Rainer Wendt discusses how business analysts working in the product owner role can help put more business in the driver's seat of agile projects. As product owners from business often lack time and experience to fully own the product backlog, business analysts can support them by defining user stories, acceptance criteria, prioritizing requirements, and facilitating collaboration between business stakeholders and the development team. This shared product owner/business analyst model helps address the common dilemma of part-time product owners from business and bridges communication between business and IT for effective agile delivery.
Good, Better Bet Product Management (Seattle Product Camp keynote)Rich Mironov
Talk for Seattle Product Camp (25 Oct 14) on minimally viable product management (just enough to avoid hindering product flow) up through great product managers/leaders/thinkers
Making Hard (Strategic) Decisions about Products and PortfoliosRich Mironov
Software executives and software product managers should focus first on putting the right products into their portfolios -- since the primary drivers of market success are identifying the right markets, segments and customer problems to solve.
(For Product Tank San Francisco)
AgileCamp Dallas: Unpacking Business Value (Mironov)Rich Mironov
From the development side, we often think of Business Value as accurate, one-dimensional, and easy to auto-sort. We unpack this a bit, and try to get back to real customer value. Core analogy: is freeze-dried astronaut ice cream really ice cream? Do our paying customers care about business value points, or only real improvements they can directly experience?
A keynote at AgileCamp Dallas, 19 Oct 2015
What do Directors and VPS of Product Management Do?Rich Mironov
Starter slides for a highly collaborative discussion at Product Camp Silicon Valley 2015. We used slides #3 and 4, then opened it up for suggestions about what Directors do (#7) and ways to signal that you'd like to be promoted to be one (#8).
This slidedeck from Texavi dwells on the essential tools, methods and techniques for the New-age Business Analyst. It also touches upon the methodologies, notations and software tools and applications to help with the analysis.
Good, Better Bet Product Management (Seattle Product Camp keynote)Rich Mironov
Talk for Seattle Product Camp (25 Oct 14) on minimally viable product management (just enough to avoid hindering product flow) up through great product managers/leaders/thinkers
Making Hard (Strategic) Decisions about Products and PortfoliosRich Mironov
Software executives and software product managers should focus first on putting the right products into their portfolios -- since the primary drivers of market success are identifying the right markets, segments and customer problems to solve.
(For Product Tank San Francisco)
AgileCamp Dallas: Unpacking Business Value (Mironov)Rich Mironov
From the development side, we often think of Business Value as accurate, one-dimensional, and easy to auto-sort. We unpack this a bit, and try to get back to real customer value. Core analogy: is freeze-dried astronaut ice cream really ice cream? Do our paying customers care about business value points, or only real improvements they can directly experience?
A keynote at AgileCamp Dallas, 19 Oct 2015
What do Directors and VPS of Product Management Do?Rich Mironov
Starter slides for a highly collaborative discussion at Product Camp Silicon Valley 2015. We used slides #3 and 4, then opened it up for suggestions about what Directors do (#7) and ways to signal that you'd like to be promoted to be one (#8).
This slidedeck from Texavi dwells on the essential tools, methods and techniques for the New-age Business Analyst. It also touches upon the methodologies, notations and software tools and applications to help with the analysis.
How to Manage a Mixed Portfolio of Products by Salesforce PMProduct School
Major Takeaways:
- Conduct meaningful buy vs. build assessments: total cost of ownership, using 3rd parties to prove an internal build investment, influence their road maps
- Think big and take on risk: bring internal engineers the challenge of building better than what's out there
- Look w/in the business: Salesforce on Salesforce and other internal partnerships
Agile Training improves your cognizance of scaling and scrum methodology. In these training you can learn
about the agile skills to improve your organization performance.These training give you information on how agileteams estimate, track and plan their work.Visit http://agiletraining.com/
Agile is just a means to achieve a business outcome.. How large enterprise need to achieve real business agility.. connecting engineering outcome to business outcome
David Peres and Rob Patterson of Minalytix discuss what the typical product development process looks like, what development model options are there, and their experiences as entrepreneurs.
NORCAT Entrepreneurship 101 - "Product Development" featuring Dave Peres & Ro...NORCAT
Dave Peres and Rob Patterson (co-owners, Minalytix) discuss what product development is, the typical development process, development models and their experiences when building their company.
A real case about the introduction of a Kanban Portfolio in a big company.
In the 5 minutes lightning talk at the Lean Kanban Southern Europe 2014 conference where I told my story as Agile Coach in Wolter Kluwer Italy.
Slides shows the actual status of implementation, goals reached and next challenges.
