Work Breakdown Structure (WBS):

1. It promotes granularity i.e., analysis at the more fragment or atomic level. It makes analysis
easier and reduces the chances of making assumptions.
2. It helps in task allocation and in a way makes tracking, monitoring and tracing easier. In turn,
helps in delivering better quality product to the end users.
3. Analysis at the granular level helps to ensure that solutions align with stated requirements
and in turn helps to avoid scope creep condition.
4. This helps to get clarity on the important requirement components and in turn help to
create limitations or define scope for the given set of requirements.

Process Model:

It can be defined as capturing end to end process in the sequential or step by step manner. This can
be well defined as a flowchart or a workflow. This will include all the critical/important process
components connected one another in a sequential manner that makes a complete process.

Process model can be categorized as:

Foundation Level: Here, activity diagram needs to be captured. This diagram will completely focus
on sequential set of events and would help to create a flowchart. This will just capture end to end
process.

Advanced level: Here Swimlane needs to be captured. This diagram not only captures end to end
flow but also helps to perform impact analysis. This diagram has several lanes that depict connected
processes or the systems. This helps to ensure that new process flow is not causing any adverse
impact to the parallelly running sub-process.

Scope Modeling: This helps to sketch the boundaries for any given requirement. It helps to come up
with:

1. In-scope requirements: Requirements components that lie within the boundaries.

2. Out of Scope requirements: Components outside the boundaries. These components will not
be part of scope and will remain intact or untouched.

Context Diagram:

This diagram finds its relevance when requirements are related data analysis and transformation.
This diagram helps in data transformation i.e. removes redundant and duplicate info from the raw
data and helps to store useful info in the document repository.

Scope modeling can be visualized using two important techniques:

Case 1: When requirements are related to functional/feature or process related change. Here
Functional decomposition technique will help analyze the requirement at more granular level and
hence will help to sketch the boundaries and come up with in-scope requirements. Functional
decomposition works on WBS principles.

Case 2: When requirements are related to data analysis. Here context diagram will assist in
transforming the data i.e. removing redundant, duplicate and waste item and store in-scope data in
the data repository. This diagram primarily helps to visualize the data transformation.
The four agile ceremonies include:

1. Sprint planning and grooming

2. Daily Stand ups
3. Reviews and User Demo
4. Retro

Business case:

Justifications for the given set of requirements.

These justifications can be:

1. Cost and Budget

2. Time Sensitivity or
3. Resources.

So, business case will help to provide details around the requirements and constraints &
dependencies in the realization of value.

Business case helps to captures two types of limitations:

1. Solution Limitation: When factors internal to the solution cause the barriers in the
realization of value. For e.g., internal solution components dependencies, solution having
scope creep or solution based on assumptions.
2. Enterprise Limitations: When factors external to the solution cause the barriers in the
realization of value. For e.g., lack of budget for a new advance technology, organization
structure and culture, Operating norms.

Review:

One of the imp techniques that helps to record observations and feedback from the key
stakeholders.

Review can be of two types:

1. Active Review
2. Passive Review

Plan Stakeholder Engagements:

To engage with the key stakeholders in an effective manner, it is important to:

1. Identify the stakeholders (Role or Profiles/Designation/Hierarchy within the organization)

2. Their character tics (Responsibility, decision making authority and level of power or
influence).

Stakeholder Collaboration:

1. Maintain free flow of information i.e., frequent, periodic and iterative discussion to promote
Transparency, clarity and no ambiguity around the given set of requirements.
2. It helps to promote shared efforts to resolve problems.
3. In turn, help to achieve desired results.

Context for the change can be:

1. Existing stakeholders
2. Process
3. Technology
4. Policy
5. Market Conditions

Low level requirement Vs High level requirement

Summary, overview or synopsis for the given set of requirements can be classified as
high level requirements. High level requirement needs more analysis. In-depth on HLR will
result into granular requirements also known as LLR.

RACI Matrix:

Responsible
Accountable
Consulted
Informed

Business
Scenario:
Requirement Gathering
and Documentation

Responsibility:
BA must CRE here.

Accountable:
Project Manager

Consulting:
1. If it is about domain related
issues: DSME
2. If it is about technical
aspects: ISME
3. If it is about the test
strategy : Testers
Informed: Rest other stakeholders .

Root Cause Analysis:

This can be carried out using 2 possible methods:

1. Fishbone Diagram: This is also known as Ishikawa Diagram, after Japanese researcher.
This diagram is also termed as Cause and Effect Diagram. This diagram helps to capture the
root cause /an issue along with categories and factors (primary, secondary and tertiary)
responsible for the same. This is a high-level abstraction, generally preferred to share with
external users. It is mostly part of user demos and presentations.

2. 5Whys or 5WH criteria: This is more about specifications and low-level abstraction. It is more
Focused upon answering all the possible questions around the problems. These answers help
to come with exhaustive list of points to ponder or look into. This is more elaborative and text
based in nature.

Process Analysis:
It based on two methodologies:
1. Lean
2. Six-Sigma

Lean: Japanese term to define “Eliminating Waste”. It is about identifying waste, redundant
and duplicate components in the process and then removing them to make the process more
efficient and performance oriented.

For e.g. VSM i.e. value stream mapping is one the method identify the waste in the process by
mapping it with key business objective.

Six-Sigma: Quality standard to be met by any given solution or the product. Here focus is on
including more and more requirement components under quality. It is one of the fruitful
testing strategy.

For e.g. SIPOC Supplier, Input, Process, Output and Customer.