The Agile Guide to Business Analysis and Planning: From Strategic Plan to Continuous Value Delivery, 1st Edition By Howard Podeswa [eBook] [PDF]

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The Agile Guide to Business Analysis and Planning: From Strategic Plan to Continuous Value Delivery, 1st Edition By Howard Podeswa [eBook] [PDF] Why I Wrote This Book State-of-the-Art Guidance acr ... oss Agile Frameworks What Makes This Book Unique? Why Agile Analysis and Planning Is Important for the Enterprise Who Should Read This Book How This Book Works Repeating Book Features Introducing the BLInK Case Study Certification Information Thanks About the Author Chapter 1. The Art of Agile Analysis and Planning 1.1 Objectives 1.2 On Art and Agile Analysis 1.3 I Work for a Mainstream Company! What’s This Got to Do with Me? 1.4 Story 1: It’s Not My Problem 1.5 Story 2: The Cantankerous Customer 1.6 Chapter Summary 1.7 What’s Next? Chapter 2. Agile Analysis and Planning: The Value Proposition 2.1 Objectives 2.2 What Is Agile Analysis and Planning? 2.3 Who Is a Business Analyst? 2.4 Why Agile Analysis and Planning? 2.5 The Parallel Histories of Agile and Business Analysis 2.6 Two Diagnoses for the Same Problem 2.7 The Business Analysis Diagnosis 2.8 The Business Analysis Track Record 2.9 The Agile Diagnosis 2.10 The Agile Track Record 2.11 Why Agile Teams Should Include an Effective BA Competency 2.12 Chapter Summary 2.13 What’s Next? Chapter 3. Fundamentals of Agile Analysis and Planning 3.1 Objectives 3.2 What the Agile Manifesto Means for Business Analysis 3.3 What the Twelve Principles Mean for Business Analysis 3.4 Practices, Standards, and Frameworks 3.5 Overview of Agile Roles and the Business Analyst 3.6 Soft Skills of the Agile Business Analyst 3.7 13 Key Practices of Agile Analysis and How They Differ from Waterfall 3.8 Agile Business Analysis Rules of Thumb 3.9 Chapter Summary 3.10 What’s Next? Chapter 4. Analysis and Planning Activities across the Agile Development Lifecycle 4.1 Objectives 4.2 Overview of the Agile Analysis and Planning Map 4.3 The Zones 4.4 The Lanes 4.5 A Story in Three Acts 4.6 Act 1: The Short Lane 4.7 Act 2: The Long Lane 4.8 Act 3: The Grand Lane 4.9 Chapter Summary 4.10 What’s Next? Chapter 5. Preparing the Organization 5.1 Objectives 5.2 This Chapter on the Map 5.3 What Is Initiation and Planning? 5.4 How Long Should You Spend Up Front on Initiation and Planning? 5.5 The Purpose Alignment Model 5.6 Preparing the Infrastructure 5.7 Organizing Development Teams 5.8 Managing Stakeholder Expectations about Agile Development 5.9 Preparing the Customer–Developer Relationship 5.10 Agile Financial Planning 5.11 Preparing the Marketing and Distribution Teams 5.12 Preparing Channels and Supply Chains 5.13 Preparing Governance and Compliance 5.14 Preparing for Increased Demand on Resources 5.15 Preparing an Enterprise for Agile Development 5.16 Determine Organizational Readiness 5.17 Chapter Summary 5.18 What’s Next? Chapter 6. Preparing the Process 6.1 Objectives 6.2 This Chapter on the Map 6.3 Process Preparation 6.4 Tailoring the Agile Practice to the Context 6.5 Tuning the Process 6.6 Optimizing the Process Using Value Stream Mapping 6.7 Determining Process Readiness 6.8 Chapter Summary 6.9 What’s Next? Chapter 7. Visioning 7.1 Objectives 7.2 This Chapter on the Map 7.3 Overview of Product Visioning and Epic Preparation 7.4 Root-Cause Analysis 7.5 Specifying a Product or Epic 7.6 The Problem or Opportunity Statement 7.7 The Product Portrait 7.8 Crafting the Product and