We are following an evolutionary approach where the change is done step-by-step together with all departments.
Accelerating Learning is the key to unlocking the true potential of Agile. Often organizations implement the process aspects of agile/scrum but fail to find the key to unlocking its true potential. In this session we will explore 6 traps agile teams fall into which prevent learning and how to overcome them. We will demonstrate how a potentially shippable product increment is the key and how breaking work down, swarming, limiting WIP, and getting to done are imperatives. By accelerating learning we believe most organizations can deliver double the value in half the time.
Learn the fundamentals of Lean-Agile project portfolio management.
This is the Lean PPM part of the Lean-Agile Project Management (LeanPM®) training developed by the Lean Project Management Foundation.
Read the full chapter on www.leanpm.org.
Agile project management - everything you want to know but were afraid to ask
Presented by Adrian Pyne
Tuesday 18 October 2016
APM East of England branch event
Anglia Ruskin University, Chelmsford
How to scale your tech startup for the winEspeo Software
Not many startups make it. You either scale the right way - or you die. Let's discuss the typical problems and demonstrate solutions focused on software development - based on real-life scenarios of tech startups.
Your mind might get overpowered with a number of thoughts when you think of organizing an event for your business. Is my business big enough to hold such an event? Will there be enough budgets? Where should I start?And many more…
How to Manage a Mixed Portfolio of Products by Salesforce PMProduct School
Major Takeaways:
- Conduct meaningful buy vs. build assessments: total cost of ownership, using 3rd parties to prove an internal build investment, influence their road maps
- Think big and take on risk: bring internal engineers the challenge of building better than what's out there
- Look w/in the business: Salesforce on Salesforce and other internal partnerships
Agile Training improves your cognizance of scaling and scrum methodology. In these training you can learn
about the agile skills to improve your organization performance.These training give you information on how agileteams estimate, track and plan their work.Visit http://agiletraining.com/
Agile is just a means to achieve a business outcome.. How large enterprise need to achieve real business agility.. connecting engineering outcome to business outcome
David Peres and Rob Patterson of Minalytix discuss what the typical product development process looks like, what development model options are there, and their experiences as entrepreneurs.
NORCAT Entrepreneurship 101 - "Product Development" featuring Dave Peres & Ro...NORCAT
Dave Peres and Rob Patterson (co-owners, Minalytix) discuss what product development is, the typical development process, development models and their experiences when building their company.
A real case about the introduction of a Kanban Portfolio in a big company.
In the 5 minutes lightning talk at the Lean Kanban Southern Europe 2014 conference where I told my story as Agile Coach in Wolter Kluwer Italy.
Slides shows the actual status of implementation, goals reached and next challenges.
We are following an evolutionary approach where the change is done step-by-step together with all departments.
Accelerating Learning is the key to unlocking the true potential of Agile. Often organizations implement the process aspects of agile/scrum but fail to find the key to unlocking its true potential. In this session we will explore 6 traps agile teams fall into which prevent learning and how to overcome them. We will demonstrate how a potentially shippable product increment is the key and how breaking work down, swarming, limiting WIP, and getting to done are imperatives. By accelerating learning we believe most organizations can deliver double the value in half the time.
Learn the fundamentals of Lean-Agile project portfolio management.
This is the Lean PPM part of the Lean-Agile Project Management (LeanPM®) training developed by the Lean Project Management Foundation.
Read the full chapter on www.leanpm.org.
Agile project management - everything you want to know but were afraid to ask
Presented by Adrian Pyne
Tuesday 18 October 2016
APM East of England branch event
Anglia Ruskin University, Chelmsford
How to scale your tech startup for the winEspeo Software
Not many startups make it. You either scale the right way - or you die. Let's discuss the typical problems and demonstrate solutions focused on software development - based on real-life scenarios of tech startups.
Your mind might get overpowered with a number of thoughts when you think of organizing an event for your business. Is my business big enough to hold such an event? Will there be enough budgets? Where should I start?And many more…
Agile2016: Intro to Agile Product ManagementRich Mironov
Product owner is a critical role for agile/scrum teams, as a key stakeholder and representative of users, customers or markets. Commercial software companies have a broader role - product manager - responsible for identifying market needs/opportunities, making product-level decisions and managing sales/customer relationships on behalf of executives. This talk maps out product owners and software product managers, with approaches to meet all of the product needs for a market-successful product. (reprise from Agile2015)
Building and scaling a product team is a challenge that every successful product company faces. Brainmates hosted this Sydney AU meetup where we talked about:
- When and how does a startup hire its first product manager?
- Division of labor: how do we grow from one to three to many product folks?
