Agile Business Analyst

Performing business analysis on a Scrum team can seem overwhelming given the level of agility provided to Product Owners. It doesn't have to be overwhelming if you're armed with the right information and solid techniques. After a brief overview of agile project delivery, you will learn how to elicit requirements in agile projects. Product centricity is reviewed including working with the Product Owner to develop a product roadmap. You will learn best-practice techniques for eliciting requirements. Agile metrics will also be reviewed.

This course is about 50% lecture and 50% discussion/ hands-on exercises. Participants should have prior exposure to agile training or experience on an agile team.

Prior experience with business analysis on projects is helpful.

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Key Outcomes

During this course, participants will:

  • Identify the key practices of agile analysis and ways to make requirements practices "lean"
  • Understand the value of a product roadmap and release planning for large, complex products
  • Describe how agile methods differ from traditional development
  • Define the key principles, practices, and processes of agile development
  • Identify the roles people play in an agile project
  • Define and analyze agile requirements

Course Outline

Introduction to Agile Development

  • Agile Overview
  • The Agile Potential
  • The Agile Manifesto
  • Agile Alone Is NOT Enough
  • Can Agile Fail?
  • THE Best Agile
  • Self-Organized Teams
  • The Business Analyst Role in Agile

Business Analysis in Agile Projects

  • Multiple Levels of Planning
  • The "Ever Unfolding Story"
  • Progressive Requirements Elaboration
  • How to Do Requirements Driven Agile
  • Requirements as the Basis for Agile Backlog
  • How Agile Methods Impact Requirements Risks

Agile Business Analysis: Product View

  • Agile's Big View
  • Working with Your Product Owner
  • Product Vision
  • Product Roadmapping
  • Keeping Your Eye on Requirements

Agile Business Analysis: Release Planning

  • Release Planning
  • User Stories, Epics, and Sagas
  • Quality Attributes and Interfaces
  • Grooming the Backlog

Agile Business Analysis: Sprints and Iterations

  • Use Cases in Agile
  • Actors and Roles
  • Understanding User Stories
  • Comparing and Contrasting User Stories and Use Cases
  • Right Sizing User Stories (just enough detail and no more)
  • Defining Done
  • Testing Stories
  • Estimating in Agile Projects
  • Calculating Capacity
  • Determining Velocity
  • Selecting Stories

Metrics to Remember

  • Velocity
  • Software Quality
  • Team Success and Sustainable Pace
  • Metrics Overview