AGILE EXTENSIONAGILE EXTENSIONAGILE EXTENSIONDELIVERYINITIATSTR IAVEGYETv2Agile Extension to the BABOK Guide
Agile Extension to theBABOK Guide v2
International Institute of Business Analysis, Toronto, Ontario, Canada.Agile Alliance, United States of America. 2017 International Institute of Business Analysis and Agile Alliance. All rights reserved. Version 1.0 published 2013. International Institute of Business Analysis. All rights reserved.Version 2.0 published 2017. International Institute of Business Analysis and Agile Alliance. All rightsreserved.ISBN-13: 978-1-927584-07-1This document is provided to the business analysis community for educational purposes. IIBA andAgile Alliance do not warrant that it is suitable for any other purpose and makes no expressed orimplied warranty of any kind and assumes no responsibility for errors or omissions. No liability isassumed for incidental or consequential damages in connection with or arising out of the use of theinformation contained herein.Permission is granted to IIBA and Agile Alliance members to reproduce this document for your ownpersonal, professional, or educational use. IIBA and Agile Alliance members may not transferownership of their complimentary copy.IIBA , the IIBA logo, BABOK and Business Analysis Body of Knowledge are registered trademarksowned by International Institute of Business Analysis. CBAP is a registered certification mark ownedby International Institute ofBusiness Analysis. Certified Business Analysis Professional, EEP and the EEP logo are trademarksowned International Institute of Business AnalysisNo challenge to the status or ownership of these or any other trademarked terms contained herein isintended by the International Institute of Business Analysis.Any inquiries regarding this publication, requests for usage rights for the material included herein, orcorrections should be sent by email to email@example.com.Complimentary Member Copy. Not for Distribution or Resale.
Table of Contents126.96.36.199Purpose of the Agile Extension to the BABOK Guide 1What is Agile Business Analysis? 2Structure 6Chapter 2: The Agile Mindset188.8.131.52.184.108.40.206What is an Agile Mindset? 7The Agile Mindset, Methodologies, and Frameworks 8Applying the Agile Mindset 9Agile Extension and the Agile Manifesto 9The Business Analysis Core Concept Model 11Principles of Agile Business Analysis 12The Business Analysis Core Concept Model and thePrinciples of Agile Business Analysis 15Chapter 3: Analysis at Multiple Horizons220.127.116.11Overview of the Three Horizons 18Agility at Each Horizon 19Predictive, Iterative, and Adaptive Planning 20iComplimentary Member Copy. Not for Distribution or Resale.Chapter 1: Introduction
Table of ContentsChapter 4: Strategy Horizon18.104.22.168.22.214.171.124Purpose 25Description 25Elements 26Time Frames 28Feedback and Learning 28Applying the Principles of Agile Business Analysis 29Techniques 32Complimentary Member Copy. Not for Distribution or Resale.Chapter 5: Initiative Horizon126.96.36.199.188.8.131.52Purpose 35Description 35Elements 36Time Frame 39Feedback and Learning 40Applying the Principles of Agile Business Analysis 40Techniques 43Chapter 6: Delivery Horizon184.108.40.206.220.127.116.11Purpose 47Description 47Elements 48Time Frames 50Feedback and Learning 50Applying the Principles of Agile Analysis at the Delivery Horizon ofPlanning 50Techniques 52Chapter 7: Techniques18.104.22.168.22.214.171.124.87.9Backlog Refinement 57Behaviour Driven Development 59Impact Mapping 62Job Stories 64Kano Analysis 66Minimal Viable Product 69Personas 71Planning Workshops 74Portfolio Kanban 77ii
Table of ContentsProduct Roadmap 79Purpose Alignment Model 81Real Options 83Relative Estimation 86Retrospectives 88Reviews 90Spikes 92Storyboarding 93Story Decomposition 95Story Elaboration 98Story Mapping 100User Stories 102Value Modelling 105Value Stream Mapping 109Visioning 112Appendix A: Glossary 115Appendix B: Mapping BABOK Guide Tasks to Horizons 123Appendix C: Contributors 137C.1C.2C.3C.4Core Team of Authors 137Expert Advisory and Review Group 137Agile Extension to the BABOK Guide version 1 Contributors 138Other Significant Contributors 138Appendix D: Summary of Changes from Agile Extension to the BABOK Guideversion 1 139iiiComplimentary Member Copy. Not for Distribution or 07.217.227.237.24
Complimentary Member Copy. Not for Distribution or Resale.Table of Contentsiv
