Business Analysis and The IIBA Business Analysis Body of Knowledge BABOK

Business Analysis and BABOK (Business Analysis Book of Knowledge)
Alan McSweeney
Objectives
To provide an overview of the importance of business analysis in project success and to introduce the Business Analysis Body of Knowledge concept and structure
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Agenda

Business Analysis Requirements Business Analysis Body of Knowledge (BABOK) Establishment of a Business Analysis Function
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Business Analysis
Business Analysis
Set of tasks, knowledge and techniques required to identify business needs and determine solutions to business problems Business analysis is the connecting layer between strategy and systems/technology
Solutions
Include a systems development component, but may also consist of process development or improvement or organisational change
Business Analyst
Works as a liaison among stakeholders in order to elicit, analyse, communicate, and validate requirements for changes to business processes, policies, and information systems Understands business problems and opportunities in the context of the requirements and recommends solutions that enable the organisation to achieve its goals
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Business Analysis Skills
Ability to develop a clear and detailed understanding of:

The requirements to solve a business problem, often with a system implementation/solution selection How the proposed system or solution will interoperate or integrate with the existing systems and technology in which the new system will operate How the proposed system or solution fits the existing enterprise architecture and business strategy The business problem from multiple perspectives: business, user, functional, quality of service, implementation, etc.
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Roles of the Business Analyst

Gather requirements Document processes Identify improvement opportunities Document business requirements Act as the liaison between users and system/solution/technical architects
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Roles of the Business Analyst

Gathers data that is unstructured comments/information/discussions/interviews from/with users) Converts that data into information in a structured format Converts that information into knowledge that is structured and usable Develop requirements for change to:
Business processes Information systems
Understand business problems and opportunities Provide recommendations for solutions Be an advocate for the business user Work as a liaison among stakeholders
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Importance of Business Analysis

A factor present in every successful project and absent in every unsuccessful project is sufficient attention to requirements Half of all bugs can be traced to requirement errors Fixing these errors consumes 75% of project rework costs 25%- 40% percent of all spending on projects is wasted as a result of re-work 66% of software projects do not finish on time or on budget 56% of project defects originate in the requirements phase of the project Completed projects have only 52% of proposed functionality 75-80% of IT project failures are the result of requirements problems The average project exceeds its planned schedule by 120% 53% of projects will cost 189% of their original estimate 30% of projects are cancelled before completion 50% of projects are rolled back out of production The typical project expends least effort on analysis where most errors originate and whose errors cost most to fix Requirements errors cost the most and that poor requirements are the main cause of software failure
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Factors for Project Success
Effective and targeted project management and systems engineering processes, tools, and techniques Appropriate executive decision making Effective project leadership High-performing teams Collaboration and respect between the business and IT communities Business analysis processes that ensure the development team will have a clear understanding of the customers overall business and information needs
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IT and Business Analysis

IT need to possess expertise in multiple domains IT must prove it can understand business realitiesindustry, core processes, customer bases, regulatory environment Contribute real business value to their enterprise
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Align Business Analysis to Solution Lifecycles
Business Analysis exists in wider context

Initial Discovery Requirements Elicitation Decision to Proceed Requirements Management and Change Management Operations and Use
Strategy, Business Planning and Business Analysis

Business Concept
Solution Architecture and Design

Solution Architecture Solution Design Solution Specification and Change Management
Project Management Cycle

Initiate Execute and Control Plan Close
Solution Delivery - Implementation and Deployment Lifecycle

Setup and Prepare
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Implement
Manage Evolve Develop Test Deploy
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Business Analysis Challenges

Lack of advance planning for projects and initiatives Lack of formal training for Business Analysts Inconsistent approach to business analysis Outsourcing and relying on external contractors to perform major roles in system development Impatience with the analysis/design/planning process Gap between what Business Analysts are assigned to do and what they should be assigned to do
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Why Projects Fail

Very significant Business/IT pain point

All too frequent implementation of IT solutions that fail to meet business requirements
Look at the general causes of those failures

Look for solutions whose implementation will address those causes
Projects fail to deliver solutions that meet requirements because of some combination of some or all of the following conditions
Poor understanding of the business need or problem Poorly defined and/or stated requirements Inadequately explored solution options Poor solution design Misalignment between requirements and project scope Poor project planning/execution Poor change management
Many of these are related to business analysis and related activities Cannot separate project management, project portfolio management, business analysis and solution architecture
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Avoiding Project Failures
Poor understanding of the business need or problem

Implement effective requirements elicitation processes Implement business analysis processes and governance
Poorly defined and/or stated requirements

Gather requirements effectively Communicate requirements clearly to stakeholders Involve all relevant stakeholders appropriately
Inadequately explored solution options

Implement solution architecture standards and governance Conduct format cost/benefit analyses Reuse existing components
Poor solution design

Translate requirements into design Validate design Implement solution design standards and governance
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Misalignment between requirements and project scope

Requirements drive scope of project, transition and operational aspects of the proposed solution Translate requirements into IT language
Poor project planning/execution

Monitor deliverables Ensure quality Implement effective project management and governance
Poor change management

Implement effective change management and governance Effective change analysis Communicate to the solution team of changes in business requirements Communication to the business stakeholders of variations from the project charter, reflected in an updated business case
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Strategy, Business Planning and Business Analysis
Business Concept Initial Discovery Requirements Elicitation Decision to Proceed Requirements Management and Change Management Operations and Use
Solution Architecture and Design

Solution Architecture Solution Design Solution Specification and Change Management
Project Management Cycle

Initiate Execute and Control Plan Close
Solution Delivery - Implementation and Deployment Lifecycle

Setup and Prepare Implement
Manage Evolve Develop Test Deploy
Poor Understanding Of The Business Need Or Problem
Poorly Defined And/Or Stated Requirements
Inadequately Explored Solution Options
Poor Solution Design
Misalignment Between Requirements And Project Scope
Poor Project Planning/ Execution
Poor Change Management
Business Analysis
Solution Architecture
Project Management
Business Analysis
Ensure adequate and appropriate resources and involvement during project lifecycle
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Aligning the Solutions Being Delivered
Need more than project management

Not the complete picture Cannot treat project management in isolation
Need to ensure that the solution being managed meets business requirements Need to ensure business requirements are captured Need to ensure that solutions are designed to deliver business requirements and comply with organisations enterprise architecture Fundamentally the project exists to manage the delivery of the solution that has been designed to meet business requirements that assist with delivery of the business plan
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Complete Picture of Project Selection and Delivery

Structured Capture and Management of Requirements Design of Solutions to Meet Requirements
Business Analysis
Programme and Project Management
Solution Architecture Prioritisation of Projects Project Portfolio Management

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Delivery of Projects
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Frameworks and Methodologies
Use of a business analysis methodology and framework can seem to impose an unnecessary burden but it delivers real benefits
Benefits of Adoption Consistency Speed Drives Delivery Ensures Acceptance Productivity Reuse Professionalism Customer Confidence Speed Accuracy Audit Trail Cost Saving Risk Management and Reduction
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Potential Disadvantages Time to Adopt Cost to Adopt Suitability Too Comprehensive Cost of Use Not Currently In Use Within Risk
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Requirements
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Requirements
A condition or capability needed by a stakeholder to solve a problem or achieve an objective A condition or capability that must be met or possessed by a system or system component to satisfy a contract, standard, specification or other formally imposed documents A documented representation of a condition or capability Focus on a particular business process or processes Describe the business need or problem and address all the functions associated with their delivery In project terms, requirements are the detailed items necessary to achieve the goals of the project Requirements analysis is key to successful project
Requirements
Objective is to define and describe the characteristics of an acceptable solution to a business problem, so that the project team has a clear understanding of how to design and implement it It is all about requirements
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Requirements Planning and Management
Identify team roles: project manager, business analysts, developers, quality assurance analysts, trainers, application architects, data modeler, database analyst, infrastructure analyst, information architect, subject matter (functional) experts, etc. Identify stakeholders (who will provide requirements information): executive sponsor, solution owner (client), end users, functional managers, investors, etc. Distribute responsibilities amongst business analysts and other team members and define coordination, team communication and knowledge sharing mechanisms and processes Define risk monitoring and management approach for each identified risk Define the requirements and system development method Define the requirements and system development process Manage requirements change and scope: requirements creep is a big problem Define and collect project metrics and reporting mechanisms Other project planning and project management activities
Hierarchy of Requirements from Enterprise to Project/Initiative

Re Business Vision and qu ire Goal me nts Hie rar Strategy ch y
Solutions delivered by programmes and projects cascade from business vision to ultimate operation and service delivery
De liv ery Ini an Strategic Objectives tia dO tiv es pe Solutions delivered by rat ion Systems and programmes and projects
need to be aligned to the overarching business vision and goal
Solutions
Bu s in Business Plan ess to Sp eci fic Programmes for
rom
Operation of Solution
Analysis and Design Build Bridge From Business to Solution

Problem Requirement Business Analysis: Elicit Requirements Analyse Communicate Validate Business Analysis and Solution Design
Current State
Solution Design: Translate Requirements into Solution
Solution
Desired Future State
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Requirements Team
Business Analysis
Need the perspectives of all parties Requirements need to be verified by those who are contributors in solution definition Is there enough information in the requirements to build a solution that delivers the business case?
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Business Initiative Sponsor Solution Architect
Project Manager
Lead Developer
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Requirements Within Solution Lifecycle

Business Concept Business Requirements System Requirements High-Level Design Low-Level Design Operational Use Acceptance Test System Testing Integration Testing Component Testing
Install and Implement
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De live rS Re oluti qu on ire me and nts Fulf il
e uir eq eR fin De
nts me gn es i dD an So
ion lut
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Requirements

Business requirements drive strategy, architecture and project/solution implementation Capturing requirements is essential Define key principles/policies/critical success factors for IT Requirements define what is to be delivered Getting requirements wrong has a substantial cost and contributes to the reasons for project failure Requirements on their own are not sufficient: solution must be designed to deliver on requirements
Business
Functional Technical Implementation
Requirements
Strategy
Architecture
Project/Solution Implementation
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Requirements Specification
Requirements Specification describes what a system should do

Should be produced as early as possible in the development/delivery cycle One of the most difficult aspects of system development/delivery One of the most important tasks of system development/delivery Should focus on the interactions with the user
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Where Do Errors in Projects/Initiatives Arise

