Knowledge Area Task Elements Input & Guidelines Output Key Point

1. Purpose is to define an appropriate method to conduct business analysis activities

Plan Business Analysis
Approach
Plan Stakeholder Engagement
Business Analysis
Planning &
Monitoring
Plan Business Analysis
Governance Approach
Planning Approach
Formality and Level of Detail of Business Analysis Inputs: Needs
Deliverables
Guidelines:
Business Analysis Activities - Business Analysis
- Breakdown: Deliverables--> Tasks --> Activities Performance Assessment
- Business Policies
- Expert Judgement
Timing of Business Analysis Work - Methodologies &
- Availablility of resources, priority of initiative, Framework
concurrent activities, regultory deadline/contracts - Stakeholder Engagement
Approach
Complexity & Risk
Acceptance
Inputs:
a. Needs
Perform Stakeholder Analysis
b. Businss Analysis
Approach
Define Stakeholder Collaboration Guidelines:
- BA Performance Asses.
- Change Strategy
- Current State Descrp.
Stakeholder Communication Needs
Inputs:
Decision Making
a. Businss Analysis
Approach
b. Stakeholder
Engagement Approach
Change Control Process
Guidelines: responsible to
a. BA performance Asses. priortize and
approve changes
Plan Prioritization Approach b. Business Policies
c. Current State
d. Legal/Regulatory Info.
2. Usually Standardized & Formalized in organisations but may be tailored
3. Predictive Approach: minimizing uncertainty and ensuring that the solution is defined before implementation begins in order to maximize
control and minimize risk.
a. Used when the risk of an incorrect implementation is unacceptably high, or when engaging stakeholders presents significant challenges.
Business b. Require formal documentation and representations (Templates etc)
Analysis c. Tasks are performed in specific phases.
4. Adaptive approaches: rapid delivery of business value in short iterations in return for acceptance of a higher degree of uncertainty regarding
Approach
- who will perform delivery of the solution
- timing & a. These approaches tend to be preferred when taking an exploratory approach to finding the best solution or for incremental improvement of an
existing solution.
sequencing,
b. Informal Documentation: defining requirements and designs through team interaction & feedback on a working solution. Formal documentation is
- deliverable
- Integrated often produced after the solution is implemented to facilitate knowledge transfer.
Approach c. Tasks are performed iteratively
5. Other Factors: Complexity, regulated Industry, Contractual Obligation, Outsourcing, High staff turnover, SH location
6. Risk & Complexity : No. of Stakeholder more --> Complexity of BA work more.
Other Factor: Size of change, system affected, geographic/cultural considerations, tech. complexities
BA Risk: Experience, domain knowledge, Stakeholder knowledge, time allocated by SH, existing framework, culture
1. Analysis: Purpose is establishing and maintaining effective working relationships with the stakeholders
Stakeholder 2. Degree of complexity increases as the number of stakeholders involved the BA activities increases
Engagement 3. Analyzing their characteristics and data collected
Approach 4. Who the SH are? What is their positive/negative influence? Impact of change on SH? Roles of Stakeholders; level of interest in the change
- List of 5. Company Organization Model & Business Process serve as source of internal Stakeholder.Sponsor identifies SH.
6. Understand Level of influence of a particular Stakeholder for buy-in/approvals. Develop risk plans if this is less.
Stakeholder
- characteristics Stakeholder Matrix : Influence v/s Interest;
- roles & Stakeholder Onion Diagram
responsibilities 7. Collaboration is different for both internal & external stakeholder
- collaboration & 8. Consider for Collaboration: timing/frequency; location; available tools; delivery method; preferences of SH
communication 9. Communication: What needs to be communicated; delivery method (verbal or oral); appropriate audience; time & Frequency of communication;
requirement
geographic location of SH; level of details; level of formality.
1. Purpose is to define how decisions are made about requirements and designs, including reviews, change control, approvals, and prioritization.
2. Defines: the decision makers; process; information required for decision making for requirements & designs
3. Decision Making: SH roles as a decision maker; SME; reviewer of information; approver of decisions; Escalation path
4. Change Control Process:
a. Request change process - steps for proposing change; when to propose changes; who & how can propose changes.
b. Element of CRs - cost & time estimate; Benefits; Risks; Priority; Course of action (multiple alternatives)
Governance
c. priortization of changes, documentation of changes, communication, impact analysis of changes & approval of changes
Approach
5. Priortization Approach: Timelines, expected value, dependencies, resource constraints, adopted methodologies, and other factors influence how
- Decision makers
requirements and designs are prioritized.
- who is
6. Consider for Priortization planning : formality & rigour of process; participants; process of priortization; criteria for priortization (cost, risk & value)
7. Approval Process: Approval formalizes the agreement between all stakeholders that details are accurate, adequate, and contain sufficient detail to
allow for continued progress to be made.
a. timing and frequency of approvals are dependent on the size and complexity of the change & risk associated
b. When planning the appropriate approval process, business analysts consider the organizational culture and the type of information being approved

Plan for Approval

Plan Business Analysis
Information Management
1. Purpose is to develop an approach for how business analysis information will be stored and accessed
Inputs: 2. Information includes: all the information business analysts elicit, create, compile, and disseminate in the course of performing business analysis.
Organization of Business Analysis Information
a. Business Analysis 3. Organization of Info: info shouldn't b difficult to locate, conflicts with other information, or is needlessly duplicated
Approach a. Relationship among information should be defined properly
Level of Abstraction 4. Abstraction should be different for each stakeholder based on needs of SH, complexity of information, importance of change. High risk
b. Stakeholder Information information is communicated in greater detail
Engagement Approach Management 5. Traceability should be determined to add value without increasing overhead
Plan Tracebility Approach c. Governance Approach Approach 6. Reusing requirements can save an organization time, effort, and cost.
- how information 7. Candidate for reuse: regulatory req, contractual obligation, quality standard, SLAs, business rules & business processes, product descriptions
Guidelines: stored, accessed, 8. business analysts plan ahead for requirements reuse by identifying how best to structure, store, and access requirements. For this,
Plan for Requirement Reuse requirements must be clearly named, defined, and stored in a repository that is available to other business analysts.
a. BA performance Asses. and utilized.
9. Storage & Access : should be able to indicate status of any stored information and allow modification over time
b. Business Policies
Storage & Access 10. Req. Attributes - Absolute Reference, Author, Complexity, Ownership, Priority, Risk, Source, Stability, Status, Urgency
c. Info Mgmt Tool
d. Legal/Regulatory Info.
Requirements Attributes

Performance Analysis
Identify Business Analysis Assessment Measure
Performance Improvements
Analyze Results
Recommend Actions for Improvement
1. Purpose is to establish the performance measures, conduct the performance analysis, report on the results of the analysis & identify any necessary
Inputs: Business
preventive, corrective, or developmental actions. improvements are identified, they become guidelines for the next time a task is executed.
a. Performance Objectives Analysis 2. Reports on business analysis performance can be informal and verbal, or they may include formal documentation
(External) Performance 3. Performance Measures: deliverable due dates, frequency of the changes, review cycles required, task efficiency, qualitative feedback
b. Business Analysis 4. Possible Measures: Accuracy and Completeness of work, Knowlege of BA, Effectiveness, Org Support, Significance to final solution, meeting
Assessment
Approach - planned vs actual
Strategic objective, Timeliness
performance 5. Analysis of results may be done at Stakeholder or personnel manager or a Center of Excellence level.
- root cause 6. Recommended actions: Preventive, Corrective, Improvement
Guidelines:
-proposed appr.
Org. Performance Std.