1Purpose of the Agile Extension to the BABOK GuideAgile methods and approaches have become prevalent in recent years. The ideaswhich were identified in the realm of software product development have spreadbeyond software development into many other areas that are impacted bybusiness analysis. This means that the practice of business analysis has to evolveto support the new ways of working, not just in software development but in anyarea of the business where change is happening rapidly. In this context, the termagile refers to a mindset or way of thinking about work. Agile is not a specific setof practices or techniques.The Agile Extension to the BABOK Guide (Agile Extension) version 2 is the leadingguide for describing the benefits, activities, tasks, skills, and practices requiredfor effective business analysis with an agile mindset which has a constant focuson delivering business value. It also describes how techniques and conceptscommonly used in agile approaches can be applied to business analysis practices.The Agile Extension version 2 provides practitioners, teams, and organizations abase of knowledge to enable effective agile business analysis in order to generatesuccessful business outcomes that add real business and customer value.1.1.1Why Version 2?Since version 1 of the Agile Extension was released, the state of practice hasadvanced. Version 2 of the Agile Extension taps into the latest thinking andpresents ideas and techniques representing good agile business analysispractices.1Complimentary Member Copy. Not for Distribution or Resale.1.1Introduction
What is Agile Business Analysis?IntroductionThe primary purpose of the Agile Extension version 2 is to describe the linkbetween business analysis practices applied with an agile mindset, defined hereas agile business analysis, and A Guide to the Business Analysis Body ofKnowledge (BABOK Guide ) version 3. BABOK Guide version 3 reflects theevolution of the business analysis discipline and its most common practices, andthis Agile Extension version 2 demonstrates the evolution of agile businessanalysis practices and common techniques.Complimentary Member Copy. Not for Distribution or Resale.The Agile Extension introduces a multi-level, rolling planning model to helppractitioners, teams, and organizations manage business analysis work, so theycan quickly leverage learning and discover what provides the most actual value.This rolling wave planning model is presented using three horizons whichprovide context and scope for lower levels. The three horizons are: the StrategyHorizon, the Initiative Horizon, and the Delivery Horizon.There are a wide variety of techniques, processes, and tools that can be applied toagile business analysis. There is no single approach that should be applied toevery context, and part of the skill of the agile business analysis practitioner is toselect the most effective techniques for the specific context; the Agile Extensiondoes provide some advice for practitioners on the applicability of differenttechniques to different contexts.1.2What is Agile Business Analysis?Agile business analysis is the practice of business analysis in an agile context withan agile mindset. Agile business analysis can provide a competitive advantage infast-paced and complex environments and has moved beyond softwaredevelopment initiatives to any business domain. Organizations have adoptedagile practices at all levels of planning and in many diverse business areas.A key element of the agile mindset is inspecting and adapting. Feedback at onehorizon influences decisions at all the horizons which results in changes to workat the horizons. For more detailed information on horizons, see 3. Analysis atMultiple Horizons, 4. Strategy Horizon, 5. Initiative Horizon, and 6. DeliveryHorizon.2
IntroductionWhat is Agile Business Analysis?Figure 1.2.1: Figure 1: Agile Business Analysis1.2.1About Agile DeliveryAgile delivery is a business strategy that creates value through fast feedback andshort decision cycles. The agile analysis mindset is based on the Agile Manifestoand the Principles of Agile Business Analysis (for more information, see 2.6.Principles of Agile Business Analysis)Agile delivery planning takes two primary forms: iterative and adaptive. Iterative planning prioritizes and refines the work in short cycles designed toprovide focus and increase the feedback and learning gained fromstakeholders. Adaptive planning involves the continuous change to long-term plans.Constant planning and analysis is used to prioritize and refine the work tobe done to deliver the highest value.Agile approaches deliver value incrementally, slicing the product into small pieces,prioritizing them by business value, and delivering new items of value frequently.Incremental delivery allows for rapid feedback, learning, and adapting to change.The Agile Extension to the BABOK Guide is agnostic to the approach used andprovides benefits, activities, tasks, skills, practices, and techniques applicable toany agile approach. There is no “one size fits all” approach and techniques fromboth planning approaches can be used together.1.2.2Business Analysis in the OrganizationBusiness analysis is fundamental to organizations striving to deliver value to theircustomers. Agile business analysis uses continuous feedback and learning toprioritize delivery, minimize waste, and increase customer value.Organizations gain feedback from a number of sources such as customers,competitors, partners, investors, subject matter experts, and regulators. Feedback3Complimentary Member Copy. Not for Distribution or Resale.Agile business analysis focuses on maximizing business value. This constant focuson business value produces better and more timely business outcomes.
