Agile Business Analysis Training Course

Participants can define a business problem, target outcome and initial scope boundaries.

• Problem statements separating symptoms, causes, impacts and desired outcomes
• SMART outcome measures linked to customer, operational and financial value
• Opportunity solution trees connecting outcomes, opportunities and solution options
• Assumption mapping by evidence strength and consequence of failure
• In-scope and out-of-scope boundaries for incremental product releases
• Hypothesis statements suitable for experiment design and backlog discovery

Participants can identify decision-makers and plan stakeholder engagement for agile analysis.

• Stakeholder maps showing influence, interest, impact and decision authority
• RACI matrices for product decisions, approvals and delivery responsibilities
• Power-interest grids used to tailor communication and engagement approaches
• Interview guides focused on goals, pain points and workarounds
• Workshop agendas designed around decisions, evidence and unresolved assumptions
• Stakeholder engagement plans aligned with sprint and release cadences

Participants can select and conduct discovery techniques appropriate to uncertain product needs.

• Contextual inquiry observing users performing real tasks and decisions
• Semi-structured interviews eliciting goals, constraints, exceptions and terminology
• Event storming to surface domain events, policies and business hotspots
• Document analysis identifying rules, controls, data sources and obligations
• Five Whys analysis tracing operational symptoms to root causes
• Affinity mapping clustering research findings into themes and opportunities

Participants can model user needs and service experiences to guide product decisions.

• Evidence-based personas describing goals, behaviours, needs and constraints
• Jobs-to-be-Done statements capturing user motivations and desired progress
• Customer journey maps showing stages, actions, emotions and pain points
• Service blueprints linking customer actions to frontstage and backstage work
• Moments of truth identified through customer effort and failure analysis
• Journey opportunities converted into outcome-focused backlog candidates

Participants can model current and future processes, rules and exception paths.

• BPMN swimlane diagrams showing activities, handoffs, gateways and events
• SIPOC models defining suppliers, inputs, process steps, outputs and customers
• As-is process analysis locating delays, rework, controls and bottlenecks
• To-be process models aligned with target outcomes and product increments
• Decision tables expressing complex eligibility rules and policy combinations
• Exception paths documented for failures, escalations and manual interventions

Participants can translate analysis findings into a product vision and incremental release approach.

• Product vision boards defining target users, needs and business value
• Product goals expressing measurable outcomes for a delivery horizon
• Impact mapping connecting organisational goals, actors, behaviours and features
• Release themes grouping related outcomes without creating fixed scope commitments
• Minimum viable product boundaries based on risk, value and learning
• Roadmap assumptions reviewed against dependencies, capacity and evidence

Participants can create concise user stories that communicate valuable, testable needs.

• INVEST criteria used to assess story quality and readiness
• User story syntax linking persona, goal and expected benefit
• Story splitting by workflow step, rule variation and data dimension
• Spike stories used to reduce technical or business uncertainty
• Enabler stories distinguished from customer-facing product capabilities
• Definition of Ready criteria supporting effective sprint planning

Participants can specify acceptance criteria and examples that support shared understanding and testing.

• Given-When-Then scenarios describing observable system and user behaviour
• Example mapping separates rules, examples, questions and story scope
• Acceptance criteria covering happy paths, exceptions and boundary conditions
• Business rules linked to stories through decision tables and examples
• Definition of Done criteria distinguishing completion from stakeholder acceptance
• Testable wording avoiding ambiguous terms such as fast and user-friendly

Participants can organise a backlog around user activities, releases and dependencies.

• User story maps arranged by activities, tasks and release slices
• Backlog hierarchies connecting initiatives, epics, features and stories
• Walking skeleton releases testing end-to-end value with minimal scope
• Backlog refinement cadence aligned with upcoming sprint planning needs
• Dependency mapping across teams, systems, vendors and policy decisions
• Backlog hygiene checks for duplicates, stale items and unclear ownership

Participants can order backlog work using transparent value, risk and urgency criteria.

• MoSCoW prioritisation distinguishes minimum commitments from desirable enhancements
• Weighted Shortest Job First compares cost of delay and effort
• Kano analysis separates basic expectations, performance needs and delighters
• Value-risk matrices identify early work that reduces delivery uncertainty
• Cost of delay estimates quantify urgency from operational and customer impacts
• Prioritisation decisions documented with assumptions, evidence and accountable owners

Participants can support team planning with estimation inputs, capacity assumptions and forecasts.

• Planning Poker uses relative estimation and cross-functional discussion
• Story points distinguish relative complexity from elapsed delivery time
• Affinity estimation rapidly groups backlog items by comparative size
• Velocity trends inform forecasts without becoming individual performance targets
• Capacity planning accounts for availability, support work and planned leave
• Release forecasts communicate ranges, assumptions and confidence levels

Participants can identify quality attributes, controls and risks that affect solution design.

• Non-functional requirements cover performance, security, accessibility and resilience
• Quality attribute scenarios define stimulus, response and measurable thresholds
• NFRs linked to stories, architecture decisions and acceptance evidence
• Risk registers capture threats, likelihood, impact, owners and responses
• Privacy impact considerations identify personal data flows and controls
• Audit trails and segregation controls analysed within workflow requirements

Participants can validate requirements iteratively and manage changes without losing decision history.

• Prototype reviews gather evidence before costly development commitments
• Usability testing observes task completion, errors and participant feedback
• Sprint reviews validate increments against outcomes and acceptance criteria
• Feedback logs classify defects, enhancements, questions and new opportunities
• Change impact analysis examines scope, value, dependencies and risks
• Decision logs record rationale, alternatives, evidence and accountable approvers

Participants can produce proportionate reporting that connects delivery progress to business outcomes.

• Outcome metrics distinguish product impact from output and activity
• Lead time and cycle time reveal flow delays and bottlenecks
• Cumulative flow diagrams identify work-in-progress constraints and queue growth
• Requirements traceability matrices link outcomes, stories, tests and releases
• RAID logs adapted for agile risks, assumptions, issues and dependencies
• Portfolio reporting combines delivery forecasts, benefits evidence and key decisions

Participants can build, review and present a complete agile business analysis pack for a defined initiative.

• Problem statement and outcome measures consolidated from discovery evidence
• Stakeholder map and engagement plan reviewed against decision requirements
• Persona, journey map and process model used to justify priorities
• User story map and prioritised backlog structured into release slices
• Acceptance criteria, risks and dependencies checked for delivery readiness
• PMO reporting pack presented with assumptions, metrics and decision requests