The principle of "See the Whole" in agile business analysis emphasizes understanding the entire system and its context. This includes the business need, the stakeholders involved, the processes, the technology, and how the proposed solution fits within this larger ecosystem. By reviewing the value of the solution to understand the context, the solution itself, and the stakeholders, the Product Owner is taking a holistic view to ensure that the work being done aligns with the overall goals and delivers maximum value. This comprehensive perspective is the essence of the "See the Whole" principle.

A. Understand the Waste: This principle focuses on identifying and eliminating activities that do not add value to the customer, which is a more specific and different focus than gaining a holistic, contextual understanding.

B. Plan Backlog Priority: This is a specific activity or task performed by a Product Owner. While seeing the whole informs prioritization, it is not the principle itself being demonstrated.

D. Collaboration over Contracts: This is a value from the Agile Manifesto, not one of the seven core principles of agile business analysis defined by the IIBA. It emphasizes interaction over rigid agreements.

IIBA

Agile Extension to the BABOK® Guide

Version 2

2017.

Section 2.3.1

See the Whole: "Agile business analysis involves being able to see the whole system... This includes understanding how the various components of the system work together

how the system fits into the larger context

and what the overall objectives of the system are. Seeing the whole allows the analysis practitioner to help the team build the right solution and to build the solution right." This directly supports the correct answer.

Section 2.3.7

Avoid Waste: This section describes waste as "effort that does not add value for the customer." This confirms why option A is incorrect as the focus is different.

Chapter 2

Section 2.3

The Principles of Agile Business Analysis: This section lists the seven principles

confirming that "Plan Backlog Priority" is not one of them

and "Collaboration" is part of a different principle ("Stimulate Collaboration and Continuous Improvement").

Visioning is a strategic analysis technique used to create a shared understanding of the desired future state for a product or initiative. It answers the fundamental question of "why" the work is being done. By establishing a clear and compelling vision, the team gains a guiding "North Star" that helps them make consistent decisions and maintain focus on the overarching strategic goals. This ensures that all tactical activities, from story writing to development, are aligned with the intended business outcomes and long-term objectives.

A. Relative estimation is a technique for determining the size of work items in relation to one another, primarily used for planning and forecasting, not for maintaining strategic focus.

B. Spikes are specific, time-boxed research tasks used to reduce technical or functional uncertainty for a particular story, which is a tactical, not a strategic, activity.

C. Story elaboration is the process of adding details and acceptance criteria to user stories to prepare them for implementation, focusing on feature-level specifics rather than strategic goals.

1. International Institute of Business Analysis. (2017). Agile Extension to the BABOK® Guide

Version 2.

Section 7.18 Visioning (p. 113): "Visioning is used to determine the desired future state of the solution... The vision provides direction and focus for the team and helps ensure that everyone is working towards the same goal."

Section 7.13 Relative Estimation (p. 99): Describes the purpose as to "quickly and easily estimate the size of a large number of backlog items relative to each other."

Section 7.16 Spikes (p. 109): States

"Spikes are used when additional information is needed by the delivery team before a story can be accurately estimated and broken down."

Section 7.17 Story Elaboration (p. 111): Defines this as "the process of working with stakeholders to uncover the details of a story."

The scenario describes the development team and the product owner (acting as the customer proxy) working in a close partnership. When the goals change, they collaborate to understand the new requirements, re-prioritize work, and find a way to deliver the most important features within the constraints. This active and continuous partnership to respond to change and define value is the core of the agile value "Customer collaboration over contract negotiation." The focus is on the shared understanding and flexible adaptation rather than rigid adherence to an initial plan or contract.

A. Contract negotiation: This is the less-valued counterpart in the Agile Manifesto. The team is collaborating to find a solution, not formally renegotiating a contract's terms and conditions.

C. Comprehensive documentation: This is another less-valued item in the Agile Manifesto. The scenario focuses on communication and collaboration, not the creation of detailed documentation.

D. Processes and tools: This is also a less-valued item. The team is demonstrating the value of individuals and interactions by working together, rather than relying on a specific process or tool to manage the change.

