How can you manage dependencies among Agile business analysis features and epics?

Planning backwards from the outcome required for the customer. With all those persons involved in the work. At times this can mean bringing in persons from other teams to help sequence the work. This also highlights the other team as and when, they will be needed. The work can then be aligned if you are using tools like Jira. To link to the dependency. A better way in the long run is to design out the dependency out of your system of change. As each hand off / dependency saps capacity.

Managing Dependencies in Agile Business Analysis: ?? Collaborative Inquiry: Fire up those communication channels! Ask stakeholders, product owners, developers, and testers about their assumptions, expectations, and roadblocks. ?? Document Deep Dives: Existing documents like user stories, acceptance criteria, and visual aids can reveal hidden dependencies. ?? Workshop Wonders: Facilitate cross-functional team workshops or mapping exercises to unpack the scope, value, and potential risks associated with features and epics. ?? Visualize Your Victories: Dependency matrices, graphs, or maps are your friends! Use them to capture and document dependencies in a clear, structured way!

For me I regularly focus on these points: Building an ecosystem making our company able to cross-sell most of our services. Avoiding technical debts by focusing on the big vision and always making sure we are delivering value to the customer and business. Always rely on data to prioritize features to make sure we are in the right track.

Breaking down epics and refining user stories with your team will help in identifying dependencies at the most granular level. Capturing these as part of ongoing backlog refinement and ordering of backlog, will help create a roadmap for delivery. Once identified early, there is good opportunity to prioritise these - balancing between the ‘must haves’ and any ‘quick wins’ will help manage technical debt.

You must have good data and understand the problem you are solving…choose the capability that is adding the most value to your user based on direct feedback from your users and ensure they are aligned with you

In Agile Business Analysis, dependencies come as a speed breaker in software deliveries. To identify them beforehand, visualization is essential. Techniques like dependency mapping, network diagrams, story mapping, Gantt charts, etc. alongside continuous collaboration within and cross-team members can ensure effective management.

Nothing speaks like a PI Planning board (or any other visual that clearly calls out dependencies). While a visual helps and should be put up where everyone gets to see it (like a wall in the center of your department) what also helps is something that answers these questions (what, when and why) 1. Feature F23 has 2 dependencies F21 and F20 2. Needed by mm/dd and mm/dd respectively 3. They provide ability to take action on a {process Step} and calculate {amount} respectively.

We can use the feature available in Jira to highlight the dependent stories and during the PI planning sessions we can highlight the dependencies and the criticality of the feature based on business priorities so that we can agree on the timescales.

Dar essa visibilidade é muito importante para o alinhamento de expectativas, por exemplo, se meu time tem um épico com 30 cards, ele pode ser o mais rápido possível em entregá-los, mas de nada irá adiantar, se existir uma dependência de outro time onde a prioridade do lado deles é diferente e esse épico n?o será priorizado agora. Ent?o alinhar essa expectativa está diretamente ligada a visibilidade dessa dependência, seja para um possível atraso do lado de cá, ou na re-prioriza??o do lado de lá.

When managing dependencies among Features and Epics, prioritization is very important. From my experience, it's almost never possible to tackle or plan for all the items in upcoming PI. In such cases, creating a ranked list proves invaluable, allowing us to deprioritize or postpone items as necessary.

The more you can get the people who you are depending on 'into the room' the better. It will lead to a shared understanding which in turn will give a better outcome.

From a Product Owner perspective facilitating stakeholder collaboration through virtual forums and interactive features helps. Scheduled virtual meetings, interactive boards, and real-time updates provide a dedicated space for stakeholders, including product owners, developers, and testers, to directly engage. These collaborative tools ensure everyone is properly engaged fostering a shared understanding of dependencies. By leveraging these specific features we can enhance communication and alignment among stakeholders, promoting efficient dependency resolution and Agile business analysis.

Actively engaging stakeholders and maintain channels of communication is fundamental in managing dependancies. Frequent collaboration and feedback has been an important tool in my experience.

Gerenciar essas dependências hoje tem se tornado um desafio. Em cenários onde antes os times cross, como um time de projetos ajudaria, hoje em times limitados a Squads, cada uma olhando para o seu quadrado, dificulta mais e mais. Acredito que o segredo aqui é identificar dentro os interessados, qual time é o dono da demanda de uma forma geral, e n?o há o que fazer a n?o ser, que esse time fa?a essa gest?o da dependência cross.

Many dependencies or hands offs are hidden and only come to light when work is underway. These bubble up in the form of bottlenecks or waste in the system preventing the flow of work to the customer. In this scenario I tend to use a method I created called "The Waste Detectives". To capture and act on knowledge to remove and allow work to flow faster to customers. Thus increasing delivery capacity.

Prioritizing features and epics based on their dependencies is important in my opinion . I try to tackle high-priority items with critical dependencies first to minimize potential delays. Then I work closely with stakeholders to understand the business value of each feature and prioritize accordingly.

As a Business Systems Analyst in an agile environment, I regularly manage dependencies. 1. I start by identifying and mapping out all dependencies. This allows me to clearly see their relationships and impacts. 2. Next, I use visualization tools to further highlight these relationships. By prioritizing tasks based on their dependencies, I ensure that critical paths are addressed first. I also incorporate these dependencies into our sprint planning to ensure a smooth workflow. 3. I ensure that all stakeholders are kept informed about the dependencies and their status. 4. Lastly, I always keep in mind that Agile is about adapting to change, and this includes managing complex dependencies.

A gest?o de tarefas cross sempre foi um desafio nos projetos de software, em épocas de cascata acredito que o cenário era até mais favorável, onde a aplica??o de um PMBOK era comum e resolvia. Agora em tempos de MVP's, re-prioriza??es acontecem o tempo todo e isso tem um impacto muito grande nos projetos cross, pois leva os times a olharem apenas "para o próprio umbigo" nesses momentos, e se você n?o faz um bom acompanhamento de uma dependência que está com outro time, corre o risco de chegar no dia da entrega e ela simplesmente n?o acontecer. Portanto se você o projeto é seu e tem dependência de outro time, acredito que fazer essa gest?o cross é uma tarefa importante sua também.

Many dependencies are not easy to remove. Sometimes these are situations where there is little room for negotiation. In this case, the client must be notified and, together, document how this dependency can be in the project where it does not hinder its progress.