Tuesday, 05 February 2019 10:46

Top 7 Things BAs should be Doing on an Agile Team

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If you are like most BAs today, you are either on an agile team or know that it is coming soon!

Here are the top 7 things that BAs should be doing on agile teams. 

  1. Practicing the product vision in the mirror every day.

That’s right! Know your product vision and know how to communicate it to different audiences, different ways with a consistent message about why the solution is needed, who it serves, and how success will be measured. This typically is some sort of vision statement and high-impact metrics. Together these focus on the result that is expected from the solution.

 For example: The new CRM solution is a solution for our sales executives and account managers to better understand their prospects and customers. Unlike today’s solution it will provide a faster way to find prospects, qualify them, prioritize them and sell to them.

 Even if you are working on defects and enhancements, your product/solution needs a vision!

 As BAs we need to constantly remind the team and stakeholders what the vision is! It helps us help them make decisions, weigh trade-offs and set priorities. It helps everyone stay focused on the user and understand what direction we are headed.

  1. Defining the measurable impact the product is expected to have on the end users and/or customers.

Along with the vision are the high-impact metrics that define the results we are looking to achieve in more detail. These are the BA’s keys to managing stakeholders, priorities and proving BA value.

These metrics should be customer and value focused as well as measurable.

For the CRM example, a metric might be conversion rates and time lines of new prospects. With this we need to know the current numbers and a goal we are looking for this solution to achieve. For example: Today we convert 10% of prospects with an average of 6 months from first contact to first sale. Our goal with the new CRM is to convert 30% in 3 months.

Even projects and features that seem to not impact the end user or customer need to be looked at again.  They typically DO impact the customer in some way, and most organizations can’t afford to impact them negatively.  In these cases you will need impact metrics for both the business and the user/customer.

We track these metrics as we deliver small increments and see how each increment is making a difference in the metrics.

  1. Measuring the impact metrics every 2 weeks or more to see how the team is progressing toward the needed results.

 Yes, a BA can show value by not just defining the metrics but showing the team’s delivery work is moving the metrics in the right direction!


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  1. Facilitating feedback loops and working to shorten the feedback loop by defining small slices that the team can get real user/customer feedback on.

 In order to get the metric truly performing we need feedback from the users to see how they feel it is helping them achieve their goals. So, BAs work with the team and stakeholder groups to facilitate frequent feedback loops. Increasing the frequency of feedback loops, requires small increments to be defined in the backlog that the team can get feedback on! BAs, you are on it!

  1. Prioritizing backlog items with the PO that move the high-impact metrics.

 To move these metrics, BAs need to help the PO prioritize what features, enhancements, defects and details will matter most to the metrics. Analysis is key here and BAs are at the center of it!

  1. Refining backlog items to only get the minimum built to move the high-impact metrics in the right direction.

To really make an impact, the analysis BAs do must work to minimize the delivery effort needed to meet the metric. This often means limiting our tendency to work in “feature bloat” mode and only focus on what matters to move the metric. I hear many teams are focused on MVP, and that is really tough if we don’t know what metric we are trying to move with an MVP. Again, BAs are at the center of this critical analysis work to deliver value fast.

  1. Inspire analysis and innovation in others on the team with use of visuals, models and charts that help ignite creativity and problem solving.

BAs who use conceptual visuals that are user focused can be a catalyst to a team’s innovation and problem-solving engine! Lightweight models and visuals make a huge difference! Are you ready to make it happen?

Agile BAs are a critical part of agile teams and can bring tremendous success to the team’s overall performance. Are you stepping up and being the best agile BA you can be?

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Angela Wick

TopContributorAngela Wick, is Founder of BA-Cube and BA-Squared. She is passionate about teaching practical BA skills for modern BAs. With over 20 years’ experience she takes BA skills to the next level and into the future! Angela is also a LinkedIn Learning instructor, BA and agile BA trainer, highly rated speaker and workshop facilitator, and contributor to many industry publications. www.BA-Cube.com www.BA-Squared.com Twitter: @WickAng

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