Agile Business Analyst Training

Code

490

Start Date

2025-09-14

End Date

2025-09-18

City

Stockholm

Price

4950 $

Language

Participants

1-15

Hotel

Hotel Meeting Room

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Introduction:

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

You Will Learn How To:

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.

Workshop Activities Include:

Defining the "Definition of Done"
Performing an Envisioning Workshop
Writing valuable Agile User Stories
Specifying by example
Developing a Release Train
Implementing Communities of Practice

Who Should Attend :

Product Owners, Scrum Masters, Business Analysts, System Analysts, Program Managers, Project Managers and anyone interested in Agile business analysi

Course Content :

Agile and Scrum for the Business Analyst: Overview

Analyzing Agile values and principles
Identifying Scrum roles
Determining Scrum ceremonies
Assessing Scrum artifacts

Introducing the Role of the Product Owner in Scrum

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"

Shaping the View of the Product Owner for a Specific Effort

Developing teams

Collaborating with a single team
Scaling to a multi-team environment

Identifying stakeholders

Recognizing stakeholders as customers
Managing the expectations of stakeholders

Analyzing the Business Value Model

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

Determining the Build Order

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

Building the Release Train

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

Reporting Project Status

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)

Driving Organizational Change with Agile Business Analysis Methodologies

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

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