IIBA 2919 – Business

Analysis Essentials
ECBA – Entry Level Business Analysis
Hello! Instructor introduction
• Instructor: Rahul Chawla

• Certified Business Analysis Professional, Certified Scrum

Master

• With 15 years of corporate training experience my area

of expertise Business Analyst, Data Analytics, Scrum &
Agile
 About the course
• This boot camp-style course will help you to gain the
foundational skills to perform the role of a business analyst (BA)
in both waterfall and agile environments. You will learn how to
plan business analysis activities; as well as the basics of eliciting,
analyzing, modeling, and writing requirements. Learn how to
verify and validate product requirements, gain approval, and
manage the requirements through the life cycle of the project.
Understand the BA role in the design, development, and testing
phases of a project.
• Gain new perspectives through hands-on, interactive group
activities led by subject matter experts. Enhance your experience
through videos, discussions, and reflections. Get tools, templates,
and samples to continue your learning and practice after class.
Course Objective
• The objective of this course is to:
• Identify Business Analysis Concepts and Activities in Your
Organization
• o Review a Vision and Scope Document
• o Plan Requirements Activities for a Project
• o Conduct an Interview
• o Choose Elicitation Techniques
• o Analyze a Location Model
• o Analyze a Workflow Model
• o Analyze a Use Case Model
• o Analyze a CRUD Matrix
• o Identify Models that Answer Key Questions
• o Review a Requirements Document
Course Schedule
Topic Name Day

• Introduction to Business Analysis 1

• What Is Business Analysis?
• Role of the Business Analyst
• Core BA Skills
• BA Certifications
• Project Definition and Planning

• Requirements Elicitation 2
• Requirements Prioritization
• Requirements Documentation and Management
• Requirements and Design Documentation
• Requirements Verification
• Requirements Validation

• BA Involvement in Testing 3
• o Role of the BA in the Testing Phase
• o Test Plans
Day 1 – Agenda
Introduction to Business Analysis What Is Business Analysis?

Role of BA

Core BA skills

BA Certifications

Project definition and Plan Pre Project Activities

Vision & scope of document

Stakeholders

Requirements

SDLC Business Analyst Plan

Who is Business Analyst

Basic work of BA

Basic introduction of Agile and Scrum

Practice questions, Quiz

Case Studies
 Day 2 – Agenda
Requirements Elicitation Requirements Elicitation
o What Is Elicitation?
o Elicitation Techniques
o Selecting the Right Elicitation Technique
Requirements Analysis Requirements Analysis
o What Is a Model?
o Types of Models
o Requirements Prioritization

Requirements Documentation and Management Requirements Documentation and Management

o Requirements and Design Documentation
o Requirements Verification
o Requirements Validation
o Obtaining Approval of Requirements
o Change Control
o Reuse of Requirements
o Requirements Communication
 Day 3 – Agenda
BA Involvement in Design and Development BA Involvement in Design and Development
o Role of the BA in Design and Development
o Requirements Implementation and Design Assessment

BA Involvement in Testing BA Involvement in Testing

o Role of the BA in the Testing Phase
o Test Plans
o Test Cases
o Acceptance Criteria in Agile
o Solution Acceptance and Closeout

Recap and Self-Assessment Recap and Self-Assessment

Hands-On Exercises
o Review the Vision and Scope Document
o Identify Stakeholders and Other Sources of Requirements
o Plan Business Analysis Activities
o Conduct an Interview
o Observe a Requirements Workshop
o Choose the Best Elicitation Technique
 LEARNING
OUTCOMES

1 What is business analysis?

2 What does a business analyst do?

Business Analysis Core Concept Model

3 Model™-the Knowledge Areas defined in
BABOK® Version 3

4 What are the underlying competencies

of a business analyst?

5 Techniques and perspectives in business

analysis
 INTRODUCTION – WHY BUSINESS ANALYSIS

71% of failed software

projects are traced to
poor requirements

$194.4 billion is
spent on software 40% of the effort in
development and an average software
$46 billion is spent project is fixing errors
on fixing software
requirements errors

Requirements
$250 billion of annual defects account for
waste is traced to poor 56% of re-work
requirements, globally
INTRODUCTION – WHY BUSINESS
ANALYSIS (contd.)
71% of failed software
projects are traced to
poor requirements

ge® ies
$194.4 billion is d ilit
40% w oflethebeffort in
spent on software o a
n cap software
anKaverage
development and
y of project
sis is fixing
$46 billion is spent d l y
on fixing software s Bo Ana errors
i
requirements errors alys ness
An usi
ess e B
usin prov
e B im
t h to
o
t ide )
i de u Requirements
$250 G G
ubillion of annual defects account for
Awaste K ®
B O is traced to 56% of re-work
B A
(poor requirements,
globally
• Who is a Business Analyst?
• Business Analysis Core Concept Model
• Business Analysis Knowledge Areas
• Requirements classification
• Requirements and Design
• Who is a Stakeholder?
 BUSINESS ANALYSIS
WHAT IS BUSINESS
ANALYSIS

ere When Define

h ? needs
W ?

Why?
hat How? Enabl
W
? e

Recomme
nd
Solutions
 BUSINESS
ANALYSIS
WHO IS A BUSINESS
ANALYST
Elicits the
needs
from
stakehold
Discovers, Investigat
ers
synthesiz es and
es and clarifies
analyzes stakehold
informatio er desires
n

Performs Determin
tasks es issues
defined in and their
the
causes
BABOK®
Guide
 BUSINESS ANALYSIS
BUSINESS ANALYSIS CORE CONCEPT
MODEL™ The act of
transformation in
response to need

A problem or Way to satisfy one

opportunity or more needs in a
context

Circumstances that
A group or influence or are
individual related influenced by and
to a change, need provide
or solution understanding of
change

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

It describes the tasks to

Business analysis Planning and be performed to
1
Monitoring organize and co-
ordinate the effort of
2 Elicitation and Collaboration business analysts and
stakeholders.
Output from this
3 Requirements Lifecycle Management knowledge area tasks is
used asa key input or as
guidelines for the tasks
4 Strategy Analysis performed in other
knowledge areas.
Requirements Analysis and Design
5
Definition
6 Solution Evaluation
 BUSINESS ANALYSIS BODY OF KNOWLEDGE
KNOWLEDGE AREAS

