There are multiple type Stakeholder, some of them are given below

1. Investors
2. Employees
3. Customers
4. Suppliers
5. Communities
6. Governments

Role of Business Analyst business analyst playing important role and key role in business working as decision making process to grow business right direction as well as financial growth

1. Identifying Business Needs
2. Analyzing Processes
3. Identifying Areas For Improvement
4. Recommending Solutions
5. Helping Organizations Make Informed Decisions

I prioritize the Product Backlog based on business value (Business Return Investment, ROI-based prioritization ), customer impact, and technical feasibility & acceptance Criteria

1. MoSCoW Method

One of the most common techniques:

M – Must Have: Critical features for MVP or compliance

S – Should Have: High-value but not immediately critical

C – Could Have: Nice to include if time allows

W – Won’t Have (this time): Deferred for later sprints

Example: In an SFCC project, checkout functionality was a Must Have, product recommendations a Should Have, and loyalty integration a Could Have.

2. Value vs. Effort (or Impact vs. Complexity) Matrix

Plot backlog items on a 2×2 grid:

High Value, Low Effort → Top Priority

Low Value, High Effort → Lowest Priority

Example: A small UX change improving conversion rate got prioritized over a large non-essential refactor.

3. WSJF (Weighted Shortest Job First) — from SAFe

Used in scaled agile frameworks to calculate economic value.

Formula: WSJF = (Business Value + Time Criticality + Risk Reduction) / Job Size

Example:

In a Salesforce CRM enhancement, features that improved compliance (risk reduction) and were time-sensitive scored higher WSJF.

Kano Model (for Customer Satisfaction)

Basic needs → must be present

Performance needs → improve satisfaction

Delighters → surprise users and differentiate product

Example: “Add to Wishlist” was a Delighter that increased user retention in an eCommerce project.

5. Business Value–Driven Discussion

I work closely with stakeholders, product owners, and tech leads to align backlog priorities with KPIs, market changes, and dependencies.

During backlog grooming, I ensure each story has clear acceptance criteria and that high-impact items are always ready for the next sprint.

By Using INVEST Method / Process

Independent: The story should be as self-contained as possible to avoid dependencies on other stories, which can cause prioritization issues.

Negotiable: A user story is a starting point for a conversation, not a rigid contract. The team should be able to discuss and refine its scope.

Valuable: It must deliver tangible value to the end-user or business.

Estimable: The team must be able to estimate the effort required to complete it, whether in story points or hours.

Small: The story should be small enough to be completed within a single sprint or iteration cycle.

Testable: It must be possible to verify its completion. This relies on having clear, well-defined acceptance criteria.

BRD (Business Requirements Document): High-level document focusing on Why the business needs the change and the What (business goals, scope, and high-level requirements).

SRS (Software/System Requirements Specification): Detailed document focusing on the How and What (functional and non-functional requirements) for the development team.

FRS (Functional Requirements Specification): Focuses specifically on the functions that the system must perform.

1: 🧭 Initiation Phase 🎯 Define the “Why” — Identify the business need and vision. -- Document:- BRD

2: Planning Phase 🎯 Design the “How” — Translate ideas into actionable system blueprints.. -- Document:- SRS, FSD, NRD, SOW
SRS (Software Requirement Specification) — defines system behavior
FSD (Functional Specification Document) — details module logic
NFR (Non-Functional Requirements) — sets performance, security, and scalability benchmarks
SOW (Statement of Work) — The Statement of Work is created and finalized in the Planning Phase

3: Execution Phase 🎯Turn plans into action. -- Document:- Development and Testing are carried out as per FSD + NFR

4: Monitoring & Control 🎯Validate against the BRD, SRS, and NFR — ensuring what’s built truly meets the intent. This is where quality, risk control, and KPIs are tracked.. -- Document:- BRD, SRS, and NFR

5: Closure 🎯Formal sign-offs trace back from BRD → SRS → FSD. Document:- BRD → SRS → FSD

Quick Mnemonic Summary SMART = Deliver → INVEST = Evaluate →3Cs = Define → .

Each role plays a unique part in ensuring successful product delivery:

🔹 BA → Translates business needs into clear requirements

🔹 SM → Empowers the Agile team and removes blockers

🔹 PO → Owns the product backlog + sprint value

🔹 PM → Defines long-term product vision & strategy

When these roles work together smoothly, teams deliver faster, better, and with more value.