Other Development/ Implementation
Gaps in Requirements
Solution Design
Getting requirements right reduce risk of project failure
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Relative Cost of Fixing Errors During Project Lifecycle

1000
(Logarithmic Scale)
Errors/gaps/omissions become significantly more expensive to fix at later stages of project lifecycle
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10
1
en ta tio n m en ts De sig rT es tin Te st m en t De pl oy n in g g
Re qu ire
Im pl em
st em
De ve lo pm
en t/
Low Cost Estimate

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Sy
Us e
High Cost Estimate

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Complete View of Requirements Process

Enterprise Analysis Requirements Planning and Management
Plan the requirements capture and management process
Requirements Elicitation
Define the problem Define the solution scope
Gather the requirements
Requirements Communication
Present requirements Agree requirements Refine requirements
Requirements Analysis and Documentation

Analyse requirements Identify gaps Refine requirements
Solution Assessment and Validation

Define solution Ensure the solution meets the requirements
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Requirements Capture and Management

STAGES Requirements Development
ACTIVITIES
Gather Analyse Review
Cha nge
Requirements Management
e tur Cap e tur Cap
Cha nge
Stages and Activities of Requirements Capture and Management
ss Asse
ss Asse
Requirements Development
Gather Tasks relating to the initial
Requirements Management
Capture Ensure that the new
gathering of requirements (uses numerous techniques). Analyse Analysing and categorising requirements. Specifying them. Review Agreeing (with the stakeholders) exactly what the requirements are. Modify if necessary to reach agreement.
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requirements or change requests are captured and notated. Assess Consider whether the changes will be actioned. Approve or reject. Change Undertake the changes.
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Communication and Documentation
Objective is to develop an accurate understanding of the business problem and clearly articulate the solution Key components
Communication skills are critical two ways: not only clearly articulating things verbally and in writing, but also listening effectively Selecting the appropriate models, artifacts and other requirements documents formats Describing models and text artifacts clearly, accurately and concisely Key deliverable: requirements specification representing the BAs demonstrated understanding of the business and processes that need to be handled by the system and its necessary capabilities Specifications serve as the foundation for: effort estimation, budgeting, resource allocation, contractual terms, and implementation planning, etc. Preparing effective presentations for clients and stakeholders
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Requirements Classification
Business Requirements
High-level statements of the goals, objectives, or needs of the enterprise Reasons why a project has been initiated, the objectives that the project will achieve Metrics that will be used to measure its success.
Stakeholder Requirements
Statements of the needs of stakeholders
Solution Requirements
Characteristics of a solution that meet business requirements and stakeholder requirements Functional Requirements
Describe the behaviour and information that the solution will manage
Non-Functional Requirements
Describe environmental conditions under which the solution must remain effective or qualities the solution must have
Transition and Implementation Requirements

Capabilities that the solution must have in order to facilitate transition from the current state of the enterprise to a desired future state, but that will not be needed once that transition is complete
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Business Analysis Body of Knowledge (BABOK)
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Developed by the IIBA (International Institute of Business Analysis) http://www.theiiba.org/ BABOK is the collection of knowledge within the profession of Business Analysis and reflects generally accepted practice Describes business analysis areas of knowledge, their associated activities and tasks and the skills necessary to be effective in their execution Identifies currently accepted practices Recognises business analysis is not the same as software requirements Defined and enhanced by the professionals who apply it Captures the knowledge required for the practice of business analysis as a profession
Describes in idealised approach to performing the complete range of business analysis activities Can be customised to suit the needs of an organisation and initiative
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BABOK Knowledge Areas and Activity Flow

Business Analysis Planning and Monitoring
Enterprise Analysis Elicitation Requirements Analysis
Solution Assessment and Validation
Requirements Management and Communication
Underlying Competencies
BABOK Knowledge Areas Structure

Knowledge Area
Each Knowledge Area consists of a set of tasks Each task has inputs and outputs Outputs from earlier tasks can be inputs to subsequent tasks Each task has stakeholders that may potentially participate Each task can use one or more generally accepted techniques that support the practice of business analysis
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Inputs 1 Stakeholders
Task 1
Outputs 1 Techniques
Inputs 2 Stakeholders
Task 2
Outputs 2 Techniques
Inputs N Stakeholders
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Task N Outputs N Techniques
BABOK Knowledge Areas
Business Analysis Planning and Monitoring

Determine which activities are necessary in order to complete a business analysis effort Identification of stakeholders, selection of business analysis techniques, the process that will be used to manage requirements, and how to assess the progress of the work
Elicitation
Work with stakeholders to identify and understand their needs and concerns and the environment in which they work Ensure that a stakeholders actual underlying needs are understood
Requirements Management and Communication

Manage conflicts, issues and changes in order to ensure that stakeholders and the project team remain in agreement on the solution scope Communicate requirements to stakeholders Knowledge gained by the business analyst is maintained for future use
Enterprise Analysis
Identify a business need, refine and clarify the definition of that need, and define a solution scope that can feasibly be implemented by the business
Requirements Analysis
Prioritise and progressively elaborate stakeholder and solution requirements in order to enable the project team to implement a solution that will meet the needs of the sponsoring organisation and stakeholders
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BABOK Knowledge Areas and Constituent Tasks

Business Analysis Planning and Monitoring Requirements Management and Communication Solution Assessment and Validation Requirements Analysis Underlying Competencies
Elicitation
Enterprise Analysis
Plan Business Analysis Approach
Prepare for Elicitation
Manage Solution Scope and Requirements
Define Business Need
Prioritise Requirements
Assess Proposed Solution
Analytical Thinking and Problem Solving
Conduct Stakeholder Analysis
Conduct Elicitation Activity
Manage Requirements Traceability
Assess Capability Gaps
Organise Requirements
Allocate Requirements
Behavioural Characteristics
Plan Business Analysis Activities
Document Elicitation Results
Maintain Requirements for Re-use
Determine Solution Approach
Specify and Model Requirements
Assess Organisational Readiness
Business Knowledge
Plan Business Analysis Communication
Confirm Elicitation Results
Prepare Requirements Package
Define Solution Scope
Define Assumptions and Constraints
Define Transition Requirements
Communication Skills
Plan Requirements Management Process
Communicate Requirements
Define Business Case
Verify Requirements
Validate Solution
Interaction Skills
Manage Business Analysis Performance November 26, 2009
Validate Requirements
Evaluate Solution Performance
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BABOK Techniques

Acceptance and Evaluation Criteria Definition Brainstorming Business Rules Analysis Data Dictionary and Glossary Data Flow Diagrams Data Modelling Decision Analysis Document Analysis Interviews Metrics and Key Performance Indicators Non-functional Requirements Analysis Organisation Modelling Problem Tracking Process Modelling Requirements Workshops Scenarios and Use Cases
Related Business Analysis Skills, Techniques and Frameworks

Agile Development Business Intelligence Business Process Management Business Rules Decision Analysis Enterprise Architecture Governance and Compliance Frameworks IT Service Management Lean and Six Sigma Organisational Change Management Project Management Quality Management Service Oriented Architecture Software Engineering (particularly Requirements Engineering) Software Process Improvement Software Quality Assurance Strategic Planning Usability and User Experience Design
Business Analysis Planning and Monitoring - Tasks

Elicitation
Enterprise Analysis
Business Knowledge
Verify Requirements
Validate Solution
Interaction Skills
Business Analysis Planning and Monitoring Knowledge Area

Identifying stakeholders Defining roles and responsibilities of stakeholders in the business analysis effort Developing estimates for business analysis tasks Planning how the business analyst will communicate with stakeholders Planning how requirements will be approached, traced, and prioritised Determining the deliverables that the business analyst will produce Defining and determining business analysis processes Determining the metrics that will be used for monitoring business analysis work Monitoring and reporting on work performed to ensure that the business analysis effort produces the expected outcomes
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Business Analysis Planning and Monitoring - Inputs and Outputs Outputs

Inputs Tasks
Business Analysis Approach Business Analysis and Performance Metrics Plan Business Analysis Approach Conduct Stakeholder Analysis BA Performance Assessment Enterprise Architecture Expert Judgement Plan BA Communications Requirements Management Plan Business Analysis Plan(s) BA Communication Plan
Business Need
Plan BA Activities
BA Process Assets Plan Requirements Management Process Manage BA Performance
Organisational Process Assets
Stakeholder List, Roles, and Responsibilities
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Task - Plan Business Analysis Approach

Outputs Inputs Tasks
Business Need
Plan BA Activities
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Task - Plan Business Analysis Approach

Plan Driven Approach
Spectrum of Options
Change Driven Approach
Focus on minimising up-front uncertainty and ensuring that the solution is fully defined before implementation begins in order to maximise control and minimise risk Preferred in situations where requirements can effectively be defined in advance of implementation, the risk of an incorrect implementation is unacceptably high, or when managing stakeholder interactions presents significant challenges
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Focus on rapid delivery of business value in short iterations in return for acceptance of a higher degree of uncertainty regarding the overall delivery of the solution Preferred when taking an exploratory approach to finding the best solution or for incremental improvement of an existing solution
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Elements of Task - Plan Business Analysis Approach (1)
Timing of Business Analysis Work

When the business analysis efforts should occur When tasks need to be performed Will the level of business analysis effort will need to vary over time Will enterprise analysis, requirements analysis, and solution assessment and validation activities will be performed primarily in specific project phases or iteratively over the course of the initiative
Formality And Level Of Detail Of Business Analysis Deliverables

Will requirements be delivered as formal documentation or through informal communication with stakeholders What is appropriate level of detail that should be contained in these documents Expected deliverables must be defined as part of the approach
Requirements Prioritisation
How will requirements will be prioritised and how those priorities will be used to define the solution scope
Change Management
What is expected likelihood and frequency of change Ensure that the change management process is effective for those levels of change Effective business analysis practices can significantly reduce the amount of change required in a stable business environment but cannot eliminate it entirely
Elements of Task - Plan Business Analysis Approach (2)
Business Analysis Planning Process

Determine the process that will be followed to plan the execution of businesses analysis activities Ensure this integrated with the larger project plan
Communication With Stakeholders

Decide how communications with regard to project decision-making and approval of deliverables are to be made
Requirements Analysis and Management Tools

Identify any requirements analysis or management tools that will be used.
Project Complexity
The complexity of the project, the nature of the deliverables, and the overall risk to the business needs to be taken into consideration
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Project Complexity Factors

