Agile Methods

Sep 24, 2017
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The role of design still puzzles many agile teams I work with. When should the design activities take place? Who should carry them out? How are design decisions best captured? This blog tries to answer the questions by discussing a user-centric, iterative, and collaborative design process for Scrum and Kanban teams.
Sep 17, 2017
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An effective product roadmap is a must-have for any successful software development project. A roadmap helps the product manager define the trajectory of a product, communicate progress to stakeholders, visualize goals and justify changes to budget. Product roadmaps are where both strategy and tactics combine to help teams build better products.
Sep 10, 2017
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So I came to a conclusion that I found interesting and want to share with the public: when doing this transition, the companies do not want to implement agile, they just want to run away from waterfall. And running away from waterfall can come in many shapes and forms, so the overall popular idea of comparing “waterfall” vs “agile” as two competing extremes is not conceptually correct.
Jul 09, 2017
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This is the last article in this current  “Deep Dive Models in Agile” series and covers Decision Models, which include both Decision Trees and Decision Tables. Decision Models include two RML System models (Decision Trees and Decision Tables) that detail the system logic that either controls user functions or decides what actions a system will take in various circumstances.

Apr 10, 2017
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The paradigm shift towards agile and lean product development has brought collaboration between large cross-functional team in the spotlight. The existing literature is already mature explaining clearly how benefits can be reaped fast by executing a clean transition to agile delivery by enhancing the performance of the new cross-functional teams. However, in parallel, the time spent in endless meetings by product owners, business analysts, engineers, product managers and many others involved in the product creation, has grown exponentially. This leaves key product people with little or no time to do the critical activities they are employed for.
Feb 26, 2017
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Consider an agile project on the other hand. Agile projects do not require massive documentation in advance. Moreover, in agile projects, the business owner might communicate directly with the agile team (developers) and sometimes the agile teams are even co-located, which makes the communication between business owner and agile team easier.

So, there is no role of a Business Analyst in agile projects you say!
Jan 25, 2017
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I always see people go gaga over agile development methodologies. While I agree that agile has its own advantages, I disagree on the fact agile is an all-powerful and does it all kind of methodology. However, if executed right, agile does have the capability to be an all-powerful methodology. Although the advantages outweigh the perils of agile, the perils if not properly addressed can put the business value and relevance of the solution at risk.
Oct 23, 2016
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A Feature Tree is an RML Objectives model that shows the full scope of features for a project or product on a single page in a tree format. A feature is just a short form description of functionality provided by the project or product that brings value to the end user. The Feature Tree is great for bringing new people on a project up to speed and showing executives, business stakeholders, or customers all the features that are in scope for a project or release.
Sep 26, 2016
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Process Flows are usually used for user facing projects/systems, although their cousin, the System Flow, can be used in virtually the same manner to document system processes and logic.  When on an agile project, the Product Owner (PO) or Business Analyst (BA) will usually elicit the high level process flow (L1) in a sprint 0 or planning type phase. From there, during that same planning type phase, the L2 processes to be created will be prioritized and the PO or BA will usually work on the 1-2 highest priority process flows at the L2 level. This is to build the initial backlog.

Jul 04, 2016
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With the rise in popularity of agile methods, business analysts and product owners often use the term “agile requirements” to label their work.  We do not care for the term “agile requirements” because it implies that the requirements for an agile project are somehow qualitatively different from those for projects following other life cycles. A developer needs to know the same information to be able to correctly implement the right functionality regardless of the life cycle being used.

Jun 12, 2016
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Sequential Development is the traditional approach that allows the business analyst to perform business analysis during the initial phases of a business process. The novelty brought by Agile was that it challenged practitioners to perform business analysis throughout the entire development process. This is a fundamental difference between Agile and Sequential Development because Agile recommends the continual re-evaluation of the initial business analysis. The present article will discuss business analysis in Agile by focusing on Scrum implementation.
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The Agile Manifesto was born out of frustration by a group of developers who were fed up with how software was being developed. Software development is a learning experience and no one understands this better than those who are actually writing the code. Waterfall was a misguided concept that seems reasonable on the surface but does not work in reality. Since software development is a learning process it is impossible to think of every single requirement up front and have them signed in blood before starting development.
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This article extends design thinking into a process and method that uses a range of common Business Analysis techniques to drive engagement through collaboration. It provides more structure to either side of the creative process to one better frame the domain of concern, and secondly after creativity has produced ideas, to prototype, refine, test and learn. The article also positions this process as a better way to arrive at a business case or pre-project phase, since it provides enormous insights through an engaging discovery process; something that would never occur within a traditional environment into investigation investment feasibility.
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Agile, formally introduced in 2001 through the Agile Manifesto, has morphed into many variations and been customized within organizational cultures and projects. After 14 years since its introduction, this article raises an important question.
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A product roadmap is a powerful tool to describe how a product is likely to grow, to align the stakeholders, and to acquire a budget for the product. But creating an effective roadmap is not easy particularly in an agile context where changes occur frequently and unexpectedly. This post helps you create an effective agile product roadmap using my roadmap format, the GO product roadmap.
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