Date post: | 14-Aug-2015 |
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Education |
Upload: | miroslaw-dabrowski |
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Start and finish Course style
LunchCoffee and breaksM00 - Course introduction 2/9 | 2/209
Understand the difference between traditional and Agile business analysis Identify stakeholders, personas and their involvement in Agile Describe the competencies and techniques of an Agile BA Understand the BA role in the Agile team and the organisation Capture and manage effective requirements for incremental solution delivery Recognise how an Agile Business Case differs from a traditional business case and present a lean business canvasMain goal Attempt Foundation exam with confidence Communicate freely within DSDM projects, understanding your role as business analystSecondary goal Benefits and value of business analysis and AgileBA
M00 - Course introduction 3/9 | 3/209
Let’s Get to Know Each Other Please share with the class: Your name and surname Your organization Your profession (title, function, job responsibilities) Your familiarity with the agile project management Your familiarity with the business analysis Your experience with DSDM/AgilePM/Scrum and BABOK Your personal session expectations
M00 - Course introduction 4/9 | 4/209
Foundation Exam Paper based and closed book exam Only pencil and eraser are allowed Simple multiple (ABCD) choice exam Only one answer is correct 50 questions, pass mark is 25 (50%) 40 minutes No negative points, no “Tricky Questions”
No pre-requisite for Foundation exam Sample, two (official) mock exams are provided to you
Candidates completing an examination in a language that is not their mother tongue, will receive additional timeM00 - Course introduction 5/9 | 5/209
Handbook Page
AgileBA syllabus section code and titleBF Business Analyst FundamentalsSO Strategy and OrganisationPR PracticesRQ Requirements
Module slide number / total module slidesSlide number / total slides
Module number and name
AgileBAhandbook pageAgileBA syllabus section code
AgileBA is defined in the Agile Business Analysis Handbook• v1.0, 2015• ISBN-13: 978-0992872786
SyllabusM00 - Course introduction 6/9 | 6/209
M00 - Course introduction 7/9 | 7/209
quizlet.com/42743032/
M00 - Course introduction 8/9 | 8/209
Creator Author / Writer Trainer• Lead author of more than 35+ accredited courseware materials from PRINCE2, PRINCE2 Agile, MSP, MoP, P3O, ITIL, M_o_R, MoV, PMP, Scrum, AgilePM, DSDM, CISSP, CISA, CISM, CRISC, CGEIT, TOGAF, COBIT5 etc. • Creator of popular 50+ interactive mind mapsfrom PPM and related topics (1+ mln views):www.miroslawdabrowski.com
Author of several articles and case studies for biggest Polish project management portal: 4PM: www.4pm.pl(15.000+ views each month)Editorial Board Member of Official PMI Poland Chapter magazine: “Strefa PMI”:www.strefapmi.pl
• International, english speaking trainer• Broad business knowledge about commercial education market and accreditation schemes• Over 100+ certifications• Over 1500+ people trained• Over 15.000+ hrs training• Over 25+ trainers trained and coachedlinkedin.com/in/miroslawdabrowski
Brand Ambassador Agile Coach / Coach PM / IT architect• Official Ambassador Poland of ASL BiSL Foundation (Netherlands). Responsible for promoting ASL2 and BiSL frameworkswww.aslbislfoundation.org• Founder and Leader of Ambassador Programme in OBASHI Ltd. (UK). Responsible for promoting OBASHI Methodologywww.obashi.co.uk
• Agile Change agent for organization moving towards more agile environment• C-level coaching from agile philosophy, working and management style• Individual coach for personal development• Auditing Agile project and teams• Years of experience with Agile(Scrum/DSDM/AgilePM) projects as a Scrum Master and Agile Coach