Number of stakeholders Number of business areas affected Number of business systems affected Amount and nature of risk Uniqueness of requirements Number of technical resources required
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Output of Task - Plan Business Analysis Approach
Definition of the approach that will be taken for business analysis in a given initiative Specify team roles, deliverables, analysis techniques, the timing and frequency of stakeholder interactions, and other elements of the business analysis process Decision about which organisational process assets will be applied and any decisions made regarding tailoring of the process for a specific situation
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Task - Conduct Stakeholder Analysis

Business Need
Plan BA Activities
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Task - Conduct Stakeholder Analysis
Identify stakeholders who may be affected by a proposed initiative or who share a common business need Identify appropriate stakeholders for the project or project phase Determine stakeholder influence and/or authority regarding the approval of project deliverables
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Elements of Task - Conduct Stakeholder Analysis (1)
Identification
Who are the stakeholders are and what is the impact of proposed changes on them Understand what needs, wants, and expectations must be satisfied by the solution Requirements are based on stakeholder needs, wants, and expectations
Those that are uncovered either late or not at all could require a revision to requirements that changes or nullifies completed tasks or tasks already in progress, increasing costs and decreasing stakeholder satisfaction
Complexity of Stakeholder Group

Number and variety of direct end users Number of interfacing business processes and automated systems
Authority Levels For Business Analysis Work

Which stakeholders have authority over business analysis activities for both business analysis work and product deliverables
Approve the deliverables Inspect and approve the requirements Request and approve changes Approve the requirements process that will be used Review and approve the traceability structure Veto proposed requirements or solutions (individually or in a group)
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Elements of Task - Conduct Stakeholder Analysis (2)
Attitude and Influence

Assess stakeholder attitudes toward and influence over the initiative The business goals, objectives, and solution approach
Do they believe that the solution will benefit the organisation? Will the benefits affect them directly? Will the benefits be accrued elsewhere? Are the possible negative effects of the initiative on this stakeholder greater than the rewards? Do they believe that the project team can successfully deliver the solution?
Attitude towards business analysis:

Do they see value in defining their requirements? Do they present solutions and expect the requirements to be contained in that solution, and believe that this will enable them to avoid requirements definition?
Attitude towards collaboration:

Have they had success on previous collaborative efforts? Does the organisation reward collaboration? Is the organisation hierarchical in nature, rather than being team-based? Are personal agendas the norm?
Attitude towards the sponsor:

On cross-functional efforts, do all the subject matter experts support the sponsor? Are there subject matter experts who would prefer another sponsor?
Attitude towards team members:

Have key members of the project team (including but not limited to the business analyst) built trusting relationships or have there been prior failed projects or project phases involving those people?
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Stakeholder Matrix
High Ensure stakeholder remains satisfied Influence of Stakeholder Monitor to ensure stakeholders interest or influence do not change Low Low Impact on Stakeholder High Keep informed; stakeholder is likely to be very concerned and may feel anxious about lack of control Work closely with stakeholder to ensure that they are in agreement with and support the change
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Stakeholder Onion Diagram

Customers, suppliers, regulators, and others
Affected External Stakeholders
Sponsors, executives, domain SMEs, and others who interact with the affected group
Organisation or Enterprise
End users, help desk, and others whose work changes when the solution is delivered
Affected Organisational Unit Solution Delivery
Project team and others directly involved with creating the solution
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Output of Task - Conduct Stakeholder Analysis

List of required roles Names and titles of stakeholders Category of stakeholder Location of stakeholders Special needs Number of individuals in this stakeholder role Description of stakeholder influence and interest Documentation of stakeholder authority levels
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Task - Plan Business Analysis Activities

Business Analysis Approach Business Analysis Approach BA Performance Assessment Plan Business Analysis Approach Conduct Stakeholder Analysis BA Performance Assessment Organisational Process Assets Stakeholder List, Roles, and Responsibilities Plan BA Communications Requirements Management Plan Business Analysis Plan(s) BA Communication Plan
Plan BA Activities
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Task - Plan Business Analysis Activities
Determine the activities that must be performed and the deliverables that must be produced Determine the scope of work for the business analysis activities Estimate the effort required to perform that work Identify the management tools required to measure the progress of those activities and deliverables
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Elements of Task - Plan Business Analysis Activities (1)
Geographic Distribution of Stakeholders

Consider the physical location of key stakeholders on the project Outsourced development project where the development team is physically located time zones away
Type of Project or Initiative

Type of project or initiative will have a significant impact on the activities that need to be performed
Feasibility studies Process improvement Organisational change New software development (in-house) Outsourced new software development Software maintenance or enhancement Software package selection
Business Analysis Deliverables

List of deliverables is useful as a basis for activity identification
Interviews or facilitated sessions with key stakeholders Review project documentation Review organisational process assets
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Elements of Task - Plan Business Analysis Activities (2)
Determine Business Analysis Activities

Define the scope of work and in developing estimates using work breakdown structure (WBS) Activities and tasks creates Activity List
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Output of Task - Plan Business Analysis Activities
Business Analysis Plan

Description of the scope of work, the deliverable Work Breakdown Structure Activity List Estimates for each activity and task How the plan should be changed in response to changing conditions Level of detail associated with the plan is determined by the business analysis approach
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Task - Plan Business Analysis Communication

Business Analysis Approach Business Analysis Approach Business Analysis Plan(s) Plan Business Analysis Approach Conduct Stakeholder Analysis BA Performance Assessment Stakeholder List, Roles, and Responsibilities Organisational Process Assets Plan BA Communications Requirements Management Plan Business Analysis Plan(s) BA Communication Plan
Plan BA Activities
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Business analysis communications plan describes the proposed structure and schedule for communications regarding business analysis activities Basis for setting expectations for business analysis work, meetings, walkthroughs, and other communications Determine how best to receive, distribute, access, update, and escalate information from project stakeholders Determine how best to communicate with each stakeholder Requirements should be presented in formats that are understandable for the reviewer Must be clear, concise, accurate, and at the appropriate level of detail
Issues
What needs to be communicated What is the appropriate delivery method Who is the appropriate audience When the communication should occur
Needs and constraints relevant to communication

Physical location/time zone of the stakeholders Communication approach for the stakeholder What types of communications will be required (e.g. status, anomalies, issues and their resolution, risks, meeting results, action items, etc.) What types of requirements will be elicited (business, stakeholder, solution, or transition; high level vs. detailed) and how best to elicit them How best to communicate requirements conclusions/packages, including authority level (signoff authority, veto authority, or review only) Time and resource availability constraints
Elements of Task - Plan Business Analysis Communication (1)
Geography
Communications needed for a team that is collocated will be different from communications required for a project with geographically dispersed stakeholders
Culture
Cultural issues should also be taken into account when planning communications
Attitude to time Attitude to task completion Attitude to contracts Attitude to formal and informal authority
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Elements of Task - Plan Business Analysis Communication (2)
Project Type
Different projects will necessitate different deliverables Extent of documentation needed in a requirements package will vary depending on the project
New, customised in-house software development project Upgrading the technology or infrastructure of a current system Change in a business process or new data for an existing application Purchase of a software package Short, focused, agile style iterations of software development
Communication Frequency
Frequency required by various stakeholders for each type of communication
Communications Formality
Level of formality needed Varies from stakeholder to stakeholder, project phase to project phase, work within a project phase, and requirements presentation
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Outputs of Task - Plan Business Analysis Communication
Business Analysis Communication Plan

How, when and why the business analyst will work directly with stakeholders Stakeholder communications requirements for business analysis activities Format, content, medium, level of detail Responsibility for collecting, distributing, accessing, and updating information
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Task - Plan Requirements Management Process

Business Analysis Approach Business Analysis Approach Business Analysis Plan(s) Plan Business Analysis Approach Conduct Stakeholder Analysis BA Performance Assessment Organisational Process Assets Plan BA Communications Requirements Management Plan Business Analysis Plan(s) BA Communication Plan
Plan BA Activities
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Task - Plan Requirements Management Process
Define the process that will be used to approve requirements for implementation and manage changes to the solution or requirements scope Process for requirements change
Which stakeholders need to approve change Who will be consulted or informed of changes Who does not need to be involved
Assess the need for requirements traceability and determine which requirements attributes will be captured
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Elements of Task - Plan Requirements Management Process (1)
Repository
Method of storing requirements, including those under development, those under review and approved Process for adding, changing and deleting requirements should be consistent and clearly understood by all
Traceability
Determine whether and how to trace requirements Tracing requirements adds considerable overhead to business analysis work and must be done correctly and consistently to have value
Select Requirements Attributes

Attributes provide information about requirements such as source, importance and other metadata Assists in efficiently and effectively make tradeoffs between requirements, identify stakeholders affected by potential changes, and understand the impact of a proposed change
Reference Author Complexity Ownership Priority Risks Source Stability Status Urgency Cost Resource assignment Revision number Traced from Traced to
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Elements of Task - Plan Requirements Management Process (2)
Requirements Prioritisation Process

Not all requirements deliver the same value to stakeholders Prioritisation focuses effort on determining which requirements should be investigated first, based on the risk, cost to deliver, benefits they will produce or other factors Planning requirement prioritisation ensures that stakeholders determine and understand how requirements will be prioritised throughout and at the end of the business analysis effort
Change Management
Process for requesting changes Who will authorise changes Change analysis
Tailoring the Requirements Management Process

Requirements management process may need to be tailored to meet the needs of a specific initiative or project
Organisational culture Stakeholder preferences Complexity of project, project phase, or product Number of interfaces, business and/or system impacts or spanning a variety of functional areas Many components and subcomponents, have complex interfaces, will be used by a variety and number of stakeholders or have other complexities Organisational maturity Availability of resources
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Output of Task - Plan Requirements Management Process
Requirements Management Plan

Approach to be taken to structure traceability Definition of requirements attributes to be used Requirements prioritisation process Requirements change process, including how changes will be requested, analysed, approved, and implemented
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Task - Manage Business Analysis Performance

Business Analysis Approach Business Analysis and Performance Metrics Business Analysis Plan(s) Plan Business Analysis Approach Conduct Stakeholder Analysis BA Performance Assessment Organisational Process Assets Plan BA Communications Requirements Management Plan Business Analysis Plan(s) BA Communication Plan
Plan BA Activities
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Task - Manage Business Analysis Performance
Determine which metrics will be used to measure the work performed by the business analyst How organisational process assets governing business analysis activities are managed and updated
Performance metrics or expectations for business analysis work
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78
Elements of Task - Manage Business Analysis Performance
Performance Measures
Used to set expectations regarding what constitutes effective business analysis Measures enable the business analyst to determine when problems are occurring that may affect the performance of business analysis or other activities or identify opportunities for improvement
Performance Reporting
Written or informal and verbal Present to various levels of stakeholders and management
Preventive And Corrective Action

