CCBA® Exam Preparation Course

Lesson 1 – Introduction to IIBA ® and CCBA ® Certification

CBAP, CCBA and BABOK are registered certification marks owned by International Institute of Business Analysis
 WHAT’S IN IT FOR ME

About IIBA ®

Benefits of IIBA® Professional

Certification

Eligibility for CCBA ® certification

The exam application process

The exam outline

CCBA ® recertification
 ABOUT IIBA®
International Institute of Business Analysis

Defines standards for business

Through the BABOK® Guide
analysis

Identifies the skills necessary Through the IIBA® Business

IIBA® to be effective in the role of a Analysis Competency Model
business analyst and Self-assessment Tool

Recognizes business analysis Through the ECBA®, CCBA®,

professional and CBAP® certifications
 IIBA ® MEMBERSHIP BENEFITS

• Volunteer with the organization

• Develop communication skills

Develop
leadership
skills

• Attend networking
• BABOK® Guide IIBA® and chapter events
• Competency • Join online
Membership
Model community
Elevate Expand
• BBC Conference • Learn from experts
your skill your
• IIBA® Webinar • Meet professional
set network
Series contacts
• Online Library
 BENEFITS OF CCBA ® CERTIFICATION

INDIVIDUAL


ORGANIZATION
 BENEFITS OF CCBA ® CERTIFICATION (contd.)
INDIVIDUAL

Benefits to the individual

INDIVIDUAL Competence in the principles

Participation in a recognized Recognition of professional
and practices of business
professional group competence
analysis

Improved overall performance,

Personal satisfaction of
Advanced career potential removal of uncertainty, and
accomplishing a milestone
wider market opportunities

 Helps ensure continuous self-

improvement
Potential for higher income
Recognition for having
invested in a business
analysis career
ORGANIZATION
 BENEFITS OF CCBA ® CERTIFICATION (contd.)
ORGANIZATION

Benefits to the organization

Enables establishment and implementation of

INDIVIDUAL Professional development, advancement, and
business analysis practices as outlined in the
recognition for staff
BABOK Guide

Ensures more reliable and higher quality results

Demonstrates use of industry-standard
are produced with increased efficiency and
business analysis practices
consistency

Helps identify professional business analysts to

Demonstrates that business is run effectively


clients and business partners

ORGANIZATION Improves staff responsibility, commitment, and Demonstrates commitment to the field of business
motivation analysis
 ELIGIBILITY CRITERIA
FOR CCBA ®

Criteria Requirement

Work Experience Minimum 3750 Hours of Business Analysis experience in the last 7 Years

Knowledge Area Expertise Minimum 900 hours in two of the six knowledge areas or 500 hours in four of the six
knowledge areas

Professional Development 21 Hours in the last 4 Years

References 2

Signed Code of Conduct Yes

 APPLICATION AND EXAM PROCESS

 
 Step 5

  Step 3
Step 4

Prepare for
the exam
Take the
exam

Step 2
Register for
Step 1 the exam
Pay for the
Apply for and exam
pay for the
certification
 APPLICATION AND EXAM FEES

• Application and Exam Fees

Fee Member Non-member

Application Fee (non-refundable) $125 $125

Exam Fee – English and Japanese $325 $450

Exam Fee – German *$770 $880

• Other Fees
Fee Member Non-member

Exam Cancellation Fee (CBT) $50 $50

Exam Re-write Fee – English and Japanese $250 $375

Exam Re-write Fee – German *$430 $540

NOTE:
• *IIBA® is partnering with The European Association of Business Analysis (EABA) and, in a joint effort, is now offering business analysis certification exams
in German-speaking Europe and at all test center locations where IIBA exams are offered.
• All fees are payable in U.S. dollars (USD) plus GST/HST if you are a Canadian resident or a GST/HST registrant.
• The application fee is not refundable regardless of whether an application is approved or approved pending audit and if an application audit is not passed.
 PREPARING FOR THE EXAM

The CCBA ® exam is a 3.5-hours long exam and consists of 150 multiple choice questions with four possible
answers to select from.

To prepare for the exam:

Find opportunities to practice tasks by

Review the IIBA® BABOK® Guide
following the BABOK® Guide

Review the BABOK® Learning Guide

found in the Online Library on the Find a business analysis mentor
Community Network

Review Frequently Asked Questions

Join a study group
(FAQ) on the IIBA website

Review recommended resources on the

Attend local IIBA® Chapter meetings
IIBA® website

Attend training as needed Review available study guide(s)

 CCBA EXAM BLUEPRINT

Domain Percentage

Business Analysis Planning and Monitoring 12%

Elicitation and Collaboration 20%

Requirements Life Cycle Management 18%

Strategy Analysis 12%

Requirements Analysis and Design Definition 32%

Solution Evaluation 6%
 RECERTIFICATION
REASONS

The CCBA® Recertification program helps individuals demonstrate an ongoing professional commitment to
the business analysis profession.

Ensures that the Business Analysis Ensures that the Business

Professional is keeping up with
Recertification
Analysis Professional
changes in the profession Program contributes to the profession
 RECERTIFICATION
PURPOSE
The Recertification program supports the ongoing professional development of individuals who have attained
the CCBA® designation.


Encourages the ongoing Encourages and recognizes
professional development of Recertification individualized learning
CCBA® recipients
Program

Offers a standard and objective


Encourages the efforts of
mechanism for recording
CCBA® recipients to give
professional development
back to the profession
activities

Sustains the global recognition

and value of the CCBA®
designation
 RECERTIFICATION
NOTES

All CCBA® recipients are required to meet continuing proficiency requirements to maintain their designation.

CERTIFICATION RENEWAL ADDITIONAL NOTES CDU CATEGORIES

To ensure receiving all IIBA® 1. Formal Academic Education

communication:
- Update your email address in
IIBA® certification to be renewed profile on IIBA® website.
every three years 2. Professional Development
- Check bulk mail folders
- Add [email protected] to
personal address book 3. Professional Activities

4. Self-directed Learning

CCBA® Recertification Report 60 accepted CDUs and

submit the recertification 5. Volunteer Service
Handbook and related forms are application prior to the end of the
posted on the IIBA® website three year cycle
6. Professional Experience
 KEY TAKEAWAYS
The International Institute of Business Analysis or IIBA® assists
business analysts by defining standards for business analysis,
identifying the skills needed for business analysis, and recognizing
business analysis professionals.
With an IIBA® membership, business analysts can elevate their skill
set, develop leadership skills, and expand their network.

Membership of IIBA® provides several benefits, both to the

individual as well as to organizations.
To prepare for the exam, business analysts can review the
BABOK® Guide, review the FAQs on the IIBA® website, attend
trainings as needed, practice tasks by following the BABOK®
Guide, find a BA mentor, and review available study guides.

Applying and taking the exam is a 5-step process.

Eligibility for the CCBA certification includes specified levels of work

experience, knowledge area expertise, and professional
development.

The CCBA exam is a 3.5-hours long exam and consists of 150

multiple choice questions with four possible answers to select from.
This concludes “Introduction to CCBA Certification.”

The next lesson is “Introduction to BABOK® Guide Version 3.”

THANK YOU
 CCBA® Exam Preparation Course
Lesson 2 - Introduction to BABOK® V3

CBAP, CCBA and BABOK are registered certification marks owned by International Institute of Business Analysis.
 WHAT’S IN IT FOR ME

What is business analysis?

What does a business analyst do?

Business Analysis Core Concept Model

Model TM — the Knowledge Areas
defined in BABOK® Version 3
What are the underlying competencies
of a business analyst?

Techniques and perspectives in

business analysis
INTRODUCTION – WHY BUSINESS ANALYSIS
INTRODUCTION – WHY BUSINESS ANALYSIS (contd.)
Lesson 2: Introduction to BABOK® V3
Topic 2.1: Key Concepts of Business Analysis

 Who is a Business Analyst?

 Business Analysis Core Concept Model
 Business Analysis Knowledge Areas
 Defect per Unit
Requirements classification
 Requirements and Design
 Who is a Stakeholder?
 BUSINESS ANALYSIS
WHAT IS BUSINESS ANALYSIS

Where?
Define
Needs
Why?
Enable
When?

Business
Analysis Recommend
Solutions
 BUSINESS ANALYSIS
WHO IS A BUSINESS ANALYST

Elicits the
needs from
stakeholders

Discovers, Investigates
synthesizes, and clarifies
and analyzes stakeholder
information desires

Performs Determines
tasks defined issues and
in the BABOK® their causes
Guide

BUSINESS
ANALYST
 BUSINESS ANALYSIS
BUSINESS ANALYSIS CORE CONCEPT MODEL TM

The act of transformation in response to need

Change

Need Solution
Way to satisfy one or more needs
A problem or opportunity
in a context

Circumstances that influence or are

A group or individual related to a change,
influenced by, and provide
need, or solution
Stakeholder Context understanding of change

Value
Usefulness to a stakeholder
within a context
 BUSINESS ANALYSIS BODY OF KNOWLEDGE
KNOWLEDGE AREAS

1. Business Analysis Planning and Monitoring

2. Elicitation and Collaboration

3. Requirements Lifecycle Management

4. Strategy Analysis

5. Requirements Analysis and Design Definition

6. Solution Evaluation
 BUSINESS ANALYSIS BODY OF KNOWLEDGE (contd.)
KNOWLEDGE AREAS

1. Business Analysis Planning and Monitoring

2. Elicitation and Collaboration It describes the tasks to be performed to

organize and co-ordinate the effort of business
analysts and stakeholders.
Output from this knowledge area tasks is used
3. Requirements Lifecycle Management as a key input or as guidelines for the tasks
performed in other knowledge areas.

4. Strategy Analysis

5. Requirements Analysis and Design Definition

6. Solution Evaluation
 BUSINESS ANALYSIS BODY OF KNOWLEDGE (contd.)
KNOWLEDGE AREAS

1. Business Analysis Planning and Monitoring

2. Elicitation and Collaboration

It describes the tasks to be performed to
prepare for elicitation, conduct the elicitation
activity, and confirm elicitation results. It also
3. Requirements Lifecycle Management explains how communication of business
analysis information and ongoing collaboration
must be done with the stakeholder.

4. Strategy Analysis

5. Requirements Analysis and Design Definition

6. Solution Evaluation
 BUSINESS ANALYSIS BODY OF KNOWLEDGE (contd.)
KNOWLEDGE AREAS

1. Business Analysis Planning and Monitoring

2. Elicitation and Collaboration

It describes the tasks to be performed to

manage and maintain requirements and design
3. Requirements Lifecycle Management information from inception to retirement.

4. Strategy Analysis

5. Requirements Analysis and Design Definition

6. Solution Evaluation
 BUSINESS ANALYSIS BODY OF KNOWLEDGE (contd.)
KNOWLEDGE AREAS

1. Business Analysis Planning and Monitoring

2. Elicitation and Collaboration

It describes the tasks to be performed for

3. Requirements Lifecycle Management collaboration with the stakeholder to identify
the real need and enable the organization to
address that need. It also explains the tasks to
align the resulting strategy for the change with
4. Strategy Analysis higher- and lower-level strategies to address
the need.

5. Requirements Analysis and Design Definition

6. Solution Evaluation
 BUSINESS ANALYSIS BODY OF KNOWLEDGE (contd.)
KNOWLEDGE AREAS

1. Business Analysis Planning and Monitoring

2. Elicitation and Collaboration

3. Requirements Lifecycle Management

It describes the tasks to be performed to

4. Strategy Analysis structure and organize requirements
discovered during the elicitation activity,
specify and model requirements and design,
validate and verify information, and identify
solution options that meet the business need.
5. Requirements Analysis and Design Definition

6. Solution Evaluation
 BUSINESS ANALYSIS BODY OF KNOWLEDGE (contd.)
KNOWLEDGE AREAS

1. Business Analysis Planning and Monitoring

2. Elicitation and Collaboration

3. Requirements Lifecycle Management

4. Strategy Analysis It describes the tasks to be performed to assess

the performance of and value delivered by a
solution and recommend actions to be taken to
realize the full value of the solution.
5. Requirements Analysis and Design Definition

6. Solution Evaluation
 BUSINESS ANALYSIS BODY OF KNOWLEDGE
KNOWLEDGE AREAS – RELATIONSHIPS

Business Analysis
Planning and
Monitoring

Requirements
Strategy Analysis Analysis and
Design Definition

Requirements
Elicitation and
Lifecycle
Collaboration
Management

Solution Evaluation
 REQUIREMENTS
REQUIREMENTS CLASSIFICATION

Statements of goals, objectives, Describe the needs of the

and outcome that describe why Business Stakeholder stakeholders that must be met to
Requirements Requirements
a change has been initiated achieve the business requirements

Describe the capabilities and Describe the capabilities that the

qualities of a solution that meets Transition
solution must have to facilitate
Solution
stakeholder requirements; can be Requirements transition of the organization from
Requirements
Functional requirements or Non- the current state to the future state
functional requirements
 REQUIREMENTS (contd.)
REQUIREMENTS DOCUMENTS

Business Requirements Documents

BRD
that comprise both business and
stakeholder requirements

Requirements
Requirements
Documents FSD
Documents
Functional Specification Document

SRS

Solution Requirements Specification

 REQUIREMENTS AND DESIGN
DESIGN CYCLE

Needs
Requirements lead to design.

Requirements may be used to define design.

Requirements

Requirements are focused on needs and design

is focused on the solution.
Design

Requirements and design could be recursive.

A Business Analyst reviews designs to ensure Solution

they align with the requirements.
 BABOK® GUIDE SPECIFICATIONS
STAKEHOLDERS

A stakeholder is an individual or group that a Business Analyst is likely to interact with directly or indirectly.

Supplier
Domain SME
Tester
Customer

Business Operational
Sponsor
Analyst Support

End User Implementation

SME
Project
Manager
Regulator
Lesson 2: Introduction to BABOK® V3
Topic 2.2: Competencies of a Business Analyst

 Competencies of a business analyst

Defect per Unit
 COMPETENCIES OF A BUSINESS ANALYST
CATEGORIES

Business
Knowledge Communication
(5) Skills
(4)

Behavioral
Characteristics Interaction
(5) Skills
(5)

Competencies
Analytical
Thinking and
Tools and
Problem-
Technology
Solving Skills
(3)
(7)
 COMPETENCIES OF A BUSINESS ANALYST (contd.)
ANALY TICAL THINKING AND PROBLEM SOLVING

 
Decision Making
Analytical Thinking and Creative Thinking
Ability to understand the
Problem-Solving Skills Ability to generate new ideas
criteria needed to make
and approaches to solve
decisions
problems

 
Problem Solving

System Thinking
Learning Ability to understand the Ability to understand the
Ability to quickly absorb new underlying cause of a interactions between people,
and different types of problem and use problem- process, and technology
information solving techniques

 
Visual Thinking
Conceptual Thinking Ability to visually
Ability to understand how communicate complex
disparate information fits concepts and models to
into a larger picture stakeholders
 COMPETENCIES OF A BUSINESS ANALYST (contd.)
BEHAVIORAL CHARACTERISTCS

 
Ethics Personal Accountability
Behavioral Characteristics
Enable a business analyst to Enables a business analyst to
earn the respect of achieve target goals
stakeholders


Organization and Time
Management

 Helps perform tasks

effectively and use work time
efficiently 
Trustworthiness
Perception that one is Adaptability
worthy of trust Ability to adjust behavioral
style, methods, and
approach to the environment
 COMPETENCIES OF A BUSINESS ANALYST (contd.)
BUSINESS KNOWLEDGE

Business Knowledge

Business Acumen

Industry Knowledge
Ability to understand Understanding how a
business principles and company is positioned within
practices and apply them at an industry
work



Organization Knowledge
Competencies Solution Knowledge
Understanding solutions that 
Methodology Knowledge
Understanding the will help expedite the
management structure and discovery of potential Enables a business analyst to
the business architecture of changes through elicitation quickly adapt to, and
the enterprise perform in, a new
environment
 COMPETENCIES OF A BUSINESS ANALYST (contd.)
COMMUNICATION SKILLS

Communication Skills
 
Nonverbal Communication
Enables sending and receiving
Verbal Communication
Used to convey ideas, messages through body
concepts, facts, and opinions movements, postures, facial
to stakeholders expressions, gestures, and eye
contact
Communication skills refers to the
ability to communicate effectively.

Competencies
Written Communication

Listening
Practice of using text,
symbols, models, pictures, or Enables accurate
sketches to convey and share understanding of verbal
information communication
 COMPETENCIES OF A BUSINESS ANALYST (contd.)
INTERACTION SKILLS

Interaction Skills
 
Leadership and Influencing
Facilitation Involves motivating people to
Ability to moderate act in ways that enable them
discussions within a group to work together

Interaction Skills
include the ability 
to relate to and co-
operate and

Teamwork
Negotiation
CompetenciesInvolves mediating
discussions and resolving 
Teaching
communicate with Enables working with team differences in teams Enables a business analyst to
different kinds of members effectively effectively communicate
people. business information, concepts,
ideas, and issues
 COMPETENCIES OF A BUSINESS ANALYST (contd.)
TOOLS AND TECHNOLOGY SKILLS

Tools and Technology


Office Productivity
Skills Helps document and track
information and artifacts


Business Analysis
Helps model, diagram,
document, and manage the
output of business analysis
activities
Competencies
A business analyst uses a variety of software to support 
Communication
Helps perform business
communication and collaboration, create and maintain analysis activities, manage
teams, and collaborate with
requirement artifacts, and increase overall productivity. stakeholders
Lesson 2: Introduction to BABOK® V3
Topic 2.3: Business Analysis Techniques

 Techniques referred to by BABOK V3

Defect per Unit
 BUSINESS ANALYSIS TECHNIQUES
50 TECHNIQUES
10.1 Acceptance and
10.11 Concept Modelling 10.21 Focus Groups 10.31 Observation 10.41 Scope Modelling
Evaluation Criteria
10.22 Functional
10.2 Backlog Management 10.12 Data Dictionary 10.32 Organizational Modelling 10.42 Sequence Diagrams
Decomposition
10.43 Stakeholder List, Map, or
10.3 Balanced Scorecard 10.13 Data Flow Diagrams 10.23 Glossary 10.33 Prioritization
Personas
10.4 Benchmarking and Market
10.14 Data Mining 10.24 Interface Analysis 10.34 Process Analysis 10.44 State Modelling
Analysis
10.5 Brainstorming 10.15 Data Modelling 10.25 Interviews 10.35 Process Modelling 10.45 Survey or Questionnaire
10.6 Business Capability
10.16 Decision Analysis 10.26 Item Tracking 10.36 Prototyping 10.46 SWOT Analysis
Analysis
10.7 Business Cases 10.17 Decision Modelling 10.27 Lessons Learned 10.37 Reviews 10.47 Use Cases and Scenarios

10.28 Metrics and Key 10.38 Risk Analysis and

10.8 Business Model Canvas 10.18 Document Analysis 10.48 User Stories
Competencies
Performance Indicators (KPIs) Management
10.39 Roles and Permissions
10.9 Business Rules Analysis 10.19 Estimation 10.29 Mind Mapping 10.49 Vendor Assessment
Matrix
10.30 Non functional
10.10 Collaborative Games 10.20 Financial Analysis 10.40 Root Cause Analysis 10.50 Workshops
Requirements Analysis
Lesson 2: Introduction to BABOK® V3
Topic 2.4: Business Analysis Perspectives

 Business Analysis perspectives

Defect per Unit
 BUSINESS ANALYSIS PERSPECTIVES
FIVE BUSINESS ANALYSIS PERSPECTIVES

Perspectives provide focus to tasks and techniques specific to the context of an initiative.

Perspectives are not mutually exclusive. Most initiatives are likely to engage one or more perspectives.

BABOK® includes five perspectives.

Competencies
Agile Business Information Business Business
Intelligence Technology Architecture Process
Management
 BUSINESS ANALYSIS PERSPECTIVES (contd.)
FIVE BUSINESS ANALYSIS PERSPECTIVES

Agile Business Information Business

Business Process
Intelligence Technology Architecture Management

An Agile initiative involves:

• An agile mindset
• Agile values and principles
Competencies
• Progressive elaboration of business planning, elicitation, analysis, design, and construction of
solution

A Business Analyst is an active member of an Agile team.

 BUSINESS ANALYSIS PERSPECTIVES (contd.)
FIVE BUSINESS ANALYSIS PERSPECTIVES

Agile Business Information Business

Business Process
Intelligence Technology Architecture Management

Business Intelligence:
• Highlights the characteristics of business analysis in the context of transformation, integration, and
enhancing data Competencies
• Is the transformation of data into valuable information
• Helps stakeholders make informed decisions
• Helps stakeholders manage strategic, tactical, and operational performance
 BUSINESS ANALYSIS PERSPECTIVES (contd.)
FIVE BUSINESS ANALYSIS PERSPECTIVES

Agile Business Information Business

Business Process
Intelligence Technology Architecture Management

Information Technology:
• This perspective highlights the characteristics of business analysis in the context of the impact of
Competencies
change on IT systems in an organization.
• Organizations need to undertake initiatives to upgrade or replace IT systems.
• A business analyst plays the role of a translator between business and technology teams in the
change process.
 BUSINESS ANALYSIS PERSPECTIVES (contd.)
FIVE BUSINESS ANALYSIS PERSPECTIVES

Agile Business Information Business

Business Process
Intelligence Technology Architecture Management

Business Architecture:
• Highlights the unique characteristics ofCompetencies
business analysis in the context of business architecture
• Involves analytical thinking and applying architectural principles at the enterprise level
• Supports ongoing business transformation efforts
• Could include changes to business, operational model, or structure
 BUSINESS ANALYSIS PERSPECTIVES (contd.)
FIVE BUSINESS ANALYSIS PERSPECTIVES

Agile Business Information Business

Business Process
Intelligence Technology Architecture Management

Business Process Management:

• Highlights the characteristics of business analysis in the context of developing or improving
Competencies
business processes
• Focuses on how an organization works across multiple functional areas to improve business
processes
• Is an integral part of ongoing management and operations of an organization
Quiz
QUIZ Which of the following is NOT a component of the Business Analysis Core Concept Model
TM (BACCMTM)?
1

a. Change

b. Solution

c. Content

d. Stakeholder
 QUIZ Which of the following is NOT a component of the Business Analysis Core Concept Model
TM (BACCMTM)?
1

a. Change

b. Solution

c. Content

d. Stakeholder

The correct answer is c.

Explanation: Content is not a component of Business Analysis Core Concept Model TM (BACCM). The
components are Change, Need, Solution, Stakeholder, Value, and Context.
QUIZ
_____ are focused on the needs, and _____ are focused on the solution.
2

a. Problems; Requirements

b. Requirements; Designs

c. Solutions; Requirements

d. Designs; Requirements
 QUIZ
_____ are focused on the needs, and _____ are focused on the solution.
2

a. Problems; Requirements

b. Requirements; Designs

c. Solutions; Requirements

d. Designs; Requirements

The correct answer is b.

Explanation: According to the Requirements and Design Cycle, Requirements are focused on the needs
and Designs are focused on the solution.
QUIZ
Which of the following is a business analysis knowledge area?
3

a. Elicitation and Collaboration

b. Enterprise Analysis

c. Solution Assessment and Validation

d. Requirements Analysis and Management

 QUIZ
Which of the following is a business analysis knowledge area?
3

a. Elicitation and Collaboration

b. Enterprise Analysis

c. Solution Assessment and Validation

d. Requirements Analysis and Management

The correct answer is a.

Explanation: Elicitation and Collaboration is one of the business analysis knowledge areas.
.
QUIZ Which of the following is NOT a category of business analyst competencies as defined in
4 BABOK®?

a. Analytical Thinking and Problem Solving

b. Communication

c. Organizational Knowledge

d. Interaction
 QUIZ Which of the following is NOT a category of business analyst competencies as defined in
4 BABOK®?

a. Analytical Thinking and Problem Solving

b. Communication

c. Organizational Knowledge

d. Interaction

The correct answer is c.

Explanation: Organizational Knowledge is not a category of business analyst competencies. It is, in
fact, a core competency of the Business Knowledge category.
 KEY TAKEAWAYS

A business analyst is a person who performs business analysis

tasks described in the BABOK® Guide.
Business analysis is the practice of enabling change in an
enterprise by defining needs and recommending solutions that
deliver value to stakeholders.

The Business Analysis Core Concept Model TM (BACCMTM) defines

the conceptual framework for the practice of business analysis.

The BABOK® Guide groups business analysis tasks into six

knowledge areas.