1. Agile Extension to the BABOK® Guide

Version 2

IIBA. Section 2.2.3

"Customer Collaboration over Contract Negotiation

" states

"Agile approaches focus on a collaborative approach to working with customers to understand their needs and develop a solution that meets those needs... This collaborative approach allows the delivery team to gain a deeper understanding of the customer's needs and provides the customer with a deeper understanding of the solution as it evolves." The scenario is a direct application of this principle.

2. Manifesto for Agile Software Development (agilemanifesto.org). The third of the four core values is explicitly stated as "Customer collaboration over contract negotiation." The described behavior of the team working with the product owner to adapt to new goals perfectly embodies this value.

3. Dybå

T.

& Dingsøyr

T. (2008). Empirical studies of agile software development: A systematic review. Information and Software Technology

50(9-10)

833-859. In their review

the authors highlight that a key principle of agile methods is close collaboration with the customer throughout the project to ensure the system meets their needs

which is precisely what the team in the scenario is doing. (DOI: https://doi.org/10.1016/j.infsof.2008.01.006)

The activity described is task planning, which is a core part of iteration planning in agile methodologies. During this event, the delivery team selects a set of product backlog items for the upcoming increment. They then decompose these items (such as user stories) into smaller, more granular tasks required to complete the work. Team members then typically self-assign or are assigned these tasks. This process focuses on how the team will accomplish the selected work within the iteration.

A. Release planning: This is a higher-level planning activity that determines the features and timeline for a product release, which typically spans multiple iterations.

C. Resource planning: This is a broader, often traditional, project management term for allocating all types of resources (people, budget, equipment) over a longer term.

D. User story writing: This is the act of creating and refining product backlog items, which occurs before the planning workshop described in the question.

1. IIBA

Agile Extension to the BABOK® Guide

Version 2

2017. Section 4.5

"Plan the Iteration

" describes this process. Specifically

section 4.5.3.1

"Break Down the Work

" states: "The delivery team breaks down the items into the tasks required to complete the work. This provides a more accurate basis for estimation and progress tracking." (Page 48). This directly aligns with the question's description.

2. Sutherland

J.

& Schwaber

K. (2020). The Scrum Guide. The official guide to Scrum describes the Sprint Planning event. It states

"For each selected Product Backlog item

the Developers plan the work necessary to create an Increment that meets the Definition of Done... The Product Backlog items selected for the Sprint plus the plan for delivering them is called the Sprint Backlog." This planning of the necessary work is synonymous with task planning. (Page 9).

The technique described is Visioning. Visioning is a collaborative process used at the beginning of an initiative to establish a shared understanding among key stakeholders about the project's purpose, scope, and value. It explicitly focuses on defining what the initiative will achieve (value) and its boundaries (what is in and out of scope). This creates a guiding "north star" for the team, ensuring all subsequent decisions and development efforts are aligned with the core objectives of the organization.

A. Sprint Goals: These are short-term objectives for a single sprint or iteration, not the overarching goal and scope for the entire initiative.

C. Purpose Alignment Model: This is a prioritization tool used to assess features based on their value and criticality, rather than a technique to define the initial, overall scope.

D. Story elaboration: This is a granular activity focused on adding detail and acceptance criteria to individual user stories, not defining the high-level vision for the whole project.

1. International Institute of Business Analysis. (2017). Agile Extension to the BABOK® Guide (Version 2). Section 7.21 Visioning

p. 123. "Visioning is used to develop a shared understanding of the desired outcome for a project or product... The vision describes the 'why' behind the project or product

what the project or product will achieve

and for whom."

2. International Institute of Business Analysis. (2017). Agile Extension to the BABOK® Guide (Version 2). Section 7.21.3 Elements

p. 123. "The vision provides a touchstone for the team to refer to when making decisions about scope and priority."

3. International Institute of Business Analysis. (2017). Agile Extension to the BABOK® Guide (Version 2). Section 7.18 Sprint Planning / Iteration Planning

p. 115. "The Sprint Goal is a high-level summary of the goal the team plans to accomplish during the sprint."