Epic Vision Statements 7.9 Stakeholder Analysis and Engagement 7.10 Analyzing Goals and Objectives 7.11 Analyze Leap of Faith Hypotheses 7.12 Chapter Summary 7.13 What’s Next? Chapter 8. Seeding the Backlog—Discovering and Grading Features 8.1 Objectives 8.2 This Chapter on the Map 8.3 Overview: Seeding the Backlog 8.4 Circumstance-Based Market Segmentation for Feature Discovery 8.5 Other Ways to Discover Initial Features 8.6 Feature Independence 8.7 Using the Role-Feature-Reason Template to Represent Epics and Features 8.8 Specifying Emergent Features 8.9 Physical Representation of Features 8.10 Feature Attributes 8.11 Determining Customer and User Value with Kano Analysis 8.12 Sequencing Epics and Features in the Backlog 8.13 Writing Feature Acceptance Criteria 8.14 Analyzing Nonfunctional Requirements and Constraints 8.15 Chapter Summary 8.16 What’s Next? Chapter 9. Long-Term Agile Planning 9.1 Objectives 9.2 This Chapter on the Map 9.3 Overview of Long-Term Planning, Epic Planning, and MVP 9.4 The Full-Potential Plan 9.5 Using MVPs to Validate the Assumptions behind the Plan 9.6 Capabilities for Effective MVP Implementation 9.7 Overview of the Product Roadmap 9.8 Planning the Interim Periods 9.9 Using the Product Roadmap for Shorter Planning Horizons 9.10 Chapter Summary 9.11 What’s Next? Chapter 10. Quarterly and Feature Preparation 10.1 Objectives 10.2 This Chapter on the Map 10.3 Overview of Features 10.4 Benefits of Feature Preparation 10.5 Feature Preparation Activities 10.6 Timing of Feature Preparation 10.7 Assessing Readiness 10.8 Accounting for Preparation Work: Tasks and Spikes 10.9 Specifying Features and Their Acceptance Criteria 10.10 Context Analysis 10.11 Stakeholder Analysis 10.12 Persona Analysis 10.13 Overview of Journey, Process, and Value Stream Maps 10.14 Journey Mapping 10.15 Value Stream Mapping 10.16 Business Process Modeling 10.17 Use-Case Modeling 10.18 User-Role Modeling Workshops 10.19 Review the Architecture 10.20 Chapter Summary 10.21 What’s Next? Chapter 11. Quarterly and Feature Planning 11.1 Objectives 11.2 This Chapter on the Map 11.3 Overview of Quarterly Planning 11.4 Overview of Flow-Based Feature Planning 11.5 When Is Planning at This Level Advised and Not Advised? 11.6 When to Use Quarterly Planning versus Flow-Based Feature Planning 11.7 How to Conduct Quarterly Planning with Agility 11.8 XP’s Planning Game Guidelines 11.9 Quarterly Planning: Timing Considerations 11.10 Preparing for the Planning Event 11.11 Planning Topics (Agenda) 11.12 Reviewing the Quarterly Plan, Once the Quarter Is Underway 11.13 Chapter Summary 11.14 What’s Next? Chapter 12. MVPs and Story Maps 12.1 Objectives 12.2 This Chapter on the Map 12.3 MVPs and Story Mapping: How the Tools Complement Each Other 12.4 MVP Planning 12.5 Story Mapping 12.6 Chapter Summary 12.7 What’s Next? Chapter 13. Story Preparation 13.1 Objectives 13.2 This Chapter on the Map 13.3 Overview of Story Preparation 13.4 Story Fundamentals 13.5 The Three Cs of Stories 13.6 Who Is Responsible for User Stories? 