In the context of Agile Business Analysis, a stakeholder is defined as anyone potentially impacted by the outcome of a project. Stakeholders include a wide range of individuals and groups such as customers, users, business sponsors, regulatory bodies, and other entities with a vested interest in the project's results. Effective stakeholder management is crucial for gathering requirements, ensuring alignment with business needs, and facilitating successful project outcomes.

Reference: Business Analysis.pdf, Chapter 6, Stakeholder Analysis and Management

Porter's Five Forces Analysis is used to analyze the competitive position of an organization. This framework helps in evaluating the attractiveness and profitability of an industry by examining five key forces: the threat of new entrants, the bargaining power of suppliers, the bargaining power of buyers, the threat of substitute products or services, and the intensity of competitive rivalry. By understanding these forces, an organization can develop strategies to enhance its competitive position and profitability within its industry.

Business Analysis.pdf, 'An analysis tool that helps to evaluate an industry's profitability and hence its attractiveness is Michael Porter's Five Forces model'.

A business case typically includes several critical components that justify and outline the benefits of a project. These components are:

Metrics for measuring the success of the solution in operational use: This involves defining how the success of the project will be measured once implemented. Metrics might include performance indicators, key results, and other measurable outcomes to ensure the project meets its objectives.

Anything that could adversely affect the delivery of the outcome: This would encompass risks and potential issues that could hinder the successful delivery of the project. Identifying these in the business case helps in planning mitigation strategies.

Ongoing operational, maintenance, and support costs: These are detailed to provide a clear picture of the long-term financial commitment required for the project. It ensures stakeholders understand the total cost of ownership beyond initial implementation.

However, allocation of roles for the project is typically not part of a business case. This aspect falls under project management plans or other documentation related to project execution and governance rather than the justification and high-level planning that a business case provides.

Business Analysis.pdf: The structure of a business case typically includes sections on cost-benefit analysis, risk assessment, and performance metrics, but not on role allocation.

According to the MoSCoW technique, a 'Must Have' requirement is something that the project will fail without. These requirements are absolutely essential for the system to function and meet the business needs. If even one 'Must Have' requirement is not met, the project would be considered a failure. This prioritization ensures that critical functionality is delivered in the first increment and forms the basis of the minimum viable product (MVP).

The MoSCoW technique defines 'Must Have' requirements as mandatory and essential for the project's success, without which the system has no value.

The Business Ambassador works with the Agile BA to prepare the users of the solution within the relevant business area for each incremental deployment of an evolving solution. The Business Ambassador acts as a liaison between the development team and the end users, ensuring that the requirements and feedback are effectively communicated and that the users are ready to adopt the new increments of the solution as they are deployed.

Business Analysis.pdf, 'The role of the business analyst in an Agile environment...supporting the business users'.