The BABOK® GUIDE describes 29 business analysis competencies,

50 techniques, and 5 perspectives.
 This concludes Introduction to BABOK® V3.
The next lesson is “Business Analysis Planning and Monitoring.”
THANK YOU
 CCBA® Exam Preparation Course
Lesson 3 - Business Analysis Planning and Monitoring
 WHAT’S IN IT FOR ME

How to plan the Business Analysis

Approach

How to plan Stakeholder Engagement

How to plan Business Analysis Information

Management and Governance

How to identify Business Analysis

Performance Improvements

Understand tools and techniques used

in Business Analysis Planning and
Monitoring
INTRODUCTION
 BUSINESS ANALYSIS PLANNING AND MONITORING
INTRODUCTION

The act of transformation in response to need

Change

Need Solution
Way to satisfy one or more
A problem or opportunity
needs in a context

A group or individual Circumstances that influence or are

related to a change, need, or solution influenced by, and provide understanding
Stakeholder Context of change

Value
Usefulness to a stakeholder
within a context
 BUSINESS ANALYSIS PLANNING AND MONITORING
INPUT, TASKS, AND OUTPUT

Plan Business Analysis • Business Analysis Approach

Approach

• Stakeholder Engagement Approach

Plan Stakeholder Engagement

Internal External Plan Business Analysis • Governance Approach

Needs
Influences Influences Governance

Plan Business Analysis • Information Management Approach

Information Management

Identify Business Analysis • Business Analysis Performance Assessment

Performance Improvements
Lesson 3: Business Analysis Planning and Monitoring
Topic 3.1: Plan Business Analysis Approach

 define overall method to conduct business analysis activities

 Defect per Unit

 PLAN BUSINESS ANALYSIS APPROACH
PURPOSE

• Creation or
Selection of • Who will
Planning of Business perform
Need Business Methodology Analysis
• Identify BA • Timing
Analysis Approach • Sequencing
Deliverables
• Define Activities
and Tasks
 PLAN BUSINESS ANALYSIS APPROACH
ELEMENTS
Planning methods falls between Predictive and Adaptive
approaches

Formality and level of details of BA deliverables are based

on the planning approach

Identify and break down activities into tasks

Timing for the business analysis tasks to be performed

Complexity and size of the change, and overall risk

Business analysis approach reviewed and agreed upon by

key stakeholders
 PLAN BUSINESS ANALYSIS APPROACH
GUIDELINES AND TOOLS

Business Analysis Performance

Assessment
Guidelines and Tools
while planning BA
approach
Stakeholder Engagement Approach

Business Policies

Guidance while
planning BA Methodologies and Framework
approach

Expert judgement
 PLAN BUSINESS ANALYSIS APPROACH
TECHNIQUES
Functional
Business Cases Estimation Decomposition Item Tracking

2 4 6 8
1 3 5 7

Brainstorming Document Analysis Financial Analysis Interviews

Risk Analysis and Survey and

Process Modeling Management Questionnaire

10 12 14
9 11 13 15

Lessons Learned Reviews Scope Modeling Workshops

 PLAN BUSINESS ANALYSIS APPROACH
TECHNIQUE – LESSONS LEARNED – WHY?

Successes

Lessons
Learned
WHY? Opportunities for improvement

Failures

Recommendations for
improvement
 PLAN BUSINESS ANALYSIS APPROACH
TECHNIQUE – LESSONS LEARNED - OVERVIEW

Also known as
Retrospective

Lessons Formal or Informal

Learned

Reinforcing positive
experiences and
successes

Participants may be reluctant to document and discuss

! problems. Honest discussion may not occur.
 PLAN BUSINESS ANALYSIS APPROACH
TECHNIQUE – LESSONS LEARNED - ELEMENTS
Business
analysis
activities and
deliverables
Recommendations
The final solution,
for behavioral
service or product
approaches

Root cause of Impact to

results impacting organizational
performance processes

Positive or Performance
negative expectations
variance and results
PLAN BUSINESS ANALYSIS APPROACH
STAKEHOLDERS

Domain Subject Matter

Project Manager
Expert

Stakeholders

Regulator Sponsor
Lesson 3: Business Analysis Planning and Monitoring
Topic 3.2: Plan Stakeholder Engagement

 plan an approach for establishing and maintaining effective working relationship

with stakeholders
 Defect per Unit
 PLAN STAKEHOLDER ENGAGEMENT
PURPOSE

Plan an approach for establishing and Plan Stakeholder

Needs and BA
maintaining effective working Engagement
Approach
relationship with stakeholders Approach

Identify Stakeholder

Analyze Stakeholder
Characteristics

Consider Stakeholder complexity while planning for stakeholder

engagement.
PLAN STAKEHOLDER ENGAGEMENT
ELEMENTS

Roles
Perform Attitude
Stakeholder
Decision Making Authority
Analysis
Level of Power or Influence

Stakeholder
Communication
Needs

Planning
Stakeholder
Collaboration
 PLAN STAKEHOLDER ENGAGEMENT
GUIDELINES AND TOOLS

Business Analysis Performance Assessment

Guidelines and Tools

while planning Change Strategy
Stakeholder Engagement

Current State Description

 PLAN STAKEHOLDER ENGAGEMENT
TECHNIQUES
Business Rules
Analysis Interviews Mind Mapping

2 4 6
1 3 5 7

Brainstorming Document Analysis Lessons Learned Organizational

Modeling

Risk Analysis and Stakeholder List,

Map or Personas Workshops
Management

9 11 13
8 10 12
Process Modeling Scope Modeling Survey &
Questionnaire
 ORGANIZATIONAL MODEL
PURPOSE

Organizational Modeling Organizational Model

• Describe the roles, responsibilities, • Boundaries of a group

and reporting structure • Formal relationships between
• Align these structures with the members
organizational goals • Functional role of each person
• Interfaces between unit or
stakeholders
• Common in most organizations
 ORGANIZATIONAL MODEL
ELEMENTS (1 of 2)

Functionally oriented

Types of Organizational
Models Market oriented

Matrix model

Organization unit includes number of Interfaces with other organization units

roles
 ORGANIZATIONAL MODEL
ELEMENTS (2 of 2)

Box depicts organization units, roles and

Organization people
Chart
Line depicts reporting or formal
communication channel

Identify informal lines of communication which can influence business analysis activities
 ORGANIZATIONAL MODEL
EXAMPLE
Business Unit
Head

Program Human Sales and

Development Operations Finance Purchase
Management Resource Marketing

Sr. Human
Sr. Project Development Operations Sr. Finance Marketing Sr. Purchase
Resource
Manager Manager Manager Manager Manager manager
Manager

Development Infrastructure On boarding

Project Manager Auditor Brand Manager Vendor Manager
Lead Manager specialist

Quality Analyst Logistics Sales Manager

Architect Event Manager

 STAKEHOLDER LIST, MAP, OR PERSONAS
OVERVIEW

Identify Stakeholder List of

Stakeholder Analysis stakeholders
• Identifying
stakeholders

Stakeholder characteristics

• Level of authority within the domain of change

• Attitude toward or interest in the change

• Attitude toward business analysis activities

• Level of decision-making authority

 STAKEHOLDER LIST, MAP OR PERSONAS
ELEMENTS

Stakeholder Map

• Stakeholder Matrix
• Stakeholder Onion Diagram

RACI Matrix (Responsible, Accountable, Consulted and Informed)

Personas
 STAKEHOLDER LIST, MAP, OR PERSONAS
EXAMPLE

High
Work closely with stakeholders
Ensure stakeholders remain
and engage with them
satisfied
effectively

Influence of
Stakeholder

Monitor to ensure stakeholder Keep stakeholders informed as

interest or influence does not they are likely to be very
change concerned
Low

Low Interest / Impact of High

Stakeholder
STAKEHOLDER LIST, MAP OR PERSONAS
STAKEHOLDER ONION DIAGRAM
Customers, suppliers,
regulators, and others

Affected External Stakeholders

Sponsors, executives,
Organization or Enterprise domain SMEs, and others
who interact with the
affected group

Affected Organizational Unit

End users, help desk, and
other whose work changes
when solution is delivered
Solution
Delivery
Project team and others
directly involved with
creating the solution
 STAKEHOLDER LIST, MAP OR PERSONAS
RACI – RESPONSIBLE, ACCOUNTABLE, CONSULTED, INFORMED

Project Implementation Business

Task Sponsor Operations Regulators
Manager Team Analyst

Identify problem or R R C R A I
opportunity
Identify risk associated with R R R R A I
business analysis work
Conduct feasibility study C R R C A
Recommend solution R C R R A I
Approve Business Analysis A C C C R I
Deliverables
Analyze Requirements I I C I A
Communicate Requirements I C I I A I
and Design
Assess solution performance C C C A R C
 STAKEHOLDER LIST, MAP OR PERSONAS
PERSONAS

Role
What is your job role?
What is a typical day like?
What skills, knowledge, and tools do you require?
Who reports to you and whom do you report to?
Goals
What are you responsible for?
Paul Atkins, Challenges
Marketing Manager What are your biggest challenges in your work?
(Health Care) Company
32 Years, Which industry does your company work in?
Married, One Child What is the total revenue of your company?
How many employees work in your company?
Personal Background: Age, Family (single, married, children),
Education
Preferences
How do you prefer to interact (email, phone, in person)?
 PLAN STAKEHOLDER ENGAGEMENT
STAKEHOLDERS

Customer

Domain Subject
End User
Matter Expert

Project Manager
Supplier

Sponsor Regulator
Lesson 3: Business Analysis Planning and Monitoring
Topic 3.3: Plan Business Analysis Governance

 define how decisions are made about requirements and designs, including reviews,
change control, approval and prioritization
 Defect per Unit
 PLAN BUSINESS ANALYSIS GOVERNANCE
PURPOSE

BA Approach and How decisions are made about

Stakeholder requirements and designs, including Governance
Engagement reviews, change control, approval and Approach
Approach prioritization.
PLAN BUSINESS ANALYSIS GOVERNANCE
ELEMENTS

Change Plan
Control Prioritization
Process Approach

Elements

Decision Plan for

Making Approval
 PLAN BUSINESS ANALYSIS GOVERNANCE
GUIDELINES AND TOOLS

Business Analysis Performance

Assessment

Guidelines and Tools Business Policies

while planning
Business Analysis
Governance Current State Description

Legal / Regulatory Information

 PLAN BUSINESS ANALYSIS GOVERNANCE
TECHNIQUES

Interviews Workshops

2 4
1 3 5
Brainstorming Survey & Document Analysis
Questionnaire

Lessons Learned Process Modeling

7 9
6 8 10
Item Tracking Organizational Reviews
Modeling
PLAN BUSINESS ANALYSIS GOVERNANCE
STAKEHOLDERS

Domain Subject
Matter Expert

Sponsor Project Manager

Regulator
Lesson 3: Business Analysis Planning and Monitoring
Topic 3.4: Plan Business Analysis Information Management

 Storing and accessing business analysis information

 Defect per Unit

 PLAN BUSINESS ANALYSIS INFORMATION MANAGEMENT
PURPOSE

• Business Analysis Approach

• Stakeholder Engagement How to develop business
Business analysis information
Approach analysis information
management approach
management plan
• Governance Approach
PLAN BUSINESS ANALYSIS INFORMATION MANAGEMENT
ELEMENTS

Organization of
Business Analysis
information

Requirements Level of
Attributes Abstraction

Storage and Plan Traceability

Access Approach

Plan for
Requirements
Reuse
PLAN BUSINESS ANALYSIS INFORMATION MANAGEMENT
GUIDELINES AND TOOLS

Business Analysis Performance Assessment

Business Policies
Guidelines and Tools while
planning Business Analysis
Information Management
Information Management Tools

Legal / Regulatory Information

PLAN BUSINESS ANALYSIS INFORMATION MANAGEMENT
TECHNIQUES

Interviews Workshops

2 4
1 3
Brainstorming Surveys and
Questionnaires

Lessons Learned Process Modeling

6 8
5 7

Item Tracking Mind Mapping

PLAN BUSINESS ANALYSIS INFORMATION MANAGEMENT
STAKEHOLDERS

Regulator
Lesson 3: Business Analysis Planning and Monitoring
Topic 3.5: Identify Business Analysis Performance Improvements

 Assess business analysis work and to plan to improve processes where required

 Defect per Unit

 IDENTIFY BUSINESS ANALYSIS PERFORMANCE IMPROVEMENTS
PURPOSE

BA Approach, and Assess Business Analysis Work and Business Analysis

Performance Objectives Plan to Improve Processes Performance Assessment
IDENTIFY BUSINESS ANALYSIS PERFORMANCE IMPROVEMENTS
ELEMENTS

Performance
Analysis

Analyze Results

Recommend
Assessment
Actions for
Measures
Improvements
IDENTIFY BUSINESS ANALYSIS PERFORMANCE IMPROVEMENTS
GUIDELINES AND TOOLS

Organizational Performance Standards includes details of

performance metrics or expectations for business analysis
work mandated by the organization.
 IDENTIFY BUSINESS ANALYSIS PERFORMANCE IMPROVEMENTS
TECHNIQUES

Interviews Lessons Learned Observation

2 4 6
1 3 5 7
Brainstorming Item Tracking Metrics and Key Process Analysis
Performance
Indicators (KPIs)

Risk Analysis and Surveys and

Process Modelling Management Questionnaires

8 10 12
9 11 13
Reviews Root Cause Analysis Workshops
 METRICS AND KEY PERFORMANCE INDICATORS (KPIs)
OVERVIEW

Metrics and Key Performance Indicators (KPIs) measure the performance of

solutions, solution components, and other matters of interest to
stakeholders.

A Metrics is quantifiable level of an indicator.

A Key Performance Indicator (KPI) measures progress towards a strategic

goal or objective. KPIs derive from metrics.

KPIs to measure the effectiveness of business analysis.

Reporting is the process of informing stakeholder of metrics or indicators in

specified format and specified intervals.
 METRICS AND KEY PERFORMANCE INDICATORS (KPIs)
ELEMENTS

Characteristics of Quality of metrics

Metrics Structure Reporting
Indicator and KPIs

• Clear • Specific point • Monitoring • Baseline • Reliability

• Relevant • Threshold • Evaluation • Current and • Validity
• Economical • Range Target metrics • Timeliness
• Adequate
• Quantifiable
• Trustworthy and
Credible
IDENTIFY BUSINESS ANALYSIS PERFORMANCE IMPROVEMENTS
STAKEHOLDERS

Domain
Subject
Matter
Expert

Stakeholders

Project
Sponsor
Manager
Lesson 3: Business Analysis Planning and Monitoring
CASE STUDY EXERCISE

 Defect per Unit

 CASE STUDY
OVERVIEW

Customers switching to
Unable to deliver
competitor products
products on time

BATONICS Pharma
Company
 CASE STUDY
BUSINESS ANALYSIS ACTIVITIES

Identified the business analysis deliverables:

Documentation of existing supply chain management
process
Root cause analysis
Solution options
Recommendation of tools and technologies
Recommended optimal solution
 CASE STUDY
BUSINESS ANALYSIS ACTIVITIES

You have identified and You have gone through existing documents, meetings with subject You have also estimated the
analyzed the stakeholders matter experts and people involved in this process and come up task and who are involved in
involved in the process. with the activities and task. performing the task.

You have established the You have determined how are you going to store and retrieve You have had meetings with the
process of decision making, business analysis information. key stakeholders to review and
change control, prioritization, get approval on the business
and approval. analysis approach.
 CASE STUDY
EXERCISE
Questions Response
1 Which document is created to define decision making, Information Management Approach
change control, prioritization and approval process? BA Governance Approach
2 Which methodology is used to define business analysis Adaptive
approach? Predictive
3 Which document specifies the level of responsibility RACI Matrix
expected from each stakeholder? Stakeholder Matrix
4 Which technique is used to identify roles and Organizational Modeling Technique
responsibilities within the organization? BA Performance Assessment
5 Which document indicates how stakeholder is involved with Stakeholder Matrix
the solution? Stakeholder Onion Diagram
6 Which task is performed to identify and analyze the Plan Stakeholder Engagement
stakeholders? Personas
7 Among stakeholders, who are not likely to get involved in Regulators
this initiative? Domain Subject Matter Expert
 CASE STUDY
ANSWERS
Questions Answers
1 Which document have your created to define decision making, BA Governance Approach
change control, prioritization and approval process?
2 Which methodology is used to define business analysis approach? Adaptive
3 Which document specifies the level of responsibility expected from RACI Matrix
each stakeholder?
4 Which technique is used to identify roles and responsibilities within Organizational Modeling
organization?
5 Which document indicates how stakeholder is involved with the Stakeholder Onion Diagram
solution?
6 Which task is performed to identify and analyze stakeholders? Plan Stakeholder Engagement

7 Among stakeholders, who are not likely to get involved in this Regulators, Customers
initiative?
Quiz
QUIZ
What does RACI stand for?
1

a. Responsible, Accountable, Collaborate, Informed

b. Responsible, Author, Consulted, Informed

c. Responsible, Accountable, Consulted, Informed

d. Responsible, Authorized, Consulted, Informed

 QUIZ
What does RACI stand for?
1

a. Responsible, Accountable, Collaborate, Informed

b. Responsible, Author, Consulted, Informed

c. Responsible, Accountable, Consulted, Informed

d. Responsible, Authorized, Consulted, Informed

The correct answer is c.

Explanation: RACI stands for Responsible, Accountable, Consulted, Informed
QUIZ
Which one of the following is not a characteristics of an indicator
2

a. Relevant

b. Economical

c. Transparent

d. Adequate
 QUIZ
Which one of the following is not a characteristics of an indicator
2

a. Relevant

b. Economical

c. Transparent

d. Adequate

The correct answer is c

Explanation: Transparent is not a characteristics of an indicator. Characteristics of an indicator are
Clear, Relevant, Economical, Adequate, Quantifiable, Trustworthy and Credible
QUIZ Which one of the following is not an input to plan business analysis information
management approach?
3

a. Business Analysis Governance Approach

b. Business Analysis Approach

c. Stakeholder Engagement Approach

d. Business Analysis Traceability Approach

 QUIZ Which one of the following is not an input to plan business analysis information
management approach?
3

a. Business Analysis Governance Approach

b. Business Analysis Approach

c. Stakeholder Engagement Approach

d. Business Analysis Traceability Approach

The correct answer is d

Explanation: Business Analysis Traceability Approach is not an input to plan business analysis
information management approach. Traceability approach is one of the element of Business Analysis
Information Management Approach
 KEY TAKEAWAYS (1 of 2)

BA approach or plan documents -

BA approach, Stakeholder engagement approach, BA
governance approach, and BA information management
approach.
Business Analysis approach or plan is developed based on
need, methodology, complexity, size and risk.

The stakeholder engagement, governance, and information

management plan can be separate or part of the business
analysis plan, depending on the size of the initiative or
organizational standard.
Output of business analysis planning and monitoring
knowledge area governs other tasks in all knowledge area.
 KEY TAKEAWAYS (contd.)

Business analysis plan documents are reviewed and

approved by key stakeholders.

Performance baseline, metrics and KPIs, and the process of

monitoring and evaluation are defined to improve
performance of business analysis work.

Business Analysis performance assessment is used as a

guideline in all planning tasks.

Business analysis techniques – Lessons Learned,

Organizational Modeling, Stakeholder List, Map or Persona,
RACI Matrix, Metrics and Key Performance Indicators or KPIs
– are used when performing business analysis tasks.
This concludes “Business Analysis Planning and
Monitoring.”
The next lesson is “Elicitation and Collaboration.”
THANK YOU
 CCBA® Exam Preparation Course
Elicitation and Collaboration

CBAP, CCBA and BABOK are registered certification marks owned by International Institute of Business Analysis.
 WHAT’S IN IT FOR ME

Prepare and Conduct Elicitation

Confirm Elicitation Results

Communicate Business Analysis

Information
Manage Stakeholder Collaboration
ELICITATION AND COLLABORATION KNOWLEDGE AREA
OVERVIEW

Change

Need Solution

Stakeholder Context

Value
 ELICITATION AND COLLABORATION KNOWLEDGE AREA (contd.)
OVERVIEW
• Identify the characteristics of the change
• Identify stakeholders concerns
• Determine the extent of elicitation and collaboration
Change required

Need Solution
• Elicit, confirm and communicate
needs Elicit, confirm and communicate desired
• Needs may evolve over time characteristics of proposed solutions

Manage collaboration with the Identify business analysis information

stakeholders Stakeholder Context about the context that may effect the
change

Value

Assess the relative value of information

provided during elicitation
ELICITATION AND COLLABORATION KNOWLEDGE AREA
TASKS AND OUTPUT

Tasks

1. Prepare for Elicitation

2. Conduct Elicitation

3. Confirm Elicitation
Results

4. Communicate Business
Analysis Information

5. Manage Stakeholder
Collaboration
 ELICITATION AND COLLABORATION KNOWLEDGE AREA (contd.)
TASKS AND OUTPUT

Inputs Tasks

• Needs 1. Prepare for Elicitation

• Business Analysis 2. Conduct Elicitation Sequential tasks

Information

Input from other Knowledge 3. Confirm Elicitation

Areas Results

• Stakeholder Engagement
Approach 4. Communicate Business
Analysis Information
• Business Analysis
5. Manage Stakeholder
Performance Assessment
Collaboration
 ELICITATION AND COLLABORATION KNOWLEDGE AREA (contd.)
TASKS AND OUTPUT

Inputs Tasks Outputs

• Needs 1. Prepare for Elicitation Elicitation Activity plan

• Business Analysis Elicitation Results

2. Conduct Elicitation
Information (unconfirmed)

Input from other Knowledge 3. Confirm Elicitation Elicitation Results

Area Results (confirmed)

• Stakeholder Engagement
4. Communicate Business Business Analysis Information
Approach
Analysis Information (communicated)

• Business Analysis
5. Manage Stakeholder Stakeholder Engagement
Performance Assessment
Collaboration
Lesson 4: Elicitation and Collaboration
Topic 4.1: Prepare for Elicitation

 Overview
 Elements
 Guidelines and Tools
Defect per Unit
 Techniques
 Stakeholders
 PREPARE FOR ELICITATION
OVERVIEW
Purpose
 Understand the scope of elicitation activity

 Select appropriate technique

 Plan for supporting material and resources

 Needs Elicitation Activity Plan:

I O
N  Stakeholder Engagement  Logistics U
P Approach
T
 Scope of the elicitation activity
U P
T  Selected techniques U
S T
 Supporting Material S
 PREPARE FOR ELICITATION
ELEMENTS

Understand Scope

Select Technique

Set up Logistics

Secure Supporting
Material

Prepare Stakeholders
 PREPARE FOR ELICITATION
GUIDELINES AND TOOLS

Business Analysis Approach Business Objectives

Existing Business Analysis Potential Value

 PREPARE FOR ELICITATION (contd.)
GUIDELINES AND TOOLS

Business Analysis Approach Business Objectives

Provides a general strategy to Provides directions towards

be used as a guide future state

Existing Business Analysis Potential Value

Provides better understanding Describes the value to be

of scope realized
 PREPARE FOR ELICITATION
TECHNIQUES

Stakeholder List, Map, or

Data Mining
Personas

Brainstorming Estimation

Mind Mapping Interviews

Risk Analysis and

Document Analysis
Management
 PREPARE FOR ELICITATION (contd.)
TECHNIQUES

Stakeholder List, Map or Identify information

Who needs to be Data Mining
Personas for further
consulted? investigation

Identify existing
Brainstorming Estimation Estimate time, effort
business analysis
information and cost

Select elicitation
technique
Mind Mapping Interviews
Identify concern

Risk Analysis and

Document Analysis Identify source of Identify and assess
Management
supporting material risk
 PREPARE FOR ELICITATION
STAKEHOLDERS

Domain SME

Business Analyst
Project Manager
Sponsor
 PREPARE FOR ELICITATION (contd.)
STAKEHOLDERS

Provides
supporting
material and
guidance.