Analysis at the initiative level, as defined within the IIBA's agile framework, focuses on bridging the gap between high-level strategy and detailed delivery. The primary purpose of this analysis is to clearly understand the specific business need that the initiative aims to address and to define the scope and characteristics of the solution that will satisfy that need. This ensures that the delivery team has a clear goal and context for the product they are building, enabling them to make informed decisions that align with the intended value.

B. Objectives and strategies to meet those objectives: This level of analysis is characteristic of the Strategy Horizon, which is a higher level of planning that precedes the Initiative Horizon.

C. Problem and the system that will address that problem: This option is too restrictive. A "need" can be an opportunity, not just a "problem," and a "solution" can encompass more than just a "system" (e.g., process changes).

D. Strategy and identifying actions that will address that strategy: This describes activities performed at the Strategy Horizon, where the overall strategy is set and potential initiatives (actions) are identified.

1. International Institute of Business Analysis. (2017). Agile Extension to the BABOK® Guide (Version 2).

Section 4.2.2

The Initiative Horizon

Page 28: "The Initiative Horizon focuses on the decisions that must be made to ensure the needs of a particular initiative are met... Analysis at this horizon helps the team and stakeholders: define the overall goal for the initiative

the scope of the solution

and how value will be delivered over time." This directly supports the link between the initiative level

the need

and the solution.

Figure 4.1: The Three Horizons of Agile Analysis

Page 27: This figure visually places the "Initiative" horizon between "Strategy" and "Delivery

" illustrating its role in translating strategic goals into a tangible solution context. The description confirms it is about "decisions for a particular initiative to ensure it meets the needs of the organization."

This answer directly reflects a core principle of agile analysis. The goal is not to produce comprehensive, detailed documentation upfront but to perform "just enough" analysis to make the next informed decision and enable the team to proceed with the next increment of work. This just-in-time approach minimizes waste (a key lean principle) by avoiding effort on details that may change or prove unnecessary. It allows the team to remain flexible and adapt to new information as the solution evolves.

A. This describes a "Big Design Up Front" (BDUF) approach, which is antithetical to agile methodologies as it creates waste and reduces flexibility.

B. While analysis outputs may be used to inform management, the primary driver for the level of detail is to enable team decisions, not to preemptively answer all possible executive questions.

C. Attempting to gather enough information for "all stakeholder needs" at once is a characteristic of a waterfall approach and is impractical in an agile context where needs are discovered iteratively.

1. IIBA

Agile Extension to the BABOK® Guide

Version 2

Section 4.2

"The Planning Horizon". This section explains that in agile

the level of detail increases as the work becomes more imminent. "Items to be delivered in the near future are described in great detail

while items to be delivered further out are described at a high level." This supports analyzing to a level of precision just enough for the next decision.

2. IIBA

Agile Extension to the BABOK® Guide

Version 2

Section 7.1.4

"Guidelines and Tools - Just In Time (JIT) Analysis and Elaboration". This guideline explicitly states

"In agile business analysis

requirements are elaborated to the details needed just before they are needed for implementation." This directly supports the concept of doing just enough analysis for the immediate next step.

3. IIBA

Agile Extension to the BABOK® Guide

Version 2

Section 3.2.5

"Avoid Waste". This principle

derived from lean thinking

emphasizes that any activity not adding value is waste. Creating overly detailed analysis far in advance of when it is needed is a form of waste

as the requirements may change. Analyzing just enough to make the next decision avoids this waste.

The scenario describes a situation where the agile process of collaboration is working as intended, revealing new information and necessary changes. The challenge is to manage the influx of these changes effectively. The most appropriate agile response is to increase the frequency and quality of communication to shorten the feedback loop. Scheduling additional review sessions facilitates rapid discussion, prioritization, and decision-making regarding the new information. This allows the team to adapt quickly and ensure they are continuously working on the highest value items, which is a core tenet of agile methodologies.

A. Stopping all work is an anti-pattern. Agile principles emphasize continuous delivery of value and adapting to change, not halting progress until all uncertainty is eliminated.

C. Accepting all changes without a prioritization and decision-making process leads to scope creep and chaos. Delaying development work stops the flow of value to the customer.