Assess the performance measures to determine where problems in executing business analysis activities are occurring Identify opportunities for improving the business analysis process exist
November 26, 2009
79
Output of Task - Manage Business Analysis Performance
Business Analysis Performance Assessment

Comparison of planned versus actual performance Understanding of root cause of variances from the plan
Business Analysis Process Assets

Review the process that produced those results Recommendations for improvement to the business analysis process Incorporate into Organisational Process Assets
November 26, 2009
80
Elicitation - Tasks
Elicitation
Enterprise Analysis
Business Knowledge
Verify Requirements
Validate Solution
Interaction Skills
Elicitation Knowledge Area

Key task in business analysis Requirements serve as the foundation for the solution to the business Essential that the requirements be complete, clear, correct, and consistent Need to actively engage the stakeholders in defining requirements Requirements are identified throughout the elicitation, analysis, verification and validation activities When initial requirements are used to build and verify model(s), gaps may be discovered Techniques
Brainstorming Document Analysis Focus Groups Interface Analysis Interviews Observation/Job Shadowing Prototyping Requirements Workshops Survey/ Questionnaire
82
November 26, 2009
Elicitation - Inputs and Outputs

Inputs Tasks
Business Case Business Need Prepare for Elicitation Requirements Management Plan Conduct Elicitation Activity Scheduled Resources
Outputs
Elicitation Results
Solution Scope Document Elicitation Results Confirm Elicitation Results Stakeholder Concerns Supporting Materials
November 26, 2009
83
Task - Prepare for Elicitation

Inputs Tasks
Business Case Business Need Prepare for Elicitation Requirements Management Plan Conduct Elicitation Activity Scheduled Resources
Outputs
Elicitation Results
Solution Scope Document Elicitation Results Confirm Elicitation Results Stakeholder Concerns Supporting Materials
November 26, 2009
84
Task - Prepare for Elicitation
Ensure all needed resources are organised and scheduled for conducting the elicitation activities Build a detailed schedule for a particular elicitation activity, defining the specific activities and the planned dates
November 26, 2009
85
Elements of Task - Prepare for Elicitation

Clarify the specific scope for the selected elicitation technique and gathers any necessary supporting materials Schedule all resources (people, facilities, equipment) Notify appropriate parties of the plan For event-based elicitation (brainstorming, focus group, interview, observation, prototyping, requirements workshop) ground rules must be established Agree form and frequency of feedback during the elicitation process Agree mechanism for verifying and signing off on the elicited results
Output of Task - Prepare for Elicitation
Scheduled Resources
Includes the participants, the location in which the elicitation activity will occur, and any other resources that may be required.
Supporting Materials
Materials required to help explain the techniques used or perform them
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87
Task - Conduct Elicitation Activity

Inputs
Business Case
Business Need
Tasks
Outputs
Requirements Management Plan
Solution Scope
Elicitation Results
Scheduled Resources
Stakeholder Concerns
November 26, 2009
88
Task - Conduct Elicitation Activity

Meet with stakeholder(s) to elicit information regarding their needs Elicitation events takes place - brainstorming, focus groups, interviews, observation, prototyping, requirements workshops
Event-based requirements elicitation is highly dependent on the knowledge of the stakeholders, their willingness to participate in defining requirements, and the groups ability to reach consensus Ensure stakeholders are heard Clarify and possibly restate the requirements to encompass all stakeholders perspectives
Elicitation is performed - document analysis, interface analysis or distributed (survey/questionnaire) Ensure that the business analyst understands what information should be elicited from the stakeholders
Elements of Task - Conduct Elicitation Activity
Tracing Requirements
While eliciting the requirements it is important to guard against scope creep Tracing requirements back to the business goals/objectives helps to validate whether a requirement should be included
Capturing Requirement Attributes

Documenting requirements attributes such as the requirements source, value and priority will aid in managing each requirement throughout its life cycle
Metrics
Tracking the elicitation participants and the actual time spent eliciting the requirements provides a basis for future planning
Output of Task - Conduct Elicitation Activity
Elicitation Results
May include documentation appropriate to the technique and capture the information provided by the stakeholder
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91
Task - Document Elicitation Results
Tasks Inputs
Prepare for Elicitation Conduct Elicitation Activity Requirements Stated Document Elicitation Results Confirm Elicitation Results Stakeholder Concerns
Outputs
Elicitation Results
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92
Task - Document Elicitation Results
Record the information provided by stakeholders for use in analysis For elicitation event (brainstorming, focus groups, interviews, observation, prototyping, requirements workshops) a summary of the output from the event, including issues is produced
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93
Elements of Task - Document Elicitation Results
Written documents and other material
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94
Output of Task - Document Elicitation Results
Requirements Stated (Unconfirmed)

Describe the stakeholders need from the stakeholders perspective
Stakeholder Concerns (Unconfirmed)

Includes issues identified by the stakeholder, risks, assumptions, constraints, and other relevant information
November 26, 2009
95
Task - Confirm Elicitation Results
Tasks Inputs
Prepare for Elicitation Requirements Stated (Unconfirmed) Stakeholder Concerns (Unconfirmed) Document Elicitation Results Confirm Elicitation Results Conduct Elicitation Activity Requirements Stated (Confirmed) Stakeholder Concerns (Confirmed)
Outputs
November 26, 2009
96
Task - Confirm Elicitation Results
Validate that the stated requirements expressed by the stakeholder match the stakeholders understanding of the problem and the stakeholders needs
November 26, 2009
97
Elements of Task - Confirm Elicitation Results
Review the documented outputs with the stakeholders to ensure that the analysts understanding conforms to the actual desires or intentions of the stakeholder
November 26, 2009
98
Output of Task - Confirm Elicitation Results
Requirements Stated (Confirmed)

Describe the stakeholders need from the stakeholders perspective
Stakeholder Concerns (Confirmed)

Includes issues identified by the stakeholder, risks, assumptions, constraints, and other relevant information
November 26, 2009
99
Requirements Management and Communication Tasks BABOK Knowledge

Areas
Business Analysis Planning and Monitoring Requirements Management and Communication Solution Assessment and Validation Elicitation Enterprise Analysis Requirements Analysis Underlying Competencies
Business Knowledge
Verify Requirements
Validate Solution
Interaction Skills
Requirements Management and Communication Knowledge Area

Activities and considerations for managing and expressing requirements to a potentially broad and diverse audience Ensure that all stakeholders have a shared understanding of the nature of a solution Ensure that those stakeholders with approval authority are in agreement as to the requirements that the solution shall meet Communicating requirements helps to bring the stakeholders to a common understanding of the requirements Management of requirements assists with understanding the effects of change and linking business goals and objectives to the actual solution that is constructed and delivered Over the long term, ensures that the knowledge and understanding of the organisation gained during business analysis is available for future use
November 26, 2009 101
Requirements Management and Communication Inputs and Outputs

Inputs Tasks
Business Analysis Communication Plan Requirements Manage Solution Scope and Requirements Requirements Management Plan Requirements Structure Maintain Requirements for Re-use Organisational Process Assets Stakeholder List, Roles, and Responsibilities Communicate Requirements Requirements Package Prepare Requirements Package Requirements (Maintained and Reusable) Requirements (Traced) Manage Requirements Traceability Requirements (Approved) Requirements (Communicated)
Outputs
Solution Scope
November 26, 2009
102
Task - Manage Solution Scope and Requirements

Tasks Inputs
Manage Solution Scope and Requirements Requirements Management Plan Solution Scope Maintain Requirements for Re-use Prepare Requirements Package Allocate Requirements Communicate Requirements Manage Requirements Traceability Requirements (Maintained and Reusable) Assess Proposal Solution
Outputs
Stakeholder, Solution and Transition Requirements
November 26, 2009
103
Task - Manage Solution Scope and Requirements
Secure approval of requirements from those stakeholders who have the appropriate authority Manage issues that emerge during elicitation Baseline requirements after approval Any changes to requirements after baselining, if changes are permitted, involves use of a change control process and subsequent approval Solution scope is required as a basis for requirements management If business needs change during the lifetime of an initiative, the solution scope must also change Changes to the solution scope may also lead to changes in previously approved requirements that may not support the revised scope
November 26, 2009 104
Elements of Task - Manage Solution Scope and Requirements
Solution Scope Management

Assess stakeholder and solution requirements to ensure that they fall within the solution scope
Conflict and Issue Management

Conflicts often arise when requirements are developed and reviewed Conflicts that affect the requirements must be resolved before formal approval is given to those requirements
Presenting Requirements For Review

Determine how requirements will be presented to various stakeholders and whether presentations will be formal or informal Assess the requirements, audience, and organisational process assets to determine the level of formality appropriate for business analysis communication When presenting requirements for review and approval, there needs to be enough formality to support the methodology and ensure that the stakeholders will review, understand, and approve them
Approval
Ensure that the stakeholder(s) responsible for approving requirements understands and accepts the requirements Record decisions
November 26, 2009
105
Output of Task - Manage Solution Scope and Requirements
Requirements (Approved)
Requirements which are agreed to by stakeholders and ready for use in subsequent business analysis or implementation efforts
November 26, 2009
106
Task - Manage Requirements Traceability

Inputs Tasks
Requirements Requirements Management Plan Manage Solution Scope and Requirements Requirements Management Plan Requirements Structure Maintain Requirements for Re-use Organisational Process Assets Stakeholder List, Roles, and Responsibilities Communicate Requirements Requirements Package Prepare Requirements Package Requirements (Maintained and Reusable) Requirements (Traced) Manage Requirements Traceability
Outputs
Requirements (Approved)
Requirements (Communicated)
Solution Scope
November 26, 2009
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Task - Manage Requirements Traceability

Create and maintain relationships between business objectives, requirements and solution components Requirements are related to other requirements, to solution components and to other elements such as test cases Tracing links business requirements to stakeholder and solution requirements, to other artifacts produced by the team and to solution components Traceability is used to help ensure solution conformance to requirements Used to detect missing functionality or to identify if implemented functionality is not supported by a specific requirement When a requirement is changed, the business analyst can easily review all of the related requirements and software components in order to understand the impact of the change
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Elements of Task - Manage Requirements Traceability
Relationships
Records the dependencies and relationships for each of the requirements Dependencies and relationships between requirements helps when determining the sequence in which requirements are to be addressed
Impact Analysis
Evaluate the impact of a change When a requirement changes, its relationships to other requirements or system components can be reviewed Allows decision makers evaluate options with facts
Configuration Management System