13.7 Physical versus Electronic Stories 13.8 Specifying Values for Story Attributes 13.9 Writing the Story Description 13.10 Specifying Story Acceptance Criteria 13.11 Stories That Aren’t User Stories 13.12 Guidelines for Writing High-Quality Stories 13.13 Patterns for Splitting Stories 13.14 Analyzing Business Rules and AC with Decision Tables 13.15 Chapter Summary 13.16 What’s Next? Chapter 14. Iteration and Story Planning 14.1 Objectives 14.2 This Chapter on the Map 14.3 Overview of Iteration and Story Planning 14.4 Attendees 14.5 Duration 14.6 Inputs for Iteration Planning 14.7 Deliverables of Iteration Planning 14.8 Planning Rules 14.9 Part 1: Forecast What Will Be Accomplished 14.10 Part 2: Plan the Implementation 14.11 Setting Up the Kanban Board 14.12 Scaling Iteration Planning 14.13 Feature Preview Meeting 14.14 Chapter Summary 14.15 What’s Next? Chapter 15. Rolling Analysis and Preparation—Day-to-Day Activities 15.1 Objectives 15.2 This Chapter on the Map 15.3 Overview of Rolling Analysis 15.4 Updating Task Progress 15.5 Triad Guideline 15.6 Actions That May Be Taken against a Developer Task 15.7 Monitoring Progress 15.8 Story Testing and Inspection (Analyze-Code-Build-Test) 15.9 Managing Scope Change during the Iteration 15.10 Updating Business Analysis Documentation 15.11 Ongoing Analysis of Upcoming Epics, Features, and Stories 15.12 Accounting for Progress at the End of the Iteration 15.13 The Iteration Review 15.14 The Iteration Retrospective 15.15 Chapter Summary 15.16 What’s Next? Chapter 16. Releasing the Product 16.1 Objectives 16.2 This Chapter on the Map 16.3 Getting Stories to Done 16.4 Releasing to the Market: Timing Considerations 16.5 Staging the Release 16.6 Quarterly (Release) Retrospective 16.7 Pivot-or-Persevere Meeting 16.8 Chapter Summary 16.9 What’s Next? Chapter 17. Scaling Agility 17.1 Objectives 17.2 This Chapter on the Map 17.3 Why Do We Need a Scaled Agile Approach? 17.4 Planning: Choosing an Approach That Supports Inter-team Collaboration 17.5 Continuous Delivery: Delivering Software Continuously, Safely, and Sustainably at Scale 17.6 Scaled Agile Culture: Creating a Culture That Supports Innovation at Scale 17.7 Scaling the Backlog 17.8 Scaling the Agile Organization 17.9 Scaling the Agile Process 17.10 Agile Requirements Management Software Tools 17.11 Lightweight Tools for Supporting Inter-team Collaboration 17.12 Potential Issues and Challenges in Scaling Agility 17.13 Chapter Summary 17.14 What’s Next? Chapter 18. Achieving Enterprise Agility 18.1 Objectives 18.2 This Chapter on the Map 18.3 Overview of Enterprise Agility 18.4 Foundational Practices 18.5 Overview of the Agile Process for Developing Innovative Products 18.6 Agile Corporate Culture 18.7 Overview of Principles and Practices for an Agile Corporate Culture 18.8 Three Principles for Applying Agile Practices 18.9 The Thirteen Practices for an Agile Corporate Culture 18.10 Agile Financial Planning 18.11 Chapter Summary Appendix A. Additional Resources and Checklists A.1 Mapping of Book Chapters to IIBA and PMI Guides A.2 Rules of Thumb in Agile Analysis and Planning A.3 Facilitation Tips A.4 Visioning Checklist A.5 Stakeholder Checklist A.6 NFRs and Constraints Checklist A.7 Readiness Checklist for Quarterly Planning A.8 Checklist of Invitees for Quarterly Planning A.9 Checklist of Quarterly and Feature Planning Inputs A.10 Checklist of Quarterly and Feature Planning Deliverables A.11 Checklist of Quarterly (Release) Retrospective Questions A.12 Checklist of Invitees for Scaled Quarterly and Feature Planning A.13 Overview of Agile Requirements Management Tools Appendix B. Discovery-Driven Planning Case Study: BestBots B.1 Background: BestBots Case Study B.2 Initial Market Analysis B.3 Determine Constraints (Required Outcomes) B.4 Create Draft of Reverse Income Statement B.5 Create Pro Forma Operations Specifications B.6 Create Assumptions Checklist B.7 Revise Reverse Income Statement B.8 Create Milestone Planning Chart [Show More]

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