APMG-International AgileBA-Foundation - AgileBA (Agile Business Analysis) Foundation (2015) Exam

In the context of Agile Business Analysis, a stakeholder is defined as anyone potentially impacted by the outcome of a project. Stakeholders include a wide range of individuals and groups such as customers, users, business sponsors, regulatory bodies, and other entities with a vested interest in the project's results. Effective stakeholder management is crucial for gathering requirements, ensuring alignment with business needs, and facilitating successful project outcomes.

References:Business Analysis.pdf, Chapter 6, Stakeholder Analysis and Management​

Porter's Five Forces Analysis is used to analyze the competitive position of an organization. This framework helps in evaluating the attractiveness and profitability of an industry by examining five key forces: the threat of new entrants, the bargaining power of suppliers, the bargaining power of buyers, the threat of substitute products or services, and the intensity of competitive rivalry. By understanding these forces, an organization can develop strategies to enhance its competitive position and profitability within its industry.

References:

Business Analysis.pdf, "An analysis tool that helps to evaluate an industry’s profitability and hence its attractiveness is Michael Porter’s Five Forces model"​​.

Facilitated workshops are a technique used to gather user requirements. These workshops involve bringing together key stakeholders and users to discuss and document their needs and expectations for the system. This collaborative approach helps ensure that all viewpoints are considered, promotes consensus-building, and provides a comprehensive set of requirements that can guide the development process.

References:

Business Analysis.pdf, "Facilitated workshops are effective in gathering user requirements and ensuring all perspectives are captured"​​.

Within a DSDM (Dynamic Systems Development Method) project, the Solution Development Team is responsible for estimating. This team includes developers, testers, and business representatives who collaboratively estimate the effort required for each requirement. Their combined expertise ensures that the estimates are realistic and achievable, facilitating effective planning and delivery of the project.

References:Business Analysis.pdf, Chapter 11, Documenting and Managing Requirements​

In Agile projects, user requirements are prioritized at multiple levels to ensure effective planning and execution. These levels include:

Project Level: At this level, high-level requirements are prioritized to align with the overall project goals and objectives.

Project Increment Level: Here, the prioritization focuses on what needs to be delivered in the upcoming increments or releases.

Timebox Level: During each timebox or iteration, the most critical and high-priority requirements are selected for development and delivery.

This multi-level prioritization ensures that the project remains aligned with business needs and adapts to changes effectively, delivering value incrementally.

References:Business Analysis.pdf, Chapter 10, Establishing the Requirements​

The lifecycle of a Requirement in an Agile project includes the stages of Elicitation, Analysis, and Management and documentation. Elicitation involves gathering requirements from stakeholders. Analysis is the process of understanding, refining, and prioritizing these requirements. Management and documentation involve maintaining requirements and ensuring they are properly documented and tracked throughout the project lifecycle.

References:

Business Analysis.pdf, "requirements elicitation 189–93, requirements analysis 185–6, requirements management 218–22"​​.

The primary purpose of a business case is to justify the investment in a project. This justification involves providing a rationale for why the project should be undertaken, detailing the benefits that are expected to be realized, and explaining how these benefits align with organizational goals and strategies. The business case will typically include:

Executive Summary: A brief overview of the project and its strategic importance.

Problem Statement: Explanation of the issue or opportunity that the project addresses.

Options Considered: Different approaches to solving the problem or seizing the opportunity, including a preferred option.

Cost-Benefit Analysis: Detailed financial analysis showing the costs and benefits associated with the project.

Risk Assessment: Identification and evaluation of risks, with plans for mitigating them.

Implementation Timeline: A high-level schedule for the project's execution.

The business case does not focus on confirming delivery, describing accrued benefits post-implementation, or capturing learning points from project increments, as these are aspects related to project execution and post-implementation review.

References:

Business Analysis.pdf: Detailed sections on what constitutes a business case, emphasizing justification of investment through cost-benefit analysis and alignment with business strategy​​.

A business case typically includes several critical components that justify and outline the benefits of a project. These components are:

Metrics for measuring the success of the solution in operational use: This involves defining how the success of the project will be measured once implemented. Metrics might include performance indicators, key results, and other measurable outcomes to ensure the project meets its objectives.

Anything that could adversely affect the delivery of the outcome: This would encompass risks and potential issues that could hinder the successful delivery of the project. Identifying these in the business case helps in planning mitigation strategies.

Ongoing operational, maintenance, and support costs: These are detailed to provide a clear picture of the long-term financial commitment required for the project. It ensures stakeholders understand the total cost of ownership beyond initial implementation.

However, allocation of roles for the project is typically not part of a business case. This aspect falls under project management plans or other documentation related to project execution and governance rather than the justification and high-level planning that a business case provides.

References:

Business Analysis.pdf: The structure of a business case typically includes sections on cost-benefit analysis, risk assessment, and performance metrics, but not on role allocation​​.

Delivering a horizontal slice of the solution during iterative development allows for a high-level end-to-end prototype of the solution to be demonstrated. This approach provides an overview of how different components of the system interact with each other and helps in identifying any integration issues early. It offers a comprehensive view of the entire system, which can be valuable for getting early feedback from stakeholders and ensuring that the overall architecture is sound before diving into detailed development.

References:

Business Analysis.pdf, "horizontal traceability concerns tracing the requirement from inception to delivery"​​.