In this course, you will learn how tperform ‘just in time’, ‘just barely enough’ Business Analysis on an agile project in order tincrementally 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 tleverage the BA function and toolkit thelp teams overcome some of the most vexing issues that confront agile teams today, including: how thelp business owners overcome ‘prioritization phobia’ by guiding them towards an MVP approach tdevelopment; how ttrack dependencies between requirements and development teams; how and when tunbundle epics intmanageable User Stories; when t‘bend’ agile principles; how tapply UML 2.0; how tcoordinate development across multiple teams and how tmanage supplementary requirements such as non-functional requirements and constraints. You will alslearn when and how tcreate 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 tsoftware 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 tperform the analysis behind it. As a result, the product backlog is loaded with items that are noted inconsistently, are difficult treconcile with over-arching business goals and difficult testimate 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) whknow how tstructure their conversations with stakeholders for maximum benefit, individuals whare able tpull the right analysis techniques out of their ‘back pockets’ when they need them.
Many companies have concluded they need tfind a way tadopt 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 tchanging needs. But as teams have tried timplement agile approaches without people trained in agile Business Analysis, they have experienced the following challenges:

  • Difficulty keeping track of constant changes trequirements, additions, and continual reprioritization – especially when there is nobody trained in requirements processes and tools tmanage the list
  • Challenges scaling agile – an approach that emerged from small companies - tlarge, highly regulated companies and organizations
  • Challenges transitioning the business tan iterative lifecycle, whereby implementation of requirements proceeds in small increments
  • Challenges applying agile – whose roots are in Product Development, where continual updates are made over a long period - tProjects, which have a beginning, an end - and scope, time and resource constraints
  • Challenges fitting significant User Stories intshort iterations – resulting in repeated calls for changes tthe cadence (iteration length) for the project
  • Challenges creating persistent requirements documentation from agile artifacts.

If you have been experiencing any of the above, or if your organization is relatively new tagile, this course will help you address these issues through training that clarifies exactly which business analysis technique or tool temploy based on the scenario, and how tcarry out the BA function sthat business interests are addressed and protected throughout the agile life cycle.


  • Be able tcarry 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 tstage agile ‘Just In Time’ ‘Just Barely Enough’ requirements trawling: Know how much telicit upfront and when twhen tuse which agile BA tools over the course of an agile lifecycle
  • Be able tshepherd an initiative from Vision tIT requirements while keeping the value chain intact over an agile project
  • Be able tuse a Story Map tguide the timing of requirements analysis and feature rollout over the course of a project – and thelp the team visualize dependencies and relationships between User Stories
  • Be able thelp business owners overcome the tendency tview all requirements as ‘high priority’ and guide them towards an MVP/MMP (Minimum Viable Product/Minimum Marketable Product) iterative approach tdevelopment
  • Be able tintegrate Lean Startup principles and practices intthe product development lifecycle – from visioning through development tfinal validation in the marketplace
  • Be able tguide 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 tguide the Customer tmake effective choices for the iterative rollout of features in a way that maximizes business value early
  • Be able thelp the team track dependencies between requirements
  • Be able tsplit epics intvaluable User Stories by applying the Lawrence Patterns and INVEST guidelines
  • Be able tmanage supplementary requirements such as non-functional requirements
  • Know how and when tcreate persistent documentation from agile artifacts using Use Case 2.0
  • Be able tapply the following agile tools and concepts in an agile context:
    • Lean Startup and MVP
    • User Personas and Scenarios
    • Features
    • Themes
    • Epics and User Stories
    • Spikes
    • Backlog Refinement (Grooming)
    • 3 Amigos Meetings
    • Product Canvas
    • Product Roadmap
    • Story Mapping
    • Use Case 2.0
    • The Planning Game
    • Planning Poker; Delphi Estimation
    • Kanban Board
    • Cumulative Flow Diagram
    • Funnel Metrics
    • Burndown Chart; Burnup Chart


  • BAs and BSAs of all levels working on, or interested in working on, agile projects
  • Product Owners (POs) originating from the business side (Product Managers, SMEs) whneed tacquire skills in agile requirements management in order twork effectively as POs
  • Proxy Product Owners originating from the IT side (BSAs, etc.) whneed tacquire agile analysis skills
  • Product Managers, Program Managers whwill be working on or with agile teams
  • Managers of BAs (PMs, BA Leads, etc.)
  • High-level executives




2 Days