Requirements management tool is generally needed to trace large numbers of requirements
November 26, 2009
109
Output of Task - Manage Requirements Traceability
Requirements traceability matrix showing requirements relationships to other requirements within the solution scope such that it is relatively easy to identify the effects on other requirements of a change
November 26, 2009
110
Task - Maintain Requirements for Re-use

Inputs Tasks
Outputs
Solution Scope
November 26, 2009
111
Task - Maintain Requirements for Re-use
Manage knowledge of requirements following their implementation Identify requirements that have the potential for longterm usage by the organisation To facilitate re-use requirements must be clearly named and defined and easily available Maintenance of requirements assists in impact analysis of changes and reduces analysis time and effort
November 26, 2009
112
Elements of Task - Maintain Requirements for Reuse
Ongoing Requirements
Requirements that an organisational unit is required to be able to meet on a continuous basis
Contractual obligations Quality standards Service level agreements Business rules Business processes
Satisfied Requirements
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113
Output of Task - Maintain Requirements for Re-use
Requirements expressed in a form that makes them suitable for long-term use by the organisation Unapproved requirements can be maintained for possible future initiatives
November 26, 2009
114
Task - Prepare Requirements Package

Inputs Tasks
Outputs
Solution Scope
November 26, 2009
115
Task - Prepare Requirements Package
Primary objective requirements package is to convey information clearly and in an understandable fashion Create set of requirements to ensure that they are effectively communicated to, understood by, and usable by stakeholders
Requirements Specification Presentation Material Process Models and Maps
Requirements package should support subsequent phases of initiative activities and deliverables Misunderstandings will adversely affect initiative implementation, leading to re-work and cost overruns, especially if gaps are discovered late in the process
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116
Elements of Task - Prepare Requirements Package
Work Products and Deliverables

Meeting agendas and minutes Interview questions and notes Facilitation session agendas and notes Issues log Work plans Status reports Presentation slides used during the project Traceability matrices
Format
Depends on initiatives and requirements Select the most appropriate formats to present the material to convey an effective message to those participating in the requirements review process If the purpose of the package is to obtain formal approval, the requirements documentation should be complete in order to prepare the requirements package
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Output of Task - Prepare Requirements Package
A requirements document, presentation or package of requirements ready to be reviewed by stakeholders Package can contain all of the project requirements or can be broken into several sub-packages
November 26, 2009
118
Task - Communicate Requirements

Tasks Inputs
Manage Solution Scope and Requirements Business Analysis Communication Plan Requirements Maintain Requirements for Re-use Requirements Package Communicate Requirements Requirements Package Prepare Requirements Package Requirements (Maintained and Reusable) Manage Requirements Traceability Requirements (Approved) Requirements (Communicated)
Outputs
Requirements (Traced)
November 26, 2009
119
Task - Communicate Requirements
Communicating requirements is needed to ensure stakeholders have a common understanding of requirements Includes conversations, notes, documents, presentations, and discussions Concise, appropriate, effective communication requires that the business analyst possess hard and soft communication skills
November 26, 2009
120
Elements of Task - Communicate Requirements
General Communication
Requirements communication is performed iteratively Requirements communication can lead to elicitation of additional requirements
Enterprise Analysis Tasks - Business case and solution scoping information is communicated Elicitation Tasks - Communication of requirements may be useful during elicitation activities to help stakeholders identify other related requirements Requirements Analysis Tasks - Requirements are refined, modified, clarified and finalised through effective communication Solution Assessment and Validation Tasks - Assessments of the solution, allocation of requirements to solution components, organisational readiness, and transition requirements all must be communicated
Presentations
Formal or informal - based on by the objective of the communication and the audience needs
Ensure that internal project quality standards have been adhered to Ensure cross-functional fit with other business process areas within the same initiative Obtain business acceptance and sign-off.. Obtain delivery team sign-off.. Obtain testing team sign-off.. Examine solution options with a delivery team Prioritise a set of requirements before proceeding to next project stage Make decisions regarding solution scope
November 26, 2009
121
Output of Task - Communicate Requirements
Communicated requirements understood by stakeholders - what the requirements are and their current state
November 26, 2009
122
Enterprise Analysis Knowledge Area

Elicitation
Enterprise Analysis
Business Knowledge
Verify Requirements
Validate Solution
Interaction Skills
Enterprise Analysis Knowledge Area
Business analysis activities necessary to identify a business need, problem, or opportunity, define the nature of a solution that meets that need, and justify the investment necessary to deliver that solution Analyse the business situation in order to fully understand business problems and opportunities Assess the capabilities of the organisation to understand the change needed to meet business needs and achieve strategic goals Determine the most feasible business solution approach Define the solution scope and develop the business case for a proposed solution Define and document business requirements (including the business need, required capabilities, solution scope, and business case)
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124
Enterprise Analysis - Inputs and Outputs

Inputs Tasks
Assumptions and Constraints Business Goals and Objectives Define Business Need Enterprise Architecture Organisational Process Assets Determine Solution Approach Requirements (Stated) Solution Performance Assessment Define Business Case Stakeholder Concerns Solution Scope Define Solution Scope Required Capabilities Solution Approach Assess Capability Gaps
Outputs
Business Case
Business Need
November 26, 2009
125
Task - Define Business Need

Inputs Tasks
Assumptions and Constraints Business Goals and Objectives Define Business Need Enterprise Architecture Organisational Process Assets Determine Solution Approach Requirements (Stated) Solution Performance Assessment Define Business Case Stakeholder Concerns Solution Scope Define Solution Scope Required Capabilities Solution Approach Assess Capability Gaps
Outputs
Business Case
Business Need
November 26, 2009
126
Task - Define Business Need

Business need defines the problem that the business analyst is trying to find a solution for High-level statement of issue Used to determine which alternative solutions will be considered, which stakeholders will be consulted, and which solution approaches will be evaluated New business needs can arise in a number of different ways:
From the top down - the need to achieve a strategic goal From the bottom up - a problem with the current state of a process, function or system From business management - a manager needs additional information to make sound decisions or must perform additional functions to meet business objectives From external drivers - driven by customer demand or business competition in the marketplace
Frequently organisations act to resolve an issue without investigating the underlying business need Question the assumptions and constraints that are generally buried in the statement of the business need/issue to ensure that the correct problem is being solved and the widest possible range of alternative solutions are considered
November 26, 2009 127
Elements of Task - Define Business Need (1)
Business Goals and Objectives

Describes the ends that the organisation is seeking to achieve Longer-term, ongoing, and qualitative statements of a state or condition that the organisation is seeking to establish and maintain Describe briefly

Specific describing something that has an observable outcome Measurable tracking and measuring the outcome Achievable testing the feasibility of the effort Relevant in alignment with the organisations key vision, mission, goals Time-bounded the objective has a defined timeframe that is consistent with the business need
Business Problem or Opportunity

Adverse impacts the problem is causing Define expected benefits from any potential solution How quickly the problem could potentially be resolved and the cost of doing nothing. Underlying source of the problem
November 26, 2009 128
Elements of Task - Define Business Need (2)

Desired Outcome Not a complete defined solution Describes the business benefits that will result from meeting the business need and the end state desired by stakeholders Proposed solutions must be evaluated against desired outcomes to ensure that they can deliver those outcomes Desired outcomes should address a problem or opportunity and support the business goals and objectives
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129
Output of Task - Define Business Need
Business need describes a problem that the organisation is (or is likely to) face or an opportunity that it has not taken, and the desired outcome Guides the identification and definition of possible solutions
November 26, 2009
130
Task - Assess Capability Gaps

Tasks Inputs
Define Business Need Enterprise Architecture Determine Solution Approach Solution Performance Assessment Define Business Case Solution Scope Define Solution Scope Required Capabilities Solution Approach Assess Capability Gaps Business Case Business Need
Outputs
Business Need
November 26, 2009
131
Task - Assess Capability Gaps

Identify new capabilities required by the enterprise to meet the business need Assess the current capabilities of the organisation and identify the gaps that prevent it from meeting business needs and achieving desired outcomes Determine if the organisation can meet the business need using its existing structure, people, processes, and technology May be needed to launch a project to create capability Change may be needed to the organisation
Business processes Functions Lines of business Organisation structure Staff competencies, knowledge and skills, training Facilities Locations Data and information Application systems Technology infrastructure
132
November 26, 2009
Elements of Task - Assess Capability Gaps
Current Capability Analysis

Gather enterprise architecture information about the current state of the areas of the organisation affected by the business need Assess against the desired objectives to determine whether the organisation currently has the capability to meet the business need
Assessment of New Capability Requirements

If current capabilities are insufficient to meet the business need, identify the capabilities that need to be added Develop the models and other descriptive information about the future vision and describe the future state of the organisation Identify gaps in organisational capabilities that need to be filled to support the business vision, strategy, goals and objectives
Assumptions
Can be difficult to prove that the delivery of a new capability will meet a business need Identify assumptions and ensure they are clearly understood so that appropriate decisions can be made if the assumption later proves invalid
November 26, 2009 133
Output of Task - Assess Capability Gaps
An understanding of the current capabilities of the organisation and the new capabilities (processes, staff, features in an application, etc.) that may be required to meet the business need
November 26, 2009
134
Task - Determine Solution Approach

Tasks Inputs
Define Business Need Organisational Process Assets Determine Solution Approach Required Capabilities Define Business Case Define Solution Scope Required Capabilities Solution Approach Assess Capability Gaps Business Case Business Need
Outputs
Business Need
Solution Scope
November 26, 2009
135
Task - Determine Solution Approach
Determine the most viable solution approach to meet the business need in enough detail to allow for definition of solution scope and prepare the business case Describes the general approach that will be taken to create or acquire the new capabilities required to meet the business need Identify possible approaches, determine the means by which the solution may be delivered (including the methodology and lifecycle to be used) and assess whether the organisation is capable of implementing and effectively using a solution
Utilise additional capabilities of existing software/hardware that already is available within the organisation Purchase or lease software/hardware Design and develop custom software Add resources to the business or make organisational changes Change the business procedures/processes Partner with other organisations, or outsource work to suppliers
November 26, 2009
136
Elements of Task - Determine Solution Approach
Alternative Generation
Identify potential options as possible to meet the business objectives and fill identified gaps in capabilities Include the option of doing nothing as well as investigating interim solutions alternatives that may allow the organisation to buy time
Assumptions and Constraints

