BUSINESS ANALYSIS

TOWNSHIP PLANNING

SUBMITTED TO
Prof. Divakar G.M

SUBMITTED BY
Aman Arya -1828003
Archit Gupta - 1828005
Ashwin K. Nair - 1828006
Ikshek Misri - 1828013
Manasvi Sharma - 1828018
Radha Matanhelia - 1828050

Institute of Management
CHRIST (DEEMED TO BE UNIVERSITY), Bengaluru
AUGUST 2019

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 EXECUTIVE SUMMARY

The title of this business plan is called TIGER ENCLAVE which has been conceptualized
for our client Mr. Divakar GM to set up operations base and implement an aggressive sales
and marketing program. The planning of an extravagant township for our client on his site by
the Bangalore Mysore Highway has been carefully planned keeping in mind the expectation
of Mr. Divakar and his idea of catering a high class of living experience. Since 2010, the
population of Bangalore has seen a rise in a considerable amount of rise. Many real estate
developers have grabbed this opportunity to setup a top notch living space in the
surroundings of Bangalore. Though the competition is high enough our idea of Township
with all the amenities of a state of the art living standard are bound to turn heads. The recent
developments in the Real estate sector following the demonetization have had its effects run
its course in the Indian context.

The number of unsold residential space in Bangalore has seen a steady decline and has shown
that people are ready to buy apartments. A great township with proper planning done is worth
a lot in Bangalore as it is the security, cleanliness and layout that attract the people. Many
concerned about their retirement life and this is where we see our opportunity to provide a
safe living space through our Township. The 300 acre proposed township will provide certain
class amenities and attract more of the NRI’s as well as Middle income group. Well-
structured layout of the township with lush green pocket parks including a man-made lake
will increase the ambience of the township in the minds of the buyers. A dedicated town hall
and an extravagant clubhouse large enough to conduct major functions will not only attract
plot buyers but also people who would like to rent the clubhouse to host certain events or
functions. Each plot cluster is carefully designed to include a green space for social or casual
gatherings of the sort. The plots have also been demarcated keeping in mind the vasthu of the
place to remove any insecure feeling from the minds of the buyers. Space for Schools and
even apartment of high rise types have been allocated to give the buyers a wide range of
buying options and also for the client to tap in most of the revenues in various forms. The
requirements of the client have been duly incorporated keeping in mind the constraints the
buyers might have while making a decision and have been taken care of. Commercial spots
and high rise apartments have been worked out in a profit sharing basis for our client to gain
higher revenue rather than by just selling the plots.

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All the building regulations and sustainable methods have been lavishly incorporated in the
making of this business plan to give the township a class of its own in the minds of the buyers
like Nano cement, Rain water harvesting equipment’s, dedicated over-head water tank for the
community, dedicated substation and electricity back up, vertical garden, grey water
recycling units to name a few.

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AGILE METHODOLOGY:

For implementation of this project, we have chosen change-driven strategy i.e. Agile
approach. Agile follows the scrum process in which the project team is bifurcated into
various authoritative designations. Scrum is a framework within which people can address
complex adaptive problems, while productively and creatively delivering products of the
highest possible value. Scrum is not a process, technique, or definitive method. Rather, it is a
framework within which you can employ various processes and techniques. Scrum makes
clear the relative efficacy of your product management and work techniques so that you can
continuously improve the product, the team, and the working environment.

The Scrum framework consists of Scrum Teams and their associated roles, events, artefacts,
and rules. Each component within the framework serves a specific purpose and is essential to
Scrum’s success and usage. The rules of Scrum bind together the roles, events, and artefacts,
governing the relationships and interaction between them. Scrum employs an iterative,
incremental approach to optimize predictability and control risk. Three pillars uphold every
implementation of empirical process control: transparency, inspection, and adaptation.

Transparency: Transparency requires those aspects be defined by a common standard so

observers share a common understanding of what is being seen.

Inspection: Scrum users must frequently inspect Scrum artefacts and progress toward a
Sprint Goal to detect undesirable variances. Their inspection should not be so frequent that

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inspection gets in the way of the work. Inspections are most beneficial when diligently
performed by skilled inspectors at the point of work.