- End-to-end management of product elements/features, or product owner and business owner roles?
- How big is too big?
This talk was presented at the 6th Annual Global Big Data Conference in Santa Clara, California on August 29, 2018.
Michael Slinn has performed technical due diligence for investors since the mid 1980s. In this 40-minute presentation he explains how he evaluates blockchain-related technology companies. See https://www.mslinn.com/blog/2018/08/29/evaluating-blockchain-companies.html
Are you deploying complex, enterprise scaled IT projects within an Agile environment? Are you struggling to leverage requirements management best practices along with Agile principles? If so, this webinar is for you.
Agile205: Intro to Agile Product ManagementRich Mironov
Product owner is a critical role for agile/scrum teams, as a key stakeholder and representative of users, customers or markets. Commercial software companies have a broader role -- product manager -- responsible for identifying market needs/opportunities, making product-level decisions about offerings/benefits/pricing/packaging/channels/financial goals, and managing sales/customer relationships on behalf of executives. Since products often span multiple scrum teams, some products have a mix of product owners and product managers. We'll introduce product owners, map that against software product managers, and talk through approaches to meet all of the product needs for a market-successful product.
This webinar discusses the fundamentals of Product Manager and Product Owner Role in Agile Teams.
What does a product manager do, and how does this change with agile? Is a product owner different from a product manager? How do up-front requirements relate to customer showcases and frequent user feedback? Rich Mironov will take us through what development managers should know about agile product management.
Original copy at https://www.synerzip.com/webinar/agile-product-management-basics/
Positioning of the BA practice in the agile, what is the role of BA and how she/he fits in the agile ceremonies, what is the basic role she/he plays and what are the common tools BA uses and can she/he replaces any of the Agile known roles.
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#agile #business_analysis #xpdays #agilearena
The Business Analyst Role Within Solution Driven Projects IIBA UK Chapter
Slides from a presentation given by Stuart Peek to a meeting of IIBA UK's South West branch on 22 October 2014.
Many Business Analysts cherish the opportunity to be involved in strategic thinking with business stakeholders. However, what happens when a Business Analyst is engaged in solution-driven projects with little involvement in those early stages? Furthermore, how can a Business Analyst support business change without even a BRD to put their name to? The role of a Business Analyst may differ slightly within these environments, but that does not reduce the value they add. Indeed, solid application of Business Analysis skills is fundamental to enabling success. Attendees will benefit from experience and learnings of the speaker in this field, and be more prepared should they encounter similar scenarios.
You will learn:
- The importance of Business Analysts in solution driven projects
- How Business Analysts needs to adapt
- How Business Analysts should engage with stakeholders
- The dangers of omitting Business Analysts
- The business benefits enabled by effectively utilising Business Analysts
Agile Inception Strategies : Presented by Khaarthigha SubramanianoGuild .
Agile Inception using Innovative and Collaborative techniques & Gamification came for rescue, But now this is also diluted a lot and becoming in-effective. But used well, this is highly effective even to discover more than what we are focusing and help channel the investments for the clients.
We took a real world problem that is meaningful to all attendees and used the following techniques as a real inception
– Describing the objectives of inception and inception outcomes
– Setting the vision
– Identify Competing constraints and decouple them
– Understand nuances of client relationship and being dynamic in modelling the solution
– Stakeholder mapping and communication plan
– Assumption mapping and hypotheses prioritisation
– Traceability of user needs to business goals through impact mapping.
Good Workshops (formerly called JAD sessions) take time and effort to prepare. You need to pick solid Subject Matter Experts (SMEs) to participate. But good SMEs don't suffer fools--they expect the Facilitator to do their homework to learn the business and the systems. Workshops are not about educating the Facilitator. Workshops are about guiding the SMEs to transform their knowledge into a well-conceived new solution.
What separates best–in–class companies from other companies? It is usually the manner in which they provide high value products and unique experiences to customers in carefully chosen markets. Product Management encompasses a set of business practices which, when viewed holistically, helps the firm achieve its goals for product profitability and market share. Product Management is, in a nutshell, the business management of products, represented by how firms create, develop, and manage products and services across their life cycles.
