When discussions become unfocused and drift into solutions, a modeling technique like a rich picture or context diagram is ideal. It helps stakeholders step back and visually explore the problem situation, the people involved, and the high-level needs, effectively refocusing on the ‘what’ (the problem and needs) before the ‘how’ (the solution).

The AgileBA’s key role is to act as a bridge and facilitate communication. The core issue is a potential gap between the stated story and the underlying business need. The BA should help both sides explore this gap, clarify the real need, and ensure shared understanding, rather than assigning blame or immediately jumping to re-planning.

Agile embraces adaptive planning over predictive planning. A high-level roadmap aligns with this by showing strategic direction and goals (the ‘what’ and ‘why’) without locking in detailed tasks and dates far in advance. It provides the visibility the sponsor needs while preserving the team’s ability to adapt based on learning and feedback.

A Stakeholder Map (or onion diagram) is a modeling technique that visually groups stakeholders based on their relationship to the change (e.g., inner circle, operational area, wider environment). It is explicitly designed to give a holistic view of all affected parties, helping to identify indirect stakeholders that a simple list might miss.

A core agile principle is to deliver incremental, valuable software. Therefore, the best way to split a story is to find slices that still deliver a tangible piece of business value independently. Splitting by technical layers or tasks often results in work that has no user-visible value until all parts are integrated, which is less aligned with agile delivery.

A Terms of Reference (or similar charter document) for a workshop is a standard AgileBA practice. It clearly sets the scope, objectives, and rules for the collaborative session, ensuring all participants have a shared understanding of its purpose and how it will be run before it begins.

The team has jumped to the ‘how’ (solution design). The AgileBA should guide them back to the ‘why’ and ‘for whom’. Establishing the user roles (actors) and the business goals/decisions the report supports (the need) is fundamental. This understanding is essential for defining valuable, usable requirements later.

MoSCoW is a collaborative decision-making tool, not a dictate. The BA’s role includes challenging assumptions to ensure the ‘Must Have’ category is reserved for the minimum usable product. By discussing the implications (cost of delay, risk, value clarity), the BA facilitates a more informed prioritization decision, which is a core part of agile business analysis.

The description clearly outlines Observation (‘watch them perform’) supplemented by questioning. This technique is powerful for uncovering the real process, issues, and unconscious routines that users might not think to mention in an interview alone.

When discussions become unfocused and drift into solutions, a modeling technique like a rich picture or context diagram is ideal. It helps stakeholders step back and visually explore the problem situation, the people involved, and the high-level needs, effectively refocusing on the ‘what’ (the problem and needs) before the ‘how’ (the solution).0