ScrumandtheBusinessAnalyst

ScrumandtheBusinessAnalyst

info@ Scrum and the Business AnalystBob Hartman 31 July 2007Bob HartmanVice‐President, Business Development and Marketing Senior Consultant Certified Scrum Master Lean Software Development, Scrum A recovering developer (Master of Science degree in Computer Science; software dev for 15+ years) ; y ) Software Executive for 15+ yearsbob.hartman@ 303‐766‐0970If you keep doing the same thing you always did, you'll keep getting what you always got! Bob has been in every seat between development and the executive suite and believes a lean-agile, continuous improvement approach will break that rut with positive results!2 Copyright © 2007 Net Objectives. All Rights Reserved. 1 August 2007

ScrumandtheBusinessAnalyst

Net Objectives: Who We AreVision Mission Effective software development without suffering To assist companies in maximizing the business value returned from their efforts in software development and maintenance. p We do this by providing training, coaching, and consulting that directly assists and empowers our customers to create and sustain this ability Services Training in sustainable product development Assessments Lean‐Agile coaching and mentoring Lean Software Development Agile Methods (Scrum, XP, RUP) Agile Analysis Design Patterns Test‐Driven Development / Quality AssuranceCopyright © 2007 Net Objectives. All Rights Reserved. 1 August 2007Expertise3Agenda for tonightLean/Agile/Scrum– Setting context – Scrum overviewThe Agile Business Analyst– User stories – ChallengesSummary Q&A4Copyright © 2007 Net Objectives. All Rights Reserved.1 August 2007

ScrumandtheBusinessAnalyst

info@ Setting ContextThe Big PictureBusiness Team TechnicalDesign Patterns Explained Lean Software DevelopmentAgile/Scrum Development PracticesAgile Estimation & Analysis Lean QA & Agile TestingTDD6Copyright © 2007 Net Objectives. All Rights Reserved.1 August 2007

ScrumandtheBusinessAnalyst

The Risks of Software DevelopmentDelivering too little, too late Building more than you need Building lower priority items Building the right thing wrong Poor quality of software– Software buggy – Software not maintainableArchitectural risks Having the wrong resources Discovering functional needs late in the project7Copyright © 2007 Net Objectives. All Rights Reserved.1 August 2007Principles and PracticesPrinciples are underlying truths that don’t change over time or space, while practices are the application of principles to a particular situation l l Practices can and should differ as you move from one environment to the next, and they also change as a situation evolves8Copyright © 2007 Net Objectives. All Rights Reserved.1 August 2007

ScrumandtheBusinessAnalyst

True AgilityTrue agility (note the lack of g y( capitalization) is not adhering blindly to a practice, nor casually discarding a practice. True agility is thoughtfully reviewing feedback and making informed adjustments when necessary.9 Copyright © 2007 Net Objectives. All Rights Reserved. 1 August 2007Very Simple Definitions of Agile and ScrumAgile (capitalized because most people do it that way):– Building software in iterationsScrum– A management process wrapper with specific practices – Can be wrapped around any development practicesOften combined with eXtreme Programming (XP) practices– Has some well defined roles10Copyright © 2007 Net Objectives. All Rights Reserved.1 August 2007

ScrumandtheBusinessAnalyst

Principles of Lean Software Development1. 2. 2 3. 4. 5. 6. 7.11Eliminate Waste Build Quality In Create Knowledge Defer Commitment Deliver Fast Respect People Optimize the WholeCopyright © 2007 Net Objectives. All Rights Reserved.1 August 2007Biggest Wastes According To LeanBuilding what you don’t need. Building what you need with poor quality. g y p q y Building what you need in an inefficient manner.Non-maintainabilityComplexity12Copyright © 2007 Net Objectives. All Rights Reserved.1 August 2007

ScrumandtheBusinessAnalyst

Building What You Don’t NeedFeatures Actually Used7% 13% Alw ays 45% Often Sometimes 16% Rarely Never19%Source: Copyright © 2007 Net Objectives. All Rights Reserved.info@ Scrum Overview

ScrumandtheBusinessAnalyst

Agile RolesPrioritiesUsers/StakeholdersRequirementsBusiness OwnerReporting, MonitoringScrum Master Product Champion (s)Collaboration ValidationDevelopers/Testers15 Copyright © 2007 Net Objectives. All Rights Reserved. 1 August 2007What Is Scrum?Building software in “sprints” (aka “iterations”)– Strict definition is 30 days per sprint – Practical is a bit differentFrom 1 to 4 weeks Most teams do 2 weeksProduct backlog– Consisting of stories (typically 1‐3 days each) – Prioritized by the Product Owner/ChampionA Cross‐Functional Team– Members have skills, not roles – Scrum Master facilitates teamBrief daily “stand‐up” (or “scrum”) meetings16 Copyright © 2007 Net Objectives. All Rights Reserved. 1 August 2007

ScrumandtheBusinessAnalyst

Basic Scrum Flow*Sprint = Iteration17sCopyright © 2007 Net Objectives. All Rights Reserved.1 August 2007The Basic Unit Is the IterationFor Each Iteration you:– PlanWhat do we need to do? The team decides how much it can do– PerformDemonstrable Business Value Potentially shippable Product Quality Process Daily Monitoring– EvaluateThe Product The ProcessRepeat…18 Copyright © 2007 Net Objectives. All Rights Reserved. 1 August 2007

ScrumandtheBusinessAnalyst

info@ The Idea Behind IteratingPlay to Win… …this hand, and the next!Doing the Most Important HalfStandard development sequence St d d d l tSuggested development sequenceMost important half of a feature Less important half of a feature20sCopyright © 2007 Net Objectives. All Rights Reserved.1 August 2007

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