Adaptive Software Development (ASD) 14

agile

adoption of 259–65

alliance 13–15, 21

approaches 20–1, 73–5

boards 246–7

business analysis 25–32, 98–9, 105, 209, 265–9

business thinking 32–9

change projects 29, 213

creating solutions 17

customer collaboration 18

development 102, 118, 155, 157

disciplined 2.0 74

estimation 222–31

evolution of iterative methods 13

introduction 11

Manifesto see Agile Manifesto

methods 59–76

mindset 15–16, 24–5, 41–57

origins of 12–13

practices 21–2

responding to change 18–9

Three Pillars of 62, 249

12 principles 19–20

use cases 174

working software 17–8, 52

Agile Manifesto 2, 11, 16, 19–20, 22, 25, 31, 37, 41, 59, 161

Agile retrospectives: making good teams great (Derby) 254–5

AgileUP 21, 70

AHP (analytical hierarchy prioritisation) 132, 141

Ambler, Scott 27, 74, 101–2, 161, 263

analysis 146–7, 153

Anderson, David 21, 71

‘backbone’ 198–9

backlogs

explanation 209–10

iteration 210, 212, 257

and prioritisation 211–2

release 212

solutions 209–13

and stakeholders 211–2

BAM 94

BCS 268

Beck, Kent 14, 66

Bittner, Kurt 174

black box 85

Boehm, Barry 13, 224

boundaries 91

brainstorming 167

brainwriting 167

Brooch, Grady 13

burndown charts 250–2

burnup charts 252–3

business

activity models (BAM) 88–9

actors 91

agility 5–6, 8–10

analysis 256–7

architects 114

capability maps 81–2

constraints 262

epics 92–4, 211

goals 161

managers 112

process maps 87–8

process models 89–90

business analysis 25–32, 98–9, 105, 209, 265–9

Agile Manifesto 31–2

agile software projects 7–8, 25–32, 41–2, 45

and Agile teams 47–9, 102–3

landscape 4–5, 6–7

maturation of 3–4

pre-project 25–9

rationale for 2–3

and Scrum 268

within the development team 30–1

business thinking 32–9

lean 35–7, 39, 88

service 37–9

systems 32–4, 39

business use case diagrams 90–1

business use case models 90–2

change 247–8

change programmes/projects 4, 29, 29–30, 211, 213

Checkland, Peter 32

Chrysler 14

Coad, Peter 14

Cockburn, Alistair 13–14, 85–6, 126

Cohn, Mike 185, 193

collaborative working 43–6, 211

communication 43–4

competitor organisations 116

continuous improvement 49–52

Cooper, Alan 169

core agile values 6, 42

Course Organisation Systems 92

Covey, Stephen 47

Cox, Julian 84–5

critical success factors (CSFs) 79, 89, 91, 217

Crystal 14

customers 116, 118, 152, 262

DA 2.0 263

DAD 236

daily stand-ups 249–50

data architect/managers 115

de Luca, Jeff 14

decomposition

functional 123, 126

and goals 91, 122–6, 128–9, 201

and hierarchy 218–9

understanding goal levels 126–8

Deming cycle 51

Deming, W. Edwards 50–1, 235

Department for Work and Pensions (UK) 4

Derby, E. 254–5

Developing information systems (Cadle) 12–13, 84

diagrams

context 163, 172

use case 163, 172, 174–7

DMAIC 52, 57

domain experts see subject-matter experts (SMEs)