Adaptation: If an inspector determines that one or more aspects of a process deviate outside
acceptable limits, and that the resulting product will be unacceptable, the process or the
material being processed must be adjusted. An adjustment must be made as soon as possible
to minimize further deviation.

Scrum prescribes four formal events for inspection and adaptation, as described in the Scrum
Events section of this document:

• Sprint Planning • Daily Scrum • Sprint Review • Sprint Retrospective

The Scrum Team: The Scrum Team consists of a Product Owner, the Development Team,
and a Scrum Master. Scrum Teams are self-organizing and cross-functional. Self-organizing
teams choose how best to accomplish their work, rather than being directed by others outside
the team. Cross-functional teams have all competencies needed to accomplish the work
without depending on others not part of the team. The team model in Scrum is designed to
optimize flexibility, creativity, and productivity. The Scrum Team has proven itself to be
increasingly effective for all the earlier stated uses, and any complex work.

The Product Owner: The Product Owner is responsible for maximizing the value of the
product resulting from work of the Development Team. How this is done may vary widely
across organizations, Scrum Teams, and individuals. The Product Owner is the sole person
responsible for managing the Product Backlog.

The Development Team: The Development Team consists of professionals who do the work
of delivering a potentially releasable Increment of “Done” product at the end of each Sprint.
A “Done” increment is required at the Sprint Review. Only members of the Development
Team create the Increment.

The Scrum Master: The Scrum Master is responsible for promoting and supporting Scrum
as defined in the Scrum Guide. Scrum Masters do this by helping everyone understand Scrum
theory, practices, rules, and values.

The Scrum Master is a servant-leader for the Scrum Team. The Scrum Master helps those
outside the Scrum Team understand which of their interactions with the Scrum Team are

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helpful and which aren’t. The Scrum Master helps everyone change these interactions to
maximize the value created by the Scrum Team.

Product Backlog: The Product Backlog is an ordered list of everything that is known to be
needed in the product. It is the single source of requirements for any changes to be made to
the product. The Product Owner is responsible for the Product Backlog, including its content,
availability, and ordering. The Product Backlog lists all features, functions, requirements,
enhancements, and fixes that constitute the changes to be made to the product in future
releases. Product Backlog items have the attributes of a description, order, estimate, and
value. Product Backlog items often include test descriptions that will prove its completeness
when “Done.”

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SPRINT BACKLOG

BUSINESS ANALYSIS PLANNING AND MONITORING

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The Business Analysis Planning and Monitoring learning region depicts the procedure of how
a business examiner figures out which exercises will be expected to finish the business
investigation exertion. The assignments inside this information territory administer the
business examination errands in the majority of the other learning territories.

The six knowledge areas are:

P- Business Analysis Planning and Monitoring
L- Requirement Life Cycle Management
E- Elicitation and Collaboration
S- Strategy Analysis
E- Solution Evaluation
We have considered "P" as Planning is the initial step of any strategy.

TASK 1: PLAN BUSINESS ANALYSIS APPROACH

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Purpose

Defines proper generally speaking strategy to direct business examination exercises on a

given activity.

Description
Describes how and when assignments will be performed and expectations created.
• Identifies starting arrangement of strategies to utilize.
• May be characterized by a system or by authoritative principles.
• May be institutionalized and formalized as well as customized to the necessities of the
activity.
• May be created as a team with partners to decide how work will be finished.
Needs

• Approach shaped by the problem or opportunity facing the organization

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.• Consider what is known about the need at the time of planning.

• Acknowledge understanding evolves throughout business analysis activities.

Planning Approach

• An essential task to ensure value is delivered to an enterprise.

• Includes description of how plans will be altered if changes are required.

• Typically along continuum between predictive and adaptive approaches.

• Different approaches may be used within same initiative.

• Consider organization’s standards, tolerance for uncertainty, and previous experience with
different approaches.

• Changing business conditions and newly raised issues may trigger re-planning & updates.

Outputs

• Approach and activities performed across an initiative; includes

• Who performs activities

• Work timing and sequencing

• Deliverables

• Techniques that may be used

• Other outputs may be integrated into overall approach or be independent based upon
methodology, organization, and perspective.

