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(C) International Institute of Business Analysis

1
Tools that
Support
Agile BA
December 15, 2011
(C) International Institute of Business Analysis
Vision and Mission
Develop and maintain standards for
the practice of business analysis and
for the certification of its practitioners
IIBA

is an international not-for-profit
professional association for
business analysts.
Vision
The world's leading association for
Business Analysis professionals
Mission
Tom Karasmanis
IIBA Product Manager
Tom Karasmanis is a Senior Consultant with 25 years'
experience in Information Technology, including roles as a
Business Architect, Business/Systems Analyst, Project Leader,
Technical Architect, and Software Engineer. He has worked in publishing,
healthcare, public sector, banking, financial services, insurance, supply
chain, telecommunications, and retail.
Tom served as Chief Architect of the IIBA from 2009 to 2011. He is currently
IIBA Product Manager of Being a BA: Technical Excellence and Vendor
Showcase. Tom is a management consultant in business architecture and
business analysis, assisting organizations to build or improve their BA
practices. He speaks regularly at international conferences.
Tom holds a Bachelor of Applied Science in Chemical Engineering from the
University of Toronto and is active in the business analysis and business
architecture communities.
4
(C) International Institute of Business Analysis
Outline
Introductions and Housekeeping 12:00
Vendor Presentations 12:05
Polarion 12:05
Jama Software 12:20
The BA Kit 12:35
Questions and Answers 12:50
Close 12:59
Extended Q&A 1:00
5
International Institute of Business Analysis





Warren Smith
IIBA Host
Tom Karasmanis
Question and Answer

How to Ask Questions
Use the Question box to ask questions. Selected questions will
be answered at the end, but you can ask
at any time.
Include the vendors name if you want a
specific vendor to respond.
Short, specific questions, please!
6
International Institute of Business Analysis
David Merril
Derwyn Harris
Tools that Support Agile BA
Change-Driven Methods (2.1.4)
e.g. Agile software development methods
Rapid delivery of business value in short
iterations
Often one approver for requirements, who is
an active participant in daily activities
User stories common technique of
documenting user requirements
7
(C) International Institute of Business Analysis

Tools that Support Agile BA
Change-Driven Methods (2.5.4.5)
Do not typically have a change control
process that is separate from the
requirements prioritization process
All requirements, including new and
changed requirements, are recorded in the
product backlog and prioritized
8
(C) International Institute of Business Analysis

Tools that Support Agile BA
Change-Driven Methods (2.5.4.5)
At the beginning of each iteration, the
highest priority requirements are selected
from the backlog and estimated
These estimates are used as input to
determine whether the requirement will be
implemented in that iteration.
9
(C) International Institute of Business Analysis

Tools that Support Agile BA
Acceptance & Evaluation Criteria (9.1)
Acceptance criteria describe the minimal set
of requirements that must be met in order for
a particular solution to be worth
implementing
Evaluation criteria are the set of
requirements that will be used to choose
between multiple solutions
Agile Extension to the BABOK

Guide
10
(C) International Institute of Business Analysis

AGILE BUSINESS ANALYSIS
WITH POLARION
David Merrill
Systems Engineer
Polarion Software, Inc.
Who is Polarion?

Challenges of Agile Business Analysis

Understand and Avoid Project Failure

The Polarion Solution

Agile Business Analysis with Polarion
Polarion: Driven by its Customers
The Challenges of Agile Business Analysis
Understanding the Organization
How does the company function?
What do the Customer and Stakeholders want?
The Business Analyst as the Product Owner
Define the Capabilities
Understand your specific Agile methodologies
Maintain control of short, iterative development (Sprints)
Balance Agile Practices with Regulatory Compliance
Define and Validate Solutions
Provide J ust-in-Time Requirements
Manage Releases through Product Backlog
Meet Regulatory and Compliance Obligations
Synthesize Information
Interpret the language of User Stories
Use Feedback to Drive Change
High levels of real-time collaboration within team and customers.

