Agile Business
Analysis

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The Agile Business Analysis training course helps develop strong agile business analysis skills for business analysts working in an agile environment. This course allows business analysts to discover for themselves the complexities of this often-misunderstood role, by taking a broad, loosely defined business objective and fleshing it out into a tangible business case for investment using agile principles.

Learning Objectives

This course is designed to leave delegates more confident in five key areas:

1.     How to turn an idea into a case for investment.

2.     The role of business analyst and how it fits with others.

3.     How to help an agile team deliver the highest value product.

4.     Getting a product backlog ready to start development.

5.     The lifecycle of an idea from concept to delivery.

Audience, Pre-requisites and Assumed Knowledge

As an introduction-level course there is no assumed knowledge in either agile principles or business analysis techniques. Delegates with existing experience will be able to use the class to consolidate their knowledge and consider their approach, while people new to the role will get a solid grounding as they embark on their new assignment. Typical attendees include:

  • Practicing business analysts who want to consider their approach and learn techniques that they may not already be using.
  • New business analysts who need to quickly get up to speed.
  • Managers or leaders of business analysis teams who want to establish a consistent approach.
  • Engineers and product owners who work with business analysts and want to understand the role.

When delivered as a private class, the course may be pitched at an appropriate level. For example, experienced teams can quickly re-establish the basics and then spend more time considering the detail of their approach.

Approach

We are a friendly team of practitioners and we like to provide a personal level of support, before, during and after the class:

  • Pre-course reading designed to expose questions so that they can be explored in class.
  • Contact details allowing delegates to ask questions to the trainer before and after the class.
  • Access to a comprehensive set of guidance after the course so that delegates apply what has been learnt.
  • Digital course effectiveness surveys with results sent out to delegates and sponsors straight after the class.

Course Content

Concept and idea

A class case study project is introduced as a high-level expression of a strategic business need. Very little detail is made available, and delegates begin the task of establishing some tangible outcomes and success criteria. Two options for analysis are used to help add some substance to the idea:

  • PESTLE analysis
  • Five Forces

Delegates then learn a toolbox of techniques they can use to facilitate workshops with engineering teams and business stakeholders, taking a high-level concept and creating a clear vision statement with success criteria.

Feasibility and opportunity

We introduce the role of the product owner and establish the business analyst’s role in supporting the case for investment in an opportunity. Delegates learn how to use the following techniques to help product owners decide whether an opportunity should be progressed:

  • Articulating potential use of the product.
  • Creating pragmatic personas to understand the target market / audience.
  • Using the business model canvas or value proposition canvas to better understand the detail of a requirement and its potential business value.

Definition and Discovery

Delegates learn the techniques commonly used to facilitate product backlog generation workshops. Starting with the vision, a user story map is created based on the strategic outcomes that were identified previously. Options for creating clear, expressive work items are explored, such as user stories and product backlogs. Requirements are then prioritised, and the concept of a minimum viable product is explored, as a means of minimising the time and money put at risk before an idea can be validated through user feedback.

Delivery

The role of the business analyst in supporting agile teams during delivery is explored, including the following key techniques:

  • Supporting product backlog refinement or grooming.
  • Breaking down epic user stories.
  • Behaviour-driven development as an option for expressing acceptance criteria.
  • Questioning the content of the backlog – qualifying ideas out.

Agile Business Analysis Outcomes

Delegates will have gained practical experience in the full lifecycle of an idea in agile development and will leave the class ready to begin work as an agile business analyst.

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