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Webinar: A Modern Take on the Agile Manifesto for Today’s BA

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The Agile Manifesto has been great for engineers, but has presented real challenges for business analysts and other stakeholders involved in the process of “define, build, test” for application development. The problems addressed by the agile manifesto in 2001 still exist today, magnified by the changing landscape of product delivery:

• Time to market has dramatically shortened and complexity has increased
• Information is available and abundant but continues go undocumented and is lost
• Communications gaps widen due to geographically dispersed teams and department differences
• Customer needs require iterative communication yet continue go unmet

And yet, our interpretation of the manifesto hasn’t changed in over a decade, despite the major changes to how we work and the environment around us.

So what does today’s agile look like? Do the values of the manifesto still apply? When did Agile become more about process and less about the mindset? How can we merge the intention of the manifesto with the new way we work? How can we evolve agile concepts to tackle the challenges of today in a new way?

Join this webinar for an opportunity to rethink yesterday’s manifesto in a new light and deconstruct which concepts were home runs and which still need to evolve. We’ll cover the four key tenants of Agile and how to approach them based on new technologies and mindsets around collaboration, social integration and complex systems engineering to find balance for everyone involved and improve your enterprise agility.

** Eligible for PDUs, CDUs. **

Derwyn Harris
Technical Co-Founder
Jama Software

Derwyn Harris is Co-founder and Project Manager at Jama Software. As an engineer, consultant and trainer, with broad experience deploying complex software-integration projects of all sizes, Derwyn is passionate about standards and about his customers, constantly seeking to understand development trends and how they impact his customers’ success. As a competitive cyclist and extreme outdoors athlete, his philosophy for sustaining passion is finding the balance between intensity and moderation, which translates to his day job advising software developers not to over-complicate their process. He writes and presents frequently to business analysts, project managers and executives seeking to effect change in their organizations. You can follow him at Derwyn.com.


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By Putcha @ Friday, April 25, 2014 11:54 AM
Please take a look at http://www.slideshare.net/putchavn/a-modern-take-on-the-agile-manifesto-for-todays-ba

The following are some my (PVN) posts on Agile discussion:

Scott Ambler a tireless proponent of Agile and a prolific writer on UML and Agile commented:

@Pucha, creating a high level plan early in a project is a very common thing to do. We explicitly recommend it in DAD, and it's recommended in XP too.

This was in response to a long discussion on whether Agile allows planning and holistic approach.


If the first artifact the team creates in a project is "a holistic overall plan (it can be a low res coarse plan)" and the teams "continues to refine the plan till they arrive at business requirements and subsequent artifacts as needed", there is NO problem with Agile approach.

Now it is clarified that it is neither all Agile nor all Waterfall BUT what is better. It can be BOTH as appropriate at all crucial stages of project. That is great and THRILLING! I think this can end all debates and arguments for and against Agile & Waterfall.

AA: In agile principle (and method) is there a hidden mechanism to guarantee that the multiple pieces of solutions independently developed and released for isolated pieces of requirements (picked without any criteria) will somehow fit into a cohesive whole?

BB: Is there any convergence of multiple solutions of AA (when different Agile teams work on the same or similar problem)? If this is true we can all follow Agile though we may not exactly know why it works (if it works in the first place).

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