What is Agile Business Analysis?Introductioncollected can be used to help organizations understand if they are delivering thevalue customers want. Organizations continually learn what works in theirenvironment. Rapid change means organizations need to identify, collect, andprocess stakeholder feedback quicker.Feedback is used to prioritize work items based on those that deliver the mostvalue and to eliminate those that do not. Agile business analysis uses this feedbackto effectively create and distribute value. It helps individuals, teams, andorganizations focus on what delivers the most value. Part of this focus includesidentifying and avoiding work that does not deliver the value sought.Complimentary Member Copy. Not for Distribution or Resale.Agile business analysis techniques help organizations interpret the constant flowof feedback and learning in order to prioritize work with enough speed to meetstakeholder needs, take advantage of opportunities, and respond to change.Agile product delivery, whether for external or internal stakeholders, includes adegree of uncertainty. By delivering value in a minimum viable way as early aspossible, organizations can learn what is valuable and what is not, and help tominimize waste and understand what value meets stakeholders' needs.1.2.3Agile Business Analysis for PractitionersBusiness analysis practitioners use agile business analysis techniques to maximizebusiness value, to rapidly learn, adapt and respond to change, and to reduce wasteby maximizing the amount of work not done.Agile business analysis practitioners use learning derived from stakeholderfeedback in order to guide the delivery process and deliver value constantly. Agilebusiness analysis activities play a central role in learning and identifying what istruly valuable, what does not add value, and facilitate the learning andcommunication needed to continually deliver the right value.Agile business analysis activities provide the link between the organization's strategy and the initiativesresourced to meet the goals of the strategy, discover, interpret, and communicate information in order to increaseunderstanding and clarity on where value can be created, clarify for whom value is created, who can contribute to the creation of value,and who else might be impacted, and help stakeholders make decisions about approaches, priorities, and tradeoffs to stay focused on continuous value creation in the face of constraints,differing opinions, risks, and complexity.Agile business analysis supports an environment of creativity, rapid learning, andexperimentation which leads to innovation.4
IntroductionWhat is Agile Business Analysis?There are seven principles of agile analysis that guide agile business analysispractitioners: 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 Waste1.2.4Three Horizons of Agile Business AnalysisA key concept in the Agile Extension is planning horizons. A planning horizonrepresents a view of work within an organization with a level of granularityappropriate to the time frame being planned for and the nature of the feedbackloops used. The Agile Extension defines three horizons: Strategy (see 4. StrategyHorizon), Initiative (see 5. Initiative Horizon), and Delivery (see 6. DeliveryHorizon). This framework provides a model to describe agile business analysis.Individual practitioners and organizations may employ different terms, levels ofgranularity, and time frames based on the context of the organization and the workbeing done.Each horizon uses different time spans and level of detail, and the Agile Extensionexplores agile business analysis techniques and practices used at each horizon todeliver business value. The specific time spans for each horizon differ fromorganization to organization but the concept of planning at multiple time horizonsand different levels of granularity is central to agile business analysis.The Strategy Horizon looks at all of the work being undertaken in an organizationand is used to make decisions at the highest levels about what work should befunded, the approaches to be taken, the availability of skills and resources, andalignment with business goals. The level of granularity is about selecting whichinitiatives should be undertaken, how they will be funded, and how they will bemonitored. Feedback is based on assessing how well business goals are being met.5Complimentary Member Copy. Not for Distribution or Resale.For more information regarding these seven principles, see 2.6. Principles of AgileBusiness Analysis.