D. While collaboration is working, the resulting volume of change may require an adjustment to the process. Agile is about inspecting and adapting; simply continuing "as is" ignores the need to manage the consequences of the new information.

1. International Institute of Business Analysis (IIBA). (2017). Agile Extension to the BABOK® Guide

Version 2.

Section 3.3.2

Principles of Agile Business Analysis: This section highlights the principle

"Welcome changing requirements

even late in development. Agile processes harness change for the customer's competitive advantage." Scheduling more sessions is a direct way to "harness" this change effectively.

Section 5.2.3

Feedback: "Agile approaches use frequent feedback loops to confirm a shared understanding of the need and of the solution that is emerging." The question implies a need for more frequent feedback to process new information

which additional review sessions provide.

Section 7.4

Decision Making: This section discusses the importance of making timely decisions to avoid delaying the team. Facilitating more frequent stakeholder sessions is a key technique to enable this.

Value Modeling is a technique used to highlight what is of value to the customer and to help the team make better decisions. It involves creating a model that explicitly assesses and quantifies value from a stakeholder's perspective. This model typically includes an analysis of real or perceived benefits to the customer, which are then weighed against various costs, including direct costs (e.g., development, implementation) and opportunity costs (the value of the next-best alternative that was not chosen). This comprehensive assessment of benefits versus multiple cost types is the core purpose of Value Modeling.

A. Minimum Viable Product (MVP): This is a product version with just enough features to be usable by early customers who can then provide feedback for future product development, not a cost-benefit analysis technique.

B. Impact Mapping: This is a strategic planning technique used to visualize and connect business goals with the actors, impacts, and deliverables needed to achieve them, focusing on alignment rather than cost assessment.

C. Kano Analysis: This technique categorizes product features based on how customers perceive them and their effect on customer satisfaction (e.g., Basic, Performance, Excitement), not on a detailed cost analysis.

International Institute of Business Analysis (IIBA). (2017). Agile Extension to the BABOK® Guide (Version 2).

Section 5.21

Value Modelling: "Value models are used to highlight what is of value to the customer and to help the team make better decisions... A value model may include real or perceived benefits to the customer

direct costs

and opportunity costs." (p. 111). This directly supports the correct answer.

Section 5.11

Minimum Viable Product: Describes MVP as a tool for learning and hypothesis testing with minimal investment. (p. 89).

Section 5.8

Impact Mapping: Defines this as a technique to "ensure that delivery options are aligned with business objectives." (p. 81).

Section 5.9

Kano Analysis: Explains its use for "understanding which product characteristics will drive customer satisfaction." (p. 84).

The scenario describes a team retrospective, a fundamental practice in Agile methodologies. The core purpose of this meeting is for the team to collectively reflect on their recent work cycle, identify successes and challenges, and agree on actionable steps for improvement. This activity directly embodies the Agile principle of fostering a collaborative environment where the team is empowered to learn from experience and continuously refine its processes. The meeting is a structured event designed specifically to stimulate this cycle of collaboration and improvement.

A. Understand what is doable: This principle focuses on capacity planning and setting realistic expectations. While a retrospective's outcomes can inform future planning, the meeting's primary purpose is process improvement, not just gauging capacity.

B. Iteration and progression: This is not a defined principle in the Agile Extension. While the meeting occurs within an iterative framework, the activity itself is about improving the process, not the act of iterating.

C. Avoid Waste: While identifying and eliminating waste is a likely outcome of the meeting, the principle described is broader. The meeting also focuses on reinforcing positive aspects ("pro") and overall improvement, not solely on waste reduction.

1. IIBA

Agile Extension to the BABOK® Guide

Version 2

2017.

Section 3.1.6

"Stimulate Collaboration and Continuous Improvement": This section states

"Agile teams value continuous improvement and frequently look for opportunities to improve their processes and the quality of their deliverables." The described meeting is a primary mechanism for this.

Section 5.5

"Retrospectives": This section defines the practice: "Retrospectives are formal learning events that help the team to reflect on and improve its processes... The entire team participates in the retrospective." This directly maps to the scenario of all team members participating to make things better.