Business analysis Planning and

1
Monitoring
It describes the tasks to
2 Elicitation and Collaboration be performed for
elicitation, conduct the
elicitation activity, and
3 Requirements Lifecycle Management confirm elicitation
results. It also explains
how communication of
4 Strategy Analysis business analysis
information and
Requirements Analysis and Design ongoing collaboration
5
Definition must be done with the
stakeholder.
6 Solution Evaluation
 BUSINESS ANALYSIS BODY OF KNOWLEDGE
KNOWLEDGE AREAS

Business analysis Planning and

1
Monitoring
2 Elicitation and Collaboration
It describes the
3 Requirements Lifecycle Management tasks to be
performed to
manage and
4 Strategy Analysis maintain
requirements and
Requirements Analysis and Design design information
from inception to
5
Definition retirement.

6 Solution Evaluation
 BUSINESS ANALYSIS BODY OF KNOWLEDGE
KNOWLEDGE AREAS

Business analysis Planning and

1
Monitoring
It describes the tasks to
be performed for
2 Elicitation and Collaboration collaboration with the
stakeholder to identify
3 Requirements Lifecycle Management the real need and enable
the organization to
address that need. It also
4 Strategy Analysis explains the tasks to
align the resulting
strategy for the change
Requirements Analysis and Design with higher-and lower-
5
Definition level strategies to
address the need.
6 Solution Evaluation
 BUSINESS ANALYSIS BODY OF KNOWLEDGE
KNOWLEDGE AREAS

Business analysis Planning and

1
Monitoring
2 Elicitation and Collaboration
It describes the tasks to
3 Requirements Lifecycle Management be performed to
structure and organize
requirements discovered
4 Strategy Analysis during the elicitation
activity, specify and
Requirements Analysis and Design model requirements and
5 design, validate and
Definition verify information, and
identify solution options
6 Solution Evaluation that meet the business
need.
 BUSINESS ANALYSIS BODY OF KNOWLEDGE
KNOWLEDGE AREAS

Business analysis Planning and

1
Monitoring
2 Elicitation and Collaboration
It describes the
3 Requirements Lifecycle Management tasks to be
performed to assess
the performance of
4 Strategy Analysis and value delivered
by a solution and
Requirements Analysis and Design recommend actions
5 to be taken to
Definition realize the full value
of the solution.
6 Solution Evaluation
BUSINESS ANALYSIS BODY OF KNOWLEDGE
KNOWLEDGE AREAS -
RELATIONSHIPS
 REQUIREMENTS
REQUIREMENTS CLASSIFICATION
Statements of goals,
objectives and outcome
that describe why a
change has been
initiated

Describe the capabilities

Describe the needs of and qualities of a solution
the stakeholders that that meets stakeholder
must be met to requirements; can be
achieve the business Functional requirements or
requirements Non-functional
requirements.

Describe the capabilities

that the solution must have
to facilitate transition of the
organization from the
current state to the future
state
 REQUIREMENTS (contd.)
REQUIREMENTS DOCUMENTS

• Business requirements
documents that comprise both
BRD
business and stakeholder
requirements
Requireme • Functional Specification
nts FSD
Document
Documents
• Solution Requirements
SRS
Specification
REQUIREMENTS AND DESIGN
DESIGN CYCLE
 BABOK® GUIDE SPECIFICATIONS
STAKEHOLDERS
A stakeholder is an individual or group that a Business analyst is likely to interact
with directly or indirectly

Domain SME
Supplier

Custom Tester
er
Operational
Sponsor support

End user Implementati

on SME
Regulato
r Project
Manager
Lesson 2: introduction to babok® v3
Topic 2.2 : Competencies of a Business Analyst

Competencies of a business analyst

COMPETENCIES OF A BUSINESS ANALYST
CATEGORIES

Business
knowledge
(5)

Behavioral Communicatio
characteristics n skills
(5) (4)

Competencie
s

Analytical
thinking and Interaction
problem skills
solving skills (5)
(7)

Tools and
technology
(3)
 COMPETENCIES OF A BUSINESS ANALYST (contd.)
ANALYTICAL THINKING AND PROBLEM
SOLVING
• Ability to • Ability to • Ability to quickly • Ability to
generate new understand the absorb new and understand the
ideas and criteria needed different types underlying
approaches to to make of information. cause of a
solve problems decisions problem and
use problem-
solving
Analytical Creative Decision Problem
techniques
Learning
thinking thinking making solving
and
problem- • Ability to • Ability to • Ability to
solving understand how visually understand the
skills disparate communicate interactions
information fits complex between people,
into a larger concepts and process and
picture models to technology
Conceptu stakeholders
Visual System
al
thinking thinking
thinking
 COMPETENCIES OF A BUSINESS ANALYST (contd.)
BEHAVIORAL CHARACTERISTICS
• Enable a • Enables a • Helps perform
business business tasks
analyst to analyst to effectively
earn the achieve target and use work
respect of goals time
stakeholders efficiently
Organization
Personal
Ethics and time
accountability
management
Behavioral
characteris
tics
• Perception • Ability to
that one is adjust
worthy of behavioral
trust style,
methods and
approach to
Trustworthine the
Adaptability
ss environment.
 COMPETENCIES OF A BUSINESS ANALYST (contd.)
BUSINESS KNOWLEDGE
• Ability to • Understanding • Understanding
understand how a company the
business is positioned management
principles and within an structure and
practices and industry the business
apply them at architecture of
work the enterprise
Organizati
Business Industry
on
Acumen Knowledge
Knowledge
Business
knowledge
• Understanding • Enables a
solutions that business analyst
will help to quickly adapt
expedite the to and perform
discovery of in a new
potential environment
changes Methodolo
Solution
through gy
Knowledge
elicitation Knowledge
 COMPETENCIES OF A BUSINESS ANALYST (contd.)
COMMUNICATION SKILLS

• Used to convey • Enables sending • Practice of using

ideas, concepts, and receiving text, symbols,
facts, and opinions messages through models, pictures or
to stakeholders body movements, sketches to convey
posture, facial and share
Communicati expressions, information
on skills gestures and eye
contact
Verbal Nonverbal Written
Communicat communicati communicati
ion on on

• Enables accurate
understanding of
verbal
communication.
Communication skills refer to the
ability to communicate effectively.