Assumptions may affect the chosen solution should be identified Question assumptions and constraints to ensure that they are valid
Ranking and Selection of Approaches

Analyse the operational, economic, technical, schedule-based, organisational, cultural, legal and marketing feasibility Capture consistent information for each option to make comparison easier and review to ensure accuracy and completeness Used weighted scoring to reflect relative importance of objectives
November 26, 2009 137
Output of Task - Determine Solution Approach
Description of the solution approach that will be taken to implement a new set of capabilities Solution approaches describe the types of solution components that will be delivered (new processes, a new software application, etc.) May also describe the methodology and approach that will be used to deliver those components
November 26, 2009
138
Task - Define Solution Scope

Tasks Inputs
Define Business Need Assumptions and Constraints Business Need Determine Solution Approach Required Capabilities Solution Approach Assess Capability Gaps Business Case Business Need
Outputs
Required Capabilities
Solution Approach
Solution Scope
November 26, 2009
139
Task - Define Solution Scope

Define which new capabilities a project or iteration will deliver Conceptualise the recommended solution in sufficient detail to enable stakeholders to understand which new business capabilities an initiative will deliver Solution scope will change throughout a project, based on changes in the business environment or as the project scope is changed to meet budget, time, quality, or other constraints
The scope of analysis (the organisational unit or process for which requirements are being developed) that provides the context in which the solution is implemented The capabilities supported by solution components, such as business processes, organisational units, and software applications The capabilities to be supported by individual releases or iterations The enabling capabilities that are required in order for the organisation to develop the capabilities required to meet the business need.
November 26, 2009
140
Elements of Task - Define Solution Scope
Solution Scope Definition

Describe solution in terms of the major features and functions Detail solution interactions with people and systems outside of its scope Define the business units that will be involved Describe business processes to be improved or redesigned, process owners, and IT systems and other technology that will likely be affected
Implementation Approach
Describe how the chosen solution approach will deliver the solution scope Describe the implementation approach Provide a roadmap that indicates the timeframe in which a capability can be expected
Dependencies
Define major business and technical dependencies that will impose constraints to the effort to deploy the solution, including dependencies that may exist between solution components
November 26, 2009 141
Output of Task - Define Solution Scope
Solution scope that defines what must be delivered in order to meet the business need The effect of the proposed change initiative on the business and technology operations and infrastructure
November 26, 2009
142
Task - Define Business Case

Tasks Inputs
Define Business Need Assumptions and Constraints Business Need Determine Solution Approach Solution Scope Stakeholder Concerns Define Business Case Assess Capability Gaps Business Case Business Need
Outputs
Required Capabilities
Solution Approach
Solution Scope
November 26, 2009
143
Task - Define Business Case

Determines if the organisation can justify the investment required to deliver a proposed solution Describes the justification for the project in terms of the value to be added to the organisation as a result of the deployed solution when compared to the cost to develop and operate the solution Defines how the initiative is expected to achieve organisation objectives Lists the constraints associated with the proposed project Defines the estimated budget and expected cash flow Describes alignment with strategies established by the organisation Lists the methods and rationale that were used for quantifying benefits and costs States assumptions
November 26, 2009 144
Elements of Task - Define Business Case
Benefits
Estimates the benefits to the organisation of the recommended solution in terms of both qualitative and quantitative gains Non-financial benefits such as improved staff morale, increased flexibility to respond to change, improved customer satisfaction, or reduced exposure to risk should be stated with care Benefits should relate back to strategic goals and objectives
Costs
Estimate of the total net cost of the solution Total cost of ownership to support the new solution and consequential costs incurred by others
Risk Assessment
Determine if the proposed initiative carries more risk than the organisation is willing to tolerate
Solution feasibility risks Technical risks Financial risks Business change and organisational risks
Results Measurement
Defines how those costs and benefits will be assessed and evaluated
November 26, 2009
145
Output of Task - Define Business Case
Presents the information necessary to support a go/no go decision to invest and move forward with a proposed project
November 26, 2009
146
Requirements Analysis Knowledge Area

Elicitation
Enterprise Analysis
Business Knowledge
Verify Requirements
Validate Solution
Interaction Skills
Requirements Analysis - Inputs and Outputs

Inputs Tasks
Business Case Business Need Prioritise Requirements Organisational Process Assets Specify and Model Requirements Requirements Management Plan Stakeholder Concerns Verify Requirements Stakeholder List, Roles and Responsibilities Validate Requirements Requirements (Verified) Stakeholder, Solution and Transition Requirements Define Assumptions and Constraints Requirements (Prioritised) Requirements (Validated) Organise Requirements Assumptions and Constraints Requirements Structure
Outputs
Requirements
Solution Scope
November 26, 2009
148
Task - Prioritise Requirements

Inputs Tasks
Outputs
Requirements
Solution Scope
November 26, 2009
149
Task - Prioritise Requirements
Ensures that analysis and implementation efforts focus on the most critical requirements Decision process used to determine the relative importance of requirements Importance can be based on their relative value, risk, difficulty of implementation, or on other criteria Priorities used to determine which requirements should be targetted for further analysis and to determine which requirements should be implemented first
November 26, 2009
150
Elements of Task - Prioritise Requirements (1)
Basis for Prioritisation

Business Value - based on cost-benefit analysis of their relative value to the organisation Business or Technical Risk based on the highest risk of project failure Implementation Difficulty - selects requirements that are easiest to implement first Likelihood of Success focus on the requirements that are likely to produce quick and relatively certain successes Regulatory or Policy Compliance - prioritises requirements that must be implemented in order to meet regulatory or policy demands imposed on the organisation Relationship to Other Requirements - not of high value but may support other high-priority requirements and therefore may be a candidate for early implementation Stakeholder Agreement - Consensus on which requirements are most useful or valuable Urgency prioritise requirements based on time sensitivity
November 26, 2009
151
Elements of Task - Prioritise Requirements (2)

Challenges
Non-Negotiable Demands - stakeholders attempt to avoid difficult choices, fail to recognise the necessity for making tradeoffs, or desire to rank all requirements as high priority Unrealistic Tradeoffs - solution implementation team may intentionally or unintentionally try to influence the result of the prioritisation process by overestimating the difficulty or complexity of implementing certain requirements
November 26, 2009
152
Output of Task - Prioritise Requirements
Set of prioritised requirements has an attribute that describes its relative importance to stakeholders and the organisation Each requirement should have an assigned priority. The priorities may apply to a requirement or to a group or related requirements
November 26, 2009
153
Task - Organise Requirements

Inputs Tasks
Outputs
Requirements
Solution Scope
November 26, 2009
154
Task - Organise Requirements
Create a set of views of the requirements for the new business solution that are comprehensive, complete, consistent, and understood from all stakeholder perspectives Relationships and interdependencies among requirements adds complexity Organised requirements needs to clearly depict the inherent relationships between requirements
November 26, 2009
155
Elements of Task - Organise Requirements
Levels of Abstraction
Requirements can be articulated at different levels of abstraction Described as what needs to be done Express at whatever level of abstraction is appropriate for the audience Requirements tools can also determine the level of abstraction used when defining requirements
Model Selection
Determine the types of models required to describe the solution scope and meet the informational needs of stakeholders Objective of developing a model is to simplify reality in a way that is useful Usually necessary to develop multiple models using different modelling techniques to completely analyse and document requirements
User Classes, Profiles, or Roles - categorise and describe the roles that directly interact with a solution Concepts and Relationships - define the objects, entities or facts that are relevant to the business domain and what relationships they have with other concepts Events Processes - sequence of repeatable activities executed within an organisation Rules - enforce goals and guide decision-making
November 26, 2009
156
Output of Task - Organise Requirements
Organised structure for the requirements and a documented set of relationships between them
November 26, 2009
157
Task - Specify and Model Requirements

Tasks Outputs
Inputs
Requirements Structure
Requirements (Stated)
Requirements (Prioritised)
Requirements (Validated)
Verify Requirements
Requirements (Verified)
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158
Task - Specify and Model Requirements
Analyse expressed stakeholder desires and/or the current state of the organisation using a combination of textual statements, matrices, diagrams and formal models Create specifications and models to analyse the functioning of an organisation and provide insight into opportunities for improvement Facilitate development and implementation of solutions, facilitating communication among stakeholders, supporting training activities and knowledge management, and ensuring compliance with contracts and regulations
November 26, 2009
159
Elements of Task - Specify and Model Requirements
Text
Describe the capabilities of the solution, any conditions that must exist for the requirement to operate, and any constraints that may prevent the solution from fulfilling the requirement
Matrix Documentation
Tabular representation of information in a uniform structure that can be broken down into elements that applies to every entry in the table
Models
Graphical simplified representation of a complex reality Formal models use modelling standards (UML)
Capture Requirements Attributes

As each requirement is specified and modelled, the required and relevant attributes are captured
Improvement Opportunities
Identify opportunities to improve the operation of the initiative
Automate Or Simplify The Work Improve Access To Information Reduce Complexity Of Interfaces Increase Consistency Of Behaviour Eliminate Redundancy
November 26, 2009
160
Output of Task - Specify and Model Requirements
Requirements analysed, modelled and specified
November 26, 2009
161
Task - Define Assumptions and Constraints

Inputs Tasks
Outputs
Requirements
Solution Scope
November 26, 2009
162
Task - Define Assumptions and Constraints
Assumptions are factors that are believed to be true but have not been confirmed Identify and document assumptions, confirm their accuracy, and identify and manage risks related to the ability of a solution to meet the business need Constraints are defined as restrictions or limitations on possible solutions - aspects of the current or planned future state that may not be changed Document any restrictions or limitations to the solution design, construction, testing, validation and deployment
November 26, 2009 163
Elements of Task - Define Assumptions and Constraints
Assumptions
Anything that is believed to be true but that has not actually been verified Source of potential project risk May also reflect an understanding of how desired outcomes are likely to be achieved
Business Constraints
Limitations on available solutions, or an aspect of the current state that cannot be changed by the deployment of the new solution Examine to ensure that they are accurate and justified
Technical Constraints
Architecture decisions and limitations that are made that may impact the design of the solution May create a situation where a requirement cannot be met using the current solution approach or by a solution component
November 26, 2009 164
Output of Task - Define Assumptions and Constraints