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TASK 2: STAKEHOLDER ENGAGEMENT APPROACH

In this task, initially we have to identify the stakeholder. This can be done through the
organization chart. Stakeholder can also be identified by the sponsors of the project.

There are various types of stakeholder:

Customer, Domain SME, Sponsor, Regulator, Project Manager, End user, Supplier.

Stakeholder collaboration is one of the crucial factor. This involves timely frequent meetings
and location of the collaboration. This also defines the meeting method i.e. either virtual or
physical. Stakeholder engagement approach also defines the stakeholder performance within
the project.

It is very important for the business analyst to define the communication needs: These may
be: formality of communication, requirements, delivery methods, frequency of
communication.

Techniques involved in this task is brainstorming and lessons learned.

Guidelines and tools involved in this task is change strategy, business analysis performance
assessment and current status description.

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TASK 3- PLAN BUSINESS ANALYSIS GOVERNANCE (ASGIP)

The purpose of the task- “Plan Business Analysis Governance” is to determine who has the
authority for what and what will be the process of making key decision during business
analysis efforts. In this Township project with the help of this task, various authorities and
process to be followed have been determined and have been implemented too.

Through this task it was ensured that the governance process was in place –

Starting with taking requirements- we approached our client to collect all kind of
requirements and clarified all the ambiguities within it, time to time reviews were done of the
ongoing process and therefore we decided to launch township project into phases approach
adopting Agile approach.

Our business analysis approach was Change Driven Approach and thus entire Change
management process was adopted and certain change request were prioritised too and were
well documented with time to time signature of our client. The authority for change was with
Scrum Master and Scrum Owner as they were the final decision makers and scrum members
helped providing information required for changes and helped implementing the changes too.

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INPUTS

Business Analysis Approach

We Incorporated overall business analysis approach- change driven approach into governance
approach to ensure consistency across approaches.

Stakeholder Engagement Approach

Understood stakeholder communication and collaboration needs and determined their

participation in governance approach.

ELEMENTS

Decision Making

Various decisions were made throughout initiative. Stakeholder served in various roles
throughout the decision making process such as:

o Participating in decision-making discussions

o Lending Subject matter expert (SME)- lending experience and knowledge to decision
making process
o Reviewing various information’s
o Approval of decisions
Possible change request components

Various components of changes were demanded in projects like- Cost structure demanded- it
was brought down, various amenities requirements were demanded, and then these changes
were prioritised too.

Change Control Process

For initiating the changes to be made in the project a definite process was followed given below:

 All the Changes were well documented

 Changes will be communicated to stakeholders
 Impact analysis were performed by scrum master and scrum owner
 All the changes were authorized by individual tester

Plan Prioritization Approach

Various prioritisations were made like- Timelines, expected value, resource constraints were defined,
methodologies to be adopted.

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Plan for Approvals

The timing and frequency of approvals were determined -which were dependent on the size and
complexity of the change. The type of requirements and designs to be approved were also determined
and who will approve the requirements and designs were decided.

GUIDELINES AND TOOLS

• Business Analysis Performance Assessment - Provided results of previous and incorporated

into all planning approaches.
• Business Policies - Defined the limits within which decisions must be made. It was described
by regulations, contracts, agreements, warranties, certifications and other legal obligations.
• Current State Description- Provided context within which the work needs to be completed.
• Legal/Regulatory Information – Described various legislative rules or regulations that must be
followed.

TECHNIQUES

Various techniques were used for governance task like-

• Brainstorming- through brainstorming we Identified who will be approvers in the governance

process/change process.
• Document Analysis – use of document analysis technique helped evaluate existing
governance process.
• Organizational Modelling- various roles and responsibilities were understood through
this technique.
• Reviews- Review of governance process were done with help of key stakeholders.

STAKEHOLDERS

• Domain Subject Matter Expert – he was identified as needing to be involved in

change discussions.
• Project Manager- he was responsible for working with business analyst to ensure that
overall project governance aligns with governance approach.
• Regulator- was responsible for imposing rules or regulations that need to be
considered when determining the governance plan and was a source of requested
change.

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 • Sponsor- was responsible for imposing their own requirements for how information
should be managed and participated in change discussions and approved proposed
changes.

