Good news is that the adoption of an agile approach is increasing with more and more projects being successful. As a business analyst / project management professional, it is important to understand how success is measured for Agile projects? What are the key performance indicators and metrics?
In this article, I am going to list down the top metrics for measuring the success of Agile projects/approaches.
The majority of IT business analysts spend their careers in “reactive mode”. They are assigned to tasks like define the requirements for a new partner loyalty program, create user stories for an enhancement to a billing system, and go about delivering their artifacts.
Data-inspired analysts are those analysts who make a conscious decision to “go upstream” and find data to help their organizations identify the areas of value creation with the highest return on investment before jumping into “solution mode”.
An agile organization is characterized by having a comprehensive portfolio of optimized business process and business capability maps grouped by their role in value creation for the customers and support of the business strategy. These maps are linked to all the other disciplines such as finance, governance, resource management, talent management, and customer experience. Thus, Corporate IP can be securely delivered to the point of need.
I spent a lot of time in the past half-century doing software work: requirements, design, user experience, programming, testing, project management, writing documentation, process improvement leadership, writing 7 books and many articles, consulting, and training. Sure, there were some side trips along the way,.... But basically I’m a software guy. Over all that time, I’ve accumulated numerous insights about the software business. Here I offer 66 of those lessons. Perhaps you’ll find them as helpful as I have.
Requirements management is a critical function for business analysis. Requirements management is focused on ensuring that the business users and stakeholders have the following information available... But the more important question to have answer to and where the real business value is delivered in requirements life cycle management is answering the following questions:
When I began training to be a BA, I never dreamt that I would need to be a salesperson too, in fact, I'm glad I hadn't realized that as it may have deterred me from, what is for me, the most suitable and fulfilling career that I could have wished for.
The answer is simply this: the ability to sell. The better you are at selling, the more senior you are likely to become, and this is true across the whole business, it doesn’t just apply to Business Analysts.
As much as we like to think we are now in a dynamic and agile world, most delivery initiatives are still some shades of agile and all shades of waterfall. These initiatives could have adopted an agile outlook and naming convention, but the businesses they support are often still predominantly waterfall – going from one clearly defined task to another until realizing value. Think for example, order to cash, just in time logistics etc.
Business process mapping is the most indispensable technique for performance improvement and technology innovation initiatives. More than just boxes and arrows, the process map reveals the “magic” and wisdom of how and why work gets done.
Sadly, too many professionals give process mapping short shrift. Here are 10 tips that will ensure process mapping helps you achieve full potential from your improvement/innovation project.
With the surge of coronavirus, the word “Supply Chain “ continuously pops up into the news headlines. So what is supply chain and how/why is it an area of knowledge each business analyst must master. One of the biggest misconceptions about supply chain is people think supply chain = logistics or transportation.
The transition from Waterfall to Agile is never easy – especially for a business analyst who must go through this journey. This document has come about because of this challenge and as an attempt to present a practical guide of how to effectively transition over as a business analyst, and where are these worlds connected. I do not believe that all that we learned as business analyst in the waterfall era are completely useless. What has changed in the Agile world is how we think about analysis, how we present the requirements to our business and our development and testing teams. It is by no means a comprehensive and one size fits all document. But it does provide a start and a guide for those who sometimes cannot make the connection.
Using one fictitious ‘User Story’ in the Agile section of this document, I provide concrete examples of how and when to present just enough information, while giving your audience sufficient understanding of what they need to bring the requirements to life.
No-one (in their right mind anyway!) ever sets out to design processes that qualify in the above categories, so why then do we end up with them? This might be because of tight deadlines, not starting with the customer in mind, not testing the processes with the target audience or even not updating implemented processes once they are found to be sub-optimal or S.U.C.K.’y… Whatever the reasons, we should seek to prevent the creation of processes like these by all means.
The COVID-19 crisis is reshaping businesses and livelihoods, and seasoned and new BAs alike have an unparalleled opportunity to put their analytical skills to great use. Whether you are still employed, or has been laid off or furloughed, now--while we navigate the pandemic crisis—is a good time to demonstrate the value of business analysis and the contributions you can bring to your current or future employer. Here are three examples of how you can accomplish that.
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