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Successful software projects rely on good business analysis to deliver the right solution for the business. On their development projects organizations need people who can make that happen by understanding needs, defining clear and unambiguous requirements, and steering projects to deliver solutions to customers’ problems and add value to the business.
Business analysis—and the requirements that result—is increasingly important for both strategic planning and tactical product delivery. Business analysts and everyone who works on requirements need multiple skills: strategic thinking, enterprise analysis, requirements prioritization, analysis modeling, requirements elicitation and communication, product management, business architecture and user experience, and customer relationship management.
In this Two-day Workshop You Will:
- Discover how to incorporate strategic analysis into your projects to ensure that you are identifying the right solution to the right problem
- Learn essential practices for requirements elicitation, prioritization, modeling, specification, and validation
- Discover pragmatic techniques for understanding your users and their needs—from the outside in
- Increase your self-awareness and communication competencies to improve customer collaboration
- Explore ways to adapt traditional business analysis practices in the agile environment
- Find ways to increase business analysis competencies within your organization, while also growing your own
After the workshop, continue your learning at the conference on Wednesday and Thursday by choosing from concurrent classes tailored to your business analysis and requirements needs.
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People come into the practice of business analysis from different places. You may be a product manager defining and delivering commercial products. You may work inside an organization delivering IT solutions. You may work on a traditional team, an agile team, or be in the midst of implementing agile practices. Perhaps your team has designated roles such as business analyst, requirements engineer, product manager, or product owner. Regardless of how you come to the job, all competent analysts need grounding in core professional skills and competencies in requirements development and business analysis.
The two-day Business Analysis and Requirements Workshop focuses on the knowledge and skills you need to help make your business analysis and requirements work successful. Led in a highly interactive, engaging style and guided by experts with extensive experience and a passion for business analysis, this workshop provides you with practical takeaways you can use immediately.
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The Business Analysis Workshop is appropriate for anyone involved in business analysis: business analysts, systems analysts, requirements analysts, business managers, project managers, developers, product owners, test analysts, user experience analysts, ScrumMasters, and internal consultants.
Attending this workshop entitles you to the following:
• 60-day access to eFoundation for Requirements Development and Management ($499 value)
• By taking the on-line eFoundation for Requirements Development and Management course, you can earn 24 CDUs (Continuing Development Units) toward the IIBA™
Ellen Gottesdiener
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Ellen Gottesdiener is founder and principal with EBG Consulting, experts helping you deliver high-value products your customers want and need. Ellen is an internationally recognized facilitator, coach, trainer, speaker, and expert in agile product management practices, product envisioning and roadmapping, business analysis and requirements, retrospectives, and collaboration. She works with global clients and speaks at numerous industry conferences. Author of two acclaimed books—Requirements by Collaboration and The Software Requirements Memory Jogger—Ellen is co-authoring (with Mary Gorman) a book on practical agile planning and analysis practices. View her articles, tweets, blog, free eNewsletter, and useful practitioner resources on EBG’s website, ebgconsulting.com
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Joy Beatty Greg Cohen Ellen Gottesdiener Carol Scalice
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Joy Beatty, Greg Cohen, Ellen Gottesdiener, and Carol Scalice
Skilled analysts need a diverse toolkit of knowledge, skills, and practices—a personal playbook—to help steer projects to deliver valuable solutions. In this kickoff to our two-day workshop, you set the stage by sharing your personal playbook requirements. Through multiple “lightning talks” in this opening session, your hosts share new and interesting research along with skills and practices that can enrich your playbook. You’ll have the opportunity to begin forming a personal network for your workshop experience, add to your playbook, actively engage with your colleagues, and prepare for your learning experience in the Business Analysis and Requirements Workshop.
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Ellen Gottesdiener
Myths abound about the role of analysis on agile projects. Some believe business analysis is always done just-in-time—inside an iteration or release without any pre-work. Others think that an analyst should take on the role of product owner/customer. Some even believe the role of the business analyst is unnecessary. In truth and practice, the work of analysis is essential to establishing and maintaining “flow” within an agile team. Ellen Gottesdiener shares and invites your ideas on the agile practices that leverage business analysis. You’ll explore the seven principles for agile business analysis as expressed in the Agile Extension to A Guide to the Business Analysis Body of Knowledge® (BABOK®Guide). Ellen reveals the realities and debunks the myths surrounding agile business analysis, explains how analysis fits into both time-boxed and flow-based agile delivery cycles, and explores ways in which agile helps eliminate waste in analysis practices.