TASK 4: PLAN BUSINESS ANALYSIS INFORMATION MANAGEMENT

Purpose

The purpose of Business Analysis Information Management is to develop an approach for

how business analysis information will be stored and accessed.

Description

Comprised of all the information that business analysts elicit, create, compile, and
disseminate in the course of performing business analysis; examples: models, scope
statements, stakeholder concerns, elicitation results, requirements, designs, solution options,
requirements, designs, user stories, formal requirement documents, functioning prototypes,
etc.

 Information management entails identifying:

 How information should be organized,
 The level of detail at which information should be captured, • Any
relationships between the information,

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  How information may be used across multiple initiatives and throughout the
enterprise,
 How information should be accessed and stored,
 Characteristics about the information that must be maintained
 Information management helps ensure that business analysis information is organized
in a functional and useful manner, is easily accessible to appropriate personnel, and is
stored for the necessary length of time.

Inputs

 Business Analysis Approach

o Business analysis approach is incorporated into the information management
approach to ensure consistency across the approaches.
 Governance Approach
o It defines how business analysts manage changes to requirements and designs,
how decisions and approvals for business analysis deliverables will be made,
and how priorities will be set.
 Stakeholder Engagement Approach
o Identifying stakeholders and understanding their communication and
collaboration needs is useful in determining their specific information
management needs.

Elements

 Organization of Business Analysis Information

o Business analysts are responsible for organizing this information in a manner
that allows for efficient access and use; information must be well structured to
ensure it is not difficult to locate, conflicts with other information, or is
needlessly duplicated.
o The business analyst determines how best to structure and organize this
information at the start of an initiative; this involves considering the type and
amount of information to be collected, the stakeholder's access and usage
needs, and the size and complexity of the change; relationships among the
types of information must be defined to assist in managing the effect of new or
changed information in the future.

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 Level of Abstraction
o It describes breadth and depth of the provided information. Representations of
information may range from highly conceptual or summarized to very
detailed. Consider the needs of stakeholders, the complexity of what is being
explained, and the importance of the change In determining how much detail
each stakeholder may require. Rather than present the same information to all
stakeholders, present information with appropriate breadth and level of detail
based on each stakeholder's role. Represent information regarding a topic of
significant importance or high level of risk in greater detail.
 Plan Traceability Approach
o It is based on:
 The complexity of the domain
 The number of views of requirements that will be produced
 Any requirement-related risks, organizational standards, applicable
regulatory requirements
 An understanding of the costs and benefits involved with tracing
 Plan to ensure the approach is at a level of detail to add value without
excessive overhead
 Plan for Requirements Reuse
o Reusing requirements can save an organization time, effort, and cost—
provided the requirements are accessible and structured in a manner that
supports their reuse. Requirements that are potential candidates for long-term
use are those an organization must meet on an ongoing basis such as:
 Regulatory requirements
 Contractual obligations
 Quality standards
 Service level agreements
 Business rules
 Business processes

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  Requirements describing products the enterprise produces
o Requirements may also be reused when describing common features or
services that are used across multiple systems, processes, or programs.
o To make requirements useful beyond the current change, business analysts
plan ahead for requirements reuse by identifying how best to structure, store,
and access requirements so they are usable and accessible for future business
analysis efforts.
o In order for requirements to be reused they must be clearly named, defined,
and stored in a repository that is available to other business analysts.
 Storage and Access
o Can be stored in many ways. Storage decisions depend on many factors such
as who must access the information, how often they need to access it, and
what conditions must be present for access. Organizational standards and tool
availability also influence storage and access decisions. Define how various
tools will be used on the initiative and how information will be captured and
stored within those tools. Tools may shape the selection of business analysis
techniques, notations to be used, and the way that information is organized.
o The repository may need to store information other than requirements and
designs. It should be able to indicate the status of any stored information, and
allow for modification of that information over time.
 Requirements Attributes
o Provide information about requirements, and aid in the ongoing management
of the requirements throughout the change. Planned for and determined with
the requirements themselves.
o Allow business analysts to associate information with individual or related
groups of requirements. The information documented by the attributes helps
the team efficiently and effectively make trade-offs between requirements,
identify stakeholders affected by potential changes, and understand the effect
of a proposed change.
o Some commonly used requirements attributes include:
 Absolute reference
 Author
 Complexity
 Ownership