Domain SME

Ensures the Approves or

appropriate denies a
people and planned
resources are Project Manager elicitation
available event
Sponsor

Business Analyst
Lesson 4: Elicitation and Collaboration
Topic 4.2: Conduct Elicitation

 Overview
 Elements
 Guidelines and Tools
Defect per Unit
 Techniques
 Stakeholders
 CONDUCT ELICITATION
OVERVIEW
Purpose
Information relevant to change:
 Draw out

 Explore

 Identify

 Supporting material Unconfirmed Elicitation Results

I
 Resources O
N
U
P  Activity Plan
T
U
P
T
U
S
T
 CONDUCT ELICITATION (contd.)
OVERVIEW

Collaborative Research Experiments

 Interacts with the stakeholder  Discovers information from  Discovers information without
 Relies on the stakeholders’ documents stakeholders or documents
experience  Stakeholders may not know about  Prototyping or Proof of concept
this information
 CONDUCT ELICITATION
ELEMENTS

Guide the elicitation session

Capture elicitation results

Engage someone else to

scribe
 CONDUCT ELICITATION
GUIDELINES AND TOOLS

Existing Business Analysis

Business Analysis Approach
Information

Stakeholder Engagement
Supporting Materials
Approach
 CONDUCT ELICITATION (contd.)
GUIDELINES AND TOOLS

Existing Business Analysis

Business Analysis Approach
Information

Influences elicitation techniques Guides questions to be asked

and business analysis during elicitation
deliverables

Stakeholder Engagement
Supporting Materials
Approach

Provides collaboration and Prepares the business analyst,

communication approach for participants and equipment for
elicitation elicitation
 CONDUCT ELICITATION
TECHNIQUES
Benchmarking
Collaborative Business Rules
and Market Prototyping Data Mining
Games Analysis
Analysis

Document Interface Concept

Workshops Process Analysis
Analysis Analysis Modeling

Process
Observation Focus Groups Interviews
Modeling

Survey and
Brainstorming Mind Mapping Data Modeling
Questionnaire
 CONDUCT ELICITATION
DOCUMENT ANALYSIS - OVERVIEW

Strengths Limitations

 Elicit business analysis information

 Wide range of sources make it time
 Understand the context of a business consuming
need
 Outdated documents may cause
 Understand the solution currently confusion
being implemented
 Validate findings from other
elicitation efforts
 Engage effectively with stakeholders
 CONDUCT ELICITATION
DOCUMENT ANALYSIS - ELEMENTS

Source document:

 Preparation • Relevant, current and has data

or information required

Source document:

 Document Review
and Analysis
•

•
Detailed review and recording notes
Identify conflicting or duplicated notes

• Appropriate level of detail

 Record Findings
• Present information to
improve understanding
 CONDUCT ELICITATION
OBSERVATION - OVERVIEW

Strengths Limitations

 View and understand activities  May be disruptive to the day-to-

 Job shadowing day operations
 Approaches:  Participants may alter their work
 Active / Noticeable practices
 Passive / Unnoticeable  Unsuitable for knowledge based
activities
 Gain Realistic and practical insights
 CONDUCT ELICITATION
OBSERVATION - ELEMENTS

Define the objectives of the

observation

Prepare for observation


Conduct observation session

Confirm and present


observation session findings
 CONDUCT ELICITATION
BRAINSTORMING - OVERVIEW

Strengths Limitations

 Produce numerous ideas and a diverse  Effectiveness depends on:

set of options in a short span of time  Individual creativity
 Focus on the topic or problem  Willingness to participate
 Encourage participants to use new
ways
 Foster creativity with a non-
judgmental environment
 CONDUCT ELICITATION
BRAINSTORMING - ELEMENTS

 Session

 Re-iterate session details

 Share ideas
 Record ideas
 Build on each other ideas
Preparation Wrap-Up
 Elicit many ideas

 Define area of interest

 Discuss and evaluate
 Determine time limit
 Create list
 Identify participants
 Rate ideas
 Establish evaluation criteria
 Distribute final list
 CONDUCT ELICITATION
COLLABORATIVE GAMES - OVERVIEW

Strengths Limitations

 Encourages collaboration in building  Game environment may make some

common understanding participants uncomfortable
 Follows adaptive or agile  Time consuming
methodology  Unproductive if objectives are unclear
 Sets rules to focus on objectives
 CONDUCT ELICITATION
COLLABORATIVE GAMES - ELEMENTS

? Purpose  Process  Outcome

 Opening
Learn Rules

 Exploration Generate ideas

 Closing Assess and Select idea

 CONDUCT ELICITATION (contd.)
COLLABORATIVE GAMES - ELEMENTS

Product Box Affinity Map Fishbowl

Identify features of a product Identify related or similar features Identify hidden assumptions

Product
 CONDUCT ELICITATION
WORKSHOPS - OVERVIEW

Strengths Limitations

 Most common technique  Availability of stakeholders difficult

 Focused event  Success depends on facilitator’s
 Collaboration to achieve predefined knowledge of participants
goals  Too many participants slows down the
 Make decisions and gain mutual process
understanding  Too few participants can lead to
 Requires short period of time overlooking of needs
 Requires low cost
 CONDUCT ELICITATION
WORKSHOPS - ELEMENTS
o Sponsor

?
o Facilitator
Prepare
o Scribe
o Timekeeper
Identify roles o Participants

Conduct

Post workshop

Distribute outcome
 CONDUCT ELICITATION
FOCUS GROUPS - OVERVIEW

Strengths Limitations

 Interactive group environment  Trust issues in participants

 Pre-qualified participants  More vocal participants may
 Homogenous or Heterogeneous influence the result
group
 Qualitative research
 Cost effective
 CONDUCT ELICITATION
FOCUS GROUPS- ELEMENTS
o Location

?
o Budget
Define objectives
o Timelines
o Outcomes
Plan o Participants

Prepare guide
After the focus group –
Transcribe the results as
Assign moderator and soon as possible
recorder

Conduct post-discussion
activities
 CONDUCT ELICITATION
SURVEY AND QUESTIONNAIRE - OVERVIEW

Strengths Limitations

 Distribution, collection and analysis  Response may be low for statistical

 Elicit business information about significance
customer, product, work practices and  Ambiguous questions not
attitudes in a structured way and in a answered
short period of time  Open-ended questions need more
 Quick and relatively inexpensive to analysis
administer
 Effective and efficient across
geographies
 Closed and open ended questions
 CONDUCT ELICITATION
SURVEYS AND QUESTIONNAIRES - ELEMENTS

o Objective
Prepare the survey or
questionnaire o Target group
o Appropriate survey type
o Sample group
Define o Distribution and collection
method
o Set target level and response
Select time
o Determine if individual
   Assign moderator and interviews are required
recorder
 
Conduct and Post discussion
 activities
 CONDUCT ELICITATION
PROTOT YPING - OVERVIEW

Strengths Limitations

 Iterative process  Stakeholders may develop

 Creation of a model or design unrealistic expectations
requirements  Stakeholder may focus on the
 Optimizes user experience to evaluate design of the solution
design options  Focus of discussions may be on
 Basis of the final business solution how are we going to build rather
 Identifies missing and incorrect than what
requirements  Underlying technology needs to be
 Early inputs and feedback understood
 CONDUCT ELICITATION
PROTOT YPING - ELEMENTS

Throw-away prototypes Evolutionary prototype is

are discarded once the incrementally built to the
Determine Approach learning from the final solution.
developed prototype and
purpose are achieved.

Examples Proof of Concept Usability prototype Visual prototype Functional prototype

Methods Storyboarding Paper prototyping Workflow modeling Simulation

 CONDUCT ELICITATION
INTERFACE ANALYSIS - OVERVIEW

? What
? Why
? When

? Where Identify ? How

An Interface is a
connection between two
components or solutions.
Most solutions require
one or more interfaces.
 CONDUCT ELICITATION (contd.)
INTERFACE ANALYSIS - OVERVIEW

• External interface to the ATM

solution
• Business processes
• Data interface between systems
• Application Programming
Interfaces (APIs) Laptop
• Hardware devices

Mobile
 CONDUCT ELICITATION (contd.)
INTERFACE ANALYSIS - OVERVIEW

Provide context for eliciting

more detailed functional Use scope modelling,
requirements observation and interviews

Provide interface of the

Understand interfaces used in
solution with a context
existing business processes
diagram
 CONDUCT ELICITATION (contd.)
INTERFACE ANALYSIS - ELEMENTS

Prepare for identification

Conduct identification  Name

 Coverage
 Exchange method
 Message format

?
 Exchange frequency
Define
 CONDUCT ELICITATION
INTERVIEWS - OVERVIEW

A systematic approach to elicit business analysis information by asking relevant questions and documenting
the responses from a person or a group of people. One-on-one interviews are the most common. Interviews
Definition can be synchronous, asynchronous, conducted face-to-face or through video conferencing.

• Structured interview - Questions are pre-defined

Types
• Unstructured interview - Questions may vary based on the interviewee response

• Interviewers - Domain knowledge, experience and skills for documenting the discussion
Success • Interviewees - Readiness, degree of clarity about the goal of the interview
• Rapport of the interviewer with the interviewee

Constraint Significant time is required to plan and conduct interviews.

 CONDUCT ELICITATION
INTERVIEWS - ELEMENTS

Plan
 Execute Follow-up

Design Arrange
Define goals questions logistics
Organize and
Communicate
confirm results
goals
Questions:
5W + 1H
Closed-ended
Identify questions Flow: Open –
interviewees During- Close

Open-ended
questions
 CONDUCT ELICITATION
MIND MAPPING - OVERVIEW

Articulate Non-linear
Used to
Structure
and logic
Capture
Note
ideas
MIND MAPPING taking

Main Topic Branches

Taxonomy
Topic Color

Sub-Topic
Images
 CONDUCT ELICITATION
MIND MAPPING - ELEMENTS
 CONDUCT ELICITATION
STAKEHOLDERS

Customer End User

Other Stakeholder Domain SMEs

Implementation
Sponsor
SMEs
Business Analyst
Lesson 4: Elicitation and Collaboration
Topic 4.3: Confirm Elicitation Results

 Overview
 Elements
 Guidelines and Tools
Defect per Unit
 Techniques
 Stakeholders
 CONFIRM ELICITATION RESULTS
OVERVIEW
Purpose
 Check gathered information

 Confirm accuracy and consistency with other information

 Elicitation Results  Elicitation Results (Confirmed)

(Unconfirmed)
I O
N U
P T
U P
T U
T
 CONFIRM ELICITATION RESULTS
ELEMENTS

 Confirmed elicitation results

Against source With other

information elicitation results

 
 CONFIRM ELICITATION RESULTS
GUIDELINES AND TOOLS

Elicitation Activity Plan Existing Business Analysis

 CONFIRM ELICITATION RESULTS
TECHNIQUES

Document Analysis Interviews

Reviews Workshops


 CONFIRM ELICITATION RESULTS (contd.)
TECHNIQUES

Document Analysis Interviews

 • Confirm elicitation results with

existing documents

• Conduct review of elicitation

results and solicit feedback

Reviews Workshops


 CONFIRM ELICITATION RESULTS
STAKEHOLDERS

Experience

Knowledge Expertise

Domain SME Any Stakeholder

Lesson 4: Elicitation and Collaboration
Topic 4.4: Communicate Business Analysis Information

 Overview
 Elements
 Guidelines and Tools
Defect per Unit
 Techniques
 Stakeholders
 COMMUNICATE BUSINESS ANALYSIS INFORMATION
OVERVIEW
Purpose
 Stakeholders have a shared understanding of business analysis information

 Business Analysis  Business Analysis Information

I Information (communicated)
O
N  Stakeholder U
P Engagement
T
U Approach
P
T
U
S
T
 COMMUNICATE BUSINESS ANALYSIS INFORMATION
ELEMENTS

Determine objectives and

 format of communication

May be:
 Formal documentation 
 Information documentation
Form of Package  Presentation

Depends on the business analysis

approach Communicate business
 Predictive 
 Adaptive  analysis package
 COMMUNICATE BUSINESS ANALYSIS INFORMATION
GUIDELINES AND TOOLS

Business Analysis Approach Information Management


 COMMUNICATE BUSINESS ANALYSIS INFORMATION
TECHNIQUES

Interviews

 Reviews

Workshops
COMMUNICATE BUSINESS ANALYSIS INFORMATION (contd.)
TECHNIQUES

Communicate
Interviews information

 Reviews
Review business
analysis information

Build consensus and

Workshops seek approval
 COMMUNICATE BUSINESS ANALYSIS INFORMATION
STAKEHOLDERS

End User Domain SME

Common Understanding Implementation

Customer
SME

All Stakeholders
Tester
Lesson 4: Elicitation and Collaboration
Topic 4.5: Manage Stakeholder Collaboration

 Overview
 Elements
 Guidelines and Tools
Defect per Unit
 Techniques
 Stakeholders
 MANAGE STAKEHOLDER COLLABORATION
OVERVIEW
Purpose
 Encourage stakeholders to work towards a common goal

 Stakeholder Engagement  Stakeholder engagement

I Approach
O
N  Business Analysis U
P Performance Assessment
T
U
P
T
U
S
T
 MANAGE STAKEHOLDER COLLABORATION
ELEMENTS

 Time commitment

 Gain agreements on
commitments
 Resource commitment

 Maintain the free flow of

information
 Promote shared effort to
 Monitor the participation and resolve problems
performance of stakeholders  Monitor Stakeholder
Engagement  Achieve desired results
 Monitor for risk related to
stakeholder engagements

Collaboration
 MANAGE STAKEHOLDER COLLABORATION
GUIDELINES AND TOOLS

Business Analysis Approach Business Objectives

 

Future State Description Recommended Actions Risk Analysis

 MANAGE STAKEHOLDER COLLABORATION (contd.)
GUIDELINES AND TOOLS

Business Analysis Approach Business Objectives

 
Describes the level of Provides directions towards
engagement future state

Future State Description Recommended Actions Risk Analysis

Defines the desired future state Provides action to earn the Provides action to ensure
and expected value support and focus of stakeholder collaboration
stakeholder
MANAGE STAKEHOLDER COLLABORATION
TECHNIQUES

Collaborative Games

Lessons Learned

Risk Analysis and

Management

Stakeholder list, Map or

Personas
MANAGE STAKEHOLDER COLLABORATION (contd.)
TECHNIQUES

Collaborative Games Teamwork and

collaboration

Lessons Learned Stakeholder satisfaction

or dissatisfaction

Risk Analysis and Stakeholder participation

Management and engagement risk

Stakeholder list, Map or Who needs to be

Personas involved?
 MANAGE STAKEHOLDER COLLABORATION
STAKEHOLDERS
Domain Implementation
SMEs SMEs

End User
Customer

Sponsor
Other
All Stakeholders involved during change Stakeholder
Lesson 4: ELICITATION AND COLLABORATION
CASE STUDY EXERCISE

 Defect per Unit

 CASE STUDY
PROBLEM STATEMENT

Unable to deliver Customers switching to

products on time competitor products

BATONICS Pharma
Company
 CASE STUDY
ACTIVITIES
The business analyst performed the following activities:


Created a list of questions
Spent some time going Created a high level context for stakeholders to
through existing documents diagram understand their needs


Documented all the collected
Scheduled a couple of
information and organized and analyzed
meetings with stakeholders
the information
 CASE STUDY
EXERCISE
Questions Response
1 Which technique has Paul used to create o Document Analysis
supporting material like a list of questions, As-Is o Interviews
process or any other?
2 What Business Analysis Approach is used to build o Adaptive
the proposed system? o Restrictive

3 Which elicitation technique is used to design o Prototyping

screens to capture customer information? o Group Discussion

4 Which elicitation technique is used to understand o Interface Analysis

the flow of information between systems and o Workshops
users?
 CASE STUDY
EXERCISE
Questions Response
5 Who is the end user of the proposed system? o Field Sales Agents
o Underwriters

6 Which technique is used to understand how o Process Analysis

stakeholders are interacting in the process to o Customer Analysis
complete their tasks or achieve goals?
7 Who will be using the saved information of the o Underwriters
customer and the quote? o Stakeholder
 CASE STUDY
ANSWERS
Questions Answers
1 Which technique has Paul used to create supporting material like a list of Document Analysis
questions, As-Is process or any other etc.?

2 What Business Analysis Approach is used to build the a proposed Adaptive

system?
3 Which elicitation technique is used to design screens to capture Prototyping
customer information?

4 Which elicitation technique is used to understand the flow of Interface Analysis

information between systems and users?

5 Who is the end user of the proposed system? Field Sales Agents

6 Which technique is used to understand how stakeholders are interacting Process Analysis
in the process to complete their tasks or achieve goals?

7 Who will be using the saved information of the customer and the quote? Underwriters
 KEY TAKEAWAYS

Elicitation is defined as “to draw forth or bring out”

information.
There are 3 tasks associated with Elicitation, 1 task
with Communicate Business Analysis Information, and
1 task with Manage Stakeholder Collaboration.
There are 18 commonly used Elicitation techniques.

Select the appropriate technique or set of techniques

based on the need and Business Analysis Approach.

Each Elicitation technique has the following tasks -

prepare, execute or conduct, and wrap-up or close
Measure performance of Elicitation activities tasks.
throughout the project.

Frequently communicate Business Analysis

Information and Manage Stakeholder Collaboration
and communication during Elicitation activities.
Quiz
QUIZ
In which elicitation technique is Discussion Guide used?
1

a. Interviews

b. Focus Groups

c. Brainstorming

d. Workshops
 QUIZ
In which elicitation technique is Discussion Guide used?
1

a. Interviews

b. Focus Groups

c. Brainstorming

d. Workshops

The correct answer is b.

Explanation: Discussion Guide is used in Focus Group Sessions. Discussion Guide contains session
objectives, topics for discussion, and scripts of specific questions.
QUIZ Which of the following elicitation techniques uses survey distribution and response
2 collection?

a. Workshop

b. Concept Modeling

c. Surveys and Questionnaires

d. Interviews
 QUIZ Which of the following elicitation technique uses survey distribution and response
2 collection?

a. Workshop

b. Concept Modeling

c. Surveys and Questionnaires

d. Interviews

The correct answer is c.

Surveys and Questionnaires is a technique in which first the surveys are distributed and then
responses are collected for further analysis.
QUIZ
Which one of the following is not an output element of the task ‘Prepare for elicitation’?
3

a. Supporting material

b. Participant list

c. Elicitation technique

d. Elicitation results
 QUIZ
Which one of the following is not an output element of the task ‘Prepare for elicitation’?
3

a. Supporting material

b. Participant list

c. Elicitation technique

d. Elicitation results

The correct answer is d.

Explanation: Elicitation results is not an output element of the task ‘Prepare for elicitation’.
.
QUIZ
Which one of the following is not a common type of elicitation?
4

a. Collaborative

b. Research

c. Experiments

d. Exploratory
 QUIZ
Which one of the following is not a common type of elicitation?
4

a. Collaborative

b. Research

c. Experiments

d. Exploratory

The correct answer is d.

Explanation: Exploratory is not a common type of elicitation. As per BABOK TM, there are three
common types of elicitation – Collaborative, Research, and Experiments.
This concludes “Elicitation and Collaboration”
The next lesson is “Requirements Life Cycle Management”
THANK YOU
 CCBA® Exam Preparation Course
Requirements Life Cycle Management

CBAP, CCBA and BABOK are registered certification marks owned by International Institute of Business Analysis.
 WHAT’S IN IT FOR ME

Trace requirements

Assess changes to requirements

Maintain requirements

Approve requirements

Prioritize requirements
 INTRODUCTION

Information
   Requirements

Elicitation and Collaboration To update Elicitation results status

• At start: The status of elicitation • Know the origin of the requirement or design.
results is unconfirmed • Know whether one requirement is related or
Business Analyst • Confirm elicitation results: The results has dependency with other requirements.
are confirmed • Know which solution components fulfill the
• Update status of elicitation results i.e. requirements.
requirements or designs: All other • Know which test cases will verify the
knowledge areas functionality of the solution.
• Know what will help you in assessing changes
to the requirements.
 INTRODUCTION

Trace requirements Prioritize requirements

Reuse requirements Assess requirements

Approve requirements Allocate requirements

Business Analyst

• The requirements need to be maintained throughout the project life cycles.

The requirements
Changes needhence
are inevitable, to be you
maintained
need to throughout the project
assess changes to the life
 cycles. Changes
requirements
Changesto
• Changes tothe
andare inevitable
design,
therequirements
and recommend appropriate actions
requirementsandandthe
theapproval
approvalprocess
processdepend
dependupon
uponthe
the
projectmethodology
project methodology
 INTRODUCTION

Prioritize
Trace requirements
requirements

The Requirements Life Cycle

Management knowledge area
describes the tasks that the
business analysts performs in
order to manage and maintain
the requirements and design
information from the point of Business Analyst
inception till retirement.

Maintain Approve
requirements requirements
REQUIREMENTS LIFE CYCLE MANAGEMENT
OVERVIEW

Change

Need Solution

Stakeholder Context

Value
 REQUIREMENTS LIFE CYCLE MANAGEMENT
OVERVIEW

Evaluate requirements and designs

Change

Need Solution
Trace, prioritize and maintain
requirements Trace requirements and designs to solution
components

Work closely with key stakeholders Support tracking and prioritization

Stakeholder Context activities

Value

Maintain requirements for reuse

REQUIREMENTS LIFE CYCLE MANAGEMENT
TASKS AND OUTPUT

Tasks

Trace requirements

Maintain requirements

Prioritize requirements

Assess requirements changes

Approve requirements
 ELICITATION AND COLLABORATION KNOWLEDGE AREA
TASKS AND OUTPUT

Inputs Tasks Outputs

Requirements
• Requirements Trace requirements • Traced, maintained,
and prioritized
Designs
• Designs Maintain requirements • Traced, maintained,
and prioritized

Prioritize requirements

Assess requirements changes

Approve requirements
 ELICITATION AND COLLABORATION KNOWLEDGE AREA
TASKS AND OUTPUT

Inputs Tasks Outputs

• Requirements
• Requirements Trace requirements o Traced, maintained,
and prioritized
• Designs
• Business Analysis Maintain requirements o Traced, maintained,
Information and prioritized

• Proposed changes Prioritize requirements • Requirements Change

Assessment
• Design Change
Assess requirements changes Assessment

Approve requirements
 ELICITATION AND COLLABORATION KNOWLEDGE AREA
TASKS AND OUTPUT

Inputs Tasks Outputs

Requirements
• Requirements Trace requirements • Traced, maintained,
and prioritized
Designs
• Business Analysis Maintain requirements • Traced, maintained,
Information and prioritized

• Proposed changes Prioritize requirements • Requirements Change

Assessment
• Design Change
Input from other Knowledge
Assess requirements changes Assessment
Areas

• Requirements (verified) • Requirements approved

Approve requirements • Design approved
Lesson 5: Requirements Life Cycle Management
Topic 5.1: Trace Requirements

What is traceability?
 Overview
 Elements
 Guidelines
Defect perand
UnitTools
 Techniques
 Stakeholders
 TRACE REQUIREMENTS
OVERVIEW
Purpose
 Ensure requirements and designs at different levels are aligned to one another

 Manage effects of change

 Requirements  Traced requirements

I O
 Designs  Traced designs
N U
P T
U P
T U
S T
S
 TRACE REQUIREMENTS
ELEMENTS

Origin Low level High level

Backward traceability Forward traceability

Consider:
• Value that each traceability link
delivers
• Use of specific relationship
created

!
Effort increases with:
• Number of requirements and
• Level of formality
 TRACE REQUIREMENTS
ELEMENTS

Origin Low level High level

Backward traceability Forward traceability

Consider:
• Value that each traceability link
 Derive
 Depend

delivers
• Use of specific relationship One requirement is derived from One requirement is dependent on
another requirement another requirement
created

 Satisfy
 Validate

!
Effort increases with:
• Number of requirements and
Solution components are
• Level of formality Implementation of test cases
implemented
 TRACE REQUIREMENTS
GUIDELINES AND TOOLS

 Domain knowledge  Information management

approach

Requirements
 Legal or regulatory
information management tool or
repository
 TRACE REQUIREMENTS
TECHNIQUES

Business rules analysis Functional decomposition

Process modelling Scope modelling

 TRACE REQUIREMENTS
TECHNIQUES

Business rules analysis Functional decomposition

Trace the requirements to Decompose solution scope

the business rules into smaller components

Process modelling Scope modelling

Show requirements tracing Show the scope of the

to future state process business analysis work
 TRACE REQUIREMENTS
STAKEHOLDERS

Domain Implementation Operational

SME SME support team

Project Manager Tester

Customers

Business Analyst

Supplier End user

Sponsor
Lesson 5: Requirements Life Cycle Management
Topic 5.2: Maintain Requirements

What is requirements maintenance?

 Overview
 Elements
 Guidelines
Defect perand
Unit
Tools
 Techniques
 Stakeholders
 MAINTAIN REQUIREMENTS
OVERVIEW
Purpose
 Maintain accuracy and consistency of requirements

 Support reuse of requirements

 Requirements  Maintained requirements

I O
 Designs  Maintained designs
N U
P T
U P
T U
S T
S
 MAINTAIN REQUIREMENTS
ELEMENTS


Maintain requirements Maintain attributes Reused requirements

Correctness, accuracy, relationship Source, category, requested by, Clearly label, define, and store
etc. created date, updated date, priority,
complexity, status, target date,
reusability etc.
 MAINTAIN REQUIREMENTS
GUIDELINES AND TOOLS


Business Analyst
Information management
approach


Manage
requirements for
reuse
 MAINTAIN REQUIREMENTS
TECHNIQUES
Business rules Use cases and
analysis scenarios

Data flow
User stories
diagrams

Document
Data modeling
analysis

Process Functional
modeling decomposition
 MAINTAIN REQUIREMENTS
TECHNIQUES
Business rules Use cases and
scenarios Document
analysis
analysis

Data flow User stories Analyze existing document to

diagrams provide a basis for maintaining
and reusing requirements

Process
Data modeling
modeling
Functional
decomposition
Identify which business rules,
information flows, data structures,
processes and requirements are
reusable. Identify requirements associated
with components and available
for reuse
 MAINTAIN REQUIREMENTS
STAKEHOLDERS

Domain
Operational
SME
support team

Business Analyst Tester

Regulators
Lesson 5: Requirements Life Cycle Management
Topic 5.3: Prioritize Requirements

What is prioritizing requirements?

 Overview
 Elements
 Guidelines
Defect perandUnit
Tools
 Techniques
 Stakeholders
 PRIORITIZE REQUIREMENTS
OVERVIEW
Purpose
 To rank requirements in the order of relative importance to maximize value delivery

 Requirements  Prioritized requirements

I O
 Designs  Prioritized designs
N U
P T
U P
T U
S T
S
 PRIORITIZE REQUIREMENTS
ELEMENTS

? Factors  Challenges

Benefit Dependencies Relative value Stakeholders

Time
Penalty
sensitivity

 Process
Cost Stability

Regulatory or Ongoing
Risk policy compliance
 PRIORITIZE REQUIREMENTS
GUIDELINES AND TOOLS

 Business constraints
Change strategy

Domain knowledge

Governance approach

Requirements architecture

Requirements Management Tools /

Solution scope Repository

 PRIORITIZE REQUIREMENTS
TECHNIQUES

Backlog management Interviews

Business cases Workshops

Decision analysis
 Risk analysis and
management

 Estimation Item tracking

Financial analysis  Prioritization

 PRIORITIZE REQUIREMENTS
TECHNIQUES

Assign weights (1 to 9) to factors benefit, penalty, cost and risk associated to a feature.
Derive the total value using the formula as defined by Karl Weigers in relative weighting
process.

Benefit Penalty

Cost Risk
 PRIORITIZE REQUIREMENTS
BACKLOG MANAGEMENT - OVERVIEW

Backlog Backlog
 Record • What work should be formally
management included
 Track
 Prioritize remaining work items • How to describe the work item

• How to track the work items

Items at the top have the highest
business value and priority • How to periodically review and
prioritize the work items in relation
to all other items

• How to select the work items to

work on

• How to remove the work items

 PRIORITIZE REQUIREMENTS
BACKLOG MANAGEMENT - ELEMENTS

Use cases, user stories, change requests, defects, maintenance work

Items in the backlog records, documentation work records, functional requirements, non-
functional requirements.