Drucker, P. F. 57

Dynamic Systems Development Method (DSDM) 7, 9, 14, 21, 67–8, 75

elicitation 146, 151, 153–8

epics 183–4

estimation

approaches 222–3

divide to size 228

ordering 133, 228

planning poker 229–31

relative (bucket method) 227

relative sizing 225

techniques 224

units 226

up-front 226–7

why and when 223–4

Wideband Delphi 224, 231

Extreme Programming (XP) 14

facilitated workshops 154

Farquhar, John 224

Feature Driven Development (FDD) 14

Fifth Discipline, The (Senge) 32

Fitness for Business Purpose 21

5-forces (Porter) 80

5-Ws 73

Functional Model Map (FMM) 84–7, 150–1, 159, 181

generalising specialists 61, 101–2

goals

business 161

and decomposition 122–6, 128–9, 201

and functional decomposition 91, 123–6

and iteration 128–9, 236–8

levels 126–7

to achieve business agility 128

government/legal/regulatory bodies 116

Handbook of Service Science (Spohrer/Maglio) 99

Highsmith, Jim 13

horizontal view see business thinking, lean

human touch, The (Thomas et al) 46

IBM 13

ideas

discussing 167

sharing 167

Inmates are Running the Asylum, The (Cooper) 169

International Diploma in Business Analysis 268

INVEST 184, 193

iteration

and agile 52–7, 60

and business analysis 256–7

evolution of methods 13

and goals 128–9, 236–8

introduction/explanation 233–6

layered approach 236

managing/monitoring 249–53

and modelling 84, 162, 174

non-timeboxed 248–9

and planning 238–9

product backlog refinement 244–6

progress 245–7

and requirements approach 151, 154

reviewing 253–6

and teams 239–44

Jacobson, Ivar 13, 172, 174

Japan 49

Jensen, Mary Ann 49

Jones, Daniel 35–6, 88

Just Enough, Just in Time

and agile 56, 222, 227, 231

and delivery 2

and DSDM 67

and iteration 248–9

Lean principle of 18

and modelling 84, 94, 161

and stakeholders 99

Kaizen (continuous improvement) 50–1, 57

Kanban 21, 68, 71–2, 246

Kano approach 132

key performance indicators (KPIs) 79, 89, 91

Lean

manufacturing 50, 152

software development 72–3

startup 73

thinking 21, 41

Lean software development (Poppendieck/Poppendieck) 21, 72–3

Leffingwell, Den 74

LeSS (Large Scale Scrum) 75

Lightweight Methods 13, 15

Lines, Mark 74, 101–2

‘Manage Course Booking’ 183

‘Managing the development of large software systems‘ (Royce) 12

manufacturing products 50

Martin, James 13, 21

Maslow, Abraham 265

Mehrabian, Albert 43–5

Mehrabian’s model 43–4

micromanagement 46–8, 261

Minimal Marketable Product (MMP) 54, 153, 201–2

Minimal Viable Product (MVP) 54, 153, 201

misuse characters 163, 168, 171–2

modelling

in an agile context 94

BDD (behaviour driven development) 185, 192–3, 195–7

benefits 159–61

explanations 159, 180

Functional Model Map (FMM) 84–7, 150–1, 159, 181

functionality 161–3

and iteration 84, 162, 174

misuse characters 171

personas 168–71

requirements approach 146, 149–50

scenarios 193–5

and stakeholders 160

system context and scope 172–8, 180–2

techniques 82–7

user journeys 178–9

user stories 182–93, 197–203

users and roles 164–8

modular business architecture 128

MoSCoW technique 5, 53, 68, 202, 212–13, 242

MOST 79, 80–1

muda (waste) 72

New York Telephone Company 13

Nexus 75

non-functional requirements (NFRs) 162, 214–16

North, Dan 196

Ohno, T. 36

OMG Business Motivation Model 33

$100 allocation 132, 141

OpenUP 21, 70

organisational agility 79–82

Out of the crisis (Deming) 50

overprocessing 36, 152

overproduction 36, 152

pair programming 22, 66

Patton, Jeff 183, 197, 198

PayPal 128, 218

PDCA cycle 51

personas 101, 103, 105, 107, 159–79, 163

PESTLE analysis 80

Plan-Do-Study-Act wheel 235

POPIT

and agile adoption 260

and agile mindset 53, 56

and agile philosophy 17

and business agility 128

and enterprise 25, 27–8, 34, 37

key business analysis technique 82, 87

and modelling 184

and requirements approach 150

Poppendieck, Mary and Tom 21, 72–3

power/interest grid 107–8

pre-project analysis 26–7

PRINCE2 68

prioritisation

application of 137–8

and backlogs 211–2

decomposition 138–9, 144

importance of 130–1, 204

issues 139–44

and MoSCoW framework 134–8, 140, 143

techniques 131–4

and timing 134

programme managers 29, 112–13

Project Management Institute (PMI) 68

project managers 113

project sponsors 112

