The timing of business analysis work is the most impacted element by the organization’s change from a waterfall methodology to an agile approach. This is because the waterfall and agile methods have different ways of planning, executing, and delivering business analysis work.
In a waterfall method, the business analysis work is done in a sequential and linear manner, following predefined phases and milestones. The requirements are elicited, analyzed, and documented upfront, before the design and development stages. The changes to the requirements are minimized and controlled, and the deliverables are verified and validated at the end of the project. The timing of business analysis work is fixed and predictable, but it may also be rigid and inflexible.
In an agile method, the business analysis work is done in an iterative and incremental manner, following short cycles of development and feedback. The requirements are elicited, analyzed, and documented continuously, along with the design and development stages. The changes to the requirements are welcomed and managed, and the deliverables are verified and validated throughout the project. The timing of business analysis work is variable and adaptable, but it may also be challenging and uncertain.
Therefore, the business analyst (BA) needs to adjust the timing of business analysis work according to the agile method, which involves:
Breaking down the requirements into smaller and manageable chunks, called user stories or features, that can be delivered in each iteration or sprint
Prioritizing and refining the requirements backlog, which is the list of all the requirements that need to be addressed in the project, based on the business value and stakeholder feedback
Collaborating and communicating with the project team and stakeholders frequently and effectively, using various techniques and tools, such as daily stand-ups, retrospectives, demos, etc.
Adapting and responding to the changing requirements and business needs, using various techniques and tools, such as change requests, impact analysis, traceability, etc.
References:
[BABOK Guide v3], Section 2.4: Plan Business Analysis Work, p. 24-27
CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 2: Business Analysis Planning and Monitoring, p. 43-44
Certified Business Analysis Professional™ (CBAP®) Specialization, Course 1: Business Analysis: Planning and Monitoring, Week 1: Introduction to Business Analysis Planning and Monitoring, Video: Waterfall vs. Agile
Agile vs. Waterfall | Pros, Cons, and Key Differences - ProductPlan
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