Sources: BABOK, Version 2, Section 1.2 and The Agile Extension to BABOK Guide
Challenges of Product Development
Example of Mechatronics Challenges

Ford Motor Corporation falls from 5th to 23rd in Quality
According to J .D. Power Initial Quality Survey

Source: http://businesscenter.jdpower.com/news/pressrelease.aspx?ID=2011089



The NY Times reported:

"Despite Fords improvements in manufacturing quality, their
overall ratings fell precipitously this year due solely to the poor
software interaction on their dashboards.


Source:http://wheels.blogs.nytimes.com/2011/06/23/aggravating-myford-touch-sends-ford-plummeting-in-j-
d-power-quality-survey/


www.polarion.com
In 2008, US Census Bureau canceled the FDCA project
at a cost of US$3 Billion
Why?
"We did not effectively convey to the contractor the complexity of
census operations and the detailed requirements that needed to
be fulfilled.

Source: http://www.washingtonpost.com/wp-dyn/content/article/2008/04/03/AR2008040302068.html

In 2008/9 Toyota recalled 2.2 Million Cars at a cost of
US$2 Billion
Why?
Carpet Floor Mats jammed accelerator pedal operation.

Source: Edmunds Inside Line, Feb 4, 2010

Observing Catastrophic Failures
Why do Projects Fail?
"The biggest tragedy is that software failure is for the most part
predictable and avoidable. Robert N. Charette, Why Software Fails

Among the most common failure factors:

Unrealistic or unarticulated project goals
Inaccurate estimates of needed resources
Badly defined system requirements
Poor reporting of the project's status
Unmanaged risks
Poor communication among all stakeholders
Inability to handle the project's complexity
Poor project management
Stakeholder politics

Where does Project Failure start?

Inadequate Requirements
Principal cause: lack of due diligence at the requirements
phase
Causes 60-80% of failure according to research groups

Inability to Track and All Artifacts and Process
Requirements Management is not enough
Traceability between ALL project data is paramount

evidence in poor tool set selection in that end users found it difficult to
sign-off design work - in that they could not relate process and data
model output with their reality and practical knowledge of the business
processes.

Source: A Study in Project Failure, Drs. J ohn McManus and Trevor Wood-Harper
Polarion is the Solution
Polarion
Requirements
Polarion
ALM
Polarion Requirements is subset of Polarion ALM
Application Lifecycle Management is our passion.
A Hybrid Agile Data Model

Requirements
User Stories
Testing Cases
Defects
Agile Artifact
Compliance Artifact
Product Backlog
(User Stories)
The Calculus of Agile ALM Change

Detailed Compliance
Requirements
Testing
Specification
1000 User Stories 500 Requirements 500 Testing Cases
5000+Defects
Each Test Case
generates 10+Defects
Number of Artifacts/Objects for the Product:

20 * 1000 User Stories
20 * 500 Requirements
20 * 500 Testing Cases
20 * 5000 Defects
-------
122,000 Artifacts
60,000 Changes
x 20 x 20 x 20
25% result in Change Requests
Without Polarion:
Hundreds of Word Documents
Time consuming, manual Tracing
With Polarion:
60 Document Views
Instant Traceability
Other Work Tasks
Impact
Impact
Agile Velocity Just in Time
The Polarion Solution

Import Existing Documents Easily
Microsoft Word, Excel, and Other Formats (Project, CSV, Other)


The Polarion Solution

Import Existing Documents Easily
Microsoft Word, Excel, and Other Formats (Project, CSV, Other)
Collaborate with external Stakeholders
MS Word and Excel Round-Trip
Stakeholders do not require access to Polarion for approval and
changes


The Polarion Solution

Import Existing Documents Easily
Microsoft Word, Excel, and Other Formats (Project, CSV, Other)
Collaborate with external Stakeholders
MS Word and Excel Round-Trip
Stakeholders do not require access to Polarion for approval and
changes
Use Familiar Document Views to Agile Backlogs


The Polarion Solution

Import Existing Documents Easily
Microsoft Word, Excel, and Other Formats (Project, CSV, Other)
Collaborate with external Stakeholders
MS Word and Excel Round-Trip
Stakeholders do not require access to Polarion for approval and
changes
Use Familiar Document Views to Agile Backlogs
Define Your Own Agile and Hybrid Artifacts
Powerful Process Workflows
Create and Reuse Agile Frameworks and Templates