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  Priority
 Risks
 Source
 Stability
 Status
 Urgency
Guidelines and Tools

 Business Analysis Performance Assessment

o It provides results of previous assessments that should be reviewed and
incorporated into all planning approaches.
 Business Policies
o It define the limits within which decisions must be made. They may be
described by regulations, contracts, agreements, warranties, certifications, or
other legal obligations.
 Information Management Tools
o Each organization uses some tools to store, retrieve, and share business
analysis information. These may be as simple as a whiteboard, or as complex
as a global wiki or robust requirements management tool.
 Legal/Regulatory Information
o It describes legislative rules or regulations that must be followed, and helps
determine how business analysis information will be managed.

Techniques

 Brainstorming
o It is used to uncover needs
 Interviews
o It is used to uncover needs
 Item Tracking
o It track issues related to current management processes
 Lessons Learned
o It is the source of past experiences
 Mind Mapping
o It categorize information to be managed
 Process Modelling
o It is used to document the management process
 Survey or Questionnaire
o Input into defining information management

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  Workshops
o It is used to uncover needs

Stakeholders

 Domain Subject Matter Expert

o He may need to access and work with business analysis information, and will
be interested in a more specific view of business analysis information which
relates to their area of expertise.
 Regulator
o He may define rules and processes related to information management.
 Sponsor
o He reviews, comments on, and approves business analysis information.

Output

 Information Management Approach

It includes the defined approach for how business analysis information will be stored,
accessed, and utilized during the change and after the change is complete.

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TASK 5: IDENTIFY BUSINESS ANALYSIS PERFORMANCE IMPROVEMENT

This task covers metrics which will be used to measure the work performed by the business
analyst. It includes how to track, assess, and report on the quality of the work and take steps
to correct any problems that may arise. This may feed into the development of future business
analysis plans. The selected metrics are defined and described in the organizational process
assets or the business analysis plans. This task also describes how organizational process
assets governing business analysis activities are managed and updated.

INPUTS

1. Business Analysis Approach: This includes the actual performance measures that are
captured, analysed, and become the basis for taking corrective or preventive action.
Capturing actual performance metrics is a process that occurs through the business
analysis effort and is implicitly a potential output from every business analysis task.
2. Performance Objectives: This includes performance metrics or expectations for
business analysis work. These are basically the targets that are set by the organisation
in a particular duration. The objectives are specific, measurable, achievable, relevant
and time-bound in Nature.

ELEMENTS

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 1. Performance Analysis

Performance measures are used to set expectations regarding what constitutes effective
business analysis work in the context of a particular organization or initiative. Performance
measures may be based on deliverable due dates as specified in the business analysis plan,
metrics such as the frequency of changes to requirements or the number of review cycles
required, or qualitative feedback from stakeholders and peers of the business analyst.
Appropriate performance measures should 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 measures may be based on:

Deliverable due dates as specified in the business analysis plan

Metrics such as the frequency of the changes to business analysis work products

The number of review cycles required

Task efficiency

Qualitative feedback from stakeholders and peers regarding the business analyst’s
deliverables

2. Assessment Measures

These are the metrices that are taken into consideration for evaluating the work done in a
particular stage of development. Measures may be both quantitative and qualitative.
Qualitative measures are subjective and can be heavily influenced by the stakeholder’s
attitudes, perceptions, and other subjective criteria. In our Project we chose the following
parameters on the basis of which tasks are evaluated:

 Accuracy- Correctness
 Knowledge- Skilled level
 Effectiveness- Easy to use
 Strategic- Objectives Met
 Significance- Justification
 Timeliness- On time or not

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 3. Analyse Results

The business analysis process and deliverables are compared against a set of defined
measures. Performance may be determined from the point of view of the stakeholders who
are the recipients of the business analysis work. All stakeholders have input in assessing the
value of the business analysis work but major difference occours in terms of who has the
authority to set the targets against which performance is measured.