Prioritization
New or changed requirements are identified
and added to the backlog and ordered
Estimation relative to the other items already there.

Always emerging;
Managing changes to backlog Items are removed when they are
completed or it is decided not to
work on the item.
 PRIORITIZE REQUIREMENTS
ESTIMATION - OVERVIEW

 Forecast cost
Support
and effort
decision
making
Iterative
process
Communicate
constraints

Communicate
assumptions
 PRIORITIZE REQUIREMENTS
ESTIMATION - ELEMENTS

Rough order of
Parametric
Top down Bottom up estimation
estimation
(ROM)

Rolling wave Three-point

Delphi
estimation

• Accuracy
Program • Source
evaluation and • Precision
review • Reliable
• Deterring
 PRIORITIZE REQUIREMENTS
TOP DOWN Vs BOTTOM UP

Analogous estimation and expert judgment Three point, Parametric or Analogous

Used when quick estimates are required with estimation
low level of accuracy Estimate require higher level of accuracy

Fast Higher level of accuracy

No need to decompose work in greater detail Better team buy-in and commitment
Less costly to create and Best for complex projects
Good for similar projects Provides more accurate baseline to track.

Low level of accuracy Takes more time and incurs more expenses
Requires expertise and historical data Work needs to be defined in great detail
 PRIORITIZE REQUIREMENTS
THREE POINT AVERAGE AND PERT ESTIMATION

Optimistic – Most likely – Pessimistic PERT = Program (or Project) Evaluation and
Optimistic – Best case Review Technique

Pessimistic – Worst case

Triangular distribution: Uses weighted average of three points

Estimate based on the three points, optimistic, It’s more accurate than 3-point average
most likely and pessimistic
Final estimate is the average of all three PERT is also referred as a “Beta Distribution”
estimates OR “Double Triangular Distribution”
 PRIORITIZE REQUIREMENTS
THREE POINT AVERAGE AND PERT ESTIMATION

THREE POINT AVERAGE PERT ESTIMATION

Most
Optimistic
likely
Pessimistic Optimistic 4* Most Pessimistic
likely

3 6

Optimistic: 3 days, Most Likely: 5 days and Pessimistic:

10 days
Pessimistic Optimistic
3 5 10

6
3
Applying weighted average formula the final
Then the final estimate, with averaging formula is 6 estimate = 5.5 days
days Standard deviation = 1.167
 PRIORITIZE REQUIREMENTS
PARAMETRIC AND ROLLING WAVE ESTIMATION

Uses a mathematical model. Iterative estimation

Rough Order of Magnitude (ROM) estimate
for overall initiative or project.
Extremely accurate
Reduces overall risk
High level of accuracy - Activities performed
Based on historical information are in the near term
Low level of accuracy – Activities performed
Takes time, are in the longer duration

Requires expensive tools, This estimation approach is used in change

Requires considerable experience driven plans or adaptive or agile plans, also
when planning is iterative, and hence is
Difficult for calculating “soft” costs referred to as rolling wave planning.
Difficult for broadly defined projects
 PRIORITIZE REQUIREMENTS
PRIORITIZATION - OVERVIEW

Backlog
management
Provides a framework for the Business Analyst:
• To facilitate stakeholder decisions
• To understand the relative importance of business analysis information

Importance of business analysis information is based on:

Value, Risk, Difficulty of implementation
Business analyst revisit priorities when changes occur in the business environment, stakeholder needs
 PRIORITIZE REQUIREMENTS
PRIORITIZATION - APPROACHES

Grouping Business analysis information is classified into

categories such as, high, medium and low priority.

Business analysis information is ordered based on

 Ranking relative importance.

Business analysis information is prioritized based on

 Time boxing or
Budgeting
the amount of work a project team can deliver in
given time or budget.

Negotiation Requirements are prioritized based on the

consensus among stakeholders.
 PRIORITIZE REQUIREMENTS
ITEM TRACKING - OVERVIEW

Backlog
management

• Item tracking is used to capture and assign responsibility for issues and stakeholder concerns
• Viable stakeholder concern is classified into specific item types
• Item types are Actions, Assumptions, Constraints, Dependencies, Defects, Enhancements, and Issues
• Items are assigned to one or more stakeholders who are responsible for its resolution
• Item tracking may be shared with stakeholders to ensure transparency and visibility into the status
 PRIORITIZE REQUIREMENTS
ITEM TRACKING - ELEMENTS

Resolver or
Item-identifier Identified by
assigned to

Summary or
Impact Agreed strategy
Description

Category Priority Status

Resolution
Type Resolution date
updates

Date identified Owner Escalation matrix

 PRIORITIZE REQUIREMENTS
STAKEHOLDERS

Implementation
Project manager
SMEs

End user Regulator

Customer Sponsor

Business Analyst
Lesson 5: Requirements Life Cycle Management
Topic 5.4: Assess Requirements Changes

How changes to the requirements are assessed?

 Overview
 Elements
 Guidelines
Defect perand
Unit
Tools
 Techniques
 Stakeholders
 ASSESS REQUIREMENTS CHANGES
OVERVIEW
Purpose
 Evaluate the implications of proposed changes to requirements and designs

 Proposed changes  Requirements change assessment

I O
 Existing  Designs change assessment
N requirements U
P T
U  Existing designs P
T U
S T
S
 ASSESS REQUIREMENTS CHANGES
ELEMENTS
Assessment Impact
formality analysis

Assess the impact by considering:

Predictive Adaptive Review related requirements • Benefit
Approach approach and components
• Cost
• Schedule
• Impact
• Urgency

Impact resolution
• All proposed changes need to be approved, rejected or
deferred
• All impacts and resolutions are documented and
communicated to the stakeholders.
 ASSESS REQUIREMENTS CHANGES
GUIDELINES AND TOOLS

 Change strategy
 Domain knowledge

 Governance approach Legal or regulatory

information

 Requirements
architecture  Solution scope
 ASSESS REQUIREMENTS CHANGES
TECHNIQUES

Business case Document analysis

Estimation Interface analysis

Financial analysis  Business rules analysis


Risk analysis and
Item tracking
management

Workshops and interviews

 Decision analysis
 ASSESS REQUIREMENTS CHANGES
STAKEHOLDERS

Customer
Domain SME
End user

Operational Project
support manager
Regulator
Business Analyst

Sponsor Tester
Lesson 5: Requirements Life Cycle Management
Topic 5.5: Approve Requirements

How are requirements approved?

 Overview
 Elements
 Guidelines
Defect perand
Unit
Tools
 Techniques
 Stakeholders
 APPROVE REQUIREMENTS
OVERVIEW
Purpose
 To obtain agreement on requirements and designs
 To obtain approval on requirements and designs

 Verified requirements  Approved requirements

I O
 Verified designs  Approved designs
N U
P T
U P
T U
S T
S
 APPROVE REQUIREMENTS
ELEMENTS

 Understand
stakeholder roles
Who need to be involved in decision making
Who are authorized for sign-off

 Conflict and issue

management
Resolve conflicts, build consensus, make
stakeholders understand

Facilitate communication between

 Gain consensus stakeholders, they may have different view

points and conflicting priority

Obtain approvals from the stakeholder Record

 Track and communicate
approval
the approval decisions
Maintain change log
 APPROVE REQUIREMENTS
GUIDELINES AND TOOLS

 Governance approach  Change Strategy

Legal or Regulatory Requirement

information  Management Tools /
Repository

 Solution scope
 APPROVE REQUIREMENTS
TECHNIQUES

Acceptance and evaluation

criteria 
Decision analysis

Item tracking

Reviews

Workshops
 APPROVE REQUIREMENTS
ACCEPTANCE AND EVALUATION CRITERIA - OVERVIEW

Backlog
Acceptance criteria – management
• Used to define the requirements, outcome or conditions that must be met in order to consider
solution to be acceptable to the key stakeholders.
• Minimum set of requirements that must be met. It’s typically used when only one possible solution is
being evaluated.

Evaluation criteria –
• Used to assess a set of requirements in order to choose between multiple solutions.
• May be cost, performance, usability, performance etc.
 APPROVE REQUIREMENTS
ACCEPTANCE AND EVALUATION CRITERIA - OVERVIEW

Strengths
Limitations

• All requirements with testable acceptance criteria

• Agreement upon acceptance criteria required • Acceptance criteria may express contractual

• Acceptance criteria is necessary in case of contractual obligation

obligations • Achieving agreement on evaluation criteria

• Evaluation criteria assist in the delivery of potential value for different needs can be challenging

• Evaluation criteria helps in defining priorities

 APPROVE REQUIREMENTS
ACCEPTANCE AND EVALUATION CRITERIA - ELEMENTS

 Value attributes
Usability, security, reliability, scalability, performance,
availability of specific feature, ability to perform
specific operations etc.


Testability User acceptance testing


Continuous or
Measures
discrete scale
 APPROVE REQUIREMENTS
STAKEHOLDERS

Customer
Domain SME
End user

Operational Project
support manager
Regulator
Business Analyst

Sponsor Tester
 KEY TAKEAWAYS

5 Tasks in the Requirements Life Cycle Management

Knowledge Area.
Trace requirements and designs at different levels, to
ensure alignment to one another. Maintain backward
traceability and forward traceability.
Maintain requirements for reusability. Retain
requirements accuracy and consistency throughout
Prioritize requirements and design in the order of the entire requirements life cycle.
relative importance to maximize value delivery.

Assess implications of proposed changes to

requirements and designs.
Obtain agreement on and approval of requirements
and designs for business analysis work to continue
solution construction.
Analysis, specification, modelling, verification,
validation, and communication of requirements are
performed in other knowledge areas.
Lesson 5: Requirements Life Cycle Management
CASE STUDY EXERCISE

 Defect per Unit

 CASE STUDY
PROBLEM STATEMENT

 .....
 ….
 ….

To deliver a solution for improving ‘customer

connect’ that:
 Reduces the time between the customers
search for a policy and the field agent’s
response
 Ensures that the customer’s questions are
clarified as they are searching for the policy
actively (Hot Lead).
 CASE STUDY
PROBLEM STATEMENT

There were conflicts among the stakeholders on the

prioritization process.
Key stakeholders were not invited for the prioritization
The out of scope requirements weremeeting.
allocated to the solution component.

Unable to implement one of

the approved requirements.
Implementation has taken more time.
 CASE STUDY
ACTIVITIES

The key stakeholder has decided to design,

The high level scope and release plan are in place.
develop, and implement the solution
incrementally.

Requirements are Requirements that can be used

progressively elaborated. in future projects have been
identified.
 CASE STUDY
EXERCISE
Questions Response
1 In the given case study, what is the approach for Iterative Approach
business analysis? Incremental Approach
Predictive
Adaptive

2 What should Paul do when he identifies a couple of Hold for the next projects
requirements, which can be used in future Label and store for reusability
projects? Out of scope as it is general
requirement
None of the above
3 What can be reason for the requirements, which Change control process was not effectively
are not in scope have been approved and allocated implemented
to a solution component for implementation? Impact Analysis was not performed
Missing traceability
Stakeholder urgency
 CASE STUDY
EXERCISE
Questions Response
4 What can be the reason for missing to invite key Forgot to invite
stakeholders for the prioritization meeting, when Prioritization approach was not adequately
they are required for providing approvals? defined in the business analysis approach
Prioritization approach was not adequately
defined in the business analysis governance
approach
Prioritization approach was not adequately
defined in the business analysis information
management approach
5 When requirements are prioritized based on only No impact
value, what flaw does the approach have? Must prioritize high value requirements
Missed considering relationship with other
requirements
None of the above
 CASE STUDY
ANSWERS
Questions Answers
1 In the given case study, what is the approach for business analysis? Adaptive

2 What should Paul do when he identifies a couple of requirements, Label and store for reusability
which can be used in future projects?
3 What can be reason for the requirements, which are not in scope Missing traceability
has been approved and allocated to solution component for
implementation?
4 What can be the reason for missing to invite a key stakeholder, who Prioritization approach was not
is required for an approval into prioritization meeting? adequately defined in the business
analysis governance
approach.
5 When requirements are prioritized based on only value, what flaw Missed considering relationship with
does the approach has? other requirements.
Quiz
QUIZ Which one of the following business analysis technique is not used when prioritizing
1 requirements?

a. Decision Analysis

b. Item Tracking

c. Brainstorming

d. Workshops
 QUIZ Which one of the following business analysis techniques is used when prioritizing
1 requirements?

a. Decision Analysis

b. Item Tracking

c. Brainstorming

d. Workshops

The correct answer is a, b and d.

Explanation: Decision analysis, item tracking and workshops are the techniques used to prioritize
requirements.
QUIZ What is Double Triangular Distribution? If most likely is 9, best case is 5 and worst case
2 estimate is 11.

a. 8

b. 8.66

c. 8.33

d. 1
 QUIZ What is Double Triangular Distribution? If most likely is 9, best case is 5 and worst case
2 estimate is 11.

a. 8

b. 8.66

c. 8.33

d. 1

The correct answer is b.

Explanation: Double Triangular Distribution or PERT uses weighted average of three points.
(O + 4 * M + P) / 6 = (5 + 4 * 9 + 11) / 6 = 8.66
QUIZ
Which one of the following is not a basis for prioritization?
3

a. Value

b. Penalty

c. Stability

d. Necessity
 QUIZ
Which one of the following is not a basis for prioritization?
3

a. Value

b. Penalty

c. Stability

d. Necessity

The correct answer is d.

Explanation: Necessity is not a basis for prioritization. Basis for prioritization are Benefit, Penalty, Cost, Risk,
Dependencies, Time Sensitivity, Stability, Regulatory or Policy Compliance
.
QUIZ
Which one of the following is an input to the approve requirements task?
4

a. Requirements (Verified)

b. Requirements (Communicated)

c. Requirements (Prioritized)

d. Requirements (Validated)
 QUIZ
Which one of the following is an input to the approve requirements task?
4

a. Requirements (Verified)

b. Requirements (Communicated)

c. Requirements (Prioritized)

d. Requirements (Validated)

The correct answer is a.

Explanation: Requirements (Verified) is an input to the approve requirements task.
This concludes “Requirements Life Cycle Management”
The next lesson is “Strategy Analysis”
THANK YOU
 CCBA® Exam Preparation Course
Lesson 6 – Strategy Analysis

CBAP, CCBA and BABOK are registered certification marks owned by International Institute of Business Analysis
 WHAT’S IN IT FOR ME

Analyze Current State

Define Future State

Assess Risks

Define Change Strategy

 INTRODUCTION

The Strategic Analysis knowledge area describes the

business analysis work that must be performed to
collaborate with stakeholders in order to:

• identify a need of strategic or tactical importance

(the business need)
• enable the enterprise to address that need, and

 • align the resulting strategy for the change with

higher and lower level strategies.


 BUSINESS ANALYSIS VALUE SPECTRUM

Requirements
Strategy Analysis Analysis and Design Solution Evaluation
Definition

Potential Actual
Value Need Solution Value
Scope - Proof of Concept or
- Requirements Prototype
- Design - Pilot or Beta
- Operating
 STRATEGY ANALYSIS
OVERVIEW

Change

Context Need

Value Solution

Stakeholder
 STRATEGY ANALYSIS
OVERVIEW

Defines the future state and develops a change

Change
strategy to achieve the future state.

Considers the context of the Context Need Identifies needs within the current
enterprise in developing a change state and prioritizes needs to
strategy determine the desired future state.

Examines the potential value of the Defines the scope of a solution as a

solution to determine if a change is part of developing the
justified. Value Solution change strategy.

Collaborates with stakeholders to Stakeholder

understand the business needs,
develops a change strategy that
meets those needs.
 STRATEGY ANALYSIS
INPUT, TASKS, AND OUTPUT
Tasks

1. Analyze: Current State

2. Define: Future State

3. Assess: Risks

4. Define: Change Strategy

 STRATEGY ANALYSIS (contd.)
INPUT, TASKS, AND OUTPUT
Tasks
Understand the business need
1. Analyze Current State and current state to set a
baseline and context for the
change

• Define future goals

• Identify the part of the
enterprise that needs to 2. Define Future State
change

• Understand the uncertainties

3. Assess Risks • Recommend actions to
address risks

• Perform a gap analysis

• Assess options for reaching
the future state 4. Define Change Strategy
• Recommend the highest
value approach
 STRATEGY ANALYSIS (contd.)
Input INPUT, TASKS, AND OUTPUT Output
Tasks
• Needs • Current State Description
• Elicitation Results (confirmed) 1. Analyze Current State • Business Requirements

• Business Requirements • Business Objectives

2. Define Future State • Future State Description
• Potential Value
• Business Objectives
• Elicitation Results (confirmed)
• Influence (Internal & External) • Risk Analysis Results
3. Assess Risks
• Potential Value
• Requirements (prioritized)

• Current State Description

• Future State Description • Change Strategy
• Risk Analysis Results 4. Define Change Strategy • Solution Scope
• Stakeholder Engagement
Approach
 ANALYZE CURRENT STATE
PURPOSE

The purpose of this task is to understand: Context for change:

 Why an enterprise needs to change • Existing stakeholders
• Processes
 How it operates • Technologies
 What would be affected by the change • Policies
• Market conditions

O
I  Needs U
N  Current State Description T
P  Elicitation Results (Confirmed) P
U  Business Requirements U
T T
 ANALYZE CURRENT STATE (contd.)
ELEMENTS

Org. Structure Capabilities and Technology and Business Internal External

Business Needs Policies
and Culture Processes Infrastructure Architecture Assets Influences

• Problems of • Org. Structure • Capabilities are • The Principles to: Different Tangible and Influences
strategic represents the essential Information - guide decision elements of the intangible outside the
relevance. lines of functions of an Systems used making, current state assets of an organization
• Identified at communication organization for executing - support support each organization imposing
following levels: • Org. Culture is • Processes processes. governance, other in an constraints on
- Top Down the value support • Infrastructure - guide behavior organization the current
- Bottom Down structure and business comprises of and actions state
- Middle operating norms functions the physical
Management components.
- External
- Other sources
 ANALYZE CURRENT STATE
GUIDELINES AND TOOLS

Business Analysis Solution Performance Stakeholder Analysis

Solution Goals
Approach Limitation Results

Enterprise Organizational Solution Performance

Limitation Strategy Measures
 ANALYZE CURRENT STATE
GUIDELINES AND TOOLS

Business
Enterprise Solution Organizational
Analysis
Limitation Limitation Strategy
Approach

Helps in Helps in Provides a direction

Describes how to
understanding understanding and vision for future
analyze current state
current challenges current challenges state

Solution Solution Stakeholder

Performance Performance Analysis Results
Goals Measures

Describe current
Serve as a baseline
state and are the Help in identifying the
for setting future
baseline for future stakeholder
goals
goals
ANALYZE CURRENT STATE
TECHNIQUES
 ANALYZE CURRENT STATE
FUNCTIONAL DECOMPOSITION - OVERVIEW

Functional Decomposition Benefits

• It helps manage complexity and reduces
It is the process of breaking uncertainty.
down processes, systems, • It helps in analyzing each part independently.
functional areas, or • It allows scaling, tracking, measuring work effort
deliverables into sub- and evaluation of the success of each sub-
components. component.
 ANALYZE CURRENT STATE (contd.)
FUNCTIONAL DECOMPOSITION - OVERVIEW

Representing Decomposition
results

Nested Flow Component Decision

Diagrams Notations
Diagrams Diagrams Trees
Tree Case Mind Cause-Effect
Diagrams State Maps
Diagrams Decision Diagrams
Transition
Models
Diagrams
 ANALYZE CURRENT STATE
FUNCTIONAL DECOMPOSITION - ELEMENTS

Decomposition Objectives Subject of Decomposition

• Business Outcomes
• Designing
• Work to be done
• Analyzing
• Business Processes
• Estimating and Forecasting
• Functions
• Reusing
• Business units
• Measuring and Managing
• Solution components
• Optimizing Business Analyst
• Activities
• Substituting
• Products and Services
• Encapsulating
• Decisions
 ANALYZE CURRENT STATE
FUNCTIONAL DECOMPOSITION - EXAMPLE

Course
Administration

Course Course Course

Enrolment Completion Attendance

Course Course Course Course

Registration Payment Assessment Certification
 ANALYZE CURRENT STATE
FUNCTIONAL DECOMPOSITION - EXAMPLE

Course
Administration

Course Course Course

Enrolment Completion Attendance

Course Course Course Course

Registration Payment Assessment Certification

Group Individual Cash Online

Registration Registration Payment Payment
 ANALYZE CURRENT STATE
PROCESS ANALYSIS- OVERVIEW

A process is a systematic series of It is used for:

actions or steps taken to achieve a • Recommending a more efficient process
particular end. • Determining gaps between the current and future state.
• Understanding the factors to be included in a contract
negotiation.
• Understanding how data and technology are used in a process.
Process Analysis is used to assess a • Analyzing the impact of pending changes to the process.
process for efficiency, effectiveness,
and to identify opportunities for
change.
 ANALYZE CURRENT STATE
PROCESS ANALYSIS- SIPOC

Is a systematic series of actions or steps taken to

achieve a particular end

PROCESS

Suppliers Inputs Process Outputs Customers

 ANALYZE CURRENT STATE (contd.)
PROCESS ANALYSIS- SIPOC

Internal or External to
the organization

Suppliers Inputs Process Outputs Customers

• Training • Trainer • Conduct • Knowledge • Employees

Company Training
• Workshop • Participants
Material

• Expert’s Advice

• One or more in
number
• Materials
• Services
• Information
 ANALYZE CURRENT STATE
ROOT CAUSE ANALYSIS - OVERVIEW

 Used to identify and evaluate the underlying causes of a problem

 Focuses on the origin of the problem

ROOT
 The causes of problems could be People, Physical, or Organizational

CAUSE
ANALYSIS
 Can be used for reactive or proactive analysis

 Helps maintain an objective perspective

 May be difficult to use for solving complex problems

 ANALYZE CURRENT STATE
ROOT CAUSE ANALYSIS - ELEMENTS

Techniques used for Root Cause Analysis Main activities in Root Cause Analysis

Problem Statement
Fishbone Diagrams/
Definition
Ishikawa/ Cause-Effect
Diagrams

Data Collection
Questioning process with
5 ‘Whys’.

Cause Identification

Action Identification
 ANALYZE CURRENT STATE
ROOT CAUSE ANALYSIS - ELEMENTS

Man Material

Labor Availability Fuse Box

Water allowed
to go cold Lack of skill
No Power Power Cut Admin Error
Training
Tea allowed Electricity Cut off
Kettle not Too much
to go cold milk added Bill Payment
switched on

My tea was cold

Kettle not Socket

working Fuse Excessing time taken
Plug

Machine Method
 ANALYZE CURRENT STATE
STAKEHOLDERS

End User Operational Domain SME

Customer Tester
support

Implementation
Business Analyst SME
Project Regulator Sponsor Supplier
Manager
Lesson 6: Strategy Analysis
Topic 6.2: Define Future State

 Purpose
 Elements
 Guidelines and tools
Defect per Unit
 Techniques
 Stakeholders
 DEFINE FUTURE STATE
PURPOSE

Purpose

To determine the set of necessary conditions

for meeting the business needs
The Business Analyst needs to
I O
ensure that the future state of the
N U
 Business Objectives enterprise is:
T
P  Business Requirements  Future State Description • well defined
 Potential Value P
U • feasible for implementation
T U
agreed upon by the key
T
stakeholders
 DEFINE FUTURE STATE
ELEMENTS

 Business Goals & Objectives

 Technology & Infrastructure

 Scope of Solution Space

 Policies

 Constraints
 Business Architecture

 Organizational Structure & Culture

 Internal Assets

 Capabilities & Processes

 Identify Assumptions

 Potential Value
 DEFINE FUTURE STATE
GUIDELINES AND TOOLS

Current State Organizational

Metrics & KPIs Strategy
Description
 DEFINE FUTURE STATE
GUIDELINES AND TOOLS

Current State Metrics and KPIs Organizational

Description
Strategy

Provides the context within Determines if the future Describes the path to
which work needs to be state has been achieve the desired
completed. achieved. future state.
DEFINE FUTURE STATE
TECHNIQUES
DEFINE FUTURE STATE
TECHNIQUES
 DEFINE FUTURE STATE
BALANCED SCORECARD - OVERVIEW

Dimensions of BSC

Learning with
Balance Scorecard (BSC) Customer
growth
• Is a strategic performance management tool
• Is supported by design methods and automation
tools
Measures should be:
• Is used by managers to keep track of the execution • Quantitative
of activities and monitor the consequences arising • Linked to strategy
from these actions • Easily understood by
• Is used to manage performance in any business stakeholders
model, organizational structure, or business
process

Business
Financial
Process
 DEFINE FUTURE STATE
BALANCED SCORECARD - ELEMENTS

Measures on:
Metrics showing:
• Employee training Learning with
Customer • Customer focus
• Product/Service Innovation growth • Satisfaction
• Corporate Culture
• Delivery of value

Organization • Measures
Vision and • Targets
Strategy • Initiatives

Metrics showing: Metrics showing:

• Enterprise performance. Business • Revenue growth
Financial
• Products meeting customer’s needs Process • Added economic value
 DEFINE FUTURE STATE (contd.)
BALANCED SCORECARD - ELEMENTS

Learning with
Customer
growth

The Balanced Scorecard allows the

organization to establish a • Active A Balanced scorecard can be used
monitoring process and • Changing or at multiple levels within an
measuring progress against the evolving organization.
objectives and to adapt strategy • Interdependent
as needed.