https://www.sequentlearning.com/webinars
Ken Fulmer's visit to IIBA Canberra Branch
October 2018
Covering both Soft and Hard/Technical skills for a BA
Hard Skills:
1 - Understand Strategic Imperatives
2 - Customer Experience
3 - Business Process
4 - Embrace Agility
5 - Continuous Stakeholder Collaboration
6 - DATA – Evidence Based Decisions
7 - Understand Technology
Soft Skills
S1 - Infuse Customer Empathy
S2 - Envision the Outcome
S3 - Own the product and the outcome
S4 - Value
S5 –Enable Smart Decisions
S6 – LEARN Continuously
S7 – Change & Engagement
Making The Right Strategic Choices in Product PortfoliosRich Mironov
Software executives and software product managers focus first on putting the right products into their portfolios - since the primary drivers of market success are identifying the right markets, segments and customer problems to solve. Deciding what products to build, and their relative priority, is a top-down strategic process supported by metrics-driven engineering and program management
Similar to BAFS 2015 Genève : Rainer Wendt - More business in the driver's seat : BA works as PO (20)
BAFS 2015 Paris : Introduction par Cédric BergerBAFS
BAFS 2015 Paris : Introduction par Cédric Berger, CBAP Président du Comité d'organisation du BAFS, Président de la société Mark International, Fondateur de IIBA Geneva et IIBA France
BAFS 2015 : Jean Marc De Jonghe - Comment devenir une entreprise branchée, in...BAFS
Jean Marc De Jonghe - Comment devenir une entreprise branchée, innovante et productive avec la méthode Agile ? Retour sur la création de LaPresse+
http://plus.lapresse.ca/
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
BAFS 2015 Genève : Rainer Wendt - More business in the driver's seat : BA works as PO
1. More Business in the
driver’s seat
Rainer Wendt
President of the IIBA Chapter Germany
Business Analysts working in the Product Owner Role
2. Your Speaker today
Rainer Wendt, PMP, CBAP, PMI-PBNA, SCT
Study of Electrical Engineering in Aachen
25+ years of international IT Experience
- Software development in the Nineteenths
- Project Lead in Telecommunications and Banks & Insurances
- Requirements Engineering, Business Analysis
- Risk Management
- Change Management
- Training, Coaching
- Etc.
Managing Director masVenta Business GmbH
President IIBA Chapter Germany
3. Agenda
• Introduction
• Agile Practices are Imperative!
• How to engage Business
• How can I sell “Agile”?
• The Product Owner Dilemma
• The Agile Business Analyst
4. Agile Practices are Imperative!
• As the customer (Business) does not know what is
needed or they do not have the skills to document it
appropriately
• As much knowledge necessary to formulate and analyze
requirements starts to exist during development
It is close to
impossible to
understand all
requirements before a
development start
• Longer project duration cannot be avoided
• Project cost and TCO are increasing, cannot be
predicted and deviate significantly from
planning
In case you need to stick
to the Waterfall model,
expensive change
requests cannot be
avoided
5. The Agile Manifesto
Individuals and interactions over processes and tools.
Working software over comprehensive documentation.
Customer collaboration over contract negotiation.
Responding to change over following a plan.
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
That is, while there is value in the items on
the right, we value the items on the left more.
http://agilemanifesto.org
6. Roles and Responsibilities in Agile Context
ScrumMaster
Product Owner
Scrum Team
StakeholdersSponsor
Business AnalystProject Manager
Source: Watermark Learning
8. Agenda
• Introduction
• Agile Practices are Imperative!
• How to engage Business
• How can I sell “Agile”?
• The Product Owner Dilemma
• The Agile Business Analyst
9. Is „Agile“ good or bad for my project?
Some typical concerns from Business perspective
• More work for us!
• Developer anyway do what they want to
do – Business can hardly steer them
• Documentation mostly „too lean“ and
this insufficient for Compliance and Audit
purposes
• Deliverables are not exactly specified in
the contract
• Not all bespoken deliverables will make it
• High risks with T/M as well as Fixed Price
• More involvement for us!
• Business will always set priorities – for
each sprint
• „Changes are always welcome“ – we can
change - whenever we want
• Ready-to-use features will be available
after each Sprint
• Fail Fast: If the results of a sprint are not
good, the loss is limited
• We will be working in one team without
boundaries between customer and
vendor
10. • More involvement for us!
• Business will always set priorities – for
each sprint
• „Changes are always welcome“ – we can
change - whenever we want
• Ready-to-use features will be available
after each Sprint
• Fail Fast: If the results of a sprint are not
good, the loss is limited
• We will be working in one team without
boundaries between customer and
vendor
What attitude will the stakeholder have?
Which influence factors set the initial mindset re. „Agile“
• More work for us!