Listening
 COMPETENCIES OF A BUSINESS ANALYST (contd.)
INTERACTION SKILLS
• Ability to • Enables working • Involves
moderate with team motivating
discussions members people to act in
within a group effectively ways that enable
them to work
together
Interaction Leadership
skills Facilitation Teamwork and
influencing

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

• Helps document • Helps model, • Helps perform

and track diagram, business analysis
Tools and information and document and activities,
artifacts manage the manage teams
technology output of and collaborate
skills business analysis with
activities. stakeholders.
Office Business Communicati
Productivity Analysis on

A business analyst uses a variety of software

to support communication and collaboration,
create and maintain requirement artifacts,
and increase overall productivity.
Lesson 2: introduction to BABOK® v3
Topic 2.3 : Business Analysis Techniques

Techniques referred to by BABOK® V3

BUSINESS ANALYSIS TECHNIQUES
50 TECHNIQUES
LESSON 2: INTRODUCTION TO BABOK® V3
Topic 2.4 : Business Analysis Perspectives

 Business analysis perspectives

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.
 BUSINESS ANALYSIS PERSPECTIVES
(contd.)
FIVE BUSINESS ANALYSIS PERSPECTIVES
Informatio Business
Business Business
n Process
Agile Intelligenc Architectu
Technolog Managem
e re
y ent

An Agile initiative involves:

 An agile mindset
 Agile values and principles
 Progressive elaboration of business planning,
elicitation, analysis, design and construction of
solution
 BUSINESS ANALYSIS PERSPECTIVES
(contd.)
FIVE BUSINESS ANALYSIS PERSPECTIVES
Informatio Business
Business Business
n Process
Agile Intelligenc Architectu
Technolog Managem
e re
y ent

Business Intelligence:
• Highlights the characteristics of business
analysis in the context of transformation,
integration and enhancing data.
• Is the transformation of data into valuable
information
• Helps stakeholders make informed decisions
• Helps stakeholders manage strategic, tactical
 BUSINESS ANALYSIS PERSPECTIVES
(contd.)
FIVE BUSINESS ANALYSIS PERSPECTIVES
Informatio Business
Business Business
n Process
Agile Intelligenc Architectu
Technolog Managem
e re
y ent

Information Technology:
• This perspective highlights the characteristics
of business analysis in the context of the
impact of 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
 BUSINESS ANALYSIS PERSPECTIVES
(contd.)
FIVE BUSINESS ANALYSIS PERSPECTIVES
Informatio Business
Business Business
n Process
Agile Intelligenc Architectu
Technolog Managem
e re
y ent

Business Architecture:
• Highlights the unique characteristics of
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,
 BUSINESS ANALYSIS PERSPECTIVES
(contd.)
FIVE BUSINESS ANALYSIS PERSPECTIVES
Informatio Business
Business Business
n Process
Agile Intelligenc Architectu
Technolog Managem
e re
y ent

Business Process Management:

• Highlights the characteristics of business
analysis in the control of developing or
improving 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.
Q)1 . Which of the following is NOT a component of the Business
Analysis Core Concept Model™(BACCM™)?

a. Change
b. Solution
c. Content
d. Stakeholder
Q)1 . Which of the following is NOT a component of the Business
Analysis Core Concept Model™(BACCM™)?

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™(BACCM™). The components are Change, Need, Solution,
Stakeholder, Value and Context
Q)2 . ____are focused on the needs, and ____are focused on the
solution.

a. Problems; Requirements
b. Requirements; designs
c. Solutions; Requirements
d. Designs; Requirements
Q)2 . ____are focused on the needs, and ____are focused on the
solution.

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.
Q)3 .Which of the following is a business analysis knowledge area?

a. Elicitation and Collaboration

b. Enterprise Analysis
c. Solution Assessment and Validation
d. Requirements Analysis and Management
Q)3 .Which of the following is a business analysis knowledge area?

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.
Q)4 .Which of the following is NOT a category of business analyst
competencies as defined in BABOK®?

a. Analytical Thinking and Problem Solving

b. Communication
c. Organizational Knowledge
d. Interaction
Q)4 .Which of the following is NOT a category of business analyst
competencies as defined in 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
3) The Business
Analysis Core
1) A business Concept
analyst is a Model™(BACCM 5) ) The BABOK®
person who ™) defines the Guide describes
performs conceptual 29 business
business analysis framework for analysis
tasks described the practice of competencies, 50
in the BABOK® business techniques and 5
Guide. analysis. perspectives.

2) Business 4) The BABOK®

analysis is the Guide groups
practice of business analysis
enabling change tasks into six
in an enterprise knowledge areas.
by defining needs
and
recommending
solutions that
deliver value to
 This concludes “Introduction to BABOK® V3”

The next lesson is “Business Analysis Planning and

Monitoring.”
 LEARNING
OUTCOMES

1 Prepare and conduct Elicitation

2 Confirm Elicitation Results

Communicate Businesss Analysis

3 Information

4 Manage Stakeholder Collaboration

ELICITATION AND COLLABORATION KNOWLEDGE
AREA
OVERVIE
W
 ELICITATION AND COLLABORATION KNOWLEDGE
AREA(contd.)
OVERVIE
 Identify the characteristics of the change
 W
Identify stakeholders concerns
 Determine the extent of elicitation and collaboration
required

• Elicit, confirm and

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

Identify business analysis

Manage collaboration information about the context
with the stakeholders that may effect the change

