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Agile Business Analysis (Course 3511) Badge

Agile Business Analysis (Course 3511)

Taught by: Mo Hagar
Stand out from the crowd with a certification that proves your knowledge and understanding of the scrum framework. The CSD® course is delivered by world-class trainers who have been extensively evaluated and vetted as leaders in technical practices, scrum, and agility. Successful completion of this course includes a two-year professional membership with Scrum Alliance and a globally recognized certification badge.
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 1 day |
 Start January 11, 2017 CUT
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Course details

Location

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In-Person

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1601 Broadway, 9th Floor, New York, NY 10019, US

Schedule Details

Wednesday, January 11 | 9:00 AM - 5:00 PM CUT
Thursday, January 12 | 9:00 AM - 5:00 PM CUT
Friday, January 13 | 9:00 AM - 5:00 PM CUT

About This Course: 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

Course Outline

  • 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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