4. Recommend Action for Improvement

The business analyst assess the performance measures to determine where problems in
executing business analysis activities are occurring or opportunities for improving the
business analysis process exist. Once this assessment is complete the business analyst should
engage the necessary stakeholders to identify the correct preventative or corrective actions.
Preventative or corrective action is likely to result in changes to the business analysis plan.

 Preventive: Reduces the probability of an event with negative impact

 Corrective: Establish ways to reduce the negative impact of an event
 Improvement: Establishes ways to increase the probability or impact of events with a
positive impact

STAKEHOLDERS

1. Domain SME: Informed about BA activities to set expectations regarding their

involvement in the work and to elicit their feedback regarding possible improvements
to the approach.
2. Project Manager: He is accountable for the success of a project and must be kept
informed of the current status of business analysis work. If potential problems or
opportunities for improvement are identified, the project manager must be consulted
before changes are implemented to assess whether those changes will have an impact
on the project.
3. Sponsor: They require reports on business analysis performance to address problems
as they are identified.

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OUTPUTS

1. Business Analysis Performance Assessment: This Includes a comparison of planned

versus actual performance, identifying the root cause of variances from the expected
performance, proposed approaches to address issues, and other findings to help
understand the performance of business analysis processes.

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BUSINESS CANVAS MODEL OF TIGER ENCLAVE

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 COST STRUCTURE OF PLOTS AND APARTMENTS

AMOUNT CALCULATION
NATURE BASIS

Basic Sale Price (BSP)* 30 lakh (Rs 2500 per sqft)

Preferential Location Charge 1.2 lakh (4% of BSP)

External Electrification Charge 60k (Rs 50 per sqft.)

Infrastructure Development Charge and External 1.2 lakh (Rs 100 per sqft.)
Development Charge

Car Parking Space 1.25 lakh (open) 2 lakh (closed)

Club Membership 50k (Fixed amount)

Power Backup Solar Setting charge 40k (Fixed amount)

Electric Connection Charge 3k (Fixed amount)

Water, Drainage, Sewerage Charges 3k (Fixed amount)

Stamp Duty and Registration Charges 1.8 lakh (6% of BSP)

GST 5.4 lakh (18% of the BSP)

* Assuming the price of the selling price of land is Rs 2500 per sqft.

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LAYOUT OF THE TOWNSHIP

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BUYING PROCESS

The buying process includes the following steps

 Buying decision
o Decide on what type of home or property to be bought.
 Approach a Real estate Agent
o Choose a Real estate agent
 Property Selection
o Visit various properties
o Select the required right property
 Buying Offer
o Make an offer to buy the property
 Legal Process
o Verification of title and ownership of the seller
o Verify identity of the seller
o Conversion and land use permissions
o Construction approvals
o Occupancy certificate
o Check status of tax payment
o Encumbrance
o Physical survey and access to the property
o Compliance under the Real Estate (Regulation and Development) Act, 2016
(RERA)
 Payment
o Booking advance at the time of making an offer
o 50% of remaining amount before legal clearance
o 50% at the time of transfer of ownership of the property

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PERSONAL EXPERIENCES OF GROUP MEMBERS

Scrum Member
Name: Aman Arya
Reg: 1828003
PERSONAL LEARNING:

1. Got to learn about the Business Analysis subject and it's implementation in terms of the
township project.

2. How to deal with clients when approaching with a business analysis model and how the
clients demand can be converted into a final product or strategy.

3. Problem Solving skills

4. Critical thinking skills- Business analysts are responsible for evaluating multiple options
before helping a team settle on a solution. While discovering the problem to be solved,
business analysts must listen to stakeholder needs but also critically consider those needs and
ask questions until the real need is understood.

PROFESSIONAL LEARNING

1. Learned about the Agile and Waterfall approach being implemented in the project

2. Also got to know how Business Analysis can be implemented in the Township Project.
Examples of many IT companies have been undertaken but in terms of architecture, learning
was really good.

3. Also learned about the frameworks, approaches, methods and different needs, inputs and
outputs with respect to the Business Analysis subject.

