enterprise business analysis, role of business analysis

BA in an Agile World

Duration: 2 days Date: January 20-21-Toronto Location: ___ Categories: , , , Tag: N/A


Product Description

Learn how to apply the agile Business Analysis toolkit to agile projects. This is a hands-on course on implementing the Business Analysis function on an agile project. Working through a case study, you’ll gain a practical understanding of where the Business Analysis function fits into agile and Scrum and the value Business Analysis brings to the team and the business. You’ll learn how to use your BA skills to shepherd an initiative from the strategic business level down to the ‘weeds’ of requirements trawling and analysis while keeping the team focused on business value. By the end of this course, you’ll have gained practical experience applying the BA function over the course of an agile project using an approach that integrates the best agile Business Analysis practices from Scrum, Lean Startup, Extreme Programming (XP), UML 2.0 and Kanban with some of the most effective agile analysis tools developed in the field.
In this course, you will learn how to perform ‘just in time’, ‘just barely enough’ Business Analysis on an agile project in order to incrementally develop a comprehensive understanding of business goals and requirements. As you and your team work through a case study project, you’ll gain practical experience in how to leverage the BA function and toolkit to help teams overcome some of the most vexing issues that confront agile teams today, including: how to help business owners overcome ‘prioritization phobia’ by guiding them towards an MVP approach to development; how and when to unbundle epics into manageable User Stories and how to manage supplementary requirements such as non-functional requirements and constraints. You will also learn when and how to create persistent requirements documentation for communication with non-agile teams and for use after the project is over.

In the arguments over agile versus traditional approaches to software development, Business Analysis (BA) has sometimes been ignored – as the elimination of a formal BA position is sometimes confused with elimination of the practice of business analysis, and a reduced emphasis on formal documentation is confused with the remaining need to perform the analysis behind it. As a result, the product backlog is loaded with items that are noted inconsistently, are difficult to reconcile with over-arching business goals and difficult to estimate and prioritize. The truth is – agile projects, with their increased emphasis on communication between developers and the business side, depend more heavily than ever on individuals (whatever their job title) who know how to structure their conversations with stakeholders for maximum benefit, individuals who are able to pull the right analysis techniques out of their ‘back pockets’ when they need them.

>Many companies have concluded they need to find a way to adopt agile approaches because it guarantees at least minimum functionality in a short period of time, eliminates analysis paralysis, reduces technological risk, and minimizes wasted effort analyzing requirements that may never be implemented due to changing needs. But as teams have tried to implement agile approaches without people trained in agile Business Analysis, they have experienced the following challenges:

Challenges applying agile – an approach that emerged from small companies – to large, highly regulated companies and organizations
Challenges planning for agile initiatives, in conditions of high uncertainty and continual change

Challenges fitting valuable User Stories into short iterations
Challenges creating persistent requirements documentation from agile artifacts< If you have been experiencing any of the above, or if your organization is relatively new to agile, this course will help you address these issues through training that clarifies which business analysis technique or tool to use when, and how to carry out the BA function so that business interests are addressed and protected throughout the agile life cycle. Audience: BAs and BSAs of all levels working on, or interested in working on, agile projects >Product Owners (POs) from the business side: Product Managers, SMEs originating from the business side who need to acquire skills in agile requirements management in order to work effectively as POs

Program Managers who will be working on or with agile teams

Managers of BAs (PMs, BA Leads, etc.
High-level executives



  • Be able to carry out the Business Analysis function on an agile project using an analysis approach that integrates best practices from Scrum, Lean Startup, Extreme Programming (XP), Kanban and Use Case 2.0
  • Be able to stage agile ‘Just In Time’, ‘Just Barely Enough’ requirements trawling: Know how much to elicit upfront and when to when to use which agile BA tools over the course of an agile lifecycle
  • Be able to shepherd an initiative from Vision to IT requirements while keeping the value chain intact over an agile project
  • Be able to use a Story Map to guide the timing of requirements analysis and feature rollout over the course of a project – and to help the team visualize dependencies and relationships between User Stories
  • Be able to help business owners overcome the tendency to view all requirements as ‘high priority’ and guide them towards an MVP/MMP (Minimum Viable Product/Minimum Marketable Product) iterative approach to development
  • Be able to integrate Lean Startup principles and practices into the product development lifecycle – from visioning through development to final validation in the marketplace
  • Be able to guide the business in agile planning at various horizons: Strategic, long-term planning; mid-term (next quarter, Release Planning); short-term (next 2-3 weeks)
  • Be able to guide the Customer to make effective choices for the iterative rollout of features in a way that maximizes business value early
  • Be able to help the team track dependencies between requirements
  • Be able to split epics into valuable User Stories by applying the Lawrence Patterns and INVEST guidelines
  • Be able to manage supplementary requirements such as non-functional requirements
  • Know how and when to create persistent documentation from agile artifacts using Use Case 2.0



o Lean Startup, MVP (Minimum Viable Product) and MMP (Minimum Marketable Product)

o Overview of User Personas and Scenarios

o Features

o Themes

o Epics and User Stories

o User Story 3 C’s

o INVEST qualities of well-formed story

o Acceptance Criteria

o User-Role-Feature (Connextra) template for User Stories

o BDD format for Acceptance Criteria

o Definition of Done

o Iteration/Sprint Goals

o Functional Spikes

o 3 Amigos Meetings

o Product Canvas

o Vision, Objectives and Metrics

o Leap of Faith Assumptions

o GO Product Roadmap (Long-term plan)

o Release Goals

o User Role Modeling Workshop (with Silent Brainstorming)

o Story Mapping (Medium-term plan)

o Creating the Backbone

o Creating the Ribs

o Factors in Determining criticality (prioritization)

o Story Splitting using Lawrence Patterns

o Walking Skeleton

o Use Case 2.0

o Sprint (Iteration) Planning (Short-term plan)

o Crafting and using Sprint (Iteration) Goals

o Sprint (Iteration) Planning (Short-term plan)

o Estimating with the Planning Game, Planning Poker; Delphi Estimation

o Story Points

o Ensuring planned work does not exceed capacity

o Rolling Lookahead (Preview) Meeting

o Backlog Refinement

o Scaling the Agile Process (Overview)

o Kanban Board (Overview)

o Burndown Chart (Overview)

o Hardening Activities

o ‘Persisting’ the Requirements: Translating agile requirements to persistent documentation



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