StructureIntroductionThe Initiative Horizon looks at the work needed to produce a single product, eitherfor internal use in the organization or customer facing. Each initiative should haveclear goals which help to achieve specific strategic outcomes. The level ofgranularity is related to the specific features the product will have and how theseare divided into discrete pieces of business value. Feedback is based on customeror user interaction with the product and value delivered.The Delivery Horizon is where work happens: implementation teams builddiscrete pieces of the product using iterative or adaptive and incrementaltechniques, working from a prioritized list based on business value as identifiedat the Initiative and Strategy Horizons.Complimentary Member Copy. Not for Distribution or Resale.1.3StructureThe core content of the Agile Extension is the Strategy, Initiative, and DeliveryHorizons. These chapters describe common agile business analysis practices.The chapters on The Agile Mindset, Analysis at Multiple Horizons, and Techniquesform the extended content in the Agile Extension. These chapters provide a richerunderstanding and context to agile business analysis activities.The Appendices of the Agile Extension include the Glossary, Mapping BABOK Guide Tasks to Horizons, Contributors, Contributors, and a Summary of Changesfrom Agile Extension to the BABOK Guide version 1.6
2The Agile MindsetAgile business analysis is comprised of applying an agile mindset to thefundamental knowledge, competencies, and techniques of business analysis.Appendix B: Mapping BABOK Guide Tasks to Horizons demonstrates how an agilemindset can be applied to each BABOK Guide task.An agile mindset drives agile business analysis practitioners' thinking andbehaviour. This, combined with a set of practices and techniques which enableeffective delivery of just enough of the right product to the right people early andoften, and the focus on maximizing value, are the goals of agile business analysis.The goal of applying an agile mindset is to maximize the outcome (value delivered)with minimum output: "do less and do the right things, right".2.1What is an Agile Mindset?The agile mindset is based on a common core of human values that includerespect, courage, collaboration, continuous learning, customer focus, and valuemaximization. These values find their clearest expression in the Manifesto forAgile Software Development (Agile Manifesto).The main aspects of an agile mindset include deliver value rapidly and consistently, collaborate courageously,7Complimentary Member Copy. Not for Distribution or Resale.Agile is best described as a mindset that guides the way work is approached. Agileis not a methodology that prescribes how to do that work.
