In agile development, what happens to the traditional business analyst? Consider Scrum, currently the most popular agile method. In Scrum, there is no "business analyst" role. In fact, there is not an explicit role for tester, project manager, architect, developer, data administrator, user experience designer, customer support representative, or product trainer. Instead, Scrum has three roles: the product owner, the ScrumMaster, and the delivery team. Their collective goal is to deliver high-valued product needs continually. So, where and how can a business analyst contribute?
One possibility is the ScrumMaster role. Great ScrumMasters are facilitative leaders with a diverse set of analysis skills and strong communication and facilitation abilities. In addition, they have a sound understanding of the business domain. Business analysts and project managers with those strong skills are good candidates for the ScrumMaster role.
Another possibility is the delivery team. On some Scrum teams we've coached, the business analyst blends into the delivery team, participating and often leading the activities of planning, analyzing, testing, and demonstrating the product. Using Scrum terminology, that work is burned up and burned down, along with the work of design, development, and so on.
The Business Analyst Is Not the Product Owner, Unless ...
The product owner role requires deep domain and product knowledge to guide decisions about what to build and when to build it. The product owner, in collaboration with the delivery team, explores and evaluates product needs to make those decisions. That's business analysis work.
The product owner may choose to explicitly and transparently delegate decision-making authority. We've seen this responsibility delegated to a business analyst, who reports within the business or product management organization and has the requisite domain and product background.