Business
Financial
Process
 DEFINE FUTURE STATE
BENCHMARKING AND MARKET ANALYSIS - OVERVIEW

Benchmarking and Market Analysis is used Benchmarking and Market

Analysis:
• To improve organizational operations • Is time-consuming
• To increase customer satisfaction • Is expensive
• Requires expertise
• To increase value to the stakeholders

Benchmarking Market Analysis

• May be performed against standards for • Involves researching customers in order to determine
compliance the products and services that they need

• Results from this study may initiate change • Helps in determining when to exit a market
within an organization
• May be used to determine viable alternatives for an
enterprise - partnering, merging, or divesting
 DEFINE FUTURE STATE
BENCHMARKING AND MARKET ANALYSIS - ELEMENTS

Benchmarking Market Analysis

1 Identify customers and understand their

1 Identify the areas to be studied preferences

2 Identify enterprises that are leaders in the 2 Identify opportunities to increase value
sector

3 Conduct survey 3 Identify competition

4 Gather information about capabilities using RFI 4 Look for market trend

5 Arrange visits 5 Define appropriate business strategy

Determine gaps between current and best 6

6 Gather Market Data
practices

Develop a project proposal for best Review data to determine trends and draw
7 7
practices conclusion
 DEFINE FUTURE STATE
SWOT ANALYSIS - OVERVIEW

STRENGHS WEAKNESSES OPPORTUNITIES THREATS

Actions or functions
Anything that the External factors that can External factors that can
performed poorly or not
organization is doing well be taken advantage of negatively impact
performed

SWOT Analysis
• It is used to evaluate an organization’s strengths, weaknesses,
opportunities and threats.
Internal to an External to an
• It can be performed at any level, individual to enterprise.
Organization Organization
• The results of SWOT analysis provides high level view. A more detailed
analysis is needed.
 DEFINE FUTURE STATE
SWOT ANALYSIS - ELEMENTS

SWOT Opportunities Threats

SO Strategies ST Strategies

Strengths
• Use Strengths to • Use Strengths
exploit towards Threats
• Opportunities • Turn Threats into
• Best case scenario Opportunities

WO Strategies WT Strategies
Weaknesses

• Use Opportunities • Avoid threat

to eliminate or • Get out of market
mitigate • Worst Case
weaknesses Scenario
 DEFINE FUTURE STATE
SWOT ANALYSIS - EXAMPLE

STRENGTHS OPPORTUNITIES

• What does your organisation do better than others? • What PEST changes could be favourable to you?
• What are your unique selling points? • Are there any current demand gaps in the market or unfulfilled
• What do your competitors and customers perceive as your demands?
strengths? • What new innovation could your organisation bring to the
• What is your organisations competitive edge? market?

WEAKNESSES
THREATS
• What do other organisations do better than you?
• What PEST changes could be unfavourable to you?
• What elements of your business add little or no value to
• What challenges do you face?
the stakeholders?
• What is your competition doing that could negatively impact
• What do competitors and customers perceive as your
you?
weakness?
 DEFINE FUTURE STATE
BUSINESS MODEL CANVAS - OVERVIEW

Business Model Canvas

• It describes how an enterprise creates, delivers, and captures

value for its customers. Limitation:
• It can be used as diagnostic and planning tool for strategy and It does not account for alternative
measures of values such as the
initiatives.
impact of social and environmental
• It is also used to understand and optimize business models.
factors.
• It helps in understanding where the efforts of various
departments and work groups fit and align to the overall
strategy of an enterprise.
 DEFINE FUTURE STATE
BUSINESS MODEL CANVAS - ELEMENTS
Key Partnership Key Activities Value Proposition Customer Customer
Relationship Segments

- Sharing of - Activities critical - What a customer is - Customer -Based on

proprietary to creation, willing to exchange for Acquisition common needs
information, delivery and having his/her needs - Customer and attributes
technology to maintenance met Retention
maximize value
and minimize risk
Key Resources Channels

- Assets needed - Communication

to execute oriented
activities. - Delivery Oriented
- Physical/Financi
al/Intellectual/H
uman

Cost Structure Revenue Streams

- Every entity within an enterprise has an associated cost - Ways of revenue coming in.
- Reducing costs may increase profitability - One-Time Purchase and Ongoing Support are two
revenue streams
 DEFINE FUTURE STATE
BUSINESS MODEL CANVAS - EXAMPLE
 DEFINE FUTURE STATE
STAKEHOLDERS

Implementation Operational
End User Domain SME
Customer support
SME

Project
Business Analyst Manager Regulator Sponsor Supplier Tester
Lesson 6: Strategy Analysis
Topic 6.3: Assess Risks

 Purpose
 Elements
 Guidelines and tools
Defect per Unit
 Techniques
 Stakeholders
 ASSESS RISKS
PURPOSE
Purpose
 Understand the undesirable consequences of internal and external forces on the enterprise
during a transition to the future state

I  Business objectives Risk analysis results O

 (provide an understanding of the risks
N Elicitation results (confirmed)
associated with achieving the future state U
P  Influences
and mitigation strategies) T
 Potential value
U  Requirement (prioritized) P
T U
T
 ASSESS RISKS
ELEMENTS

Unknown:
• Historical • Constraints
• Assumptions Negative impact on
information,
• Dependencies value
• Lessons learned

Risk tolerance:
• Risk aversion Categories of
• Neutrality Recommendations
• Risk seeking

Pursue the benefit of a Pursue the benefit of a Increase the benefit of a

Do not pursue the
change regardless of the change and invest on change to outweigh the
benefit of a change
risk reducing risks risk
 ASSESS RISKS
GUIDELINES AND TOOLS

Identified risks Business Current state and

analysis future state
approach

Change strategy Business policies Stakeholder

engagement
 ASSESS RISKS (contd.)
GUIDELINES AND TOOLS

Identified risks Business Current state and

analysis future state
approach

Guides business Used to determine

Starting point for analyst on
risk assessment associated risks
analyzing risks

Change strategy Business policies Stakeholder

engagement

Understand risks Defines the limit

associated with Identify and assess
for making
the change potential impact
decisions
ASSESS RISKS
TECHNIQUES
ASSESS RISKS
TECHNIQUES
 ASSESS RISKS
RISK ANALYSIS AND MANAGEMENT - OVERVIEW

Risk analysis and management Risk management

A systematic way of: Ongoing activity of:

 Identifying  Identifying new risks
 Analyzing  Monitoring identified risks
 Evaluating
 Developing ways to deal with
uncertainties

Risk appetite

Risk tolerance level

 Risk averse
 Risk neutral
 Risk seeker
 ASSESS RISKS
RISK ANALYSIS AND MANAGEMENT - ELEMENTS

• Ongoing activity Residual risk:

Identification • Describe risks in a risk register

• Remaining risk on which a

response treatment has
• Qualitative and quantitative analysis been performed
• Understand the risks
Analysis • Estimate the likelihood of occurrence and impact • Assign risk owner, once risk
response strategy or
approach is finalized for
each risk
• Compare the results with the potential value of the
change • At periodic intervals, review
Evaluation and re-analyze the risk
• Determine if the level of risk is acceptable or not
register

• Acceptable or Not
Treatment • Negative risk - Avoid, transfer, mitigate, or accept
• Positive risk - Accept, exploit, enhance, or share
 ASSESS RISKS
RISK REGISTER

ID Risk Description Consequences Trigger Probability Impact* Risk Risk Owner

(0 %to 100%) (1 to 5) Level
1 Subject Matter Experts are Scope and quality shall be Elicitation 40% 5 2.0 Paul
not available during reduced, and delivery date may
elicitation activities be pushed back
2 Delay in adjusting Business may not realize the Enterprise 30% 4 1.2 John
organization structure per potential value of the solution Readiness
new business process
3 Delay in infrastructure setup Delivery date may be pushed Enterprise 20% 4 0.8 Francis
may impact schedule back Readiness
4 Change in job description is Planned staff change will not Change 30% 3 0.9 Marie
not acceptable occur implementat
ion
5 Constructed solution doesn’t Realized value may reduce Validation 20% 3 0.6 Karl
meet all aspects of business
needs
 ASSESS RISKS
STAKEHOLDERS

Domain Operation
SMEs support Project
manager

Implementation
SMEs

Sponsor Tester
Business Analyst Regulator

Supplier
Lesson 6: Strategy Analysis
Topic 6.4: Define Change Strategy

 Purpose
 Elements
 Guidelines and tools
Defect per Unit
 Techniques
 Stakeholders
 DEFINE CHANGE STRATEGY
PURPOSE
Purpose
 Develop and assess alternative approaches to change
 Select the recommended approach

 Current state description  Change strategy

I O
 Future state description  Solution scope
N U
P  Risk analysis results T
U P
T  Stakeholder engagement approach U
S T
S
 DEFINE CHANGE STRATEGY
ELEMENTS

Enterprise readiness
Gap analysis identifies the
assesses whether the
Solution scope defines the difference between current
enterprise is ready to use,
boundaries of the solution. state and future state
sustain, and realize value
capabilities.
from the solution.

Transition states and release

Change strategy is a high- level
planning determines which
plan to transform the
requirements to include in each
enterprise from the current
phase, or iteration of the
state to the future state.
change.
 DEFINE CHANGE STRATEGY
GUIDELINES AND TOOLS

Business analysis
approach

Design
options

Solution
recommendations
 DEFINE CHANGE STRATEGY (contd.)
GUIDELINES AND TOOLS

Business analysis
approach

Design
options
Define a change
strategy
Solution
recommendations
Different ways to
satisfy the business
needs
Identify solutions and
recommendations from
SMEs
DEFINE CHANGE STRATEGY
TECHNIQUES
DEFINE CHANGE STRATEGY
TECHNIQUES
 DEFINE CHANGE STRATEGY
BUSINESS CAPABILIT Y ANALYSIS - OVERVIEW

What is Business capability analysis? Business capabilities:

 Are the building blocks

 Scope business analysis
 Represent stable business functions
 Plan business analysis
 Are unique and independent
 Are abstracted from the organizational
What does a business do?
model
 Capture the business’s interests

Strength Assessing organizations ability to Limitation Requires cross-functional

offer new products and services collaboration in defining the
capability model
 DEFINE CHANGE STRATEGY
BUSINESS CAPABILIT Y ANALYSIS - ELEMENTS

The ability of an enterprise to perform or transform something Strategic planning

Capabilities that helps achieve a business goal or objective
At the strategic level, capabilities should
support an enterprise in establishing and
maintaining a sustainable competitive
Through increasing or decreasing revenue, improving advantage
service, or achieving compliance
Impact on value?

Capabilities can be assessed to identify explicit performance

Performance expectations Capability maps
expectations?
“A model of the firm associating the
business capabilities, processes, and
functions required for business success
o Business risk with the IT resource that enables them.”
o Technology risk
Related risks o Organizational risk (Definition from Forrester research)
o Market risk
 DEFINE CHANGE STRATEGY
FINANCIAL ANALYSIS - OVERVIEW

Financial analysis

Understand financial aspects of an:

 Investment
 Solution or solution approach Recommend based on the analysis of:

 Initial cost and time frame in which costs are incurred

 Expected financial benefit and time frame in which they will be
realized
 Ongoing costs of using and supporting the solution
 Risks associated with the change
 Ongoing risks to business value by using that solution
 DEFINE CHANGE STRATEGY
FINANCIAL ANALYSIS - ELEMENTS

Expected cost of building or acquiring a solution and Financial calculations

Cost of change transitioning the enterprise from current state to future state

 Return on Investment (ROI)

 Discount Rate
Cost of acquisition, using and supporting the solution for  Present Value (PV)
Total cost of expected duration
ownership  Net Present Value (NPV)
 Internal Rate of Return (IRR)
 Payback Period (PBP)
Value realized over time
Value realization

Prediction of the expected net benefit

Cost benefit
analysis
 DEFINE CHANGE STRATEGY
BUSINESS CASE - OVERVIEW

Business case:

Provides a justification for a course of

action based on the benefits to be
realized A Business case is used to:

 Define the need

 Determine the desired outcomes
 Assess constraints, assumptions and risks
 Recommend solutions
 Provide guidance for ongoing decision making throughout the
initiative
 DEFINE CHANGE STRATEGY
BUSINESS CASE - ELEMENTS

Identifies the problem or the potential opportunity Financial calculations

Need assessment
 Return on Investment (ROI)
 Discount Rate
Describe the state which may result if the need is fulfilled  Present Value (PV)
Desired
outcomes  Net Present Value (NPV)
 Internal Rate of Return (IRR)
 Payback Period (PBP)
Identifying various alternative solutions:
Assess Scope, feasibility, assumptions, risk and constraint, financial
alternatives analysis and value assessment

Most desirable way to solve the problem or leverage the

Recommend opportunity
solution
 DEFINE CHANGE STRATEGY
STAKEHOLDERS

Domain
End users SMEs
Customer
Implementation
SMEs
Project Manager

Operational
support
Regulator

Business Analyst
Supplier
Sponsor Tester
 KEY TAKEAWAYS

Strategy Analysis is the process of developing a strategy for a

business by researching the business and the environment in
Strategy Analysis provides a context to requirements analysis and which it operates.
design definition for a given change. It is an ongoing activity and an
adjustment to the change strategy may be required as the context
changes.
Strategy Analysis includes tasks like ‘Analyze Current State’, ‘Define
Future State’, ‘Assess Risks’, and ‘Define Change Strategy’.
A Business Analyst needs to understand the current capabilities,
processes, technologies, infrastructure, policies, business
architecture, internal assets, and external influences in order to
analyze the current state. A Business Analyst’s job is to ensure that the future state of the
enterprise is well defined, that it is well achievable with the
available resources, and all the key stakeholders agree on the
It is important to understand the undesirable consequences or description of the future state.
risks of the internal and external forces, acting upon the
enterprise, during a transition to the future state.
Define change strategy means to develop and assess alternative
approaches to the change and then select the most recommended
approach.
Lesson 6: Strategy Analysis
CASE STUDY EXERCISE

 Defect per Unit

 CASE STUDY
PROBLEM STATEMENT

Quick facts:
 Established in 1990
 Leading Mutual Funds
Business
 One of the largest teams
of research analysis
 Diversified and sector
specific equity schemes.
 Services through
distributors
 CASE STUDY
PROBLEM STATEMENT

Investors are not able to Investors are switching to

transact online/mobile competitors
 CASE STUDY
ACTIVITIES
Paul has defined the:
 Analytics model based on limited parameters
 Lack of expertise to develop an advanced
Current State analytics solution
Description  Distributed portal and limited functionality
website

 Online request submission for redemption and

additional purchases
Future State
 Manage funds using analytics model based on
Description multiple parameters
 Use of CRM capability and Digital marketing
tools
 CASE STUDY
EXERCISE
Questions Response
1 Which of the given options is the most unlikely From external driver
business driver? From middle management
From the bottom-up
From the top-down

2 Which technique is not likely to be used while Vendor assessment

defining the future state? Workshops
Process modelling
Use case diagram

3 Which one of the stakeholders is the most Supplier

important while defining the future state? Tester
Regulator
Project manager

4 What factors must be considered while selecting Timelines to make the change
the change strategy from the available options? Major costs and investments to make the change
Alignment to the business objectives
All of the above
 CASE STUDY
ANSWERS
Questions Answers
1 Which of the given options is the most unlikely business driver? From the top down

2 Which technique is not likely to be used while defining the future Use case diagram
state?

3 Which one of the stakeholders is the most important while defining Supplier
the future state?

4 What factors must be considered while selecting the change All of the above
strategy from the available options?
Quiz
QUIZ
What is the SIPOC model?
1

a. Supplier, Input, Product, Output, Customer

b. Source, Input, Process, Output, Customer

c. Supplier, Input, Process, Output, Customer

d. Supplier, Input, Process, Outcome, Customer

 QUIZ
What is the SIPOC model?
1

a. Supplier, Input, Product, Output, Customer

b. Source, Input, Process, Output, Customer

c. Supplier, Input, Process, Output, Customer

d. Supplier, Input, Process, Outcome, Customer

The correct answer is c.

Explanation: SIPOC Model is Supplier, Input, Process, Output, Customer
QUIZ
A business need ________________.
2

a. Is something a particular stakeholder wants

b. Is a capability the current system does not provide

c. Defines the problem to be solved

d. Describes the solution approach

 QUIZ
A business need ________________.
2

a. Is something a particular stakeholder wants

b. Is a capability the current system does not provide

c. Defines the problem to be solved

d. Describes the solution approach

The correct answer is c.

Explanation: A business need defines the problem to be solved.
QUIZ
What are the outputs of ‘Define Change Strategy’?
3

a. Change Strategy, Potential Value

b. Potential Value, Business Case

c. Change Strategy, Future State

d. Change Strategy, Solution Scope

 QUIZ
What are the outputs of ‘Define Change Strategy’?
3

a. Change Strategy, Potential Value

b. Potential Value, Business Case

c. Change Strategy, Future State

d. Change Strategy, Solution Scope

The correct answer is d.

Explanation: The outputs of ‘Define Change Strategy’ are Change Strategy and Solution Scope

.
QUIZ When considering the best solution for a business problem it is necessary to
4 ______________.

a. Use Benchmarking

b. Use Gap analysis

c. Use Focus Group

d. Use Observation
 QUIZ When considering the best solution for a business problem it is necessary to
4 ______________.

a. Use Benchmarking

b. Use Gap analysis

c. Use Focus Group

d. Use Observation

The correct answer is b.

Explanation: When considering the best solution for a business problem it is necessary to use Gap
Analysis.
 This concludes “Strategy Analysis”
The next lesson is “Requirements Analysis and Design Definition”
THANK YOU
 CCBA® Exam Preparation Course
Lesson 7 – Requirements Analysis and Design Definition

CBAP, CCBA and BABOK are registered certification marks owned by International Institute of Business Analysis
 WHAT’S IN IT FOR ME

Specify and Model Requirements

Verify Requirements

Validate Requirements

Define Requirements Architecture

Define Design Options

Analyze Potential Value and

Recommend Solutions
 INTRODUCTION

Requirements Analysis and Design Definition knowledge area:

• Describes the tasks that the business analyst performs to:

o Structure and organize the requirements discovered during elicitation
$$ activities,
o Specify and model requirements and designs,
o Validate and verify information,
o Identify solution options that meet business needs, and
o Estimate the potential value that could be realized for each solution option.

• Covers the incremental and iterative activities ranging from the initial concept and
exploration of the need through the transformation of those needs into a particular
recommended solution

• Is the core knowledge area for a business analyst

Business Analyst
 BUSINESS ANALYSIS VALUE SPECTRUM

Requirements
Strategy Analysis Solution Evaluation
Analysis and Design
Definition
Potential Actual
Value Need Solution Requirements Design Proof of Concept / Pilot / Beta Operating Value
Scope Prototype
 REQUIREMENTS ANALYSIS AND DESIGN DEFINITON
OVERVIEW

Transform elicitation results into requirements and design

Change to define change

Need Solution
Analyze the needs to recommend a
solution that meets the needs Define solution options and recommend
the most viable solution

Tailor the requirements and designs so Model and describe the context in
that they are understandable and formats that are understandable and
Stakeholder Context
usable by stakeholder groups usable by stakeholder groups

Value

Analyze and quantify the potential value of

the solution options
 REQUIREMENTS ANALYSIS AND DESIGN DEFINITON (contd.)
INPUT, TASKS, AND OUTPUT— OVERVIEW

Input
Tasks Output
Inputs from other
Knowledge Areas

• Specify and Model Requirements

• Verify Requirements
• Validate Requirements
• Define Requirements Architecture
• Define Design Options
• Analyze Potential Value and
Recommend Solution
 REQUIREMENTS ANALYSIS AND DESIGN DEFINITON (contd.)
INPUT, TASKS, AND OUTPUT — OVERVIEW

Input
Tasks Output
Inputs from other
Knowledge Areas

• Requirements (specified and

• Elicitation Results (any
• Specify and Model Requirements modeled)
state)
 REQUIREMENTS ANALYSIS AND DESIGN DEFINITON (contd.)
INPUT, TASKS, AND OUTPUT — OVERVIEW

Input
Tasks Output
Inputs from other
Knowledge Areas

• Requirements (specified • Verify Requirements

• Requirements (verified)
and modeled)
 REQUIREMENTS ANALYSIS AND DESIGN DEFINITON (contd.)
INPUT, TASKS AND OUTPUT — OVERVIEW

Input
Tasks Output
Inputs from other
Knowledge Areas

• Requirements (specified • Validate Requirements • Requirements (validated)

and modeled)
 REQUIREMENTS ANALYSIS AND DESIGN DEFINITON (contd.)
INPUT, TASKS AND OUTPUT — OVERVIEW

Inputs
Tasks Output
Inputs from other
Knowledge Areas

• Requirements (any state)

• Information Management • Define Requirements Architecture • Requirements Architecture
Approach
• Solution Scope
 REQUIREMENTS ANALYSIS AND DESIGN DEFINITON (contd.)
INPUT, TASKS, AND OUTPUT — OVERVIEW

Inputs
Tasks Output
Inputs from other
Knowledge Area

• Requirements (validated)
• Define Design Options • Design Options
• Change Strategy
• Requirements Architecture
 REQUIREMENTS ANALYSIS AND DESIGN DEFINITON (contd.)
INPUT, TASKS AND OUTPUT — OVERVIEW

Inputs
Tasks Output
Inputs from other
Knowledge Area

• Analyze Potential Value and

• Potential Value • Solution Recommendation
• Solution Scope Recommend Solution
 Topic 7.1: Specify and Model Requirements

Lesson 7: Requirements Analysis and Design Definition

 Purpose of the task

 Elements
 Guidelines and Tools
 Techniques
Defect per Unit
 Stakeholders
 SPECIFY AND MODEL REQUIREMENTS
PURPOSE

The purpose of this task is to analyze, synthesize, and refine

elicitation results into a set of requirements and designs.

Input Focus of the Task Output

Requirements
Elicitation results
Understanding the need (specified and
(any state)
modeled)
 SPECIFY AND MODEL REQUIREMENTS (contd.)
ELEMENTS

Modeling Matrices
format Diagrams
- People and
Roles
- Rationale
Model
Categories - Activity Flow
- Capability
- Data and
Information
Analyze
Requirement
s

Requirements
and Attributes

Level of
Abstraction
 SPECIFY AND MODEL REQUIREMENTS (contd.)
GUIDELINES and TOOLS

Modeling Notations / Standards

Modeling Tools

Requirements Architecture

Requirements Life Cycle Management Tools

Solution Scope
 SPECIFY AND MODEL REQUIREMENTS (contd.)
TECHNIQUES
Non-Functional
Acceptance and Organizational Stakeholder List, Roles and
Requirements
Evaluation Criteria Modeling Map, or Personas Permission Matrix
Analysis

Concept Business Model Root Cause

Scope Modeling Decision Modeling
Modeling Canvas Analysis

Business Rules Sequence Use Cases and

Process Modeling User Stories
Analysis Diagrams Scenarios

Business Functional
Prototyping Data Dictionary Glossary
Capability Analysis Decomposition

Data Flow
Data Modeling State Modeling Interface Analysis
Diagrams
 NON-FUNCTIONAL REQUIREMENTS AND ANALYSIS
OVERVIEW

• Defines performance of functional

requirements
• Used to specify criteria to judge the
Non-Functional Requirements operation of a system
or • Expressed in textual formats as declarative
Quality Attributes statements
or • States the constraints that apply to a set of
Quality of Service (QoS) functional requirements
 NON-FUNCTIONAL REQUIREMENTS AND ANALYSIS (contd.)
ELEMENTS

Categories of Measurement of Context of Non-

Non-Functional Non-Functional Functional
Requirements Requirements Requirements

• Availability • Security
• Compatibility • Usability
• Functionality • Certification
• Maintainability • Compliance
• Performance Efficiency • Localization
• Portability • Service Level
• Reliability Agreements (SLA)
• Scalability • Extensibility
 NON-FUNCTIONAL REQUIREMENTS AND ANALYSIS (contd.)
EXAMPLES

ID Type Non Functional Requirement

NF01 Availability The website should be available 24 Hours x 7 Days, except during schedule
maintenance work.

NF02 Compatibility The website should be compatible with Explorer, Chrome, Firefox, and Mozilla.

NF03 Performance A webpage should load within 10 seconds on a standard DSL connection.

NF04 Localization The website by default is in English. It should redirect to localized pages based on the
users’ location.

NF05 Security Secured pages should be displayed for authenticated and authorized users only.
 BUSINESS RULES ANALYSIS
OVERVIEW

Business Rules Analysis is used to identify, express, validate, refine, and organize the rules that shape day-
to-day business operations and guide decision making.

Complex
Business Policy Business Rule Structural Rules Operatives Rules
Business Rules

• Non-actionable • Specific • Represented • Cannot be • Frequently

directive actionable using decision changed changed
• Supports testable directive tree or table
business goal • Supports
business policy
 BUSINESS RULES ANALYSIS (contd.)
ELEMENTS — BASIC PRINCIPLES

Based on standard business vocabulary

Express the rules separately from how they will be enforced

Define the rules at the atomic level and in declarative format

Separate the rules from processes

Map the rules to decisions

Maintain the rules

 BUSINESS RULES ANALYSIS (contd.)
ELEMENTS — DEFINITIONAL RULES

Definitional Rules are intended to make operational business

decisions during some processes or events.

Represent
operational
knowledge of
an
organization
 Examples:
•
Local tax must be calculated as based on
the tax rate applicable for each items.