Assess the relative value of

information provided
during elicitation
ELICITATION AND COLLABORATION
KNOWLEDGE AREA
TASKS AND
OUTPUT
TAS
KS
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
INPUT TAS
•
S
Needs
KS
1. Prepare for
Elicitation
• Business
Analysis
Information 2. Conduct
Sequential tasks
Elicitation
Input from other
Knowledge Areas
3. Confirm
Elicitation Results
• Stakeholder
Engagement
Approach 4. Communicate
Business Analysis
• Business Information
Analysis
Performance 5. Manage
Assessment Stakeholder
Collaboration
 ELICITATION AND COLLABORATION KNOWLEDGE AREA
(contd.)
TASKS AND
OUTPUT
INPUT TAS OUTPU
•
S
Needs
KS
1. Prepare for
TS
Elicitation Activity
Elicitation plan
• Business
Analysis
Information 2. Conduct Elicitation Results
Elicitation (unconfirmed)
Input from other
Knowledge Areas
3. Confirm Elicitation Results
Elicitation Results (confirmed)
• Stakeholder
Engagement
4. Communicate Business Analysis
Approach
Business Analysis Information
• Business Information (communication)
Analysis
Performance 5. Manage Stakeholder
Assessment Stakeholder Engagement
Collaboration
Lesson 4: elicitation and collaboration
topic 4.1 : prepare for elicitation

 Overview
 Elements
 Guidelines and tools
 Techniques
 Stakeholders
 PREPARE FOR ELICITATION
OVERVIEW

Purpose
 Understand the scope of elicitation activity
 Select appropriate technique
 Plan for supporting material and resources

Elicitation Activity
I O
N  Needs Plan:
U
P  Logistics
 Stakeholder T
U  Scope of the P
T Engagement
elicitation activity U
S Approach  Selected techniques T
 Supporting Material S
PREPARE FOR ELICITATION
ELEMENT
S
Understand scope

Select technique

Setup logistics
Secure Supporting
Material
Prepare Stakeholdres
 PREPARE FOR ELICITATION
GUIDELINES AND
TOOLS
Business Analysis
Business Objectives
Approach

Existing Business Potential Value

Analysis
 PREPARE FOR ELICITATION
GUIDELINES AND
TOOLS
Business Analysis
Business Objectives
Approach

Provides a general strategy Provides directions towards

to be used as a guide future state

Existing Business
Potential Value
Analysis

Provides better Describes the value to be

understanding of scope realized
PREPARE FOR ELICITATION
TECHNIQU
ES

Stakeholde
Data
rs list, Map
Mining
or Personas

Brainstormi Estimation
ng

Mind Interviews
mapping
Risk
Analysis
Document and
Analysis Manageme
nt
 PREPARE FOR ELICITATION
TECHNIQU
Stake ES • Identify information for further
investigation
holde • Who needs to be consulted? Data
r list, minin
Map g
or
Perso
nas

• Identify existing business • Estimate time, effort and cost

Brain analysis information Estim
storm ation
ing

• Select elicitation technique • Identify concern

Mind Inter
Mapp views
ing

Risk
• Identify source of supporting analy • Identify and assess risk
Docu material sis
ment
and
analy
sis Mana
geme
nt
 PREPARE FOR ELICITATION
STAKEHOLDE
RS

Project
manager

Domain
Subject
Sponsor
Matter
Expert
 PREPARE FOR ELICITATION (contd.)
STAKEHOLDE
RS
Ensures the
appropriate
Project people and
manager resources are
available

Provides Approves or
supporting
Domain denies a
material Subject planned
Sponsor elicitation
and Matter
event.
guidance Expert
Lesson 4: elicitation and collaboration
Topic 4.2 : Conduct Elicitation

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

I O
N U
P  Supporting material Unconfirmed Elicitation T
U  Resources results P
T  Activity Plan U
S T
S
 CONDUCT
ELICITATION
OVERVIEW

Interacts with the stakeholders

Coll
abor Relies on the stakeholder’s experience
ativ
e

Discovers information from documents

Res Stakeholder’s may not know about this information
earc
h

Discovers information without stakeholders or

Exp documents
erim Prototyping or Proof of concept
ents
 CONDUCT
ELICITATION
ELEMENT
S

Engage
someone
Capture else to
elicitation scribe
Guide the results
elicitation
session
 CONDUCT ELICITATION
(contd.)
GUIDELINES AND
TOOLS
Business Analysis Existing Business
Approach Analysis Information

Stakeholder Supporting Materials

Engagement
Approach
 CONDUCT ELICITATION
(contd.)
GUIDELINES AND
TOOLS
Business Analysis Existing Business
Approach Analysis Information

Influences elicitation Guides questions to be

techniques and business asked during elicitation
analysis deliverables

Stakeholder Supporting Materials

Engagement
Approach

Provides collaboration and Prepares business analyst,

communication approach for participants and equipment for
elicitation elicitation
 CONDUCT ELICITATION
TECHNIQU
ES
Benchmark
ing and Collaborati Data
Prototyping
Market ve games Mining
Analysis

Document Concept
Business
Interrace
Analysis Workshops Analysis Modeling Rules
Analysis

Observatio Focus Interviews

Process Process
n groups Modeling Analysis

Brainstormi Survey and Mind Data

ng Questionna modeling
Mapping
ire
 CONDUCT ELICITATION
Document Analysis -
Overview

Strengths Limitations

 Elicit business analysis

information
 Understand the context  Wide range of sources
of a business need make it time consuming
 Understand the solution  Outdated documents may
currently being cause confusion
implemented
 Validate findings from
other elicitation efforts
 Engage effectively with
stakeholders.
 CONDUCT ELICITATION
DOCUMENT ANALYSIS -
ELEMENTS
Source document:
Prepa
 Relevant, current and has data or information required
ration

Source document:
Docu
ment  Detailed review and recording notes
Revie
w and
 Identify conflicting or duplicated notes
Analy
sis

 Appropriate level of detail

Recor
d
 Present information to improve understanding
Findin
gs
 CONDUCT ELICITATION
Observation - Overview

Strengths Limitations

 View and understand

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

Confirm and
present
Conduct observations
observation session
Prepare for session findings
observation
Define the
objectives of
the
observation
 CONDUCT ELICITATION
BRAINSTORMING -
OVERVIEW

