Agile: Overstretched approach to business analysis?

by Requirements Engineering, Agile Transformation, Business Analysis, e3

Agile methods are apparently the new standard in project management. Agility is also hitting the nerve of the times in business analysis. But has agility revolutionized business analysis by promoting flexibility and rapid adaptation? Or does the hype run the risk of promising more than it can deliver? Is the pursuit of agility a visionary step forward or a risky balancing act that jeopardizes stability?

The concept of agility is currently experiencing remarkable popularity. At first glance, the agile approach seems to perfectly meet the requirements of the modern working world, which is characterized by rapid technological change, advancing digitalization and the dissolution of traditional corporate structures. Business analysis is also increasingly being confronted with agile principles and is exploring them anew. But what does it actually mean to be an agile business analyst? Is it really worth striving for?

"If you always do what you've always done, you'll always get what you've always got."

Henry Ford, automobile pioneer

Agility in business analysis

Agile working is often misunderstood, particularly in business analysis, where it is assumed that agility is synonymous with total flexibility. In fact, agile methods such as Scrum are based on clearly defined frameworks. Scrum co-founder Jeff Sutherland emphasizes: "The real key to the effectiveness of Scrum is the cultural shift to a more transparent and accountable way of working." Accordingly, agility does not mean that processes can be adapted at will or that team members can be replaced at will. Rather, it is crucial to react flexibly to changing customer needs and framework conditions, while the short development cycles of agile methods enable the client to adapt requirements and priorities promptly. The information, exchange and decision-making channels are deliberately kept short and structured.

"Agile does not mean no planning - it means planning at different levels and more frequently."

Mike Cohn, author

Challenges in the implementation of agile methods in business analysis

Many companies still struggle with the correct implementation of agile approaches. The following challenges can affect the agile business analyst:

Lack of corporate culture: A major stumbling block is often a corporate culture that does not sufficiently support agile working. Traditional and agile approaches must be able to coexist, which requires active support and encouragement from management in particular. If a business analyst is expected to work in an agile manner, but is not given the necessary scope for decision-making and action, considerable problems arise.

Multi-method approaches: Concepts such as "agile waterfalls" or "hybrid agile methods" illustrate the combination of agile and traditional methods. This integration can be useful for certain projects, but requires precise coordination of the choice of tools and procedures. A conflict of methods between classic and agile approaches must be avoided at all costs in order to enable a successful combination of methods.

Lack of time and patience during implementation: Failures are part of learning and adapting in agile processes. It is normal that agile working does not work perfectly in the first few iterations. However, teams are often not given enough time to go through a complete "agile transformation". A lack of short-term success often leads to agile methods being discarded before they can fully develop their benefits.

Controversial opinions often arise in the discussion about agility. The author and software developer Tom DeMarco warned: "You can't control what you can't measure." This emphasizes the importance of structured frameworks in agile work. At the same time, former Apple CEO Steve Jobs emphasized: "It's not a faith in technology. It's faith in people." This makes it clear that, despite their flexibility, agile methods should focus on people and emphasize their skills and trust.

Conclusion: The business analyst does not see agility as an overstretched all-purpose solution

A successful business analyst must understand the subtle nuances of agility and be able to put them into practice. Agility should not be viewed as an overstretched, general-purpose solution, but as a system that provides clear frameworks and structures while allowing for flexibility and rapid adaptation. A deep understanding and mastery of the challenges of implementing agile methods can make all the difference and lead to successful transformation in business analysis.

"The goal of agile is not to be agile; the goal is to improve project outcomes for teams and stakeholders."

Scott Ambler, author

The bottom line is that agile development has many benefits, including increased flexibility, better collaboration and higher quality of the end product. However, it also comes with risks, particularly potential budget overruns and resistance from the workforce. Experienced business analysts can make a significant contribution to the success of a project by promoting an agile mindset, ensuring continuous feedback and working closely with all stakeholders. Their ability to quickly and accurately capture requirements and make adjustments is critical to realizing the full benefits of agile development and successfully completing projects.

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