• Service tax must be calculated on the

local tax based on local service tax.

Definitional
Rules

Calculations Cannot be
based on the violated, but
information may be
available misapplied
 BUSINESS RULES ANALYSIS (contd.)
ELEMENTS — BEHAVIOURAL RULES

Behavioral Rules are intended to guide the actions of people working

within the organization.

Various levels
Can be Behavioral of
violated Rules enforcement
may be
applied

 Examples:
•
Delivery invoice must not be accepted if it doesn’t contain the purchase order
number.
• Order must not be accepted, when there is mismatch in billing address and
address provided by the credit card provider.
 BUSINESS RULES ANALYSIS (contd.)
DECISION MODELING - OVERVIEW

Shows how repeatable business decisions are made

Shows how data and knowledge are combined to make a specific decisions

Is linked to processes, performance measures, and organization

Decision tables and decision trees — define how a specific decision is made
 BUSINESS RULES ANALYSIS (contd.)
DECISION MODELING - ELEMENTS

Types of Models Decision Requirements Diagrams

and Notations

Knowledge Business
Decision
Source Knowledge

Decision Tables Decision Trees

Business Decision Input Data
Knowledge

Input Data
 BUSINESS RULES ANALYSIS (contd.)
EXAMPLE — DECISION TABLE
Condition 1 - Age Condition 2 – Smoking Condition 3 – Pre-Existing Outcome or Decision (Eligibility, Base
Yes/No Diseased or Operated Price and Loading)

> 0 and <= 15 Years Not Applicable Yes Base Price (BP0) * 150%
Not Applicable No Base Price (BP0)
>15 and <= 30 Years No No Base Price (BP15)
Yes Yes Not Eligible
No Yes Base Price (BP15) * 150%
Yes No Base Price (BP15) * 120%
>30 and <= 45 Years No No Base Price (BP30)
Yes Yes Not Eligible
No Yes Base Price (BP30) * 150%
Yes No Base Price (BP30) * 120%
>45 and <= 60 Years No No Base Price (BP45)
Yes Yes Not Eligible
No Yes Base Price (BP45) * 150%
Yes No Base Price (BP45) * 120%
>60 No No Base Price (BP60)
Yes Yes Not Eligible
No Yes Not Eligible
Yes No Base Price (BP60) * 150%
 BUSINESS RULES ANALYSIS (contd.)
EXAMPLE — DECISION TREE
No Discount 5%
Gold
Membership Discount 10%
Platinum
Discount 20%
<= 5,000

No Discount 10%
> 5,000 and <=10,000 Gold
Order Amount Membership Discount 20%

Platinum
Discount 30%

> 10,000 Discount 20%

No

Gold
Membership Discount 30%

Platinum
Discount 50%
 CONCEPT MODELING
OVERVIEW

Used to organize the business vocabulary needed to

consistently and thoroughly communicate the knowledge of a
domain

Starts with a glossary

Goal is to support the expression of natural language

statements

Provides design-independent definitions

 CONCEPT MODELING (contd.)
ELEMENTS

Noun Concepts Verb Concepts

Other Connections

• Categorizations
• Classification
• Partitive
connection
• Roles
 DATA DICTIONARY
OVERVIEW

Used to standardize
Used to standardize a usage and meanings of
definition of a data data element between
element solutions and between
stakeholders

Requires regular Data Known as metadata

maintenance Dictionary repositories

Used in conjunction with

Single repository of
Entity Relationship
corporate metadata
Diagram
 DATA DICTIONARY (contd.)
ELEMENTS

• The data dictionary describes data

element characteristics
Data Elements

• Name
• Aliases
• Values/Meaning
Primitive Data
Elements • Description

• Sequence
• Repetitions
Composite • Optional Elements
Data Elements
 DATA DICTIONARY (contd.)
EXAMPLE
Primitive Data
Data Element 1 Data Element 2 Data Element 3 Data Element 4 Data Element 5 Data Element 6
Elements

Name First Name Middle Name Last Name International Country Code Phone Number
Dialing Code

Alias Given Name Middle Name Sur Name ISD STD Landline Number

Value / Meaning Minimum 2 Optional Minimum 1 Numeric Numeric Numeric

Character Character

Description First Name Middle Name Family Name International Country Code Phone Number
Dialing Code

Composite Employee Name = First Name + Middle Name + Last Name Telephone Number: ISD + STD + Phone Number
 GLOSSARY
OVERVIEW

Defines key terms

and synonyms
relevant to business
domain

Glossary

Organized and
continuously
Common language
accessible to all
stakeholders
 GLOSSARY (contd.)
ELEMENTS

• The term is unique to a domain

A term is included in • Multiple definitions exist
the glossary when • The definition is outside of term’s common
use
• There are chances of misunderstanding

• All definitions should be clear, concise, and

brief
When developing a • Acronyms should be spelled out
glossary • There must be easy and reliable access
• Editing should be limited to specific
stakeholders
 DATA FLOW DIAGRAM (DFD)
OVERVIEW

Data Flow
Diagram
(DFD)

Shows:
• Where the data comes from
Illustrates movement and transformation of
• Which activities process the data
data between external entities and
• If the output results are stored or
processes
utilized by another activity or external
entity
 DATA FLOW DIAGRAM (DFD) (contd.)
OVERVIEW

Three simple rules of Data Flow Diagrams:

Rule 1: Inputs (data) must either come directly from an external party or be created by another
process.

Rule 2: Every process must have at least one input and one output.

Rule 3: Every output must flow to another process, external party, or data store.
 DATA FLOW DIAGRAM (DFD) (contd.)
ELEMENTS

Externals
(Entity,
Data Store Process Data Flow
Source,
Destination)

1
External External Data
Data Store Data Store
Agent Process 1 Agent Process
Verb/Noun

Gane-Sarson Yourdon
 DATA MODELING
OVERVIEW

A data model describes the entities, classes, or data objects relevant to a domain, the
attributes that are used to describe them, and the relationships among them to provide
a common set of semantics for analysis.

Conceptual Data
Model

Variations of Data Logical Data

Models Model

Physical Data
Model
 DATA MODELING (contd.)
CONCEPTUAL DATA MODEL

Includes important entities and the relationship between them

Does not specify attributes and primary keys

Can be used as the foundation for logical data models

 DATA MODELING (contd.)
LOGICAL DATA MODEL

Includes all entities and relationships between them

Specifies attributes and a primary key for each entity

Specifies foreign keys, which identify the relationship

between different entities

Involves normalization
 DATA MODELING (contd.)
PHYSICAL DATA MODEL

Specifies all tables and columns

Includes foreign keys to identify relationships between tables

May include denormalization, depending on user

requirements

May be significantly different from the logical data model

 DATA MODELING (contd.)
ELEMENTS

Attribute
• Name Relationship or
Entity or Class
• Value or Meaning Association
• Description

Diagrams
• Entity Relationship
Cardinality and Ordinality Metadata Diagram or Crow’s Foot
Notation
• UML Database Notation
 DATA MODELING (contd.)
ENTITY RELATIONSHIP DIAGRAMS
Crow’s Foot Notation UML Database Notation

Entity Name
Entity Name

PK Attribute Name
PK Attribute Name
Attribute Name
Attribute Name

Attribute Name
Attribute Name

Zero to Must be
Zero to exactly X
Many
Many
Only One

One to One to
Many Any Number
Many from X to Y
Zero to One

Cardinality Multiplicity
 PROCESS MODELING
OVERVIEW

Process Modeling is a standardized graphical model used to show how work is

carried out. It is a foundation for process analysis.

Used to describe a Business Process, System Process, and Program Process

Can be constructed on multiple levels, High (Enterprise or context) to Low

(Operational)

Used to define current state of process (as-is model) or potential future state (to-be
model)

Process model includes

• Participants
• Business Event (trigger)
• Steps or Activities
• Path
• Decision Points
• Result of the process
 PROCESS MODELING (contd.)
ELEMENTS

Flowcharts and
Value Stream
Mapping (VSM) Activity

Data Flow Role Event

SIPOC and Value Diagrams (DFD)
Stream Analysis and Unified
Types of Process Modeling Components
Language (UML) of Process
Models and
Notations Models

Directional
Link
Flow
Integrated
Definition (IDEF) Decision
Business Process
notation and Input,
Guide, Output,
Model and Point
Notation (BPMN)
Enabler (IGOE)
diagrams
 SCOPE MODELS
OVERVIEW

Scope Models define the nature of one or more limits or boundaries and
place elements inside or outside those boundaries.

Basis for
Elements may understanding
include the boundaries Scope of control
In-scope of

Scope of need
Out-of-scope

Scope of solution
Both

Scope of change
 SCOPE MODELS (contd.)
ELEMENTS

Objective

Scope of
change and
context

Level of detail

• Parent-child or
composition Relationship
subset
• Function
Responsibility
• Supplier Assumptions
Consumer
• Cause Effect
• Emergent Scope
Modeling
Results
 USE CASES AND SCENARIOS
OVERVIEW
Use cases and scenarios describe how a person or system interacts with the solution being
modeled to achieve a goal.
A use case describes several scenarios.

Use Cases Scenarios

A scenario describes just one way that an actor
can accomplish a particular goal.
Interaction
Goal
Primary Solution or
Actor Secondary actors

Use Case Diagrams

Use case diagrams are graphical representations

of the relationships between actors and one or
more use cases supported by the solution.

Actors or Solution
 USE CASES AND SCENARIOS (contd.)
ELEMENTS

Use Case
Diagram

• Name
• Goal
• Actors
Relationships • Preconditions
• Trigger
Use Case • Flow of Events
Description • Post-conditions

Extend Include
 USE CASE DIAGRAM
EXAMPLE
Cash Deposit Machine

Collect
Cash
System
Maintenance Generate
<<Extend>> Report

Administrator System
Reset
Health
System <<Include>> Check

Balance
Login Enquiry

Customer Transaction

Mini
Statement
Cash Bank
Pin
Deposit
Change
 USE CASE DESCRIPTION
EXAMPLE
Use Case ID Unique ID

Name Verb + Noun

Description Short Description

Goals Goal / Benefit of the use case

Actors Primary / Secondary / Supporting actors

Trigger Trigger point

Precondition Pre-condition

Main Flow Steps / Actions between two parties

Alternate Flow Alternate Flow

Post Conditions Post conditions once all steps executed / actions performed

Related Use Case Related Use Case IDs

Business Rules Business Rules ID

Frequency of How frequently it is triggered

occurrence

Notes Any other notes – Assumptions, Constraints, etc.

 SEQUENCE DIAGRAM
OVERVIEW

Sequence diagrams are used to model the logic of usage scenarios by showing the
information passed between the objects in the system through the execution of the
scenarios.

Shows how processes or objects interact during a Does not show how objects are related to each
scenario other

A Sequence Diagram
or Event Diagram

Shows how user interface components or The order of messages is represented in a

software components interact top-down and left-to-right sequence
 SEQUENCE DIAGRAM (contd.)
ELEMENTS

Objects or
Classes

Message
• Synchronous
Call Elements Lifeline
• Asynchronous
Call

Activation Box
 SEQUENCE DIAGRAM (contd.)
EXAMPLE

Token Account
Customer Banker
System Master

Request for Token

Token Issued

Display / Call Token

Number
Get Balance
Request for Demand Draft

Balance

Rejects if insufficient balance,

Issue Demand Draft if
sufficient balance
 STATE MODELING
OVERVIEW
A state modeling is used to describe and analyze the different possible states of an entity
within a system, how that entity changes from one state to another, and what can happen to
the entity when it is in each state.

A State Model describes

A set of possible states for an entity

The sequence of states that the entity can be in

How an entity changes from one state to another

The events and conditions that cause the entity to change states

The actions that can or must be performed by the entity in each state
 STATE MODELING (contd.)
ELEMENTS AND STAKEHOLDERS

State Initial State

State 1 State 2
Transition

State State State 3

Tables Elements Transition

State
Diagram
Final State

Stakeholder Any stakeholder

 Topic 7.2: Verify Requirements

Lesson 7: Solution Evaluation

 Purpose of the task

 Elements
 Guidelines and Tools
 Techniques
Defect per Unit
 Stakeholders
 VERIFY REQUIREMENTS
PURPOSE

The purpose of this task is to ensure that the requirements and the designs
specifications and models meet quality standards and are usable for the purpose.

High quality
model

High quality
specification

Input Focus of the Task Output

Requirements
Requirements
(specified and Verifying the requirements
(verified)
modeled)
 VERIFY REQUIREMENTS
ELEMENTS

Characteristics
of Requirements Verification
Checklists
and Designs Activities
Quality
 VERIFY REQUIREMENTS (contd.)
ELEMENTS

Characteristics
of Requirements Verification
Checklists
and Designs Activities
Quality

• Atomic
• Complete
• Consistent
• Concise
• Feasible
• Unambiguous
• Testable
• Prioritized
• Understandable
 VERIFY REQUIREMENTS (contd.)
ELEMENTS

Characteristics
of Requirements Verification
Checklists
and Designs Activities
Quality

• Performed iteratively
throughout the requirements
analysis process
• Requirements are verified for
the following:
• Compliance with
organizational standards
• Correct usage of
modeling notations and
templates
• Consistency between
models
• Understandable
terminology for
stakeholders
 VERIFY REQUIREMENTS (contd.)
ELEMENTS

Characteristics
of Requirements Verification
Checklists
and Designs Activities
Quality

• Used for quality control

when verifying
requirements or designs
• Include a set of quality
elements that business
analyst use to verify
requirements
 VERIFY REQUIREMENTS
GUIDELINES AND TOOLS — TECHNIQUES

Guidelines and Tools Requirements Life Cycle Management Tools

Techniques

Acceptance and Metrics and Key

Evaluation Item Tracking Performance Reviews
Criteria Indicators (KPIs)
 VERIFY REQUIREMENTS
REVIEWS — OVERVIEW

Reviews are used to evaluate the content of a work product.

An overview of the work Checklists and reference

product and review materials that can used by
objectives reviewers

Reviews
can include

Reviewing the work

product and documenting Verifying any rework
the findings
 VERIFY REQUIREMENTS
REVIEWS — ELEMENTS AND STAKEHOLDERS

Element
s

Objectives Techniques Participants

Formal Single issue

walkthrough review (also
Informal Pass
Inspection (also known known as Desk check Ad hoc
walkthrough around
as Team Technical
Review) Review)

Stakeholder Any stakeholder

 Topic 7.3: Validate Requirements

Lesson 7: Requirements Analysis and Design Definition

 Purpose of the task

 Elements
 Guidelines and Tools
 Techniques
Defect per Unit
 Stakeholders
 VALIDATE REQUIREMENTS
PURPOSE

Requirements validation is an ongoing process to ensure that the stakeholders,

solution, and transition requirements align to the business requirements.It also
validate the designs to ensure they satisfy the stated requirements.

TASK OUTPUT
INPUT
Requirements Validated
Specified and Modeled Validation Requirements
Requirements
 VALIDATE REQUIREMENTS (contd.)
ELEMENTS

Define
Evaluate
Identify Measurable
Alignment with
Assumptions Evaluation
Solution Scope
Criteria
VALIDATE REQUIREMENTS (contd.)
GUIDELINES AND TOOLS

Business Objectives

Future State Description

Potential Value

Solution Scope
 VALIDATE REQUIREMENTS (contd.)
TECHNIQUES AND STAKEHOLDERS
• Acceptance and Evaluation Criteria

• Document Analysis

• Financial Analysis

• Item Tracking

• Metrics and Key Performance Indicators (KPIs)

• Reviews

• Risk Analysis and Management

Stakeholder Any stakeholder

 Topic 7.4: Define Requirements Architecture

Lesson 7: Requirements Analysis and Design Definition

 Purpose of the task
 Elements
 Guidelines and Tools
 Techniques
Defect per Unit
 Stakeholders
 DEFINE REQUIREMENTS ARCHITECTURE
PURPOSE

The purpose of the Define Requirements Architecture task is to ensure that the
requirements collectively support one another to fully achieve the objectives.

INPUT TASK OUTPUT

• Information Management
Approach Define
• Requirements (any state) Requirements Architecture
Requirements
• Solution Scope Architecture
 DEFINE REQUIREMENTS ARCHITECTURE (contd.)
ELEMENTS

Relate and Business

Requirements
Template Verify Analysis
Viewpoints Completeness
Architecture Requirements Information
and Views
Relationships Architecture
 DEFINE REQUIREMENTS ARCHITECTURE (contd.)
ELEMENTS
A viewpoint is a set of conventions that define how the requirements will be represented and organized.

Relate and Business

Requirements
Template Verify Analysis
Viewpoints Completeness
Architecture Requirements Information
and Views
Relationships Architecture

The actual
requirements and
designs for a
Collection of
particular solution Views
from a specific
viewpoint

Requirements
Viewpoint Architecture for a
specific solution
 DEFINE REQUIREMENTS ARCHITECTURE (contd.)
ELEMENTS
An architectural framework is a collection of viewpoints that are standard across the industry, sector, or
organization.

Relate and Business

Requirements
Template Verify Analysis
Viewpoints Completeness
Architecture Requirements Information
and Views
Relationships Architecture

Architectural framework -
used as a template to start
defining the architecture
 DEFINE REQUIREMENTS ARCHITECTURE (contd.)
ELEMENTS

Relate and Business

Requirements
Template Verify Analysis
Viewpoints Completeness
Architecture Requirements Information
and Views
Relationships Architecture

An architecture helps ensuring

that a set of requirements is
complete
 DEFINE REQUIREMENTS ARCHITECTURE (contd.)
ELEMENTS

Relate and Business

Requirements
Template Verify Analysis
Viewpoints Completeness
Architecture Requirements Information
and Views
Relationships Architecture

• Defined
• Necessary
• Correct
• Unambiguous
• Consistent
 DEFINE REQUIREMENTS ARCHITECTURE (contd.)
ELEMENTS

Relate and Business

Requirements
Template Verify Analysis
Viewpoints Completeness
Architecture Requirements Information
and Views.
Relationships Architecture

Structure of the business

analysis information is known
as Information architecture
DEFINE REQUIREMENTS ARCHITECTURE (contd.)
GUIDELINES and TOOLS

Architecture
Management
Software

Legal /
Regulatory
Information

Methodologies
and
Frameworks
DEFINE REQUIREMENTS ARCHITECTURE (contd.)
TECHNIQUES

Functional
Decomposition

Workshops Data Modeling

Organizational
Interviews
Modeling

Scope
Modeling
DEFINE REQUIREMENTS ARCHITECTURE (contd.)
STAKEHOLDERS

Domain Subject
Matter Expert

Implementation
Any stakeholders Subject Matter
Expert

Stakeholders

Tester Project Manager

Sponsor
 Topic 7.5: Define Design Options

Lesson 7: Requirements Analysis and Design Definition

 Purpose of the task

 Elements
 Guidelines and Tools
 Techniques
 Stakeholders
 DEFINE DESIGN OPTIONS
PURPOSE

The purpose of this task is to define the solution approach, identify opportunities to improve the
business, allocate requirements across solution components, and represent design options.

INPUT TASK OUTPUT

• Change Strategy
• Requirements (validated, Design Options
prioritized) Define Design
Options
• Requirements
Architecture
 DEFINE DESIGN OPTIONS (contd.)
ELEMENTS

Identify
Define solution Requirements Describe
improvement
approaches allocation design options
opportunities
 DEFINE DESIGN OPTIONS (contd.)

ELEMENTS

Identify
Define solution Requirements Describe
improvement
approaches allocation design options
opportunities

• Create
• Purchase
• Combination of both
 DEFINE DESIGN OPTIONS (contd.)
ELEMENTS

Identify
Define solution Requirements Describe
improvement
approaches allocation design options
opportunities

• Increase efficiencies
• Improve access to
information
• Identify additional
capabilities
 DEFINE DESIGN OPTIONS (contd.)
ELEMENTS

Identify
Define solution Requirements Describe
improvement
approaches allocation design options
opportunities

The process of assigning

requirements to solution
components and releases
 DEFINE DESIGN OPTIONS (contd.)
ELEMENTS

Identify
Define solution Requirements Describe
improvement
approaches allocation design options
opportunities

• Design options are developed

considering the desired future
state
• Solution performance
measures are defined for each
solution option
 DEFINE DESIGN OPTIONS (contd.)
GUIDELINES and TOOLS

Existing Solutions Future State Description Requirements (traced)

Solution Scope
 DEFINE DESIGN OPTIONS (contd.)
TECHNIQUES

Root Cause
Brainstorming Document Analysis
Analysis

Benchmarking and Vendor

Interviews
Market Analysis Assessment

Lessons Learned Workshops

Survey and
Mind Mapping
Questionnaire
 VENDOR ASSESSMENT
OVERVIEW

A vendor assessment is used to determine the ability of a vendor to meet commitments

regarding the delivery and consistent provision of a product or service.

• Non-functional requirements can be used to define service levels expected.

• Certification from an independent authority may be requested.

• The assessment may be informal or formal through the submission of the following:
• A Request for Information (RFI)
• A Request for Quote (RFQ)
• A Request for Tender (RFT)
• A Request for Proposal (RFP)

• Organization standard, project complexity, and solution criticality may influence the level of formality.
 VENDOR ASSESSMENT (contd.)
ELEMENTS

Vendor
Knowledge Licensing and Vendor Market Terms and Experience,
and Expertise Pricing Models Position Conditions Reputation,
and Stability
 VENDOR ASSESSMENT (contd.)
ELEMENTS

Vendor
Knowledge Licensing and Vendor Market Terms and Experience,
and Expertise Pricing Models Position Conditions Reputation,
and Stability

Vendors can provide

knowledge and expertise
which are not available
within the organization.
 VENDOR ASSESSMENT (contd.)
ELEMENTS

Vendor
Knowledge Licensing and Vendor Market Terms and Experience,
and Expertise Pricing Models Position Conditions Reputation,
and Stability

These need to be
considered when a
solution or solution
component is purchased
from a third party.
 VENDOR ASSESSMENT (contd.)
ELEMENTS

Vendor
Knowledge Licensing and Vendor Market Terms and Experience,
and Expertise Pricing Models Position Conditions Reputation,
and Stability

Compare each vendor

with its competitors to
understand the market
position.
 VENDOR ASSESSMENT (contd.)
ELEMENTS

Vendor
Knowledge Licensing and Vendor Market Terms and Experience,
and Expertise Pricing Models Position Conditions Reputation,
and Stability

Investigate the vendor’s

licensing terms,
intellectual property
rights, and technology
 VENDOR ASSESSMENT (contd.)
ELEMENTS

Vendor
Knowledge Licensing and Vendor Market Terms and Experience,
and Expertise Pricing Models Position Conditions Reputation,
and Stability

Vendor’s experience with

other customers may
provide valuable
information
 DEFINE DESIGN OPTIONS (contd.)
STAKEHOLDERS

Domain Subject Matter Expert

Implementation Subject Matter Expert

Operational Support

Project Manager

Supplier
 Topic 7.6: Analyze Potential Value and Recommend Solution

Lesson 7: Requirements Analysis and Design Definition

 Purpose of the task

 Elements
 Guidelines and Tools
 Techniques
 Stakeholders
 ANALYZE POTENTIAL VALUE AND RECOMMEND SOLUTION
PURPOSE

The purpose of this task is to estimate the potential value for each design option and
establish which one is the most appropriate to meet the enterprise requirements.

INPUT TASK OUTPUT

• Potential value
• Design Options Analyze potential Solution recommendation
value and
recommend solution
 ANALYZE POTENTIAL VALUE AND RECOMMEND SOLUTION
ELEMENTS

Assess Design
Options and
Expected Benefits Expected Costs Determine Value
Recommend
Solution
 ANALYZE POTENTIAL VALUE AND RECOMMEND SOLUTION
ELEMENTS

Assess Design
Options and
Expected Benefits Expected Costs Determine Value
Recommend
Solution

Describe the positive

value that a solution is
intended to deliver to the
stakeholders
 ANALYZE POTENTIAL VALUE AND RECOMMEND SOLUTION
ELEMENTS

Assess Design
Options and
Expected Benefits Expected Costs Determine Value
Recommend
Solution

Include any potential

negative value
associated with a
solution
 ANALYZE POTENTIAL VALUE AND RECOMMEND SOLUTION
ELEMENTS

Assess Design
Options and
Expected Benefits Expected Costs Determine Value
Recommend
Solution

The potential value of a

solution is based on the
expected benefits and
costs.

The business analyst

considers the potential
value from the point of
view of the stakeholders.
 ANALYZE POTENTIAL VALUE AND RECOMMEND SOLUTION
ELEMENTS

Assess Design
Options and
Expected Benefits Expected Costs Determine Value
Recommend
Solution

• Available Resources
• Constraints on the
solution
• Dependencies
between requirements
• Proposed vendors
• Dependencies on
other initiatives
• Corporate culture
• Cash flow for
investment
ANALYZE POTENTIAL VALUE AND RECOMMEND SOLUTION
GUIDELINES AND TOOLS

Business Objectives

Current State Description

Future State Description

Risk Analysis Results

Solution Scope
 ANALYZE POTENTIAL VALUE AND RECOMMEND SOLUTION
TECHNIQUES

Business Model
Focus Groups Business Cases
Canvas

Metrics and Key

Backlog
Interviews Performance Estimation
Management
Indicators (KPIs)

Survey and Acceptance and

Financial Analysis SWOT Analysis
Questionnaire Evaluation Criteria

Risk Analysis and

Workshops Brainstorming Decision Analysis
Management
 ANALYZE POTENTIAL VALUE AND RECOMMEND SOLUTION
DECISION ANALYSIS — OVERVIEW

Decision analysis formally assesses a problem and possible decisions to determine the value
of alternate outcomes under conditions of uncertainty.