Strengths Limitations

 Produce numerous ideas

and a diverse set of
options in a short span  Effectiveness depends
of time on:
 Focus on the topic or  Individual creativity
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
Elicit many ideas
Preparation Wrap-up
 Define area of
Discuss and
interest
 Determining time evaluate
limit Create list
 Identify Rate ideas
participants Distribute final
 Establish list
evaluation criteria
 CONDUCT ELICITATION
COLLABORATIVE GAMES -
OVERVIEW

Strengths Limitations

 Encourage collaboration  Game environment may

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

Purpos Outco
Process
e me

Op • Learn rules
eni
ng

Exp • Generate ideas

lora
tion

Clo • Assess and Select idea

sin
g
 CONDUCT ELICITATION (contd.)
COLLABORATIVE GAMES -
ELEMENTS
Product box Affinity Map Fish bowl
Identify features of a Identify related or Identify hidden
product similar features assumptions

PRODUC
T
 CONDUCT ELICITATION
WORKSHOPS - OVERVIEW

Strengths Limitations

 Availability of
 Most common technique u8stakeholders difficult
 Focused event  Success depends on
 Collaboration to achieve facilitator’s knowledge of
predefined goals participants
 Make decisions and gain  Too many participants
mutual understanding slows down the process
 Requires short period of  Too few participants can
time lead to overlooking of
 Requires low cost needs.
 CONDUCT ELICITATION
WORKSHOPS - ELEMENTS

Distribu
Post te
worksh outcom
Conduc e
t op
Identify
Prepare roles
 Sponsor
 Facilitator
 Scribe
 Timekeeper
 Participants
 CONDUCT ELICITATION
FOCUS GROUPS -
OVERVIEW

Strengths Limitations

 Trust issues in
 Interactive group
participants
environment  More vocal participants
 Pre-Qualified
may influence the
participants
 Homogeneous or result
Heterogeneous group
 Qualitative research
 Cost effective
 CONDUCT ELICITATION
FOCUS GROUPS -
ELEMENTS

Assign Conduct
Define Prepare moderator post –
Plan
objectives guide and discussion
recorder activities

 Sponsor
 Facilitator After the focus
 Scribe group –
 Timekeeper transcribe the
 Participants results as soon
as possible
 CONDUCT ELICITATION
SURVEY AND QUESTIONNAIRE -
OVERVIEW

Strengths Limitations

 Distribution, collection and

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

Prepare the
survey or  Objective
questionnaire  Target group

define
 Appropriate
survey type
 Sample group
 Distribution and
select collection method
 Set target level
and response
time
 Determine if
individual
interviews are
 CONDUCT ELICITATION
PROTOTYPING -
OVERVIEW

Strengths Limitations

 Iterative process  Stakeholders may develop

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

Determine Approach Example Methods

s

• Throw away • Proof of concept • Storyboarding

prototypes are • Usability • Paper
discarded once prototype prototyping
the learning • Visual prototype • Workflow
from the • Functional modeling
developed prototype • Simulation
prototype and
purpose are
achieved
• Evolutionary
prototype is
incrementally
built to the final
solution
 CONDUCT ELICITATION
INTERFACE ANALYSIS -
OVERVIEW

Where

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

 External interface to the

solution
 Business processes
 Data interface between
systems
 Application
Programming
Interfaces(APIs) ATM Laptop Mobile
 Hardware devices
 CONDUCT ELICITATION(contd.)
INTERFACE ANALYSIS -
OVERVIEWProvide
context for
eliciting
more
detailed
functional
requirements

Understand
Use scope
interfaces
modelling
used in
observation
existing
and
business
interviews
processes

Provide
Interface of
the solution
with a
context
diagram
 CONDUCT ELICITATION(contd.)
INTERFACE ANALYSIS -
ELEMENTS

 Name
Define
 Coverage
Conduct  Exchange
identificati method
Prepare on  Message
for format
identificati  Exchange
on frequency
 CONDUCT ELICITATION(contd.)
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.
Def One-on-one interviews are the most common. Interviews can be synchronous,
init conducted face-to-face or through video conferencing.
ion

• Structured interview – Questions are pre-defined

Typ • Unstructured interview – Questions may vary based on the interviewee response
es

• Interviewers – Domain knowledge, experience and skills for documenting the

discussion
Su • Interviewees – Readiness, degree of clarity about the goal of the interview
cce • Rapport of the interviewer with the interviewee
ss

Co Significant time is required to plan and conduct interviews.

nst
rai
nt
 CONDUCT ELICITATION
INTERVIEWS - ELEMENTS
Define
goals

Organize
Communica
and confirm
te goals
results

Identify
Flow: Open-
interviewee
during-close
s
Execu Follow
Plan Interviews -
te - up Elements

Arrange Design
logistics questions

Closed-
Open-ended
ended
questions
questions

Questions:
5W + 1H
CONDUCT ELICITATION
MIND MAPPING - OVERVIEW
CONDUCT ELICITATION
MIND MAPPING - ELEMENTS
CONDUCT ELICITATION
STAKEHOLDER
S

Customer

End user

Domain SMEs
Implementation
SMEs
Sponsor

Other stakeholders
Lesson 4: elicitation and collaboration
Topic 4.3 : Confirm Elicitation Results

 Overview
Elements
Guidelines and tools
Techniques
Stakeholders
 CONFIRM ALICITATION RESULTS
OVERVIEW

Purpose
 Check gathered information
 Confirm accuracy and consistency with other information

I O
N U
P  Elicitation
 Elicitation T
U Results(Unconfirmed P
T Results(confirmed)
) U
S T
S
 CONFIRM ALICITATION RESULTS
ELEMENTS

Confirmed
elicitation results

Against With other

source elicitation
information results
 CONFIRM ALICITATION RESULTS
GUIDELINES AND TOOLS

Existing Business
Elicitation Activity Plan
Analysis
 CONFIRM ALICITATION RESULTS
TECHNIQUE
S
Document
Interviews
Analysis

Reviews Workshops
 CONFIRM ALICITATION RESULTS
TECHNIQUE
S
Document
Interviews
Analysis

 Confirm elicitation results with

existing documents

 Conduct review of elicitation

results and solicit feedback
Reviews Workshops
 CONFIRM ALICITATION RESULTS
STAKEHOLDE
RS
Experien
Knowled ce Expertis
ge e

