• Scrum Masters, Product Owners and Scrum Team Members
• Business Analysts, Business Systems Analysts, Systems Analysts, Functional Analysts
• Software Development Managers, Software Engineers, Software Developers, Requirements Engineers, Requirements Analysts
• Test Managers, Test Engineers, Testers, Quality Assurance Staff
• Project Sponsors, Project managers, Program Managers
• Chief Information Officers (CIO), Executives, Enterprise Architects
• Process Engineers, Software Engineering Process Group (SEPG) Staff, Methodologists, Process Improvement Staff

• Presents a toolbox of business analysis techniques that reinforce agile principles.
• Develops the skills Business Analysts require to become productive members of agile teams.
• Presents a dogma-free perspective of business analysis in an agile environment.
• Dispels many myths and misunderstandings concerning business analysis and the agile approach.
• Gives participants the knowledge required to fully evaluate an agile approach to business analysis.

Introduction to Agile Development

• Problems with the waterfall life cycle model
• Project vs. product perspectives
  • Plan-driven development
  • Value-driven development
• Agile software development
  • The Lightweight approaches of the 1990s
  • The manifesto for agile software development
  • Some popular agile methods
    • Scrum
    • Kanban
    • Lean
• Introduction to Scrum
  • The Scrum life cycle
  • Scrum roles
    • Product Owner
    • Scrum Master
    • Team

Agile Business Analysis

• The Product Owner role
  • Defines the product vision
  • Manages scope
  • Responsible for return on investment (ROI)
  • Interacts with stakeholders
  • Accepts (or rejects) sprint outcomes
• IIBA's Agile extension to the BABOK Guide
• Frameworks
  • Discovery framework
  • Delivery framework
• Discovery principles
  • See the whole
  • Think as a customer
  • Analyse to determine what is valuable
• Delivery principles
  • Get real using examples
  • Understand what is doable
  • Stimulate collaboration and continuous improvement
  • Avoid waste
• The agile Business Analyst
  • The Product Owner role
  • Business analysts and the Product Owner
    • Acts as the Product Owner
    • Surrogate for the Product Owner
    • Assists the Product Owner
    • Coaches the Product Owner
  • Business analysts and product acceptance
    • Defines acceptance criteria prior to delivery
    • Creates and executes acceptance tests
  • Other Roles
    • Facilitates stakeholder consensus
    • Ensures business value is delivered
    • Ensures requirements are comprehensive
• Agile business analysis techniques
  • Collaborative games
  • Cards and sticky notes
  • Affinity analysis
  • Dot voting

Discovery Framework

• Visual thinking canvases
  • Business model generation
  • Value proposition design
• The agile discovery canvas
  • The four key discovery questions
  • The principles of agile business analysis
• Canvas vs. process
• Canvases as a collaboration tool

Identifying Stakeholders

• Using 'MACROSCOPE' to identify stakeholders
• The 'onion' model of stakeholders
• Empathy Maps and Personas
• Involvement vs. commitment
• Analysing stakeholders
  • Identifying the Product Owner
  • Identifying subject matter experts
  • Other stakeholders

Defining Business Scope

• The Activity Triangle
  • Activity and objects
  • Activities and outcomes
  • The role of tools
• Decomposing activities
• Collaborative Activity Modelling
  • Brainstorming activities
  • Grouping activities
  • Consolidating stakeholder perspectives
  • Defining scope
• Identifying Business Capabilities
  • Rewording activities as capabilities
  • Levels of business capability
  • Linking business capabilities
    • Organisation structure
    • Business processes
    • IT systems
  • Developing a Capability Map
  • Capability Heat Maps
• Investigating Value Streams

Analysing Business Needs

• Classifying Business Needs
  • Strategic needs
    • Build on or preserve a strength
    • Remedy a weakness
    • Exploit an opportunity
    • Avoid a threat
    • High value drivers
  • Operational needs
    • Managing information
    • Enforcing business rules
    • Lower value drivers
• Identifying strategic needs
  • SWOT analysis
  • Acting on SWOT
    • Improve a capability
    • Mitigate a risk
    • Remedy a weakness
• Developing a value proposition
  • Stakeholder pains and gains
  • Value stream pains and gains
• Identifying information needs
  • Collecting information samples
  • Deferring detailed analysis
• Identifying business rules
  • Identifying business rules through exploratory testing
  • Recovering business rules from source code
  • The business rules mantra
  • Developing a glossary of terms
• Performing a gap analysis

Defining the Solution

• Identifying solution features
  • What is a software feature?
  • Describing features using natural language
    • Capabilities
    • Constraints
• Describing solution features with user stories
  • User story template
  • Sub-stories
  • Decomposing epic stories
  • Acceptance criteria
  • Other stories
    • Team stories
    • System stories
    • Constraint stories
  • The three 'Cs' of user stories
    • Card
    • Conversation
    • Confirmation
  • 'INVEST' and user story quality
• Populating the product backlog
• Estimating and prioritising the product backlog
  • Checking product backlog quality with 'DEEP'
  • Playing planning poker to estimate relative effort
  • Estimating feature value with 'SPIRACISEC'
  • Prioritising solution features
  • Ranking the product backlog

Planning Product Delivery

• Solution vision
  • Elevator pitch
  • Product box
• Release planning with user story maps
• Developing a solution roadmap
• Prototypes and storyboards
• Wizard of Oz testing
• Just Enough Architecture
  • Big design up front (BDUF) vs. just enough design
  • Technical debt
  • Architecture proof of concept (spike)

Delivery Framework

• The Scrum Life Cycle
  • Viewing discovery as 'iteration 0'
  • Sprint planning
  • Sprint
    • Elaborating requirements
    • Product backlog refinement
    • Daily scrum meetings
  • Sprint reviews
  • Retrospectives
• Sprint planning
  • Estimating the product backlog in detail
  • Team velocity
  • Creating the sprint backlog
• Managing the sprint
  • The sprint board
  • Burndown charts
• Elaborating requirements during the sprint
  • Participate in conversations
  • Behaviour driven development (BDD)
  • Acceptance test driven development (ATDD) and specification by example
  • Automated test frameworks
• Product backlog refinement
• The daily scrum
• Conducting a sprint review
• Participating in a retrospective

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