Decision Analysis Approach

Decision Value
Activities
 ANALYZE POTENTIAL VALUE AND RECOMMEND SOLUTION(contd.)
DECISION ANALYSIS — OVERVIEW

Decision analysis formally assesses a problem and possible decisions to determine the value
of alternate outcomes under conditions of uncertainty.

Decision Analysis Approach

Decision Value
Activities

Act of choosing a single

course of action from several
uncertain outcomes with
different values
 ANALYZE POTENTIAL VALUE AND RECOMMEND SOLUTION(contd.)
DECISION ANALYSIS — OVERVIEW

Decision analysis formally assesses a problem and possible decisions to determine the value
of alternate outcomes under conditions of uncertainty.

Decision Analysis Approach

Decision Value
Activities

Form of financial value,

scoring, or a relative ranking
depending on the approach,
level of uncertainty, quality of
information, and evaluation
criteria
 ANALYZE POTENTIAL VALUE AND RECOMMEND SOLUTION(contd.)
DECISION ANALYSIS — OVERVIEW

Decision analysis formally assesses a problem and possible decisions to determine the value
of alternate outcomes under conditions of uncertainty.

Decision Analysis Approach

Decision Value
Activities

Define problem statement

Define alternatives

Evaluate alternatives

Choose alternative to
implement

Implement choice
ANALYZE POTENTIAL VALUE AND RECOMMEND SOLUTION
DECISION ANALYSIS — ELEMENTS

Decision Matrix

Elements
ANALYZE POTENTIAL VALUE AND RECOMMEND SOLUTION
DECISION ANALYSIS — TOOLS AND TECHNIQUES

Pro versus Con Comparison Totally-partially-

considerations analysis not (TPN)

Multi-criteria Analytical
Force field
decision analysis hierarchy
analysis
(MCDA) process (AHP)

Computer-based
Decision tables Decision tree simulations and
algorithms
 ANALYZE POTENTIAL VALUE AND RECOMMEND SOLUTION
COMPONENTS OF DECISION ANALYSIS

Decision to be
made or problem Decision maker Alternative Decision criteria
statement

Decision matrix – a decision table where each criterion is evaluated for each
alternative and the total the number of criteria is matched for each alternate

Decision tree – a method of assessing the preferred outcome where multiple

sources of uncertainty may exist

Trade-offs – are relevant when a decision problem involves multiple

conflicting objectives
ANALYZE POTENTIAL VALUE AND RECOMMEND SOLUTION
STAKEHOLDERS

End User

Sponsor Customer

Domain Subject
Regulator
Matter Expert
STAKEHOLDER

Implementation
Project Manager Subject Matter
Expert
 KEY TAKEAWAYS
The Requirements Analysis and Design Definition knowledge area covers
the incremental and iterative activities ranging from the initial concept
and exploration of the need through the transformation of needs into a
Both requirements and designs are important. The main difference particular recommended solution.
between the requirements and designs is in how they are used and by
whom. Both may be high level or very detailed.

The form, level of details and what is being modeled are dependent on
the context, audience, and purpose.

Six tasks are performed in the Requirements Analysis and Design

Definition knowledge area. Elicitation results in any state are specified
and modeled, then verified and validated using business analysis
techniques.
Requirements architecture is used to structure all requirements and
designs considering the solution scope and information management
approach.
The business analyst defines design options based on the change strategy,
requirements architecture, and validated and prioritized requirements.

The most appropriate solution is recommended based on an evaluation of

all defined design options. Solution recommendation is further used as an
input to the task define change strategy.
Lesson 7: Business Analysis Planning and Monitoring
CASE STUDY EXERCISE

 Defect per Unit

 CASE STUDY
OVERVIEW
ABOUT BATONICS
• A leading international financial services company
• Established in 1990
• One of leading mutual funds business managing assets of a large investor base
• Solution options - diversified and sector specific equity schemes
• Has one of the largest team of research analysts in the industry
• Provides services through the distributors
• Industry is regulated by the regulators

Existing investment process

must be improved Investors are switching
to competitors

Poor performance in the

Unable to transact
last 6 months
online through website
and mobile interfaces

BATONICS - International
Financial Services
Company
 CASE STUDY
OVERVIEW – CURRENT STATE

Existing investor Lacks expertise to

needs to submit design and develop
transaction slips for advanced analytics
redemption and solution
additional purchases

BATONICS - International
Financial Services
Current analytics Company Website also has
models are based on distributed portal
limited parameters and with limited
data from limited functionality
sources
 CASE STUDY
OVERVIEW – FUTURE STATE

Fund Managers
Able to transact online proactively manage
for redemption and funds
additional investment

Distributor services
to investor
BATONICS - International improved using
Analytics models
Financial Services CRM capability and
based on multiple
Company Digital marketing
parameters
tools
 CASE STUDY
BUSINESS ANALYSIS ELICITATION ACTIVITIES

Specified and modeled the

requirements

Analyzed the requirements Verified the requirements

Validated the requirements

 CASE STUDY
BUSINESS ANALYSIS AND DESIGN ACTIVITIES

Identified solution options Analyzed potential value Recommended a solution

 CASE STUDY
EXERCISE
Questions Options
1 In the case study, which is the most important stakeholder while defining o Suppliers
design options? o Implementation SME
o Domain SME
o Project Manager

2 In the case study, which technique is likely to be used while defining solution o Vendor Assessment
options? o Workshop
o Brainstorming
o All of the above

3 In the case study, which technique is not likely to be used while specifying o Interface Analysis
and Modeling requirements? o Glossary
o Prototyping
o Brainstorming

4 Which of the following is not a likely factor to be considered while assessing o Available resources
each design options in the task “Analyze Potential Value and Recommend o Constraints on the solution
Solution”? o Dependencies between
requirements
o Stakeholder value
 CASE STUDY
ANSWERS
Questions Response

1 In the case study, which of the stakeholders is most important while defining Suppliers
design options?

2 In the case study, which technique is likely to be used while defining solution All of the above
options?

3 In the case study, which technique is not likely to be used while specifying and Brainstorming
Modeling requirements?

4 Which of the following is not a likely factor to be considered while assessing each Stakeholder Value
design options in the task “Analyze Potential Value and Recommend Solution”?
Quiz
QUIZ
To validate requirements, they must be _____.
1

a. Specified and Modeled

b. Prioritized

c. Approved

d. Verified
 QUIZ
To validate requirements, they must be _____.
1

a. Specified and Modeled

b. Prioritized

c. Approved

d. Verified

The correct answer is a.

Explanation: Requirements must be specified and modeled to validate requirements.
QUIZ
To verify requirements, they must be _____.
2

a. Specified and Modeled

b. Prioritized

c. Approved

d. Maintained
 QUIZ
To verify requirements, they must be _____.
2

a. Specified and Modeled

b. Prioritized

c. Approved

d. Maintained

The correct answer is a.

Explanation: Requirements must be specified and modeled to verify requirements.
QUIZ
Which techniques would be most useful when designing a new business process?
3

a. Business Rules Analysis, Data Flow Diagram, Metrics, and KPIs

b. Business Rules Analysis, Process Modeling, and State Diagram

c. Business Rules Analysis, Functional Decomposition, and Process Modeling

d. Data Flow Diagram, Interface Analysis, and Process Flow Diagram

 QUIZ
Which techniques would be most useful when designing a new business process?
3

a. Business Rules Analysis, Data Flow Diagram, Metrics, and KPIs

b. Business Rules Analysis, Process Modeling, and State Diagram

c. Business Rules Analysis, Functional Decomposition, and Process Modeling

d. Data Flow Diagram, Interface Analysis, and Process Flow Diagram

The correct answer is c.

Explanation: Business Rules Analysis, Functional Decomposition, and Process Modeling would be most useful when
designing a new business process. Business Rules analysis is necessary to ensure the new process enforces the correct
rules. Functional decomposition is useful for breaking down processes. Process modeling is used to describe new business
processes.
QUIZ
A use case diagram includes _____.
4

a. Actors, Use Cases, and Association

b. Users, Cases, and Diagrams

c. Features to be included in the system

d. System, Interfaces, and Use Cases

 QUIZ
A use case diagram includes _____.
4

a. Actors, Use Cases, and Association

b. Users, Cases, and Diagrams

c. Features to be included in the system

d. System, Interfaces, and Use Cases

The correct answer is a.

Explanation: A use case diagram includes Actors, Uses Cases and Association.
This concludes “Requirements Analysis and Design Definition.”

The next lesson is “Solution Evaluation.”

THANK YOU
CBAP® Exam Preparation Course
Lesson 8 – Solution Evaluation
 WHAT’S IN IT FOR ME

Measure solution performance

Analyze performance measures

Assess the limitations of the solution

Assess the limitations of an enterprise

Recommend actions to increase solution

value
 INTRODUCTION

The Solution Evaluation Knowledge area

Assesses the performance of an
enterprise solution

$$
Assesses the value delivered by the
enterprise solution

Business Analyst

 ACTION Recommends action for improving

the value
 SOLUTION EVALUATION
BUSINESS ANALYSIS VALUE SPECTRUM

Solution Evaluation
Requirements Analysis
Strategy Analysis and Design Definition

Potential Actual
Value Need Solution Requirements Design Proof of Concept Pilot Operating
Scope or Prototype release or Solution
Value
Beta
 SOLUTION EVALUATION
OVERVIEW

Recommend a change to be made either to the solution

or the enterprise in order to realize the potential value of a
Change
solution

Need Solution
Evaluate how the solution or solution
component is fulfiling the need Assess the performance of the solution

Elicit information from the stakeholders Consider the context in determining

about solution performance and value solution performance measures and
Stakeholder Context
delivery any limitations within the context

Value
Determine if the solution is delivering the
potential value and examine why value may not
be realized
 SOLUTION EVALUATION
INPUTS, TASKS, AND OUTPUT

1 4 5
2 3
Measure Assess Recommend
Analyze Assess
Solution Enterprise Actions to
Performance Solution
Performance Limitations Increase
Measures Limitations
Value
 SOLUTION EVALUATION (contd.)
INPUTS, TASKS, AND OUTPUT

• Business Objectives
• Implemented solution
(External)
I
N
P
U
T
S

1 2 3 4 5
Measure Analyze Assess Assess Recommend
O Enterprise
Solution Performance Solution Actions to
U Limitations
Performance Measures Limitations Increase
T
Solution Value
P
U
T
Solution performance
measure
 SOLUTION EVALUATION (contd.)
INPUTS, TASKS, AND OUTPUT

• Potential value
• Solution performance
I measures
N
P
U
T
S

1 2 3 4 5
Measure Analyze Assess Assess Recommend
Solution O Performance Solution Enterprise Actions to
Performance U Measures Limitations Limitations Increase
T Solution Value
P
U
T
Solution performance
analysis
 SOLUTION EVALUATION (contd.)
INPUTS, TASKS, AND OUTPUT

• Implemented solution
• Solution performance
I analysis
N
P
U
T
S

1 2 3 4 5
Measure Analyze Assess Assess Recommend
Solution Performance O Solution Enterprise Actions to
Performance Measures U Limitations Limitations Increase
T Solution Value
P
U
T

Solution limitation
 SOLUTION EVALUATION (contd.)
INPUTS, TASKS, AND OUTPUT
• Implemented solution
• Solution performance
analysis
I • Current state description
N
P
U
T
S

1 2 4 5
Measure Analyze 3 Assess Recommend
Solution Performance Assess O Enterprise Actions to
Performance Measures Solution U Limitations Increase
Limitations T Solution Value
P
U
T

Enterprise limitation
 SOLUTION EVALUATION (contd.)
INPUTS, TASKS, AND OUTPUT

• Solution limitation
• Enterprise limitation
I
N
P
U
T
S

1 2 5
Measure Analyze 3 4 Recommend
Assess O
Solution Performance Assess Actions to
Enterprise U
Performance Measures Solution Increase
Limitations T
Limitations P Solution Value
U
T

Recommend actions
 Topic 8.1: Measure Solution Performance

Lesson 8: Solution Evaluation

 Purpose
 Elements
 Guidelines
Defect per and
Unit Tools
 Techniques
 Stakeholders
 MEASURE SOLUTION PERFORMANCE
PURPOSE

Define performance measures

 Use the data collected to evaluate the effectiveness of a

solution

1
Measure
Solution
Performance Select a measure based on the solution and the context

Assess solution performance through KPIs

 MEASURE SOLUTION PERFORMANCE (contd.)
PURPOSE

• Business Objectives Business objectives provide measureable results that the enterprise wants to
achieve.
• Implemented
solution (External)
I The implemented solution or solution components may be in any form.
N
P
U
T
S

1
Measure
O Solution
U Performance
T
P
U
T
Solution performance
measure
 MEASURE SOLUTION PERFORMANCE
ELEMENTS

1
Measure
Solution
Performance
 
DEFINE VALIDATE COLLECT

Solution performance measures

• Include:
o Business goals
o Objectives
o Processes
• Can be:
o Quantitative – Numerical
or countable
o Qualitative - Subjective
o Both
 MEASURE SOLUTION PERFORMANCE (contd.)
ELEMENTS

1
Measure
Solution
Performance
 
DEFINE VALIDATE COLLECT

Validate performance measures:

• The Solution Performance

measures are validated with
the stakeholders.

• The decision on the measure

to be used resides with the
sponsor.
 MEASURE SOLUTION PERFORMANCE (contd.)
ELEMENTS

1
Measure
Solution
Performance
 
DEFINE VALIDATE COLLECT

To collect performance measures:

• Consider volume or sample

size

• Consider frequency and timing

 MEASURE SOLUTION PERFORMANCE
GUIDELINES AND TOOLS

The business analyst may use the following guidelines and tools.

Help determine value of the

Requirements (Validated) solution

Sets the boundaries to

1 Solution Scope measure and evaluate
Measure
Solution
Performance
Provides expected potential
Future State Description value

 Change Strategy
Used to implement potential
value
 MEASURE SOLUTION PERFORMANCE
TECHNIQUES

There are 13 techniques for measuring solution performance.

 Used to define measures, acceptance levels, and outcome of the solution

1. Acceptance and Evaluation Criteria

1
Measure
Solution
Performance 2. Benchmarking and Market Analysis

3. Non-Functional Requirements
Analysis

4. Use Cases and Scenarios

 MEASURE SOLUTION PERFORMANCE (contd.)
TECHNIQUES

There are 13 techniques for measuring solution performance.

Used to define performance measures for a proposed solution

5. Business Cases
1
Measure
Solution
Performance
 MEASURE SOLUTION PERFORMANCE (contd.)
TECHNIQUES

There are 13 techniques for measuring solution performance.

Used to collect large amounts of data about solution performance

6. Data Mining
1
Measure
Solution
Performance
 MEASURE SOLUTION PERFORMANCE (contd.)
TECHNIQUES

There are 13 techniques for measuring solution performance.

Used to help stakeholders take decisions on ways to measure solution

performance

7. Decision Analysis
1
Measure
Solution
Performance
 MEASURE SOLUTION PERFORMANCE (contd.)
TECHNIQUES

There are 13 techniques for measuring solution performance.

Used to gather opinions, feedback, and attitudes toward solution performance

8. Observations
1
Measure
Solution
Performance
9. Surveys and Questionnaires

10. Focus Groups

 MEASURE SOLUTION PERFORMANCE (contd.)
TECHNIQUES

There are 13 techniques for measuring solution performance.

Used to simulate the solution in order to determine solution performance

11. Prototyping
1
Measure
Solution
Performance
 MEASURE SOLUTION PERFORMANCE (contd.)
TECHNIQUES

There are 13 techniques for measuring solution performance.

Used to measure solution performance

12. Metrics and Key Performance Indicators

1
Measure
Solution
Performance
 MEASURE SOLUTION PERFORMANCE (contd.)
TECHNIQUES

There are 13 techniques for measuring solution performance.

Used to evaluate and select performance measures of vendors that must be

included in the solution performance assessment

13. Vendor Assessment

1
Measure
Solution
Performance
 MEASURE SOLUTION PERFORMANCE
STAKEHOLDERS

Project Manager
Domain SME

End User Sponsor

1
Measure
Solution
Performance

Business Analyst
Customer Regulator
 MEASURE SOLUTION PERFORMANCE (contd.)
STAKEHOLDERS

Project Manager
Domain SME

End User Sponsor

Provide
feedback

Business Analyst
Customer Regulator
 MEASURE SOLUTION PERFORMANCE (contd.)
Provides
STAKEHOLDERS
potential
measures

Project Manager
Domain SME

End User Sponsor

Business Analyst
Customer Regulator
 MEASURE SOLUTION PERFORMANCE (contd.)
STAKEHOLDERS
Maintains schedules
and executes
performance tasks

Domain SME Project Manager

End User Sponsor

Business Analyst
Customer Regulator
 MEASURE SOLUTION PERFORMANCE (contd.)
STAKEHOLDERS

Project Manager
Domain SME

Approves
End User Sponsor measures

Business Analyst
Customer Regulator
 MEASURE SOLUTION PERFORMANCE (contd.)
STAKEHOLDERS

Project Manager
Domain SME

End User Sponsor

Prescribes
constraints and
Business Analyst guidelines
Customer Regulator
 Topic 8.2: Analyze Performance Measures

Lesson 8: Solution Evaluation

 Purpose
 Elements
 Guidelines and Tools
Defect per Unit
 Techniques
 Stakeholders
 ANALYZE PERFORMANCE MEASURES
PURPOSE
Analyze
Provide collected
insights into measures to
the derive
performance actionable
of the solution items
Consider
enterprise
goals and
objectives

2
Analyze
Performance
Measures
Consider the
risk
associated
with the
Consider Consider the solution
other stated risk tolerance
targets of the
enterprise and
stakeholders
 ANALYZE PERFORMANCE MEASURES
PURPOSE

• Potential value
• Solution performance
I measures
N
P
U
T
S

2 Potential value can be used as a benchmark against which

Analyze solution performance can be evaluated.
O Performance
U Measures
T
P
U
T
Solution performance
analysis
 ANALYZE PERFORMANCE MEASURES
ELEMENTS

2
Analyze
Performance
Measures
    
SOLUTION PERFORMANCE PERFORMANCE
RISKS TRENDS ACCURACY
Vs VARIANCES
DESIRED VALUE

The business analyst

assesses the performance of
the solution and helps
stakeholders understand its
value.
 ANALYZE PERFORMANCE MEASURES (contd.)
ELEMENTS

2
Analyze
Performance
Measures
    
SOLUTION PERFORMANCE PERFORMANCE
RISKS TRENDS ACCURACY
Vs. VARIANCES
DESIRED VALUE

New risks may be uncovered

while assessing solution
performance and must be
managed.
 ANALYZE PERFORMANCE MEASURES (contd.)
ELEMENTS

2
Analyze
Performance
Measures
    
SOLUTION PERFORMANCE PERFORMANCE
RISKS TRENDS ACCURACY
Vs. VARIANCES
DESIRED VALUE

The data collection period is

an important factor to be
considered when analyzing
performance data.
 ANALYZE PERFORMANCE MEASURES (contd.)
ELEMENTS

2
Analyze
Performance
Measures
    
SOLUTION PERFORMANCE PERFORMANCE
RISKS TRENDS ACCURACY
Vs. VARIANCES
DESIRED VALUE

The results of performance

measures should be
reproducible and repeatable to
ensure accuracy.
 ANALYZE PERFORMANCE MEASURES (contd.)
ELEMENTS

2
Analyze
Performance
Measures
    
SOLUTION PERFORMANCE PERFORMANCE
RISKS TRENDS ACCURACY
Vs. VARIANCES
DESIRED VALUE

Variance is the difference

between expected and actual
performance.
To understand the causes of
variance, root cause analysis
must be performed.
 ANALYZE PERFORMANCE MEASURES
GUIDELINES AND TOOLS

The business analyst may use the following guidelines and tools.

Sets the boundaries to

Solution Scope measure and evaluate

2 Provides expected potential

Analyze Future State Description value
Performance
Measures
Used to implement potential
Change Strategy value

 Risk Analysis Results

Provide overall level of risk
and planned risk responses
 ANALYZE PERFORMANCE MEASURES
TECHNIQUES

There are 9 techniques for analyzing performance measures.

 Used to determine the expected value of a solution

1. Interviews
2
Analyze
Performance
Measures 2. Surveys and Questionnaires
 ANALYZE PERFORMANCE MEASURES (contd.)
TECHNIQUES

There are 9 techniques for analyzing performance measures.

Used to determine risks, trends, and variance

2 3. Benchmarking and Market Analysis

Analyze
Performance
Measures
4. Data Mining
 ANALYZE PERFORMANCE MEASURES (contd.)
TECHNIQUES

There are 9 techniques for analyzing performance measures.

 Used to identify, analyze, and develop a risk response plan

2 5. Risk Analysis and Management

Analyze
Performance
Measures
 ANALYZE PERFORMANCE MEASURES (contd.)
TECHNIQUES

There are 9 techniques for analyzing performance measures.

Used to define acceptable solution performance through acceptance criteria

2 6. Acceptance and Evaluation Criteria

Analyze
Performance
Measures
 ANALYZE PERFORMANCE MEASURES (contd.)
TECHNIQUES

There are 9 techniques for analyzing performance measures.

 Used to determine how well a solution contributes to goals

2 7. Metrics and Key Performance Indicators

Analyze
Performance
Measures
 ANALYZE PERFORMANCE MEASURES (contd.)
TECHNIQUES

There are 9 techniques for analyzing performance measures.

To observe a solution in action

2 8. Observations
Analyze
Performance
Measures
 ANALYZE PERFORMANCE MEASURES (contd.)
TECHNIQUES

There are 9 techniques for analyzing performance measures.

Used to determine causes of performance variance

2 9. Root Cause Analysis

Analyze
Performance
Measures
 ANALYZE PERFORMANCE MEASURES
DATA MINING

Data Mining:
• Is an analytical process of examining large amounts of data from different perspectives.
• Results describe the underlying patterns and relationships in the data.
• Is used to improve decision making by finding insights from data.

Descriptive Enables finding patterns in a set of data

 Diagnostic Shows why a pattern exists in a set of data

DATA MINING

Enables calculating the probability of a

Predictive
particular scenario occurring in the future
 ANALYZE PERFORMANCE MEASURES
DATA MINING – STRENGTHS AND LIMITATIONS

Strengths Limitations


• Requires specialized
DATA MINING Can reveal hidden patterns knowledge
and can provide insights • Applying techniques without
during analysis understanding them may
result in erroneous
judgements during analysis
 ANALYZE PERFORMANCE MEASURES
DATA MINING - PROCESS

 Requirements
Elicitation
Data
Preparation
Data
Analysis
Deployment

DATA MINING
PROCESS
• Data mining is performed for identified
business decisions or in a functional area.

• A decision modeling technique is used as

a top-down data mining strategy.

• A pattern discovery exercise is used as a

bottom-up data mining strategy.
 ANALYZE PERFORMANCE MEASURES (contd.)
DATA MINING - PROCESS

 Requirements
Elicitation
Data
Preparation
Data
Analysis
Deployment

DATA MINING
PROCESS
• Data mining tools work on analytical data
sets.

• Therefore, data sets must contain data of

appropriate types, volume, and quality.
 ANALYZE PERFORMANCE MEASURES (contd.)
DATA MINING - PROCESS

 Requirements
Elicitation
Data
Preparation
Data
Analysis
Deployment

DATA MINING
PROCESS
• A wide variety of statistical measures are
applied and visualization tools are used.

• Examples of tools used:

o Classification and Regression Trees
o C5
o Linear and Logistic Regression
o Neural Networks
o Support sector Machines
o Predictive Scorecards
 ANALYZE PERFORMANCE MEASURES (contd.)
DATA MINING - PROCESS

 Requirements
Elicitation
Data
Preparation
Data
Analysis
Deployment

DATA MINING
PROCESS
• Models must be deployed to be useful.

• Models support human decision-making

processes or automated decision-making
systems.
 ANALYZE PERFORMANCE MEASURES
STAKEHOLDERS

Project Manager

2
Analyze
Performance Domain SME
Measures
Business Analyst

Sponsor
 ANALYZE PERFORMANCE MEASURES (contd.)
STAKEHOLDERS

Project Manager

2
Analyze
Performance Domain SME
Measures Identify risks
Business Analyst and provide
insights into
the data

Sponsor
 ANALYZE PERFORMANCE MEASURES (contd.)
STAKEHOLDERS

Responsible
for risk
management
and may
Project Manager
participate in
risk analysis

2
Analyze
Performance Domain SME
Measures
Business Analyst

Sponsor
 Topic 8.3: Assess Solution Limitations

Lesson 8: Solution Evaluation

 Purpose
 Elements
 Guidelines and Tools
Defect per Unit
 Techniques
 Stakeholders
 ASSESS SOLUTION LIMITATIONS
PURPOSE

• Implemented solution
• Solution performance
I analysis
N
P
U
T The purpose of the task is to determine factors internal to the
S solution that restrict the full realization of its value.