Any
Domain SME
stakeholder
Lesson 4: elicitation and collaboration
Topic 4.4 : Communicate Business Analysis Information

Overview
Elements
Guidelines and Tools
 Techniques
Stakeholders
 COMMUNICATE BUSINESS ANALYSIS
INFORMATION
OVERVIEW

Purpose
 Stakeholders have a shared understanding of business
analysis information

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

Determine
Communicate
objectives and
Form of package business analysis
format of
package
communication

May be: Depends on the

 Formal business analysis
documentation  Predictive
 Informal  Adaptive
documentation
COMMUNICATE BUSINESS ANALYSIS
INFORMATION
GUIDELINES AND
TOOLS

Business Analysis Information

Approach Management
COMMUNICATE BUSINESS ANALYSIS
INFORMATION
TECHNIQUES

Interviews

Reviews

Workshops
COMMUNICATE BUSINESS ANALYSIS
INFORMATION(contd.)
TECHNIQUES

Communicate
Interviews
information

Reviews Review business

analysis information

Workshops Build consensus and

seek approval
COMMUNICATE BUSINESS ANALYSIS
INFORMATION
STAKEHOLDERS

End User

Customer Domain SME

Common
Understanding

Implementatio
Tester
n SME

All
Stakeholders
Lesson 4: elicitation and collaboration
Topic 4.5 : Manage Stakeholder Collaboration

Overview
Elements
Guidelines and Tools
Techniques
Stakeholders
 MANAGE STAKEHOLDER
COLLABORATION
OVERVIEW

Purpose
 Encourage stakeholders to work towards a common goal

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

Gain Monitor
agreements on Stakeholder Collaboration
commitments Engagement
• Time • Monitor the • Maintain the
commitment participation free flow of
• Resource and information
commitment performance of • Promote
stakeholders shared effort to
• Monitor for risk resolve
related to problems
stakeholder • Achieve
engagements desired results
 MANAGE STAKEHOLDER
COLLABORATION
GUIDELINES AND
TOOLS
Business Analysis
Approach Business objectives

Recommended Actions

Future State
Risk Analysis
Description
 MANAGE STAKEHOLDER
COLLABORATION
GUIDELINES AND
TOOLS
Business Analysis
Approach Business objectives

Describes the level of Provides directions towards

engagement future state
Recommended Actions

Future State
Risk Analysis
Description

Provides action to earn the

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

Collaborati Lessons
ve Games Learned

Risk
Stakeholde
Analysis
r list, Map
and
or
Manageme
Personas
nt
 MANAGE STAKEHOLDER
COLLABORATION
TECHNIQUES

Teamwork Stakeholders
Collaborati Lessons
And ve Games Learned satisfaction or
Collaboration dissatisfaction

Risk
Stakeholde
Analysis
r list, Map
Stakeholder and Who needs to
or
Manageme
participation and Personas be involved?
nt
engagement risk
MANAGE STAKEHOLDER
COLLABORATION
STAKEHOLDERS

End User

Customer Domain SME

ALL Stakeholders
involved during
change

Implementatio
Sponsor
n SME

Other
Stakeholders
LESSON 4: ELICITATION AND COLLABORATION
CASE STUDY EXERCISE
 CASE
STUDY
PROBLEM
STATEMENT

Unable to
deliver
products on Customers
time switching to
competitor
BATONICS Pharma products
Company
CASE STUDY
ACTIVITIES
CASE STUDY
EXERCISE
CASE STUDY
EXERCISE
CASE STUDY
ANSWERS
 KEY TAKEAWAYS (1 of 2)

1) Elicitation is 3) There are 18

defined as “to draw commonly used
forth or bring out” Elicitation
information techniques

2) There are 3 tasks 4) Select the

associated with appropriate
Elicitation, 1 task technique or set of
with Communicate techniques based
Business analysis on the need and
Information and Business Analysis
1task with Manage Approach.
Stakeholder
Collaboration
 KEY TAKEAWAYS(2 of 2)

7) Frequently
communicate Business
5) Each Elicitation Analysis Information and
technique has the Manage Stakeholder
following tasks- prepare, Collaboration and
execute or conduct and communication during
wrap-up or close tasks. Elicitation activities.

6) Measure performance
of Elicitation activities
throughout the project
Q)1 . In which elicitation technique is Discussion Guide used?

a. Interviews
b. Focus groups
c. Brainstorming
d. Workshops
 Q)1 . In which elicitation technique is Discussion Guide used?

a. Interviews
b. Focus groups
c. Brainstorming
d. Workshops

The correct answer is : b

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

a. Workshop
b. Concept Modeling
c. Surveys and Questionnaires
d. Interviews
Q)2. Which one of the following elicitation techniques uses survey
distribution and response

a. Workshop
b. Concept Modeling
c. Surveys and Questionnaires
d. Interviews

The correct answer is : C

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

a. Supporting material
b. Participant list
c. Elicitation technique
d. Elicitation results
Q)3 .Which one of the following is not an output element of the task
‘Prepare for elicitation’?

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’.
Q)4 .Which one of the following is not a common type of elicitation?

a. Collaborative
b. Research
c. Experiments
d. Exploratory
 Q)4 .Which one of the following is not a common type of elicitation?

