• Individuals and interactions over processes and tools
• Working software over comprehensive documentation
• Customer collaboration over contract negotiation
• Responding to change over following a plan

What Agile does NOT mean: "No planning," "no documentation," or "no BA." Agile reduces documentation formality but increases the need for ongoing, high-quality business analysis thinking.

In traditional projects, the BA's role peaks early — gather requirements, produce a document, hand it over. In Agile, the BA role is continuous and central. You are present every sprint, translating between business stakeholders and the development team, refining user stories, facilitating sprint planning, and validating deliverables against business intent.

Common Agile myth: "We don't write requirements in Agile." What actually happens: requirements are written as user stories with acceptance criteria — often more rigorously than in waterfall, because they must be good enough to enter a sprint immediately.

• Scrum — The most widely used. 2-week sprints, daily standups, sprint reviews and retrospectives. BA typically bridges Product Owner and dev team.
• Kanban — Continuous flow instead of fixed sprints. Work items move through columns. Better for operational teams with unpredictable demand.
• SAFe — Agile at enterprise scale across multiple teams. More process-heavy. Common in large ANZ banks and government agencies.
• Shape Up — 6-week cycles, no persistent backlog, teams work with significant autonomy. Gaining traction in product teams that find Scrum's ceremony overhead excessive.