The Polarion Solution

Import Existing Documents Easily
Microsoft Word, Excel, and Other Formats (Project, CSV, Other)
Collaborate with external Stakeholders
MS Word and Excel Round-Trip
Stakeholders do not require access to Polarion for approval and
changes
Use Familiar Document Views to Agile Backlogs
Define Your Own Agile and Hybrid Artifacts
Powerful Process Workflows
Create and Reuse Agile Frameworks and Templates
Quickly Plan Agile Sprints
View Sprint Progress and Burndown Charts


The Polarion Solution

Import Existing Documents Easily
Microsoft Word, Excel, and Other Formats (Project, CSV, Other)
Collaborate with external Stakeholders
MS Word and Excel Round-Trip
Stakeholders do not require access to Polarion for approval and
changes
Use Familiar Document Views to Agile Backlogs
Define Your Own Agile and Hybrid Artifacts
Powerful Process Workflows
Create and Reuse Agile Frameworks and Templates
Quickly Plan Sprints
View Sprint Progress and Burndown Charts
Maintain Full Traceability and Auditability
Retain and Use Agile Artifact Information
Satisfy Agile Practices AND Compliance Demands


The Polarion Solution

Import Existing Documents Easily
Microsoft Word, Excel, and Other Formats (Project, CSV, Other)
Collaborate with external Stakeholders
MS Word and Excel Round-Trip
Stakeholders do not require access to Polarion for approval and
changes
Use Familiar Document Views to Agile Backlogs
Define Your Own Agile and Hybrid Artifacts
Powerful Process Workflows
Create and Reuse Agile Frameworks and Templates
Quickly Plan Sprints
View Sprint Progress and Burndown Charts
Maintain Full Traceability and Auditability
Retain and Use Agile Artifact Information
Satisfy Agile Practices AND Compliance Demands


Deliver Agile Velocity
Polarion: Delivering Mechatronics Targets

THANK YOU!
David Merrill
Systems Engineer
Polarion Software, Inc.
david.merrill@polarion.com
Next Actions:

Download Whitepaper at: http://www.polarion.com/resources

Agile, Requirements Management and Regulatory Compliance: A
Practical Live Approach

Attend the Product Showcase Webinar:

Agile Business Analysis with Polarion REQUIREMENTS
December 20, 2011, 11:30 EST, 8:30 PST
Agile Tools for Business Analysts
The top challenges of Agile development
and how to solve them using Contour.

December 15, 2011
Derwyn Harris
Solutions Architect
Based in Portland, Oregon
Requirements management solution
Fortune 500 & government agencies
Embrace change

Collaborate with
customers

Work iteratively
The ideals of Agile are good.
The challenges of Agile arent in the ideals.
The challenges are in putting them into
practice with large organizations.
What happens to the requirements?

How do we keep everyone in the loop
when not in the same office?

How do we control scope?

How do we know what the development
team will deliver at the end of the Sprint?
But, theres challenges.
Business Analysts:
Its about the people.
The secret to success
is to keep everyone
connected.
The way we work is changing.
But, that doesnt mean we have to
abandon RM best practices.
Compliance is difficult to manage.
The old way didnt work.
Requirements management solution
to empower Agile organizations
Collaboration: Review & approve scope
Traceability: Relationships & impact analysis
Test Coverage: Create & execute test plans
Change Management: Detailed version control

PMs & BAs
Project Leads
Developers & QA
Customers
Exec Sponsors
Requirements management solution
to empower Agile organizations
Collaboration: Review & approve scope
Traceability: Relationships & impact analysis
Test Coverage: Create & execute test plans
Change Management: Detailed version control

PMs & BAs
Project Leads
Developers & QA
Customers
Exec Sponsors
Reviews & Approvals Connect everyone
together to discuss & decide reqs/epics/stories
Traceability Connect everything together
to understand the impact of changes
Weve seen the benefits from Contour right away.
Improved communication related to aspects of the
business requirements has been key. It has also
helped us trace requirements more closely and
improved our QA process.
Angie Wilhelm, Team Lead,
Major Banking System
2x
faster development
2x
improved quality
25%
reduced R&D costs
Contour is a tool we rely on every day. It provides us
a shared understanding of what were building for our
clients, which in software planning can change
frequently. Contour is critical to the success of our
projects.
Tim Hollosy, Chief Technical Architect, Kunz Leigh &
Associates
The results
Thank you.
Derwyn Harris
Solutions Architect & Co-founder
dharris@jamasoftware.com

Request a demo or free trial of Contour:
http://www.jamasoftware.com/contour


Learn more about Agile:
http://www.jamasoftware.com/agile


47 47
Tools that Support the Agile BA
Using The BA Kit to Manage Your
Agile BA Practice
48
What is BA Practice Management?