• IT architect (InfoSec and JEE domains) experienced in IT projects with budget above 10 mln PLN and timeline of 3+ years• Experienced with (“traditional”) projects under high security, audit and compliance requirements based on ISO/EIC 27001• 25+ web portal design and development projects with iterative, incremental and adaptive approach (Scrum or Agile hybrid)
Certifications (selected): CISA*, CISM*, CRISC*, CASP, Security+, Project+, Network+, Server+, MoP, MSP, PRINCE2, PRINCE2 Agile, M_o_R, MoV, P3O, ITIL, ASL2, BiSL, COBIT5, TOGAF 8/9L2, OBASHI, CAPM, PSM1, DSDM, AgilePM, OCUP Advanced, SCWCD, SCBCD, SCDJWS, SCMAD, MCT, MCP, MCITP, MCSA, MCSE+S, MCS, MCSA, ISTQB, IQBBA, REQB, CIW Web Design / Web Development / Web Security Professional, Certified Trainer Apollo 13 ITSM Simulation … (*passed exam, ongoing application)
Mirosław Dąbrowskiwww.miroslawdabrowski.com miroslaw_dabrowski
linkedin.com/in/miroslawdabrowskigoogle.com/+miroslawdabrowski
M00 - Course introduction 9/9 | 9/209
1. The Holistic View of the Business2. Overview of DSDM method from BA perspective3. DSDM Team roles and responsibilities4. The Agile Business Case5. Communicating with Stakeholders6. Dealing with Requirements7. Facilitated Workshops8. Modelling9. Working in a Timebox10. Requirements Engineering
M01 - The Holistic View of the Business 2/39 | 11/209
M01 - The Holistic View of the Business 3/39 | 12/209
Agile Mindset 4 Agile Values 12 Agile PrinciplesM01 - The Holistic View of the Business 4/39 | 13/209
Agile PracticesAgile Mindset 4 Agile Values
Unlimited number of practices
12 Agile PrinciplesM01 - The Holistic View of the Business 5/39 | 14/209
Scrum
XP
AgilePM
SAFe
Agile PracticesAgile Mindset 4 Agile Values 12 Agile PrinciplesM01 - The Holistic View of the Business 6/39 | 15/209
Scrum
XP
AgilePM
SAFe
Agile PracticesAgile Mindset 4 Agile Values 12 Agile Principles
Being Agile Doing Agile
M01 - The Holistic View of the Business 7/39 | 16/209
Dynamic Systems Development Method (DSDM)Agile Project Management (AgilePM)Agile Unified Process (AUP)Open Unified Process (OpenUP)Large-scale Scrum (Less)Scaled Agile Framework (SAFe)Disciplined Agile Delivery (DAD)Scrum at Scale (Scrum@Scale)Scrum-of-Scrums…
Agile Business Analysis (AgileBA)ScrumLean software developmentKanban (process + method)Extreme Programming (XP)Continuous Integration (CI)Continuous Delivery (CD)Feature-driven development (FDD)Test Driven Development (TDD)Crystal Clear…Fuller Approaches
(more than one team)Lightweight Approaches
(mostly one team)M01 - The Holistic View of the Business 8/39 | 17/209
Portfolio
Programme
Project
Team
Development / Delivery / Deployment
Scrum
Non Agile (just for comparison)
AgilePgM
Disciplined Agile Delivery (DAD)
AgilePM
Scaled Agile Framework (SAFe)
Management of Portfolios(MoP)
Managing Successful Programmes(MSP)
LeSS
LeSS Huge
Scrum@Scale PRINCE2Agile
Lean Software Development / eXtreme Programming (XP) / Refactoring / Test Driven Development (TDD) / Feature Driven Development (FDD) / Behavior Driven Development (BDD) / Continuous Testing (CT) / Continuous Integration (CI) / Continuous Delivery (CD) / Continuous Deployment (CD) / DevOps / Rugged DevOps …
M01 - The Holistic View of the Business 9/39 | 18/209
AgilePF AgileB
APRINCE2
Simple (straightforward) Everything is known
Complicated More is known than unknown
Complex More is unknown than known
Chaotic (unpredictable) Very little is known
TECHNOLOGY
REQUIR
EMENT
S
Far fromAgreement
Close toAgreementClose toCertainty Far fromCertainty
Source: Strategic Management and Organizational Dynamics by Ralph Stacey in Agile Software Development with Scrum by Ken Schwaber and Mike Beedle.
