Agile architecture, analysis, and modelization

Nowadays, organizations developing software products are requested to be more reactive and efficient. Agile approaches seem well adapted to this new context since they propose to frequently deliver high added value solutions to users. For instance, the Scrum method explains how it is possible to plan development taking into account business value in collaboration with subject-matter experts.
However, the Scrum method, being somewhat prescriptive, does not explain how software development disciplines must be adapted to an iterative and incremental approach, simply covering emerging architecture, analysis, and modelization. 

For organizations having implemented rigorous processes, Agile methods can seem a little light and improvised. Especially since they do not take into account the importance of upstream analysis work to manage technical risks associated with software development projects. 

Duration: 2 days

Target audience:

  • Architecture managers
  • Analysts
  • Technical leads
Download the syllabus


  • Learn to balance upstream elicitation and emerging approaches
  • Learn to mitigate technical risks with Agile approaches
  • Learn how self-sufficient and multidisciplinary teams use architecture requirements
  • Learn to approach solutions design and analysis documentation iteratively and incrementally
  • Learn the impact of Agile approaches on the role of the architect and analyst


  • What is software architecture and what are its different forms?
    • The challenges of risk mitigation and complexity management
    • The role of architects and analysts
  • What are Agile approaches?
    • Overview of the Scrum method
    • Benefits and impact of Agile approaches on the role of the architect and analyst as well as on the analysis discipline
    • Differences between waterfall and Agile methods
  • Emerging analysis principles
    • Balance between anticipation and adaptation during the tasks resulting from elicitation
  • Systemic vision
    • Determining what is sufficient to initiate development work
    • Workshop: Analysis practices and high-level deliverables, such as the vision board, project charter, product canvas, story mapping,...
  • Requirements management
    • Product backlog tool and collaboration with the Product Owner
    • Planning according to business criteria and technical considerations
  • Writing the requirements
    • Empirical writing of quality requirements
    • User story tool
    • Different techniques: breaking down stories, Kano, spikes, INVEST, Scrum’s and Sashimi’s definition of "done"
  • Project follow-up
    • Use of Scrum’s inspection points to achieve the product’s objectives
    • Increment acceptance during the sprint review
    • Improvement of practices during the sprint retrospective
    • Quality and technical debt management with the product backlog
  • Agile documentation
    • Empirical writing of documents
    • Reduction of the writing effort and documentation waste
    • Documentation according to the deliverables’ life cycle and usefulness
  • Role of the Agile architect     
    • How to exercise leadership within an Agile context
    • Delegation according to both the topic and context
  • Role of the Agile analyst
    • How to contribute as an analyst within an Agile team
    • Collaboration with the development team and Product Owner
    • Behaviour and responsibilities


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