The Agile Mindset, Methodologies, and FrameworksThe Agile Mindset iterate to learn, simplify to avoid waste, consider context and adapt to realities, reflect on feedback and adapt both product and process, and produce the highest quality products.Complimentary Member Copy. Not for Distribution or Resale.2.2The Agile Mindset, Methodologies, andFrameworksAgile is best described as a mindset because the values and subsequent principlesexplain ideas and attitudes with which people approach a situation, but do notprescribe exactly what they do in those situations.Every situation is unique – there is no single “agile” approach. There are a varietyof techniques, processes, and tools which can be applied in different combinationsto different extents depending on the context. Agile teams are best served whenthey select a particular combination of techniques, processes, and tools that fittheir context and help them work in agreement with their chosen mindset. Thiscombination can be considered the team’s methodology.There are a number of branded frameworks that fall under the broad banner ofagile. These frameworks are collections of specific practices and ideas that havebeen proven useful in a specific context. These frameworks have some commoncharacteristics: respect for people and the importance of creativity in delivering value, the importance of rapid delivery, feedback, and learning to ensure theproduct or service being produced meets real customer needs, collaboration and communication among the team members and thestakeholder community in order to build shared understanding, and break work into small slices of business value and deliver themincrementally and iteratively.These frameworks include Scrum, Kanban, Extreme Programming, AdaptiveSoftware Development, Lean Software Development, SAFe, LeSS, DAD, and manyothers.It is important to understand that the context in which a framework worked at onetime may not be the same as the context for a different initiative. There is no "onesize fits all" in the agile mindset. The key to agility is to find what works in aparticular context. Many teams find it helpful to combine techniques and practicesfrom multiple frameworks to address the challenges of their context.8
1.1 Purpose of the Agile Extension to the BABOK Guide1 1.2 What is Agile Business Analysis?2 1.3 Structure6 Chapter 2:The Agile Mindset 2.1 What is an Agile Mindset?7 2.2 The Agile Mindset, Methodologies, and Frameworks8 2.3 Applying the Agile Mindset9 2.4 Agile Extension and the Agile Ma
May 02, 2018 · D. Program Evaluation ͟The organization has provided a description of the framework for how each program will be evaluated. The framework should include all the elements below: ͟The evaluation methods are cost-effective for the organization ͟Quantitative and qualitative data is being collected (at Basics tier, data collection must have begun)
The BABOK Guide describes business analysis knowledge areas, tasks, underlying competencies, techniques and perspectives on how to approach business analysis. PURPOSE The primary purpose of the BABOK Guide is to define the profession of business analysis and provide a set of commonly accepted practices.File Size: 2MBPage Count: 53Explore furtherA GUIDE TO THE BUSINESS ANALYSIS BODY OF KNOWLEDGEbpmtraining.netBABOK 3.0: A NAVIGATOR INTO KNOWLEDGE AREASaoteastudios.comBABOK 3.0 PDF DOWNLOAD - C-4-Cwww.c-4-c.comAgile Extension to the BABOK Guidewww.agilealliance.orgECBA Study Guide ECBA Study Guide PDF Format ded to you b
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1. The need for an agile way of working 6 2. The need for an agile way of working 9 3. Agile Core Values - Agile Project Management Vs. 10 Agile Event Management 4. Agile principles 12 _Agile Principles of Agile Project Management 13 _Agile Principles of VOK DAMS Agile Event Management 14 5. Agile Methods 16 _Scrum in Short 16 _Kanban in Short 18
Chính Văn.- Còn đức Thế tôn thì tuệ giác cực kỳ trong sạch 8: hiện hành bất nhị 9, đạt đến vô tướng 10, đứng vào chỗ đứng của các đức Thế tôn 11, thể hiện tính bình đẳng của các Ngài, đến chỗ không còn chướng ngại 12, giáo pháp không thể khuynh đảo, tâm thức không bị cản trở, cái được
Agile Estimating and Planning by Mike Cohn Agile Game Development with Scrum by Clinton Keith Agile Product Ownership by Roman Pichler Agile Project Management with Scrum by Ken Schwaber Agile Retrospectives by Esther Derby and Diana Larsen Agile Testing: A Practical Guide for Testers and Agile Teams by Lisa Crispin and .
AWJM, the abrasive particles are allowed to entrain in water jet to form abrasive water jet with significant velocity of 800 m/s. Such high velocity abrasive jet can machine almost any material. Fig. 1 shows the photographic view of a commercial CNC water jet machining system along with close-up view of the cutting head.