Overview

In today’s fast-paced, fiercely competitive world of new product development, speed and flexibility are essential for Agile business analysis. Companies are increasingly realizing that the old sequential approach to developing new products simply won’t get the job done. This Agile business analyst training provides the skills to drive product development with more productive and advanced Agile methodologies.

Who Should Attend

• Product Owners,


• Scrum Masters,


• Business Analysts,


• System Analysts,


• Program Managers,


• Project Managers and


• Anyone interested in Agile business analysis.

• Establish the Product Owner role in Scrum teams by harnessing the experience of senior personnel to become a better Agile business analyst


• Create a Business Value Model to better understand requirements


• Quantify cost/benefit analysis to create a rational build order


• Create a Release Train using Minimal Marketable Features (MMFs)


• Measure and report project progress to various stakeholders

• Analyzing Agile values and principles


• Identifying Scrum roles


• Determining Scrum ceremonies


• Assessing Scrum artifacts

• Dissecting the responsibilities of the Product Owner
  
  
  
  • Working with Returns on Investments (ROI) and Total Cost of Ownership (TCO)
  
  
  • Managing the Product Backlog
  
  
  • Evaluating value in order to determine the release schedule
  
  
  
  


• Establishing Sprint focus
  
  
  
  • Separating the Product Backlog from Sprint Backlog
  
  
  • Prioritizing Product Backlog Items (PBI)
  
  
  • Aborting the Sprint
  
  
  • Managing cadence within the Sprint
  
  
  • Driving a consensus for “Definition of Done”
  
  
  
  

• Developing teams
  
  
  
  • Collaborating with a single team
  
  
  • Scaling to a multi-team environment
  
  
  
  


• Identifying stakeholders
  
  
  
  • Recognizing stakeholders as customers
  
  
  • Managing the expectations of stakeholders
  
  
  
  

• Comparing stakeholders
  
  
  
  • Distinguishing customers from other stakeholders
  
  
  • Choosing the appropriate value
  
  
  • Differentiating between stakeholder engagement and stakeholder management
  
  
  
  


• Adhering to the Agile Process
  
  
  
  • Chartering the project
  
  
  • Facilitating release planning meetings
  
  
  • Eliciting and analyzing requirements
  
  
  • Enabling requirements clarification
  
  
  • Specifying Stories by example
  
  
  
  

• Increasing value with new techniques
  
  
  
  • Contrasting PBI build order with “critical path”
  
  
  • Comparing with GANTT and PERT charts
  
  
  
  


• Synthesizing the PBI hierarchy
  
  
  
  • Categorizing each item as a Story, Epic or Minimal Marketable Feature (MMF)
  
  
  • Decomposing MMFs into Stories and Epics
  
  
  • Gauging the build order volatility
  
  
  
  

• Analyzing cost
  
  
  
  • Quantifying the cost/benefit analysis at the Epic level
  
  
  • Applying Agile Earned Value Management (EVM)
  
  
  
  


• Managing expectations with Minimal Market Features
  
  
  
  • Creating the precedence graph
  
  
  • Counting architectural elements as costs
  
  
  • Dealing with Technical Debt
  
  
  • Growing business value with MMFs
  
  
  
  

• Communicating with stakeholders
  
  
  
  • Implementing information radiators
  
  
  • Delivering value
  
  
  • Projecting team build rate
  
  
  
  


• Facilitating ceremonies
  
  
  
  • Illustrating burndowns and estimates
  
  
  • Managing Scrum project planning, tracking and rates of execution (velocity)
  
  
  
  

• Applying continuous improvement
  
  
  
  • Synchronizing multiple teams
  
  
  • Evolving the Definition of Done
  
  
  • Reducing documents to be “barely sufficient”
  
  
  
  


• Involving external resources
  
  
  
  • Creating Communities of Practice
  
  
  • Empowering the Project Management Office (PMO) as a change agency