Agile and Business Analysis

Table of contents

1. Front Cover
2. Half-Title Page
3. BCS, THE CHARTERED INSTITUTE FOR IT
4. Title Page
5. Copyright Page
6. Contents
7. List of figures
8. List of tables
9. Authors’ biographies
10. Foreword
11. Preface
12. 1. BUSINESS ANALYSIS IN AGILE ENVIRONMENTS
13. Introduction
14. The rationale for business analysis
15. Business agility
16. The agile business analyst
17. The agile business analysis book
18. 2. AGILE PHILOSOPHY AND PRINCIPLES
19. Introduction
20. The origins of agile
21. The Agile Manifesto
22. The 12 agile principles
23. Agile approaches
24. Agile practices
25. Conclusion
26. 3. ANALYSING THE ENTERPRISE
27. Introduction
28. The business analysis perspective
29. Agile Manifesto for buiness analysts
30. Agile business thinking
31. Conclusion
32. 4. ADOPTING AN AGILE MINDSET
33. Introduction
34. Relating the agile principles to business analysis
35. Collaborative working
36. Self-organising teams
37. Continuous improvement
38. Iterative development and incremental delivery
39. Planning for and building in change
40. Doing the right thing and the thing right
41. Conclusion
42. 5. UNDERSTANDING AGILE METHODS AND FRAMEWORKS
43. Introduction
44. Key elements in agile methods
45. Popular agile methods and approaches
46. Scaled agile approaches
47. Conclusion
48. 6. MODELLING THE BUSINESS CONTEXT
49. Introduction
50. Organisational agility
51. Using modelling techniques
52. Modelling at a business level
53. Conclusion
54. 7. WORKING WITH STAKEHOLDERS AND ROLES
55. Introduction
56. The nature of stakeholders
57. The multi-skilled team
58. Customer categories
59. Stakeholder engagement
60. Stakeholder categories, roles and perspectives
61. Conclusion
62. 8. DECOMPOSING GOALS
63. Introduction
64. The relevance of goal-based analysis
65. Goal and functional decomposition
66. Understanding goal levels
67. Using goals to achieve business agility
68. Using goals to define iterations and releases
69. Conclusion
70. 9. PRIORITISING THE WORK
71. Introduction
72. The importance of prioritisation
73. Prioritising requirements
74. Applying prioritisation
75. Prioritisation decomposition
76. Prioritisation issues
77. Conclusion
78. 10. DECIDING THE REQUIREMENTS APPROACH
79. Introduction
80. The requirements engineering framework
81. Planning the requirements approach
82. Issues with requirements engineering
83. Agile requirements engineering
84. Requirements elicitation techniques
85. The role of business analysis in elicitation
86. Conclusion
87. 11. MODELLING USERS AND PERSONAS
88. Introduction
89. Benefits of a modelling approach to requirements
90. Modelling users and functionality
91. Analysing users and roles
92. Analysing personas and misuse characters
93. Analysing the system context and scope
94. Visualising user journeys
95. Conclusion
96. 12. MODELLING STORIES AND SCENARIOS
97. Introduction
98. Modelling system usage
99. User stories
100. Scenarios
101. Behaviour driven development
102. Story mapping
103. Conclusion
104. 13. ORGANISING TASKS AND REQUIREMENTS
105. Introduction
106. Types of requirement
107. The requirements catalogue
108. The itemised backlogs
109. Requirements catalogue or solution backlog?
110. Recording non-functional requirements
111. Hierarchy of requirements
112. Conclusion
113. 14. ESTIMATING AGILE PROJECTS
114. Introduction
115. Agile estimation approaches
116. Why and when to estimate
117. Estimation techniques
118. Conclusion
119. 15. PLANNING AND MANAGING ITERATIONS
120. Introduction
121. The iteration
122. Iterations and goals
123. Planning the iteration
124. Managing and monitoring the iteration
125. Reviewing the iteration
126. The role of business analysis in agile iterations
127. Conclusion
128. 16. CONSIDERATIONS WHEN ADOPTING AGILE
129. Introduction
130. Agile adoption
131. The business analyst role in an agile world
132. Conclusion
133. Index
134. Back Cover