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Scrum Member
Name: Archit Gupta
Reg: 1828005
PERSONAL LEARNING

 Initially the project seems to be very difficult and complex as the course was quite lengthy
and we had no idea on how to implement these steps in our project
 Subject gave me a learning of how tasks are planned in sequence and how such complex
processes can be simplified
 Got to know about Agile and Waterfall Model and its practical implications in a real life
project
 Understood what scrum team exactly does and how they together complete a project
 Planning and Monitoring that is the first knowledge area helped us during the project and
revealed us on the parts that were neglected or overlooked in the project and helped us get
back in the track on the right time
 Understood how BA tasks can be implemented in a non IT project like infrastructure

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Project Owner
Name: Ashwin K. Nair
Reg: 1828006
PERSONAL LEARNING
To elaborate on the individual experience we need to take a look on how we at first did a
requirement analysis and how good the outcome was. The acknowledgment of us on how we
lacked in getting the essence of the requirement from the client and then be a client specific
analyst was revealing in a very broad manner. Knowledge on how the role of an analyst is
quintessential to the functioning of a great firm. We on learning the knowledge areas
throughout the course got to know what actually the role of analyst is and how essential it is
to understand the essence of the analyst role. The interaction with client and the methodology
required in understanding the functioning of the client and aligning it with the strategy
adopted by the company is very important in getting a powerful delivery. The right
intervention of client and understanding the changes that has to be implemented in the project
is very important for the constant change to be incorporated in the planning of a big project.
The nuances of planning a township lied in collecting the necessary details from the clients as
well as from the government regulations. Every knowledge point taught in the class had been
found heavily useful in designing and planning the layout as well as the business plan of the
township. Elicitation during the project revealed us on the parts that were neglected or
overlooked in the project and helped us get back in the track on the right time and carefully
develop this whole township project. In the end when asked to do another miniature Business
Analysis the sense of confidence inside us was of exponential level as we were now feeling
seasoned enough to devising a much more perfect planning.

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Scrum Master
Name: Manasvi Sharma
Reg: 1828018
PERSONAL LEARNING

Implementing the township project in the agile way helped me to clearly understand the
various ceremonies and artefacts involved in the agile methodology. Initially the concepts
were very difficult to relate, but while implementing the concepts in the project made simpler
and easier to relate and understand.

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 INDIVIDUAL TESTER OF SCRUM TEAM
Name- Radha Matanhelia
Reg: 1828050
PERSONAL LEARNING

Working on the Township project, helped me understanding the foundations of business

analysis role and aspects related to it. Firstly the project instilled the knowledge and ability to
accurately and efficiently elicit requirements, learned about various modelling techniques
used to make requirements and understood roles of various stakeholders. Working as the
Individual Tester- various regulations and policies were read and implemented and working
on the governance task helped me understand the techniques used to remove ambiguity from
requirements and successfully facilitating the requirements approval meetings.

This project overall helped me understand what are various roles that business analyst can
play and tasks they perform, also I have gained the practical knowledge to successfully
initiate the project.

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TECHNICAL EXPERT
Name- Ikshek Misri
Reg: 1828013
PERSONAL LEARNING

 Learned new business processes through 6 knowledge areas.

 Learned the interdependencies of various aspects of business like finance
and operation on each other.
 Learned how to achieve the business objective through various
techniques.
 Learned how to analyse various business strategies to achieve business
objective.
 Learned about important constraints like cost, time and scope in the
project and how these variables differ in following any approach, be it
planned, regulatory or change driven.
 Learned about the collaboration of different stakeholders in stakeholder
engagement.
 Learned the flow of information across the stakeholders in various phases
of the project.

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 Learned the practical implementation and implications arising during the
execution of the project through various techniques like Brain storming,
Business case, Estimation, Document analysis, Financial analysis, etc.

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CONCLUSION
Adopting an Agile approach in the township project is a fundamental change in working
practices for the management team and everyone else is involved in the project. Business
analysis planning and monitoring requires a progressive and adaptive approach for the project
requires the whole team to embrace change and the continual improvement that this change
will hopefully produce.

In this project, it is essential to demonstrate the value of the change as soon as possible to
overcome resistance and build support for the change. The only way that can be done is by
achieving the desired technical and business results quickly and efficiently.

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APPENDIX

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