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™, there are three common types of elicitation –
Collaborative, Research and Experiments
 This concludes “Elicitation and Collaboration”

The next lesson is “Requirements Life Cycle

Management.”
 LEARNING
OUTCOMES
How to plan the Business Analysis
1 Approach

2 How to plan Stakeholder Engagement

How to plan Business Analysis

3 Information Management and
Governance
How to identify Business Analysis
4 Performance Improvements

Undestand tools and techniques used in

5 Business Analysis Planning and Monitoring
 INTRODUCTION
k of What happens
n
t hi g
u if you start
yo min
C a n
r f o r l y sis performing
pe s ana out business
s i n es with
bu vities a nd analysis
i g
act annin ut without Do you think, it
pl ho w
wit ing ho planning? is important to
r m in be determine how
e ll
det ou wi g the you are going to
y o ri n ?
n i t s monitor business
mo tivitie
ac analysis work?
Why?
u
yo er
do eth ch Wh
at
w h a
Ho w w pro ique sho actio
o p n u n
kn e a ch re tak ld be
e
th d te d a e? imp n to
an use ctiv per ro
form ve
e
eff ?
anc
e
BUSINESS ANALYSIS PLANNING AND
MONITORING
INTRODUCTION
The act of
transformation in
response to need

A problem or Way to satisfy one

opportunity or more needs in a
context

Circumstances that
A group or influence or are
individual related influenced by and
to a change, need provide
or solution understanding of
change

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

Plan Business Business Analysis

Analysis Approach Approach

Plan stakeholder Stakeholder

INPUTS Engagement Engagement
Approach
Internal External
Need Plan Business
Influenc Influenc
s Analysis Governance
es es
Governance Approach
Plan Business
Analysis Information
Information Management
Management Approach
Identify Business
Analysis, Business Analysis
Performance Performance
Improvements Assessment
Lesson 3: business analysis planning and monitoring
topic 3.1 : plan business analysis approach

 Define overall method to conduct business analysis activities

 PLAN BUSINESS ANALYSIS
APPROACH
PURPOS
E

INPUT OUTPUT
Planning of business Business
Analysis
Need Analysis
Approach
• Creation or • Who will
selection of
methodology perform
• Identify BA • Timing
Deliverables • Sequencing
• Define Activities
and Tasks
 PLAN BUSINESS ANALYSIS
APPROACH
ELEMENT
S
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

keystakeholders
PLAN BUSINESS ANALYSIS APPROACH
GUIDELINES AND TOOLS
 PLAN BUSINESS ANALYSIS APPROACH
TECHNIQU
ES

Brainstormin Business Document Financial

Estimation
g cases Analysis Analysis

Functional
Process Lessons
Item tracking Interviews Decompositio
Modelling learned
n

Risk Analysis Survey and

Scope
Reviews and Questionnair Workshops
Modeling
Management e
 PLAN BUSINESS ANALYSIS APPROACH
TECHNIQUE – LESSONS LEARNED –
WHY?

Successes
Lesson
s WHY?
Learne Opportunities
for
d improvement

Failures

Recommendati
ons for
improvements
PLAN BUSINESS ANALYSIS APPROACH
TECHNIQUE – LESSONS LEARNED –
OVERVIEW
Also known as
Retrospective

Lesson
s Formal or
Learne Informal
d
Reinforcing
positive
experiences and
successess

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

Recommendati The final

ons for solution
behavioral service or
approaches product

Root cause of
Impact to
results
organizational
impacting
processes
performance

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

Domain Project
subject
manager
matter
expert

Stakehold
ers

Sponsor
Regulator
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
 PLAN STAKEHOLDER ENGAGEMENT
PURPOSE

Plan an approach for establishing Plan

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

Analyze
Identify stakeholder
stakeholder characterist
ics

Consider stakeholder complexity while planning for

stakeholder

engagement.
PLAN STAKEHOLDER ENGAGEMENT
ELEMENTS
 PLAN STAKEHOLDER ENGAGEMENT
GUIDELINES AND TOOLS

Guidelines Business Analysis Performance

and tools Assessment
while
planning Change strategy
stakeholder
engagemen
t Current state Description
 PLAN STAKEHOLDER ENGAGEMENT
TECHNIQUES

Business
Brainstormin Document Lessons
Rules Interviews
g Analysis learned
Analysis

Risk analysis
Scope and Process Organization Mind
Modelling Managemen modeling al modelling mapping
t

Stakeholder Survey and

list, map or Questionnair Workshops
personas e
 ORGANIZATIONAL MODEL
PURPOSE

Organizational
Organizational Model
Modeling
• Describe the roles, • Boundaries of a group
responsibilities and • Formal relationships
reporting structure between members
• Align these structures with • Functional role of each
the organizational goals. person
• Interfaces between unit or
stakeholders
• Common in most
organizations
 ORGANIZATIONAL MODEL
ELEMENTS

Function
ally
oriented

Types of
organization Market
oriented
al models

Matrix
model

Organizational unit includes Interfaces with other

number of roles organization units
 ORGANIZATIONAL MODEL
ELEMENTS (contd.)

Box depicts
organization
unit, roles
and people

Organization
chart

Line depicts
reporting or
formal
communicati
on channel

Identify informal lines of communication which can influence business

analysis activities
ORGANIZATIONAL MODEL
EXAMPLE
STAKEHOLDER LIST, MAP OR PERSONAS
OVERVIEW

Identify Stakeholder List of

stakeholders Analysis stakeholders

Stakeholder characteristics
• Level of authority within the domain
of change
• Attitude towards or interest in the
change
• Attitude toward business analysis
activities
• Level of decision-making authority
STAKEHOLDER LIST, MAP OR PERSONAS
ELEMENTS

 Stakeholder
Stakeholder Map Matrix
 Stakeholder
Onion
RACI Diagram
Matrix(Responsible,
Accountable,
Consulted and
Informed)

Personas
STAKEHOLDER LIST, MAP OR PERSONAS
EXAMPLE
STAKEHOLDER LIST, MAP OR PERSONAS
STAKEHOLDER ONION DIAGRAM
Customers,
Affected
External suppliers, regulators
Stakeholders and others

Sponsors,
Organization or
Enterprise
executives, domain
SMEs, and others
who interact with
Affected the affected group
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
 STAKEHOLDER LIST, MAP OR PERSONAS
PERSONA Role
S 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 What are your biggest challenges in
Manager(Health care) your work?
32 years, Company
Married, One child Which industry does your company
work in?
What is the total revenue of your
company?
How many employees work in your
company?
*Fictional and Generalized Character Personal Background: Age,
Family(single, married, children),
education
PLAN STAKEHOLDER ENGAGEMENT
STAKEHOLDERS

