf (
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Glossary event (business analysis):
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life cycle: A series of changes an
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including scope, budget, schedule,
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Glossary development team can use t
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strategy: A description of the chos
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Glossary verified requirement: A re
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Techniques to Task Mapping 10. Tech
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Contributors Complimentary IIBA® M
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Contributors • Barbara A. Carkeno
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Summary of Changes from BABOK ® Gu
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Index Complimentary IIBA® Member C
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Index Focus Groups 279 Forecasting
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Index Predictive Analytics 386 Proc
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Index Trustworthy 298 Trustworthy a
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STRATEGY REQUIREMENTS SOLUTIONS A G
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