Documented and verified assumptions and constraints Assumptions and constraints will limit potential solution options and will be monitored for potential changes While they are not technically requirements, they can be managed and communicated in a similar manner
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165
Task - Verify Requirements

Inputs Tasks
Outputs
Requirements
Solution Scope
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166
Task - Verify Requirements
Ensure that requirements specifications and models meet the necessary standard of quality to allow them to be used effectively to guide further work Requirements that do not meet quality standards are defective and must be revised Final check by the business analyst and key stakeholders to determine that the requirements are:
Ready for formal review and validation Provide all the information needed for further work based on the requirements to be performed
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167
Elements of Task - Verify Requirements
Requirements Quality
Cohesive - support the overall initiative purpose and scope Complete - represents all relevant requirements with each requirement selfcontained without any missing information Consistent - do not contradict each other or describe the same requirement using different wording and with the same level of detail Correct - defects in requirements will lead to defects in the resulting solution Feasible - requirements must be implementable within the existing infrastructure, with the existing budget, timeline and resources available Modifiable - grouped in order to be modifiable Unambiguous - must not allow for multiple divergent valid interpretations Testable - must be a way to prove that a requirement has been fulfilled
Verification Activities
Check for completeness Ensure all triggers and outcomes have been accounted for Check for consistency across all requirements models and representations Ensure the terminology used in expressing the requirement is understandable to stakeholders and consistent with the use of those terms within the organisation
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Output of Task - Verify Requirements
Verified requirements are of sufficient quality to allow further work based on those requirements to be performed
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169
Task - Validate Requirements

Tasks Outputs
Inputs
Business Case
Requirements (Prioritised)
Requirements (Validated)
Verify Requirements
Requirements (Verified)
Stakeholder and Solution Requirements
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170
Task - Validate Requirements
Ensure all requirements support the delivery of value to the business, fulfill its goals and objectives, and meet a stakeholder need Ongoing process to ensure that stakeholder, solution, and transition requirements align to the business requirements Stakeholders will have different, conflicting needs and expectations that may be exposed through the validation process and will need to be reconciled
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171
Elements of Task - Validate Requirements (1)
Identify Assumptions
May not be possible to prove that implementation of the requirement will result in the desired benefit May be necessary to make assumptions as there are no similar previous experiences to rely on Assumptions need to be identified and defined so that associated risks can be managed
Define Measurable Evaluation Criteria

After defining the benefits that will result from the implementation of a requirement, define the evaluation criteria that will be used to evaluate how successful the resulting change has been after the solution is deployed
Determine Business Value

Assess individual requirements (and associated implementation features) to determine if they deliver business value Requirements that do not deliver direct or indirect value are strong candidates for elimination Business value can be delivered through requirements that support compliance with regulatory or other standards, alignment with internal standards or policies of the organisation, or increased satisfaction for stakeholders, even if those things do not have a direct measurable financial benefit
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172
Elements of Task - Validate Requirements (2)
Determine Dependencies for Benefits Realisation

Not all requirements contribute directly to the end result desired by the organisation and described in the business case
Evaluate Alignment with Business Case and Opportunity Cost

Each requirement must be traceable to the objectives in the business case and should minimise the opportunity cost of implementation Requirement that are not aligned with the business case should be defined and approved in a separate business case or considered for removal from the solution scope Opportunity cost refers to the benefits that could have been achieved with an alternative investment
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173
Output of Task - Validate Requirements
Validated requirements are those that can be demonstrated to deliver value to stakeholders and are aligned with the business goals and objectives If a requirement cannot be validated, it does not benefit the organisation or it does not fall within the solution scope, or both
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Solution Assessment and Validation Knowledge Area

Elicitation
Enterprise Analysis
Business Knowledge
Verify Requirements
Validate Solution
Interaction Skills
Solution Assessment and Validation - Inputs and Outputs Outputs

Inputs Tasks
Assumptions and Constraints Enterprise Architecture Assess Proposed Solution Requirements (Prioritised and Approved) Solution (Constructed, Deployed or Designed) Allocate Requirements Mitigating Actions Assess Organisational Readiness Define Transition Requirements Requirements (Allocated) Validate Solution Evaluate Solution Performance Solution Performance Assessment Solution Validation Assessment Transition Requirements Organisational Readiness Assessment Assessment of Proposed Solution Identified Defects
Solution Options(s)
Solution Performance Metrics
Solution Scope
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176
Task - Assess Proposed Solution

Inputs Tasks
Assumptions and Constraints Enterprise Architecture Assess Proposed Solution Requirements (Prioritised and Approved) Solution (Constructed, Deployed or Designed) Allocate Requirements Mitigating Actions Assess Organisational Readiness Define Transition Requirements Requirements (Allocated) Validate Solution Evaluate Solution Performance Solution Performance Assessment Solution Validation Assessment Transition Requirements Organisational Readiness Assessment Assessment of Proposed Solution Identified Defects
Solution Options(s)
Solution Performance Metrics
Solution Scope
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177
Task - Assess Proposed Solution
Assess proposed solutions in order to determine how closely they meet stakeholder and solution requirements Determine if the solution delivers enough business value to justify its implementation
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178
Elements of Task - Assess Proposed Solution

Ranking of Solution Options
Define solution scoring criteria simple or complex Assess and score solutions against criteria Top-rated solution or solutions are then investigated in greater detail
Identification of Additional Potential Capabilities
Solution options may offer capabilities to the organisation above and beyond those identified in the requirements or the original business case Determine if these capabilities are of immediate value or have the potential to provide future value
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Output of Task - Assess Proposed Solution

Assess the value delivered by each proposed solution If multiple options are available, a recommendation of the best solution should be made. A recommendation to terminate the initiative may be given if no solution delivers enough value to justify being implemented
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180
Task - Allocate Requirements

Inputs Tasks
Assumptions and Constraints Enterprise Architecture Assess Proposed Solution Requirements (Prioritised and Approved) Solution (Designed) Assess Organisational Readiness Solution Options Solution Performance Metrics Validate Solution Evaluate Solution Performance Solution Performance Assessment Solution Validation Assessment Define Transition Requirements Requirements (Allocated) Transition Requirements Allocate Requirements Mitigating Actions Organisational Readiness Assessment Assessment of Proposed Solution Identified Defects
Solution Scope
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181
Task - Allocate Requirements
Allocate stakeholder and solution requirements among solution components and releases in order to maximise the business value given the options and alternatives generated by the design team Allocation is supported by assessing the tradeoffs between alternatives in order to maximise benefits and minimise costs Business value of a solution changes depending on how requirements are implemented
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182
Elements of Task - Allocate Requirements
Solution Components
Business solutions generally consist of multiple components Each component implements a subset of the requirements Allocation of requirements to solution components is a primary driver of the cost to implement the solution and the benefits delivered by it
Release Planning
Plan decisions about which requirements will be included in each solution release/phase/iteration Ensure all parties understand the consequences to the organisation based on the planned schedule of releases and identify the solution capabilities that will deliver the greatest business value Understand organisational restraints or policies that must be adhered to in any implementation, including constraints such as freeze periods for implementation, general company policies, and any phased-in activities
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Output of Task - Allocate Requirements
Requirements are allocated and associated with a solution component that will implement them
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184
Task - Assess Organisational Readiness

Inputs Tasks
Assumptions and Constraints Enterprise Architecture Assess Proposed Solution Requirements (Prioritised and Approved) Solution (Designed) Assess Organisational Readiness Solution Options(s) Solution Performance Metrics Validate Solution Evaluate Solution Performance Solution Performance Assessment Solution Validation Assessment Define Transition Requirements Requirements (Allocated) Transition Requirements Allocate Requirements Mitigating Actions Organisational Readiness Assessment Assessment of Proposed Solution Identified Defects
Solution Scope
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185
Task - Assess Organisational Readiness
Assess whether the organisation is ready to make effective use of a new solution Describe the effect the new solution will have on an organisation and whether the organisation is prepared for the change that the solution implementation will cause Understand what changes will occur in the organisation area, technical infrastructure or processes and how these affect other organisation units or operations
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186
Elements of Task - Assess Organisational Readiness
Cultural Assessment
Determine whether stakeholder groups genuinely want the change to be successful Assess the attitudes of key stakeholder groups and their willingness to accept change Determine if stakeholders understand the reasons that a new solution is being implemented Determine if stakeholders view that solution as something that will be beneficial and if they understand the reasons why a new solution is required
Operational or Technical Assessment

Determine if the organisation is able to take advantage of the capabilities provided by the new solution Evaluate whether stakeholders are prepared to make use of the new solution Determine if training has been performed, whether new policies and procedures have been defined, whether IT systems required to support it are in place, and whether the solution is capable of performing at a required level
Stakeholder Impact Analysis

How change will affect stakeholder groups
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Output of Task - Assess Organisational Readiness
Organisational readiness assessment specifying whether stakeholders are prepared to accept the change associated with a solution and are able to use it effectively May lead to revisions in solution or project scope
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188
Task - Define Transition Requirements

Tasks Inputs
Assess Proposed Solution Organisational Readiness Assessment Requirements (Stated) Assess Organisational Readiness Solution (Deployed) Solution (Designed) Evaluate Solution Performance Solution Performance Assessment Solution Validation Assessment Define Transition Requirements Requirements (Allocated) Validate Solution Transition Requirements Allocate Requirements Mitigating Actions Organisational Readiness Assessment Assessment of Proposed Solution Identified Defects
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189
Task - Define Transition Requirements
Define requirements for capabilities needed to transition from an existing solution to a new solution During the transition period the orgamisation may need to operate both solutions in parallel Transition requirements are elicited, analysed, managed, and communicated by performing the same tasks as for other requirements
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Elements of Task - Define Transition Requirements
Data
Data used by the old solution may need to be transferred or archived Rules for conversion will need to be developed, and business rules may need to be defined to ensure that the new solution interprets the converted data correctly
Ongoing Work
Will work will be ongoing in the old version of the solution at the time the new version is implemented Evaluate options for managing this ongoing work such as finishing existing work using the current solution and starting new work in the new solution, holding the processing of new work for a period of time, or converting all work at the time of implementation
Organisational Change
Process for managing the people side of change related to the solution
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Output of Task - Define Transition Requirements
Transition requirements define the capabilities that must be developed in order for the organisation to successfully transition between solutions Transition requirements must be verified, validated, managed and communicated
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192
Task - Validate Solution