Customer

Domain
Subject
End user
Matter
Expert

Project
Supplier
Manager

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
 PLAN BUSINESS ANALYSIS GOVERNANCE
PURPO
SE

How decisions are

made about
BA Approach and
requirements and
Stakeholder Governance
designs including
Engagement Approach
reviews, change
Approach
control, approval and
prioritization.
PLAN BUSINESS ANALYSIS GOVERNANCE
ELEMENT
S
Elements
Change Control Process
Plan Prioritization Approach
Plan for Approval
Decision Making
 PLAN BUSINESS ANALYSIS GOVERNANCE
GUIDELINES AND
TOOLS

Guidelines and Business Analysis Performance Assessment

tools while
planning Business policies
Business
Analysis Current State Description
Governance
Legal/Regulatory Information
 PLAN BUSINESS ANALYSIS GOVERNANCE
TECHNIQU
ES
Survey and
Brainstormin Interviews Questionnair Workshops
g
e

Organization Lessons Item Document

al modeling learned Tracking analysis

Process
Reviews
Modelling
PLAN BUSINESS ANALYSIS GOVERNANCE
STAKEHOLDE
RS
Regulator

Domain
Subject
Sponsor
Matter
Expert

Project
Manager
Lesson 3: Business analysis planning and monitoring
Topic 3.4 : Plan Business Information Management

 Storing and accessing business analysis information

 PLAN BUSINESS ANALYSIS INFORMATION
MANAGEMENT
PURPOS
E

INPUT OUTPUT
Business Analysis
Approach
Stakeholder How to develop Business analysis
Engagement business analysis information
Approach information management
Governance management plan approach
Approach
PLAN BUSINESS ANALYSIS INFORMATION
MANAGEMENT
ELEMEN
TS
Organization
of Business
Analysis
information

Requirements Level of
Attributes Abstraction

Plain
Storage and
Traceability
Access
Approach

Plan for
requirements
reuse
 PLAN BUSINESS ANALYSIS INFORMATION
MANAGEMENT
GUIDELINES AND
TOOLS

Guidelines and Business Analysis Performance Assessment

tools while
planning Business policies
Business
Analysis Information Management Tools
Information
Management Legal/Regulatory Information
 PLAN BUSINESS ANALYSIS INFORMATION
MANAGEMENT
TECHNIQU
ES

Survey and
Brainstormi
Interviews Questionnai Workshops
ng
re

Process Mind Lessons Item

Modelling Mapping Learned Tracking
PLAN BUSINESS ANALYSIS INFORMATION
MANAGEMENT
STAKEHOLDE
RS

Regulator

Domain
Subject
Sponsor
Matter
Expert
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
IDENTIFY BUSINESS ANALYSIS PERFORMANCE
IMPROVEMENTS
PURPOS
E

INPUT OUTPUT
Assess
BA Approach Business Business
and Analysis Work Analysis
Performance and Plan to Performance
Objectives Improve Assessment
Processes
IDENTIFY BUSINESS ANALYSIS PERFORMANCE
IMPROVEMENTS
ELEMENTS

Performanc
e Analysis

Assessment
Measures

Recommend
Analyze Actions for
Results Improveme
nts
IDENTIFY BUSINESS ANALYSIS PERFORMANCE
IMPROVEMENTS
GUIDELINES AND
TOOLS

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

Metrics and
key
Lessons
Brainstorming Interviews Item Tracking
Learned
Performance
Indicators
Guidelines (KPIs)

and tools
Risk Analysis
Process Process
and Reviews Observation
modeling Analysis
Management

Root cause Survey and

Workshops
Analysis Questionnaire
 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 (KPIs) 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 stakeholders of metrics or

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

Characteristi Quality of
cs of Metrics Structure Reporting metrics and
Indicator KPIs
• Clear • Specific • Monitoring • Baseline • Reliability
• Relevant point • Evaluation • Current and • Validity
• Economical • Threshold Target • Timeliness
• Adequate • Range metrics
• Quantifiabl
e
• Trustworthy
and
Credible
IDENTIFY BUSINESS ANALYSIS PERFORMANCE
IMPROVEMENTS
STAKEHOLDERS

Project
Manager
Guidelines
and tools

Domain
Subject
Sponsor
Matter
Expert
Lesson 3: Business analysis planning and monitoring
CASE STUDY EXERCISE
 CASE
STUDY
OVERVIE
W

Unable to
deliver
products on Customers
time switching to
competitor
BATONICS Pharma products
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
CASE
STUDY
EXERCISE
CASE
STUDY
ANSWERS
Q)1 . What does RACI stand for?

a. Responsible, Accountable, Collaborate, Informed

b. Responsible, Author, Consulted, Informed
c. Responsible, Accountable, Consulted, Informed
d. Responsible, Authorized, Consulted, Informed
Q)1 . What does RACI stand for?

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
Q)2. Which one of the following is not a characteristic of an indicator

a. Relevant
b. Economical
c. Transparent
d. Adequate
Q)2. Which one of the following is not a characteristic of an indicator

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
Q)3 .Which of the following is not an input to plan business analysis
information management approach?

a. Business Analysis Governance Approach

b. Business Analysis Approach
c. Stakeholder Engagement Approach
d. Business Analysis Traceability Approach
Q)3 .Which of the following is not an input to plan business analysis
information management approach?

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)
3) The stakeholder
engagement,
governance and
1) BA approach or information
plan documents – BA management plan can
approach, Stakeholder be separate or part of
engagement the business analysis
approach, BA plan, depending on
governance approach the size of the
and BA information initiative or
management organizational
approach. standard.

2) Business analysis 4) Output of business

approach or plan is analysis planning and
developed based on monitoring knowledge
need, methodology, area governs other
complexity, size and tasks in all knowledge
risk. area.
 KEY TAKEAWAYS (contd.)

5) Business analysis 7) Business analysis

plan documents are performance
reviewed and assessment is used
approved by key as a guideline in all
stakeholders. planning tasks

6) Performance 8) Business analysis

baseline, metrics techniques – Lessons
and KPIs and the learned,
process of Organizational
monitoring and Modeling,
evaluation are Stakeholder list, Map
defined to improve or Persona, RACI
performance of Matrix and KPIs- are
business analysis used when
This concludes “Business Analysis Planning and
Monitoring”

The next lesson is “Elicitation and Collaboration.”