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Carol Scalice
Enterprise Business Analysis (EBA) has become a buzzword in some organizations. Business executives ask us to perform enterprise business analysis, yet fail to clarify the goals, provide appropriate sponsorship, or motivate their people to embrace EBA practices. What is EBA, really? Is it about making smarter business decisions or just another fad? Carol Scalice explains what Enterprise Business Analysis is and is not, what EBA means from an industry perspective, and how business analysts can serve a critical role in this strategic activity. She shares practical, real-life experiences about the positive impact of good EBA practices and the benefits obtained in her organization. As a group you will explore potential challenges associated with EBA, generate ideas on minimizing impediments, and share your personal experiences with these practices. Help decide whether or not EBA is here to stay and the value EBA can bring to you and your organization.
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Carol Scalice
Many organizations struggle when it comes to agile roles, responsibilities, and practices related to business analysis and requirements. Some claim that it is impossible to implement agile in a regulated or high-risk environment. But Pfizer, Inc., the world’s largest pharmaceutical company, has implemented agile software development practices, including agile business analysis, in their R&D technology groups. After sharing her real-world experience at Pfizer, Carol Scalice asks participants to brainstorm the advantages and disadvantages of employing agile practices in high-risk or regulated environments—especially the role that business analysts play. Discuss how the business analyst role differs on agile and non-agile software development projects, the challenges of implementing agile business analysis in high-risk or highly regulated environments, and what it takes to grow agile business analysis capabilities in such organizations.
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Greg Cohen
All too often, development teams make huge mistakes by creating what their customers ask for rather than delivering what customers really need. Release after release, development teams deliver features that miss the mark, and battle uphill against an endless stream of feature requests. As great business analysts know, giving customers what they ask for is different from solving their problems. Join Greg Cohen to explore methods for truly understanding your customers and breaking free from adding low-value features. Learn how to tap in to the creative power of the group and techniques to help your teams become innovators. Follow a multi-step process for conceiving new product ideas or reimagining current products and features. Learn new ways to identify problems worth solving, harness your team’s creativity to uncover novel solutions, and select the most promising options to pursue. Lead your team on the path to create products that make an impact, impress your stakeholders, and delight your customers.
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Ellen Gottesdiener
Teams can regularly deliver high value products and features by engaging their stakeholders as product partners. They work together to explore and evaluate product requirements, and decide what to build and when to build it. Ellen Gottesdiener helps you and your peers learn to hold structured conversations with your business stakeholders. Discover ways to quickly reach a shared understanding of product requirements and agree on the most valuable requirements to build in planned delivery cycles. Ellen outlines the seven product dimensions that help you structure and streamline conversations with partners, align your requirements work with different planning horizons, apply value-based techniques for allocating requirements to development, and identify acceptance criteria to solidify shared expectations. Applicable to both traditional and agile projects, these techniques help your projects deliver the best solution at the right time.
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Joy Beatty
Business analysts often get stuck working on requirements under an imposed deadline rather than when well-written requirements are actually ready. As a result, analysts often are unable to accomplish thorough business analysis. Unlike the development world, business analysts don’t have rigorous estimation techniques to help them. Joy Beatty introduces a technique to estimate the requirements effort on a project by breaking it down into common activities with standard estimates for each. Joy introduces a technique that explores how you can estimate requirements effort on various objects—process flows, user stories, and business rules—to get a reasonable estimate for the overall work. You can apply these techniques, which employ data from real projects, to estimate your requirements work on anything from an agile approach to a waterfall methodology. Joy leaves you with the take-home tool and explains how you can adapt the tool for use in your own organization.
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Joy Beatty, Greg Cohen, Ellen Gottesdiener, Carol Scalice
End your first day of the Business Analysis and Requirements Workshop in an interactive discussion with your hosts and other delegates using a fishbowl for deeper topic exploration, surfacing and reflecting on puzzles and challenges, and enriching your business analysis playbook.
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Joy Beatty, Greg Cohen, Ellen Gottesdiener, Carol Scalice
Begin your second day by participating in an adaptation of a dialogue technique known as the World Café. The idea of the World Café is to have a deep conversation with your hosts and colleagues on issues that really matter to you and to fill your playbook with practices that matter. Work in a small circle and— quickly and without reservation—exchange ideas about transitioning your business analysis and requirements practice. Conclude with reflections from the circle so you can prepare for another day of discovery and learning.