prototyping 155

Psychology of Science, The (Maslow) 265

RACI/RASCI 44, 107–8

Rapid application development (Martin) 13

Rapid Application Development (RAD) 7, 13, 21, 67

Rational Software Corporation 13, 70

Rational Unified Process (RUP) 13, 70

Relative Mass Estimation see estimation, ordering

requirements approach

agile requirements engineering 152–4

business analysis 156–8

catalogue 208–9, 213

elicitation techniques 154–6

and engineering 145–9, 151–2

functional 207

general 206

hierarchy 216–21

introduction 145

itemised backlogs 209–14

non-functional 207–8

planning of 149–51

technical 206

types 205–6

resource audits 80

retrospectives 61, 254–6

risk reduction/opportunity enablement 133

Royce, Winston W. 12–3

Rumbaugh, James 13

RUP 21, 70

SAFe (Scaled Agile Framework) 74–5, 133, 184, 236

scenarios 91, 118, 155–6, 180–202

Schwaber, Ken 14, 61, 242, 267–9

Scrum

and agile adoption 261, 267–8

and agile working practices 24, 61–5, 98

AND Kanban 72

and backlogs 209–10

and DA 2.0 74

daily stand-ups 249–50

development process 14

and Disciplined Agile 2.0. 7, 9, 14

and DSDM 68

and iteration 242

job and role definitions 116

and LeSS 75

popular method 21

and roles 111

and sprint 62–4

Three Pillars of 62

and transparency 246

Scrum Alliance guide (2016) 98–9

Scrum Guide (Schwaber) 267

ScrumBan 21

Senge, Peter 32

service level agreements (SLAs) 6

Service Science theory 99

7 habits of highly effective people (Covey) 47

Shewhart Cycle 235

‘shout out’ approach 167

‘show and tell’ meetings 253–4

Sinek, Simon 5–6

Six Sigma 50, 52

skills

generic 101

specific 101

Soft Systems Methodology (SSM) 32–4

Software Development Context Framework (SCF) 263

software products 4, 50

software/application architects 114

solutions

architects/designers 114

development 19, 118

testers 118

SPAM 192

Spence, Ian 174

Spiral model (Barry Boehm) 13

stakeholders

and agile philosophy 18

and analytical approaches 27

and backlogs 211–2

business analysis 98–9

business and and system requirements 29–30

categorising 103–6, 110–1

collaborative working 97

communication 82

engagement 84, 106–10, 119

external perspectives 115–16

and modelling 160

nature of 96–7

and perspectives 110–15, 116–19

and prioritisation 131, 143

and requirements approach 146, 149, 151–4

understanding 44

and user stories 219

working with 97–8

stories

and agile boards 247

and burndown charts 250

complex 185–6

compound 185–7

hierarchy of user 219–20

mapping of 197–203

and stakeholders 219

writing workshops 155

subject-matter experts (SMEs) 111, 116–17

suppliers 80, 90, 107, 109, 116, 206

surveys/questionnaires 154

Sutherland, Jeff 14, 61

SWOT analysis 80–1

system of interest model 263–4

T-shaped professional 96, 99–103, 157–8

TDD 66

team leaders 118

teams

agile 126, 247–9, 256–7

culture of 262

and iteration 239–44

multi-skilled 99–103

self-organising 46, 99

skills of 262

velocity 212

themes 183

Thomas, Dave 13

Thomas, P. 46

Three Pillars of Scrum 62

3Cs 188

throwaway prototypes 156

time criticality 133

timeboxing 167

Toyota Production System 35, 72

traceability 147–8

transparency 61

TUBE 66

Tuckman, Bruce 48–9

Tuckman’s model 48–9

UML (Unified Modelling Language)

activity diagram 177

description 1

notation 13, 91

UP (Unified Process) 21, 70–1, 236

Use Case Modelling (Bittner/Spence) 174

Use-Case 2.0: the Guide to Succeeding with Use Cases (Bittner) 174

User Stories Applied (Cohn) 182, 193

User story mapping (Patton) 183

users

analysis matrix 163–5

business value 133

interviews 154

journeys 163

roles 163–8

UX (user experience) 47, 162

V model life cycle 25

value chains see business thinking, lean

value propositions 38, 105

value stream diagram (Womack/Jones) 88

value streams 81–2, 88

value-in-exchange 38

value-in-use 38

video conferencing 45

‘waterfall‘ systems 12–13, 25, 60

white box 85

‘whole team’ concept 247

WJSF (Weighted Shortest Job First) 75, 133–4, 141

Womack, James 35–6, 88

Work in Progress (WIP) 71–2

workshops 154, 160, 167, 191

world view analysis 44, 107–8

Worldpay 128, 218

Writing effective use cases (Cockburn) 126

WSJF prioritisation technique 228

XP 21, 66–8, 72, 210, 249

Zachman’s Framework 33