3
O
U
T
Assess
Solution
Limitations

P
U
T

Solution limitation
 ASSESS SOLUTION LIMITATIONS
ELEMENTS

3
Assess

Solution INVESTIGATE
ASSESS
Limitations IDENTIFY INTERNAL SOLUTION SOLUTION
IMPACT
COMPONENT DEPENDENCIES PROBLEMS

A solution may have internal

dependencies that limit the
performance of the entire
solution.
 ASSESS SOLUTION LIMITATIONS (contd.)
ELEMENTS

3
Assess

Solution
INVESTIGATE ASSESS
Limitations IDENTIFY INTERNAL SOLUTION IMPACT
SOLUTION
COMPONENT DEPENDENCIES PROBLEMS

Problems must be analyzed to

identify their source.
 ASSESS SOLUTION LIMITATIONS (contd.)
ELEMENTS

3
Assess

Solution
Limitations IDENTIFY INTERNAL SOLUTION INVESTIGATE ASSESS
COMPONENT DEPENDENCIES SOLUTION IMPACT
PROBLEMS

Identified problems must be

assessed to evaluate their effect
on the solution’s capability to
deliver potential value.
 ASSESS SOLUTION LIMITATIONS
GUIDELINES AND TOOLS

The business analyst may use the following guidelines and tools.

Sets the boundaries to

Solution Scope measure and evaluate

Used to implement potential

3 Change Strategy value
Assess
Solution
Limitations
Provide overall level of risk
Risk Analysis Results and planned risk responses


 ASSESS SOLUTION LIMITATIONS
TECHNIQUES

There are 11 techniques for assessing solution limitations.

Used to see up to what level the solution meets the defined acceptance criteria

3 1. Acceptance and Evaluation Criteria

Assess
Solution
Limitations
 ASSESS SOLUTION LIMITATIONS (contd.)
TECHNIQUES

There are 11 techniques for assessing solution limitations.

 Used to see if other organizations are experiencing similar solution challenges

3 2. Benchmarking and Market Analysis

Assess
Solution
Limitations
 ASSESS SOLUTION LIMITATIONS (contd.)
TECHNIQUES

There are 11 techniques for assessing solution limitations.

 Used to illustrate current business rules and decisions, and the changes required
to achieve the potential value of the change

3 3. Business rules Analysis

Assess
Solution
Limitations

4. Decision Analysis
 ASSESS SOLUTION LIMITATIONS (contd.)
TECHNIQUES

There are 11 techniques for assessing solution limitations.

Used to identify the factors constraining the solution

3 5. Data Mining
Assess
Solution
Limitations
 ASSESS SOLUTION LIMITATIONS (contd.)
TECHNIQUES

There are 11 techniques for assessing solution limitations.

 Help in performing problem analysis

3 6. Interviews
Assess
Solution
Limitations

7. Surveys and Questionnaires

 ASSESS SOLUTION LIMITATIONS (contd.)
TECHNIQUES

There are 11 techniques for assessing solution limitations.

Used to identify underlying causes of the solution problems

3 8. Root Cause Analysis

Assess
Solution
Limitations
 ASSESS SOLUTION LIMITATIONS (contd.)
TECHNIQUES

There are 11 techniques for assessing solution limitations.

 Used to record stakeholder concerns on why the solution is not meeting potential
value

3 9. Item Tracking
Assess
Solution
Limitations
 ASSESS SOLUTION LIMITATIONS (contd.)
TECHNIQUES

There are 11 techniques for assessing solution limitations.

 Used to identify what can be learned from the previous stages of solution
development

3 10. Lessons Learned

Assess
Solution
Limitations
 ASSESS SOLUTION LIMITATIONS (contd.)
TECHNIQUES

There are 11 techniques for assessing solution limitations.

 Used to identify, analyze, and manage the risks related to potential limitations of
the solution.

3 11. Risk Analysis and Management

Assess
Solution
Limitations
 ASSESS SOLUTION LIMITATIONS
STAKEHOLDERS

Regulator
Domain SME

End User Sponsor

3
Assess
Solution
Limitations

Business Analyst
Customer Tester
 ASSESS SOLUTION LIMITATIONS (contd.)
STAKEHOLDERS

Regulator
Domain SME

End Users Sponsor

Review and
provide
feedback

Business Analyst
Customer Tester
 ASSESS SOLUTION LIMITATIONS (contd.)
STAKEHOLDERS
Identifies the potential
limitations to realization of
the solution’s value

Regulator
Domain SME

End Users Sponsor

Business Analyst
Customer Tester
 ASSESS SOLUTION LIMITATIONS (contd.)
STAKEHOLDERS
Is consulted about the
planning and potential
value of a solution

Regulator
Domain SME

End Users Sponsor

Business Analyst
Customer Tester
 ASSESS SOLUTION LIMITATIONS (contd.)
STAKEHOLDERS

Regulator
Domain SME Approves the
potential value
and the change
End Users Sponsor to the potential
value

Business Analyst
Customer Tester
 ASSESS SOLUTION LIMITATIONS (contd.)
STAKEHOLDERS

Regulator
Domain SME

End Users Sponsor

Identifies solution
problems during
Business Analyst construction and
Customer Tester
implementation
 Topic 8.4: Assess Enterprise Limitations

Lesson 8: Solution Evaluation

 Purpose
 Elements
 Guidelines and Tools
Defect per Unit
 Techniques
 Stakeholders
 ASSESS ENTERPRISE LIMITATIONS
PURPOSE
• Current state description
• Implemented or constructed
solution (external)
I
• Solution performance analysis
N
P
U
T The purpose of the task is to determine how factors external to the
S solution are restricting value realization.
4
Assess

 
Enterprise
O Limitations
U
T
P
U
T

Enterprise limitation
 ASSESS ENTERPRISE LIMITATIONS
ELEMENTS

4
Assess
Enterprise

Limitations ORGANIZATION
ENTERPRISE CULTURE STAKEHOLDER OPERATIONAL
STRUCTURE
ASSESSMENT IMPACT ANALYSIS ASSESSMENT
CHANGES

This element is used to

determine the cultural changes
required to better realize value
from a solution.
 ASSESS ENTERPRISE LIMITATIONS (contd.)
ELEMENTS

4
Assess
Enterprise

Limitations ORGANIZATION
ENTERPRISE CULTURE STAKEHOLDER OPERATIONAL
STRUCTURE
ASSESSMENT IMPACT ANALYSIS ASSESSMENT
CHANGES

This element provides

information on how the solution
will affect a particular
stakeholder group.
 ASSESS ENTERPRISE LIMITATIONS (contd.)
ELEMENTS

4
Assess
Enterprise

Limitations ORGANIZATION
ENTERPRISE CULTURE STAKEHOLDER OPERATIONAL
STRUCTURE
ASSESSMENT IMPACT ANALYSIS ASSESSMENT
CHANGES

This element helps a business

analyst assess how the
organization structure will be
impacted by a solution.
 ASSESS ENTERPRISE LIMITATIONS (contd.)
ELEMENTS

4
Assess
Enterprise

Limitations ORGANIZATION
ENTERPRISE CULTURE STAKEHOLDER OPERATIONAL
STRUCTURE
ASSESSMENT IMPACT ANALYSIS ASSESSMENT
CHANGES

This element helps to determine

if the enterprise will be able to
adapt or effectively use a
solution.
 ASSESS ENTERPRISE LIMITATIONS
GUIDELINES AND TOOLS
The business analyst may use the following guidelines and tools.

Help determine solution

Business Objectives performance

Sets the boundaries to

Solution Scope measure and evaluate

4 Provides expected potential

Future State Description value
Assess
Enterprise
Limitations
Used to implement potential
Change Strategy value

 Risk Analysis Results

Provide overall level of risk
and planned risk responses
 ASSESS ENTERPRISE LIMITATIONS
TECHNIQUES

There are 18 techniques for assessing enterprise limitations.

 Help in identifying organizational gaps or stakeholder concerns

1. Brainstorming

4
Assess
Enterprise 2. Interviews
Limitations

3. Surveys or Questionnaires

4. Workshops
 ASSESS ENTERPRISE LIMITATIONS (contd.)
TECHNIQUES

There are 18 techniques for assessing enterprise limitations.

 Used to understand the organization structure, its culture, and its operations

4 5. Document Analysis
Assess
Enterprise
Limitations
 ASSESS ENTERPRISE LIMITATIONS (contd.)
TECHNIQUES

There are 18 techniques for assessing enterprise limitations.

1 2
Used to identify possible opportunities to improve solution performance
5 3
4

4 6. Process Analysis
Assess
Enterprise
Limitations
 ASSESS ENTERPRISE LIMITATIONS (contd.)
TECHNIQUES

There are 18 techniques for assessing enterprise limitations.

Used to illustrate current or changed business processes to achieve the potential

value of the solution

4 7. Process Modeling
Assess
Enterprise
Limitations
 ASSESS ENTERPRISE LIMITATIONS (contd.)
TECHNIQUES

There are 18 techniques for assessing enterprise limitations.

 Used to assist in making decisions under uncertain conditions

4 8. Decision Analysis
Assess
Enterprise
Limitations
 ASSESS ENTERPRISE LIMITATIONS (contd.)
TECHNIQUES

There are 18 techniques for assessing enterprise limitations.

Used to identify the underlying causes of enterprise limitations

4 9. Root Cause Analysis

Assess
Enterprise
Limitations
 ASSESS ENTERPRISE LIMITATIONS (contd.)
TECHNIQUES

There are 18 techniques for assessing enterprise limitations.

Used to ensure that issues identified during assessments are tracked and resolved

4 10. Item Tracking

Assess
Enterprise
Limitations
 ASSESS ENTERPRISE LIMITATIONS (contd.)
TECHNIQUES

There are 18 techniques for assessing enterprise limitations.

 Used to identify previous initiatives and enterprise interactions with the solution

4 11. Lessons Learned

Assess
Enterprise
Limitations
 ASSESS ENTERPRISE LIMITATIONS (contd.)
TECHNIQUES

There are 18 techniques for assessing enterprise limitations.

Used to identify, analyze, and manage the risks related to potential limitations of
! the enterprise

4 12. Risk Analysis and Management

Assess
Enterprise
Limitations
 ASSESS ENTERPRISE LIMITATIONS (contd.)
TECHNIQUES

There are 18 techniques for assessing enterprise limitations.

Used to identify existing enterprise interactions

4 13. Benchmarking and Market Analysis

Assess
Enterprise
Limitations
 ASSESS ENTERPRISE LIMITATIONS (contd.)
TECHNIQUES

There are 18 techniques for assessing enterprise limitations.

Used to identify the factors constraining the performance of the solution

4 14. Data Mining

Assess
Enterprise
Limitations
 ASSESS ENTERPRISE LIMITATIONS (contd.)
TECHNIQUES

There are 18 techniques for assessing enterprise limitations.

Used to observe the interactions between the enterprise and the solution

4 15. Observations
Assess
Enterprise
Limitations
 ASSESS ENTERPRISE LIMITATIONS (contd.)
TECHNIQUES

There are 18 techniques for assessing enterprise limitations.

Used to identify the required changes to the organization’s structure

4 16. Organizational Modeling

Assess
Enterprise
Limitations
 ASSESS ENTERPRISE LIMITATIONS (contd.)
TECHNIQUES

There are 18 techniques for assessing enterprise limitations.

Used to determine stakeholder roles and permissions

4 17. Roles and Permissions Matrix

Assess
Enterprise
Limitations
 ASSESS ENTERPRISE LIMITATIONS (contd.)
TECHNIQUES

There are 18 techniques for assessing enterprise limitations.

S W Used to demonstrate how a change will help the organization maximize its
O T strengths and minimize its weaknesses

4 18. SWOT Analysis

Assess
Enterprise
Limitations
 ASSESS ENTERPRISE LIMITATIONS
ROLES AND PERMISSIONS MATRIX
Roles

Purchase

Purchase

Accounts

Accounts
Manager

Manager
Roles and

Officer

Officer

Officer
Stores
Permissions Matrix

Create Account
X X
Modify Account
X
Create Organization
Activities X
Create Order
X X
Edit Order
X X
View Order
X X X X X

• Is used to ensure that all the activities are covered by delineating

responsibilities and identifying roles
• Provides procedural checks and balances and data security
 ASSESS ENTERPRISE LIMITATIONS
ROLES AND PERMISSIONS MATRIX - ELEMENTS

To create the Roles and Permissions Matrix, the business analyst needs to perform the following:

Identify Roles Identify Authorities

• Organizational models • Identify the level of authority

• Job descriptions for each role
• User guides • Delegations
• Procedural manuals • Inheritance

Identify Activities

• Functional decomposition
• Process modeling
• RACI Matrix
• CRUD Matrix
 ASSESS ENTERPISE LIMITATIONS
STAKEHOLDERS

Domain SME

End Users Regulator

4
Assess
Enterprise
Limitations
Business Analyst
Customer
Sponsor
 ASSESS ENTERPISE LIMITATIONS (contd.)
STAKEHOLDERS

Domain SME

End Users Regulator

May interact with

the organization
in the use of the Business Analyst
Customer
solution
Sponsor
 ASSESS ENTERPISE LIMITATIONS (contd.)
STAKEHOLDERS

May be
Domain SME
customers or
employees
End Users Regulator

Business Analyst
Customer
Sponsor
 ASSESS ENTERPISE LIMITATIONS (contd.)
STAKEHOLDERS

May provide inputs on

how the organization
interacts with the solution

Domain SME

End Users Regulator

Business Analyst
Customer
Sponsor
 ASSESS ENTERPISE LIMITATIONS (contd.)
STAKEHOLDERS

Domain SME May have unique

inputs to
organizational
End Users Regulator assessment

Business Analyst
Customer
Sponsor
 ASSESS ENTERPISE LIMITATIONS (contd.)
STAKEHOLDERS

Domain SME

End Users Regulator

Authorizes and
Business Analyst ensures funding
Customer for solution
Sponsor delivery
Topic 8.5: Recommend Actions to increase Solution Value

Lesson 8: Solution Evaluation

 Purpose
 Elements
 Guidelines and tools
Defect per Unit
 Techniques
 Stakeholders
 RECOMMEND ACTIONS TO INCREASE SOLUTION VALUE
PURPOSE

• Solution limitations
• Enterprise limitations
I
N
P
The purpose of the task is to:
U
T
• enable identifying factors causing the gap between potential
S
value and actual value.
5 • identify alternatives to improve solution performance and value
Recommend realization.
Actions to
O
Increase
U


Solution


T
Value
P
U
T

Recommended actions
 RECOMMEND ACTIONS TO INCREASE SOLUTION VALUE
ELEMENTS

5
Recommend
Actions to

Increase
Solution PROVIDE FACTORS IMPACT
ADJUST SOLUTION
Value PERFORMANCE MEASURES RECOMMENDATIONS DECISIONS

The business analyst defines

appropriate measures when the
solution performance is not
supporting business goals and
objectives.
 RECOMMEND ACTIONS TO INCREASE SOLUTION VALUE (contd.)
ELEMENTS

5
Recommend
Actions to

Increase
Solution PROVIDE FACTORS IMPACT
ADJUST SOLUTION
Value PERFORMANCE MEASURES RECOMMENDATIONS DECISIONS

To increase solution performance,

recommendations may include:
• Do nothing
• Make an organizational change
• Reduce complexity of interfaces
• Eliminate redundancy
• Avoid waste
• Identify additional capabilities
• Retire the solution
 RECOMMEND ACTIONS TO INCREASE SOLUTION VALUE (contd.)
ELEMENTS

5
Recommend
Actions to

Increase
Solution PROVIDE FACTORS IMPACT
ADJUST SOLUTION
Value PERFORMANCE MEASURES RECOMMENDATIONS DECISIONS

Factors that impact the decision:

• Ongoing cost versus initial investment

• Opportunity cost

• Necessity

• Sunk cost
 RECOMMEND ACTIONS TO INCREASE SOLUTION VALUE
GUIDELINES AND TOOLS

The business analyst may use the following guidelines and tools.

Help determine solution

Business Objectives performance

5
Recommend Sets the boundaries to
Actions to Solution Scope measure and evaluate
Increase
Solution
Value
Provides the context in which
Current State Description work needs to be completed


 RECOMMEND ACTIONS TO INCREASE SOLUTION VALUE
TECHNIQUES

There are 9 techniques for recommending actions to increase solution value.

Used to identify the factors constraining the performance of the solution

5
Recommend 1. Data Mining
Actions to
Increase
Solution
Value
 RECOMMEND ACTIONS TO INCREASE SOLUTION VALUE (contd.)
TECHNIQUES

There are 9 techniques for recommending actions to increase solution value.

Used to make decisions under conditions of uncertainty

5
Recommend 2. Decision Analysis
Actions to
Increase
Solution
Value
 RECOMMEND ACTIONS TO INCREASE SOLUTION VALUE (contd.)
TECHNIQUES

There are 9 techniques for recommending actions to increase solution value.

1 2
Used to identify possible opportunities to improve performance
5 3
4

5
Recommend 3. Process Analysis
Actions to
Increase
Solution
Value
 RECOMMEND ACTIONS TO INCREASE SOLUTION VALUE (contd.)
TECHNIQUES

There are 9 techniques for recommending actions to increase solution value.

 Used to assess the potential costs and benefits of a change

5
Recommend 4. Financial Analysis
Actions to
Increase
Solution
Value
 RECOMMEND ACTIONS TO INCREASE SOLUTION VALUE (contd.)
TECHNIQUES

There are 9 techniques for recommending actions to increase solution value.

Used to gather opinions, feedback, and attitudes to determine if value has been
met or exceeded

5
Recommend 5. Focus Groups
Actions to
Increase
Solution
Value
6. Surveys and Questionnaires
 RECOMMEND ACTIONS TO INCREASE SOLUTION VALUE (contd.)
TECHNIQUES

There are 9 techniques for recommending actions to increase solution value.

Used to ensure identification of the required changes to the organization structure

5
Recommend 7. Organizational Modeling
Actions to
Increase
Solution
Value
 RECOMMEND ACTIONS TO INCREASE SOLUTION VALUE (contd.)
TECHNIQUES

There are 9 techniques for recommending actions to increase solution value.

Used to identify the relative value of different actions to improve solution

performance

5
Recommend 8. Prioritization
Actions to
Increase
Solution
Value
 RECOMMEND ACTIONS TO INCREASE SOLUTION VALUE (contd.)
TECHNIQUES

There are 9 techniques for recommending actions to increase solution value.

Used to identify, analyze, and manage the risks related to potential limitations of
the solution

5
Recommend 9. Risk Analysis and Management
Actions to
Increase
Solution
Value
 RECOMMEND ACTIONS TO INCREASE SOLUTION VALUE
STAKEHOLDERS

Domain SME

End Users Regulator

5
Recommend
Actions to
Increase
Solution
Value
Business Analyst
Customer
Sponsor
 RECOMMEND ACTIONS TO INCREASE SOLUTION VALUE (contd.)
STAKEHOLDERS

Domain SME

End Users Regulator

May interact with

the organization
in the use of the Business Analyst
Customer
solution
Sponsor
 RECOMMEND ACTIONS TO INCREASE SOLUTION VALUE (contd.)
STAKEHOLDERS

May be
Domain SME
customers or
employees
End Users Regulator

Business Analyst
Customer
Sponsor
 RECOMMEND ACTIONS TO INCREASE SOLUTION VALUE (contd.)
STAKEHOLDERS
May provide inputs on
how to change the
solution in order to
increase value

Domain SME

End Users Regulator

Business Analyst
Customer
Sponsor
 RECOMMEND ACTIONS TO INCREASE SOLUTION VALUE (contd.)
STAKEHOLDERS

Domain SME May have unique

inputs to
organizational
End Users Regulator assessment

Business Analyst
Customer
Sponsor
 RECOMMEND ACTIONS TO INCREASE SOLUTION VALUE (contd.)
STAKEHOLDERS

Domain SME

End Users Regulator

Authorizes and
ensures funding
Business Analyst for implementation
Customer
of recommended
Sponsor actions
 KEY TAKEAWAYS

Solution evaluation is the process of assessing performance and

value delivered by a solution in use by the enterprise, and to
recommend removal of barriers or constraints that prevent the full
Solution or a solution component may be in any form - prototype or realization of the value.
proof of concept, pilot or beta release, or operational release.

Measure solution performance is to define performance measures

and use the data collected to evaluate effectiveness of a solution.

The collected measures are analyzed to derive meaning and

actionable items.

The business analysts shall determine the factors internal and

external to the solution that restrict the full realization of value.
The business analyst shall recommend appropriate actions to
increase solution value, keeping in mind solution and enterprise
limitations.

It’s not necessary that recommendations are always made for

increasing solution performance. Depending on the reason, it may
be reasonable to take no action, adjust factors external to the
solution, or reset expectations from the solution.
Lesson 8: SOLUTION EVALUATION
CASE STUDY EXERCISE

 Defect per Unit

CASE STUDY
OVERVIEW

Quick facts:
 Established in 1990
 Leading Mutual Funds
business
 Has one of the largest
teams of research
analysts
 Diversified and sector
specific equity schemes
 Services through
distributors
 CASE STUDY
OVERVIEW – CURRENT STATE

Investors need to submit

transaction slips for redemption
and additional purchases.

Current analytics models are

based on limited parameters
and data from limited sources.

Current State
 CASE STUDY
OVERVIEW – FUTURE STATE

Investors are able to submit Fund Managers proactively

request online for redemption manage funds using analytics
and additional purchases. model based on multiple
parameters.

Future State Distributor services to existing

and new investors improves
using CRM capability and digital
marketing tools.
 CASE STUDY
BUSINESS ANALYSIS ACTIVITIES
Activities in Elicitation, Analysis, and Design:

 
Business analyst identifies Requirements are elicited, Implementation team is
solution options, analyzes analyzed, specified, modeled, develops the solution
potential value, and verified, validated, and incrementally to enhance
recommends a solution. allocated to solution investor and distributor services.
components.

Vendors provide analytics

solutions to the fund managers.
The in-house team integrates the analytics
solution with the existing solution. 
 CASE STUDY
BUSINESS ANALYSIS ACTIVITIES
Activities in Requirements Management and Communication and Solution Evaluation:


The business analyst analyzes
The business analyst prioritizes performance measures and assesses
the requirements and the solution and enterprise limitations.
communicates them iteratively.

The business analyst is also involved

in validating the incremental solution
to ensure value delivery.
 CASE STUDY
EXERCISE
Questions Response
1 In the case study, what is the type of solution Create
approach used? Purchase
A combination of both
None of the above

2 Which of the following should a business analyst Solution limitation

know to recommend actions to increase solution Current state description
value? Enterprise limitation
All of the above

3 Which one of the following is most likely a factor Existing system interfaces
limiting the vendor solution performance? Fund manager skills
Distributor skills
None of the above

4 Which one of the following is not a likely to be Skill and Training Needs
considered while performing operational Tools and Technology that support a solution
assessment in the task ‘Assess Enterprise Policies and Procedures
Limitations’? Organizational Culture
 CASE STUDY
ANSWERS
Questions Answers
1 In the case study, what is the type of solution approach used? A combination of both

2 Which of the following should a business analyst know to All of the above
recommend actions to increase solution value?

3 Which one of the following is most likely a factor limiting the vendor Existing system interfaces
solution performance?

4 Which one of the following is not a likely to be considered while Organizational Culture
performing operational assessment in the task ‘Assess Enterprise
Limitations’?
Quiz
QUIZ
Which one of the following should the business analyst not consider when collecting performance
measures?
1

a. Sample Size

b. Objective

c. Frequency

d. Timing
 QUIZ
Which one of the following should the business analyst not consider when collecting performance
measures?
1

a. Sample Size

b. Objective

c. Frequency

d. Timing

The correct answer is b.

Explanation: The business analyst need not consider the objective when collecting performance measures. The business analyst shall consider Volume or Sample
Size, Frequency, and Timing when collecting performance measures.
QUIZ
What does CRUD stand for?
2

a. Create, Restore, Update, Delete

b. Create, Read, Update, Delete

c. Create, Restore, Upload, Download

d. Customer, Regulator, User, Developer

 QUIZ
What does CRUD stand for?
2

a. Create, Restore, Update, Delete

b. Create, Read, Update, Delete

c. Create, Restore, Upload, Download

d. Customer, Regulator, User, Developer

The correct answer is b.

Explanation: CRUD Stands for Create, Read, Update, Delete

QUIZ
Which one of the following should not be considered while taking decisions regarding replacing a solution?
3

a. Necessity

b. Sunk Cost

c. Ongoing Cost

d. All of the above

 QUIZ
Which one of the following should not be considered while taking decisions regarding replacing a solution?
3

a. Necessity

b. Sunk Cost

c. Ongoing Cost

d. All of the above

The correct answer is b.

Explanation: Sunk Cost should not be considered while taking decisions regarding replacing a solution.
Sunk Cost is the money and effort already committed to an initiative, which cannot be recovered. So, the business analyst should not consider sunk cost when
considering future action.
QUIZ
Which one of the following is a common input to the tasks solution limitations and enterprise limitations?
4

a. Current State Description

b. Future State Description

c. Potential Value

d. Solution Performance Measure

 QUIZ
Which one of the following is a common input to the tasks solution limitations and enterprise limitations?
4

a. Current State Description

b. Future State Description

c. Potential Value

d. Solution Performance Measure

The correct answer is d.

Explanation: Solution Performance Measure is an input to both the tasks, solution limitations and enterprise limitations.
QUIZ
Which one of the following is not a type of data mining techniques?
5

a. Prescriptive

b. Descriptive

c. Predictive

d. Diagnostic
 QUIZ
Which one of the following is not a type of data mining techniques?
5

a. Prescriptive

b. Descriptive

c. Predictive

d. Diagnostic

The correct answer is a.

Explanation: Data mining is a general term that covers three types of techniques - Descriptive, Diagnostic, and Predictive .
This concludes “Solution Evaluation.”

The next lesson is “The Agile Perspective.”

THANK YOU