Inputs Tasks
Assumptions and Constraints Enterprise Architecture Assess Proposed Solution Requirements (Prioritised and Approved) Solution (Constructed) Assess Organisational Readiness Solution Options(s) Solution Performance Metrics Validate Solution Evaluate Solution Performance Solution Performance Assessment Solution Validation Assessment Define Transition Requirements Requirements (Allocated) Transition Requirements Allocate Requirements Mitigating Actions Organisational Readiness Assessment Assessment of Proposed Solution Identified Defects
Solution Scope
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193
Task - Validate Solution
Validate that a solution meets the business need and determine the most appropriate response to identified defects Ensure the delivered solution meets the business needs on an ongoing basis Problems that are identified through solution validation will be reported and prioritised for resolution
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194
Elements of Task - Validate Solution

Investigate Defective Solution Outputs
Identify defects in a solution or solution component by looking at cases where the outputs from the solution are below an acceptable level of quality
Assess Defects and Issues
Identified defects are reviewed to assess the effect that they will have on the operation of the organisation Determine the severity of the defect, the probability of the occurrence of the defect, the severity of the business impact, and the capacity of the business to absorb the impact of the defects
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Output of Task - Validate Solution
Known problems that exist in the solution
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196
Task - Evaluate Solution Performance

Inputs Tasks
Identified Defects Enterprise Architecture Assess Proposed Solution Requirements (Prioritised and Approved) Solution (Deployed) Assess Organisational Readiness Solution Options(s) Solution Performance Metrics Validate Solution Evaluate Solution Performance Solution Performance Assessment Solution Validation Assessment Define Transition Requirements Requirements (Allocated) Transition Requirements Allocate Requirements Mitigating Actions Organisational Readiness Assessment Assessment of Proposed Solution Identified Defects
Solution Scope
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197
Task - Evaluate Solution Performance
Evaluate functioning solution to understand the value they deliver and identify opportunities for improvement Investigate how a solution is actually used after it is deployed, and assessing the effect it has had, both positive and negative Post-implementation assessment when performed immediately following the completion of a project
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198
Elements of Task - Evaluate Solution Performance
Understand Value Delivered By Solution

Gather the metrics that describe the performance of the solution Over or under-performance against targets may be investigated to identify a root cause and determine an appropriate response Over-performance may indicate that resources devoted to the solution can beused elsewhere, or that the value of the solution to the business was underestimated
Validate Solution Metrics

Ensure that business goals and objectives are aligned to the solution metrics Identify and define appropriate metrics
Solution Replacement or Elimination

Is it necessary to consider the replacement of a solution or solution component because:
Reached the end of its useful life, services are being insourced or outsourced, the solution is not fulfilling the business goals
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199
Output of Task - Evaluate Solution Performance
Solution performance assessment that escribes how the solution is performing in relation to business goals and objectives
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200
BABOK Knowledge Areas and Tasks

Elicitation
Enterprise Analysis
Business Knowledge
Verify Requirements
Validate Solution
Interaction Skills
Business Knowledge
Communication Skills Business Principles and Practices Industry Knowledge
Interaction Skills
Software Applications
Creative Thinking
Ethics
Verbal Communications
Facilitation and Negotiation
General-Purpose Applications
Decision Making
Personal Organisation
Teaching
Leadership and Influencing
Specialised Applications
Learning
Trustworthiness
Organisation Knowledge
Written Communications
Teamwork
Problem Solving
Solution Knowledge
Systems Thinking
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Creative Thinking
Involves generating new ideas and concepts, as well as finding new associations between or new applications of existing ideas and concepts
Decision Making
Includes gathering information relevant to a decision, breaking down the information relevant to a decision, making comparisons and tradeoffs between similar and dissimilar options, and identifying the option that is most desirable
Learning
Learning about a domain passes through a set of stages, from initial acquisition and learning of raw facts, through comprehension of their meaning, to applying the knowledge in day-to-day work, and finally analysis, synthesis, and evaluation
Problem Solving
Defining a problem involves ensuring that the nature of the problem is clearly understood by all parties and that underlying issues are visible
Systems Thinking
Systems theory and systems thinking suggest that the system as a whole will have properties, behaviors and characteristics that emerge from the interaction of the components of the system, and which are not predictable from an understanding of thecomponents alone
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Ethics
Requires an understanding of the standards that should govern behaviour and the willingness to act to ensure that behaviour meets those standards
Personal Organisation
Involves the ability to readily find files or information, timeliness, management of outstanding tasks, and appropriate handling of priorities
Trustworthiness
Stakeholders must trust the business analyst to behave ethically and to perform business analysis work effectively
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Business Knowledge
Business Principles and Practices

Business principles are those characteristics that are common to all organisations with a similar purpose and structure
Industry Knowledge
Understanding of the competitive forces that shape an industry and of major trends impacting the industry will help shape business requirements
Organisation Knowledge
Understanding of the business architecture of the organisation being analysed
Solution Knowledge
Familiarity with the workings of solutions will enable easier identification and recommendation if changes that can be implemented easily while still providing concrete benefits
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205
Verbal Communications
Enable business analysts to effectively express ideas in ways that are appropriate to the target audience
Teaching
Required to ensure that business analysts can effectively communicate issues and requirements and to ensure that the information communicated is understood and retained
Written Communications
Necessary for business analysts to document elicitation results, requirements, and other information for which medium-to-long term records are required
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206
Interaction Skills
Facilitation and Negotiation

Facilitate interactions between stakeholders in order to help them resolve disagreements regarding the priority and nature of requirements
Leadership and Influencing

Be effective in formal and informal leadership roles, in order to guide others investigating requirements and to help encourage stakeholder support for a necessary change
Teamwork
Be able to work closely with other team members to effectively support their work so that solutions can be effectively implemented
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Software Applications
General-Purpose Applications
Office productivity applications to document and track requirements
Specialised Applications
Modelling, diagramming and requirements management tools to support the development of formal models, and in some cases, their validation and implementation as well
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208
Establishment of a Business Analysis Function
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Business Analysis
Business analysis is currently where project management was ten or more years ago We all know of it, we know we need it, but it is often unclear exactly what a business analyst does or what value they bring to the business The key benefit of adopting a consistent and robust framework in business analysis is the enablement of genuine benefits realisation through a solution which actually meets the business need BABOK is a key enabler to implementing effective business analysis framework and processes
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Business Analysis Centre of Excellence (BACOE)
Business Analysis Issues

No methodology or common practices Inconsistently defined role of business analyst Skill set not sufficient to support implementing a structured business analysis methodology Disparate enterprise knowledge Projects being staffed with external consultants Unsuccessful attempts in the past Inconsistent Project failures and problems due to analysis defects Short analysis cycles Business analyst value hard to measure
Desired State
Robust business analysis methodology has become the way to do business across the organisation Business analyst role clearly defined and supported through the Business Analysis Centre of Excellence Business analyst demonstrating proficiency in key competencies Requirements defects reduced substantially Improved mix of internal Business analyst and external consultants
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Key Benefits
Establishing enterprise standards, procedures, governance Standardising infrastructure, development methods, and operational procedures Increasing business agility to adapt quickly as the environment changes Reducing risk, complexity, redundancy, and support complexity Aligning business and IT Enabling re-use and faster time-to-market Reduced project failures and problems due to requirements and analysis defects
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Structure of a BACOE
BACOE Key Functional Areas
Business Analysis Standards Business Analysis Development
Skills and Competency Assessments Training and Education
Business Analysis Services
Business Analysis Governance and Strategic Alignment

Business Programme Analysis
Frameworks, Methodologies, Practices and Templates Tools
Competitive Analysis
Business Architecture
Portfolio Management
Performance Metrics
Mentoring
Feasibility Studies
Benefits Management
Performance Reporting Continuous Improvement and Practice Maturity

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Career Development
Business Case Generation
Analysis Reviews
Process Modelling
213
Effective BACOE Function

Identify and understand the business problem and the impact of the proposed solution on the organisations operations Document the complex areas of project scope, objectives, added value or benefit expectations, using an integrated set of analysis and modeling techniques Translate business objectives into system requirements using powerful analysis and modeling tools Evaluate customer business needs, thus contributing to strategic planning of information systems and technology directions Assist in determining the strategic direction of the organisation Liaise with major customers during preliminary installation and testing of new products and services Design and develop high quality business solutions Select the projects that will give the greatest business benefit and then ensure project success Contribute to overall business growth and development
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Business Analysis and The IIBA Business Analysis Body of Knowledge BABOK

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Business Analysis and BABOK (Business Analysis Book of Knowledge)

November 26, 2009

November 26, 2009

Business Analysis Skills

Ability to develop a clear and detailed understanding of:

November 26, 2009

Roles of the Business Analyst

November 26, 2009

Roles of the Business Analyst

Importance of Business Analysis

Factors for Project Success

IT and Business Analysis

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Align Business Analysis to Solution Lifecycles

Business Analysis exists in wider context

Strategy, Business Planning and Business Analysis

Solution Architecture and Design

Project Management Cycle

Solution Delivery - Implementation and Deployment Lifecycle

Business Analysis Challenges

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Why Projects Fail

Very significant Business/IT pain point

Look at the general causes of those failures

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Avoiding Project Failures

Poor understanding of the business need or problem

Poorly defined and/or stated requirements

Inadequately explored solution options

Poor solution design

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Avoiding Project Failures

Misalignment between requirements and project scope

Poor project planning/execution

Poor change management

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Avoiding Project Failures

Solution Architecture and Design

Project Management Cycle

Solution Delivery - Implementation and Deployment Lifecycle

Poor Understanding Of The Business Need Or Problem

Poorly Defined And/Or Stated Requirements

Inadequately Explored Solution Options

Poor Solution Design

Misalignment Between Requirements And Project Scope

Poor Project Planning/ Execution

Poor Change Management

Aligning the Solutions Being Delivered

Need more than project management

November 26, 2009

Complete Picture of Project Selection and Delivery

Programme and Project Management

Solution Architecture Prioritisation of Projects Project Portfolio Management

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Frameworks and Methodologies

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November 26, 2009

Requirements Planning and Management

Hierarchy of Requirements from Enterprise to Project/Initiative

Bu s in Business Plan ess to Sp eci fic Programmes for

Analysis and Design Build Bridge From Business to Solution

Solution Design: Translate Requirements into Solution

Desired Future State