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The Agile Mindset
| Question | Answer |
|---|---|
| Agile mindset | Agile is a mindset not a methodology |
| Agile business analysis | Agile business analysis applies the agile mindset to BA knowledge, competencies and techniques |
| Goal of agile business analysis | Deliver just enough of the right product to the right people early and often, and to focus on maximizing value |
| Goal of applying an agile mindset | Mazimize the outcome (value delivered) with minimum output |
| Core values in the agile mindset | Respect, courage, collaboration, continuous learning, customer focus, value maximization |
| Mantra of the Agile mindset | Do less and do the right things, right |
| Main aspects of agile mindset | Deliver value rapidly and consistently, collaborate courageously, iterate to learn, simplify to avoid waste, consider context and adapt to realities, reflect on feedback and adapt both product and processes, produce the highest quality products |
| Agile team methodology | A particular combination of techniques, processes and tools that fit the agile team’s context with their chosen mindset |
| Agile frameworks | Scrum, Kanban, Extreme Programming, Adaptive Softwate Development, Lean Software Development, SAFe, LeSS, DaD |
| Common characteristics of agile framework (1/4) | Respect for people and the importance of creativity in delivering value |
| Common characteristics of agile framework (2/4) | The importance of rapid delivery, feedback, and learning to ensure that the product or service being produced meets real customer needs |
| Common characteristics of agile framework (3/4) | Collaboration and communication among team members and the stakeholder community in order to build shared understanding |
| Common characteristics of agile framework (4/4) | Break work into small slices of business value and deliver them incrementally and iteratively |
| Common attributes of the agile mindset across many domains | Human collaboration, skill, and knowledge to deliver value to the consumers of products. |
| Nature of the agile mindset | Practice based and empirical |
| Core Concept Model | Change, Need, Solution, Stakeholder, Value, Context |
| Principles of Agile Business Analysis | See the whole, Think as a customer, Analyze to determine what is valuable, Get real using examples, Understand what is doable, Stimulate collaboration and continuous improvement, Avoid waste |
| Change | Act of transformation in response to a Need |
| Need | Problem or opportunity to be addressed |
| Solution | A specify way of satisfying one or more Needs in a Context |
| Stakeholder | Group or individual with a relationship to the Change, Need or Solution |
| Value | The worth, importance, or usefulness of something to a Stakeholder within a Context |
| Context | The circumstances that influence, are influenced by, and provide understanding of the Change |
| Principle of Change concept | Change is central to all principles of agile business analysis |
| Principle of Need concept | Get real using examples |
| Principle of Solution concept | Stimulate collaboration and continuous improvements |
| Principle of Stakeholder concept | Think as a customer |
| Principle of Value concept | Get real using examples and avoid waste |
| Principle of Context concept | See the whole |
| See the whole | Analyze needs in the context of the big picture. Focus on why change is needed. Assess how solutions deliver value in meeting the stakeholder need. Use systems thinking to create value by understanding the context, solution and stakeholders. |
| Think as a customer | Solutions guide the user experience through the voice of the customer. Customers are stakeholders that use the solution. Decompose high-level needs to understand how the solution must change through feedback and learning. |
| Analyze to determine what is valuable | Assess and prioritize work to maximize value. Maximize the work not done and deliver valuable solutions early and continuously. Understand the purpose of requirements. Ensure solutions support the desired outcome. |
| Get real using examples | Use examples to build a shared understanding of the need and solution. Use analysis models at different dimensions and levels of abstraction, for acceptance criteria, for solution design, and for testing. |
| Understand what is doable | Continually analyze the need and deliver solutions that satisfies the need within constraints. Constraints include technology, team skills, time to deliver, team capacity and velocity. Manage expectations on an ongoing basis. |
| Stimulate collaboration and continuous improvement | Create an environment where all stakeholders contribute value continuously. Use feedback and retrospectives to learn how to adapt the solution and improve the processes. |
| Avoid waste | Identify which activities add value and which activities do not add value. Wasteful activities either have value but do not satisfy the need, or do not add any value at all. Deliver only a solution that satisfies the need. |
| Avoid wasteful documents | Avoid producing documents before they are needed. Create just-enough documentation when it is needed. |
| Avoid wasteful delays | Always complete all dependent work items that could impact downstream activities. |
| Avoid wasteful rework | Make commitments at the last responsible moment. |
| Avoid wasteful models | Use the same model for analysis, specification, and requirements validation. |
| Avoid wasteful complex models | Make analysis models as simple as possible to meet the intended purpose. |
| Avoid wasteful communication | Keep communication clear and effective |
| Avoid wasteful quality defects | Pay attention to technical excellence and accuracy |
Created by:
calabar77
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