The Concept of Practice Management
49
Practice Management
Planning & Monitoring
Agile Tools for the BA
Storyboarding
Tools
Screen mockup
tools
Product backlog
management
50
The BA Kit in Context
P
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a
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V
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a
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i
o
n
BABOK Knowledge Area
Covered by
typical
requirements
management
software tools
100%
Illustrative
coverage by
agile story and
backlog tools
51
BA Levels of Engagement in Agile

BA tasks and role on those tasks changes at each level of engagement
Decreasing level of engagement/responsibility for the BA

Increasing strength/leadership of Product Owner
NEED FOR A SOLUTION TO HANDLE ALL VARIANTS
52
Tensions Catered for in The BA Kit
Tension

Balance
Generalist
Agile
Practitioner
Specialist BA
Role in team
BA
Team
member in a
BA Practice
Team
member in an
Agile project
53
Value & Uses of The BA Kit
Product Owner BA Practice Manager Business Analyst
V
A
L
U
E

T
O

R
O
L
E

T
Y
P
I
C
A
L

A
C
T
I
V
I
T
Y

Increased consistency
Increased visibility
Increased flexibility
Decreased failed projects
Decreased induction time
Decreased rework
Team management
Embed learnings
Diary management
Things that need my
attention
Escalation of risks and issues
Awareness of SDLC
Supporting materials
Learning & development
Reference

Real-time view of risks
and issues
Activity log of events
on my project(s)
Repository for project
documentation
Learn from previous
projects


Dont need separate systems for Agile and for non-Agile in terms of practice
management
View dashboard of what needs attention
Embed leanings & customise methods
Manage team-members
Viewing of activity logs
Update projects
Add notes and work-in-
progress docs & links
Check next steps
54
The BA Kit in Action . . .
Build your own agile methodology and
task-sets, with your own templates and
supporting materials
Or
Customise our in-built Agile methodology,
perhaps dragging in a few non-Agile tasks
if applicable HYBRID
Use our in-built Agile methodology as is
Or
Methodology Options
Choice of how to handle
iterations/sprints
+
55
The BA Kit in Action . . .
56
The BA Kit in Action . . .
Add links to docs
Change dates
See activity log
Note activities
Access to further details, templates
Select methodology and stencilled varieties
Swap resources
Change mood & status
57
The BA Kit in Action . . .
58
The BA Kit in Action . . . (variants)
From early 2012
59
The BA Kit in Action . . . (variants)
www.redvespa.com
60
Contact Warren
PH: +64 4 815 8061
EM: warren@thebakit.com
www.thebakit.com www.redvespa.com
Practice management solution
Business analysis consulting,
mentoring, and capability
assessments
Like the sound of The BA Kit?




Warren Smith
IIBA Host
Tom Karasmanis
Question and Answer

How to Ask Questions
Use the Question box to ask questions. Selected questions will
be answered at the end, but you can ask
at any time.
Include the vendors name if you want a
specific vendor to respond.
Short, specific questions, please!
61
International Institute of Business Analysis
David Merril
Derwyn Harris




Warren Smith
IIBA Host
Tom Karasmanis
Question and Answer

How to Ask Questions
Use the Question box to ask questions. Selected questions will
be answered at the end, but you can ask
at any time.
Include the vendors name if you want a
specific vendor to respond.
Short, specific questions, please!
62
International Institute of Business Analysis
David Merril
Derwyn Harris
David Merril
Polarion
david.merrill@polarion.com

Warren Smith
The BA Kit
warren@thebakit.com

Derwyn Harris
Jama Software
dharris@jamasoftware.com
Contact Information
Register for more webinars on the Professional
Development page of our website under Webinars.
63
International Institute of Business Analysis
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