Although Agile project management is emerging as a prevalent approach in companies today, the accepted role of the Business Analyst has only changed marginally since the widespread adoption of Agile methods, with organizations depending on Business Analysts for the same analytical, communication, and business acumen as they did on Waterfall projects. Enterprise analysis, stakeholder elicitation, product visioning, requirements analysis--all are key activities that have been, and remain, mainstay value-adds delivered by Business Analysts on Agile or Waterfall projects.
So what are the key differences in the role of the Agile BA versus the traditional Waterfall role of the BA? Today’s agile business analyst performs the same tasks and techniques in either approach, but what has changed is when, where, and how tasks are executed relative to each other. On an Agile ERP project, Business Analysts iteratively execute analysis tasks, achieving incremental results and value through working closely with subject matter experts, Product Owners, and deployment teams. The agile business analyst remains the bridge that brings together stakeholders in order to understand the market, organizational, and value-add drivers that will result in a robust, appropriately architected, high-value solution that will enable the organization to achieve the goals and objectives of the ERP project.