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Joy Beatty
A list of 2,000 “the system shall...” statements is some of the most boring reading, so it’s no wonder that developers tend not to read traditional requirements documents. And after reviewing twenty “shall” statements, let alone 2,000, you probably have forgotten the first few, so there is no way to know if you really have a full set of requirements. Joy Beatty introduces a requirements modeling language you can use to visually specify requirements and make requirements documents easier to read, understand, and validate. Joy presents a set of models for requirements to help ensure that specifications are complete and accurate. Joy dives into detail on each model, explaining how to create it, describing its uses, and sharing examples. You’ll find out how to select which models to use—based on your project type and audience—and how to use them together to get a full picture of the system.
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Greg Cohen and Ellen Gottesdiener
In this hands-on session, Greg Cohen and Ellen Gottesdiener introduce delegates to collaborative games, an engaging elicitation format that customers will look forward to participating in again and again. You’ll learn why companies including SAP, Rackspace, and Cisco use research games and why you should add them to your playbook, too. Discover when to use these games and how to select the right game based on your research goals. You’ll roll-up your sleeves and play two Innovation Games® to demonstrate how game dynamics work to reveal insights that otherwise might go undiscovered. The first game generates new ideas and helps elicit what matters most to customers. The second game shows you how to prioritize requirements even when stakeholders have differing views. Join in to gain practical experience and confidence to facilitate your own games when you return to work.
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Greg Cohen
Although every project and every feature cannot be a top priority “must have,” too often this is what customers and stakeholders tell us. And if we get the priorities wrong, we will pay the costs forever when we have to maintain and support a low value product or feature. So, how should we prioritize? Greg Cohen shares real-world strategies he has used for portfolio and feature prioritization: what counts as “business value,” how to determine ROI, research techniques to assess value, what to do when data is not available, ways to mitigate risk and manage costs, and understanding how value changes over time. Delegates will be asked to share additional strategies that they have used successfully or discuss their challenges for the group to help solve. Take back new approaches for maximizing business value by focusing beyond obvious ROI to decide where to invest now for maximum value with minimum risk.
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Carol Scalice
Strategy. Plan. Roadmap. Even though many organizations ask for these and provide a template for their structure, few organizations provide practical guidance for how to create them. Many business analysts struggle to expand their planning from the reactionary and tactical to the long-term and strategic. Carol Scalice shows you how to use a business capability assessment to derive a strategic roadmap. Learn what a capability assessment is and how to employ it to understand existing business goals or collaboratively arrive at new ones. After sharing an example business capability map she created, Carol guides and teaches you how to build a business capability map that is tailored to the results your organization wants and needs. Learn to use your capability assessment outcomes to define a roadmap for strategic initiatives that empower your organization to meet its business objectives.
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Ellen Gottesdiener
How do you best foster collaboration early and often with customers and teams during product development projects? Structured requirements workshops are a proven and popular practice for use in agile—and non-agile—projects. Ellen Gottesdiener introduces the practices for conducting facilitated workshops—focused, highly productive events with carefully selected stakeholders and content experts. These workshops, led by a neutral facilitator, are designed to elicit and verify requirements quickly in a group setting. Learn how workshops differ from meetings, recognize the business case for workshops, and understand the key workshop roles. Ellen outlines approaches for designing and running workshops, and how to adapt workshops for agile projects. And, for those of you who have ever wondered how you can “lead from behind” when you’re not the designated facilitator, Ellen shares concrete actions anyone can take for more productive collaborations.
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Joy Beatty
While business analysis is continuing to gain recognition as an important skill set, organizations have difficulty hiring or developing people with all the experience and tools they need. Across an organization, business analysts typically operate with inconsistent practices and uneven results. Now, although some organizations are implementing a Business Analysis Center of Excellence (BA-COE), it’s hard to know where to start if you need to become effective quickly. Joy Beatty explores the value and options of BA-COEs and the key foundational elements you need to build one. She goes into detail about the components that make up a BA-COE—training, tools, mentoring, assessments, and other best practices. Joy helps you select which components are most relevant to your organization, suggests specific metrics you can track to measure the success of your BA-COE, and discusses ways get past common challenges when starting a BA-COE.
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Joy Beatty, Greg Cohen, Ellen Gottesdiener, Carol Scalice
With a newly enriched playbook, you’ll conclude the Business Analysis and Requirements Workshop with a retrospective activity to review key learning, new ideas, skill transfer challenges, and strategies for implementing your playbook when you return to your team and organization. Leave prepared to put your personal development plan into action.
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