Drawing on her extensive experience, Jamie proposes a new role for Agile projects: The Agile business analyst. She details 30 achievable ways that such a role will increase relevance, quality and overall business value, and provide business users with crucial support. 

• Cover
• Title
• Copyright
• Foreword
• Preface
• Author
• Acknowledgements
• Contents
• Introduction
• Chapter 1: What is Agile?
• Chapter 2: The power and perils of Agile
  • The lopsided process diagram
  • The slippery slope
  • Improving continuous improvement
• Chapter 3: Why your team needs an Agile business analyst
  • Is pairing only for developers?
  • The disappearance of the traditional business analyst
  • The emergence of the Agile business analyst
  • Isn’t the Agile developer also the business analyst?
  • Individual strengths in multidisciplinary teams
  • Where does the Agile business analyst belong?
• Chapter 4: What are the risks of not having an Agile business analyst?
  • The limitations of requirements review sessions
  • Software is only part of the solution
  • The danger of the unquestioned business user
  • The tyranny of proximity
  • What to do when the business user is not available
  • Opportunities that could be missed
• Chapter 5: 30 ways for the Agile business analyst to add value to your project
• Chapter 6: Getting the right Agile business analyst for your team
  • Building the ideal Agile business analyst
  • If you are a traditional business analyst…
  • The bottom line
• Chapter 7: Moving your Agile team forward
• Chapter 8: More information on Agile
  • General information on Agile
  • Specific Agile methodologies and practices
  • Industry research on Agile
  • Selected Agile case studies
• Author’s note on Agile business analysis resources
• Further Reading