M01 - The Holistic View of the Business 10/39 | 19/209
Type Characteristics Leader’s/Manager’s job
Chaotic High Turbulence No clear cause‐and‐effect Unknowables Many decisions and no time
Immediate action to re‐establish order Prioritize and select actionable work Look for what works rather than perfection Act, sense, respond
Complex More unpredictability than predictability Emergent answer Many competing ideas
Create bounded environments for action Increase levels of interaction and communication Servant leadership Generate ideas Probe, sense, respond
Complicated More predictability than unpredictability Fact‐based management Experts work out wrinkle
Utilize experts to gain insights Use metrics to gain control Sense, analyze, respond Command and control
Simple Repeating patterns and consistent events Clear cause‐and‐effect Well establish knowns Fact based management
Use best practices Extensive communication not necessary Establish patterns and optimize to them Command and control
Agile thriveshere
M01 - The Holistic View of the Business 11/39 | 20/209
M01 - The Holistic View of the Business 12/39 | 21/209
M01 - The Holistic View of the Business 13/39 | 22/209
M01 - The Holistic View of the Business 14/39 | 23/209
02.1995 12.1995 09.1997 2002 2003 2006 2008 07.2010 06.2014 09.2014 10.2014 05.2015
DSDM DSDM V2 DSDM V3 DSDM V4 DSDM V4.1 DSDM V4.2 DSDM (Atern) DSDM V6
AgilePMV1 AgilePM V2
AgilePgM
AgileBA
Publishedonline
M01 - The Holistic View of the Business 15/39 | 24/209
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M01 - The Holistic View of the Business 16/39 | 25/209
M01 - The Holistic View of the Business 17/39 | 26/209
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M01 - The Holistic View of the Business 18/39 | 27/209
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M01 - The Holistic View of the Business 19/39 | 28/209
M01 - The Holistic View of the Business 20/39 | 29/209
Main output - top external trends that affect your organizationM01 - The Holistic View of the Business 21/39 | 30/209
Main output - awareness of each marketM01 - The Holistic View of the Business 22/39 | 31/209
M01 - The Holistic View of the Business 23/39 | 32/209
Mission Objectives
Strategy Tactics
MOSTAnalysis
M01 - The Holistic View of the Business 24/39 | 33/209
Identifies an organisation’s strengths and weaknesses: Financial resources e.g. assets Physical resources e.g. buildings Human resources e.g. skills, flexibility Reputation e.g. Brand Recognition "Know How" e.g. Patents, exploitation of technology
Main output - picture of where the organization stands right nowM01 - The Holistic View of the Business 25/39 | 34/209
CATWOE
Customers
Actors
Transformation Process
World View
Owner
Environmental Constraints
M01 - The Holistic View of the Business 26/39 | 35/209
M01 - The Holistic View of the Business 27/39 | 36/209
M01 - The Holistic View of the Business 28/39 | 37/209
M01 - The Holistic View of the Business 29/39 | 38/209
M01 - The Holistic View of the Business 30/39 | 39/209
M01 - The Holistic View of the Business 31/39 | 40/209
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M01 - The Holistic View of the Business 32/39 | 41/209
Leavitt’s Diamond
Structure
Technology
People
Task
M01 - The Holistic View of the Business 33/39 | 42/209
M01 - The Holistic View of the Business 34/39 | 43/209
M01 - The Holistic View of the Business 35/39 | 44/209
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M01 - The Holistic View of the Business 36/39 | 45/209
Core considerations when planning and implementing change Culture Communication Collaboration
M01 - The Holistic View of the Business 37/39 | 46/209
M01 - The Holistic View of the Business 38/39 | 47/209
M01 - The Holistic View of the Business 39/39 | 48/209