• Developer anyway do what they want to
do – Business can hardly steer them
• Documentation mostly „too lean“ and
this insufficient for Compliance and Audit
purposes
• Deliverables are not exactly specified in
the contract
• Not all bespoken deliverables will make it
• High risks with T/M as well as Fixed Price
11. Typical influence factors are:
• Trust in the Agile Team
• Trust in the capabilities and skills of the Agile Team
• The risk of the project (Impact x Probability)
• Experiences with former agile projects
• Dominant power of opinion of the colleagues, especially of the boss
• Open-mindedness towards new things
• Striving for success vs. angst for failure
• Training and education, knowledge sovereignty
What attitude will the stakeholder have?
Which influence factors set the initial mindset re. „Agile“
12. Agenda
• Introduction
• Agile Practices are Imperative!
• How to engage Business
• How can I sell “Agile”?
• The Product Owner Dilemma
• The Agile Business Analyst
15. Open mindedness and honesty (1/2)
• Requirements are no longer fixed upfront,
but resources and time
• Changes or Re-work might have
consequences – like non-implementaion
of low-prio requirements
16. Open mindedness and honesty (2/2)
From Ryan Matena, Ready for Agile, Projects@Work.com, 9/28/06
Ressources
& Time are
uncertain Finale Scope is
uncertain
17. Transparency
• Explain the Agile Way and adaptations, e.g. how ceremonies like Daily
Stand-Ups are taking place in real-life
• Simplify, get rid of complexity like over-engineered reporting Excels
• Simple Backlog, Burn-Down
Chart, Issue Tracker, Risk Register
• Communicate plan deviations in
a clear and transparent way
• Make reporting artefacts easily
accessible to stakeholders
18. References
• Show-case about successful „Lighthouse-Project“
• Try to engage a well-known agile team
• Walk through reporting artefacts of the
project
• Describe authentic actions taken on plan
deviations
• Report real cost saving due to Agile
• Errors and Lessons Learned
• What has not been implemented?
19. Knowledge Transfer
• Professional Trainings for the Business, e.g. Product Owner in SCRUM
• Help Business in writing exemplary Backlog Items (User Stories) and
Acceptance Criteria
• Ensure that Business
stakeholders will have the
capabilities and the
responsibility for the
continuous prioritization of the
Backlog items
20. Agenda
• Introduction
• Agile Practices are Imperative!
• How to engage Business
• How can I sell “Agile”?
• The Product Owner Dilemma
• The Agile Business Analyst
22. The Dilemma of the Part-Time-PO
A Product Owner from Business can
hardly dedicate 100% of his capacity to
the project
The day-to-day Business has normally
priority
Product Owners from the Business are
often lacking experiences and skills in
agile Projects
Orientation is difficult
23. A PO-Team as solution
Several team members with BA skills can work with
the Lead Product Owner on the following tasks:
• Defining user roles and personas
• Eliciting requirements from stakeholders and users
• Defining user stories and acceptance tests
• Helping the PO prioritize and manage the Product
Backlog
• Facilitating user story workshops
• Building requirements runway for upcoming iterations
• Identifying themes for releases
• Contributing to release and iteration planning
• Identifying and estimating business analysis tasks
• Analyzing business and technical impacts of
requirements
Source: Watermark Learning
24. The PO-Team
(An Example)
I am the
Lead PO
I am a
Business
Analyst
I am a
Dev SME
The Lead PO from the
Business has the final say re.
the value-oriented
prioritization
The Business Analyst
manages the Backlog
The Business Analyst
formulates User Stories and
Acceptance Criteria
The Development Subject
Matter Expert gives advice
re. technical dependencies,
feasibility and risk
25. Agenda
• Introduction
• Agile Practices are Imperative!
• How to engage Business
• How can I sell “Agile”?
• The Product Owner Dilemma
• The Agile Business Analyst
26. The Agile Business Analyst (BA)
• The Product Owner (PO) is often focused on strategic, product
and release-level activities
• Preparing the business case, analyzing the market, defining
the product roadmap, and defining release plans
• A Business Analyst can supplement the PO with a focus on
tactical, iteration-level activities
Source: Watermark Learning
27. Applied SCRUM
• Typically in real life, the Business Analyst has the role of the Product Owner or (s)he
supports the PO, especially if the contribution of a Business-PO is not sufficient
• Requirements from the Product-Backlog are being planned according to criteria like
priority, stability etc by the PO/BA „on behalf of Business“
• The Business Analyst in his PO role is mostly a „Communication Facilitator“
Business Analyst / Product
Owner
Source: German Wikipeda
Business
28.
29. Summary
• Trust is the foundation for Agile Practices
• Trust can be built through Honesty,
Transparency and Knowledge
• The Product Owner in Business needs support
for the continuous elicitation and prioritization
of the requirements (User Stories)
• Business Analysts from IT can provide this
support which helps bridging the gap between
Business and IT