CBAP Preparatory Workshop –

Techniques
Techniques

 Decision Analysis
 Process Modeling
 Structured Walkthrough
 RACI Matrix
 Stakeholder Map
 Estimation
 Functional Decomposition
 Risk Analysis
Decision Analysis
Decision Analysis

Comparing various available methodologies against the

organizational needs and objectives. Graphical representation is by using
– Decision Trees
– Influence diagram
Decision Analysis
Decision Tree
Notations
1. Decision nodes – Represented by squares
2. Chance nodes – Represented by circles
3. End Nodes - Represented by triangles (not mandatory)

Process
1. Start with a decision that needs to be made.
2. Draw circles wherever not certain about decision.
3. Evaluate each option by assigning a score or cash value.
4. Look at each circle and estimate the possibility of each outcome. If you use percentages, the total
must come to 100% at each circle. If you use fractions, these must add up to 1.
5. Calculate the value of uncertain outcome nodes by multiplying the value of the outcomes by their
probability.
6. Write down the cost of each option along each decision line.
7. Calculating the Value of Decision Nodes by subtracting the cost from the outcome value that you
have already calculated.
Decision Analysis
Decision Tree Example
Decision Analysis
Decision Tree Example
Process Modeling
Process Modeling
Techniques
Process Modeling – Used to define and document the business analysis approach.
It covers how business analysis tasks spans across various stakeholders and in
which sequence. Graphical representation is by using
– Swimlane diagrams
Process Modeling
Swimlanes diagrams
Notations
1. Swimlanes – Horizontal or
vertical sections of a
process that show which
activities are performed by
a particular role.
2. Pool – represents
organizational or system
boundary.
3. Events – Action that occur
outside the scope of the
process.
4. Rest of the notations are
similar to flowchart
notations.
Structured Walkthrough
Structured Walkthrough

Purpose
Can be used to verify and validate any formal document. Invited participants review and discuss the
document shared earlier. Used to validate the selected business analysis Approach.
Prerequisites
1. Complete requirements package shared with reviewers well in advance.
2. List of appropriate reviewers – Reviews must be authorized to take decisions as their representatives.
Process
1. Provide reviewers with the list of checklist items for which reviewer should be looking.
2. Organize and schedule review – During review different roles that people play are:
i. Author – Author of the document under review.
ii. Scribe – Person with project knowledge to document the suggestions, comments and questions that were
raised during the review.
iii. Moderator – A neutral facilitator to ensure various check points have been covered or not.
iv. Peer – Fellow BA with similar skills. Focus on whether documentation standards have been followed or not.

v. Reviewer – Stakeholders
Structured Walkthrough

Process
3. Conduct the review.
4. Compile notes and results of the review – decision to be made are:
I. There are quality improvements that can be made to the requirements document.
II. The requirements document is in acceptable in its current form.
III. Additional reviews required or not after incorporation or comments.
5. Review if necessary.
Rules to be followed during the review
1. Reviewers must comment on content not on author.
2. Supervisors or managers should exercise caution during review.
RACI Matrix
RACI Matrix
Define the general responsibilities for each role on a project so that the same can be communicated
to the appropriate people associated with the team.
Matrix example :
R – Reviews the deliverable
A – Approves the deliverable
C – Creates the deliverable Roles
I – Provides Input deliverables D Project Project Project Client Analysts
e Sponsor Manager Team Managers

l
i Requirement A C R A R
management plan
v
e Requirements I,A R R I,A C
Report
r
a Process Model R R R I,A C

b Data Model R R R I,A C

l
Requirements R R R R C
e
Traceability Matrix
s
Stakeholder Map
Stakeholder Map
Diagrams to depict relationships of
stakeholders to the solution
and to one another.
– Stakeholder Matrix
– Stakeholder Onion Diagram
Stakeholder Matrix (Power/Interest)
Maps Stakeholder influence against the
level of the stakeholder interest.
 Identify stakeholders
 Prioritize stakeholders based on following:
– High power, interested people
– High power, less interested people
– Low power, interested people
– Low power, less interested people
 Place them into the grid based on the
classification.
Stakeholder Map
Stakeholder Onion Map
Shows how involved various stakeholders are.
Each circle (onion ring) is dependent on
inner link. Stakeholders in the inner most ring
are closest to the system.
Estimation
Estimation
Some of the most common estimation techniques are:
– Analogous Estimation – Use of similar project as the basis of developing estimates.
Used when little is known to calculate ROM (Rough Order of Magnitude) estimate.
More detail estimate follow later. Also known as Top – Down approach for estimation.
– Parametric Estimation – Use of parameters, multiplied by number of hours. Key
factors for such estimates are:
 In depth knowledge of what is required
 What factors should be considered
Some of the well known techniques are:
 Object point estimation
 Function point estimation
 Use case points estimation
 Story Points
– Bottom – up Estimate – More accurate but time consuming. Done by first preparing
the complete list of deliverables, tasks and activities to be performed and then
estimating them individually. Once done all of them are added to get the estimate for
the complete project.
Estimation
Some of the most common estimation techniques are:
– Rolling wave – Technique for refinement of estimates. This technique estimates
project in waves as the project becomes clearer and unfolds. This involves creating a
detailed, well-defined Work Breakdown Structure for that period of clarity (current
wave), but just highlighting the milestone for the rest of the project.
– Three Point Estimation – Uses scenarios for:
 Most optimistic estimate
 Most pessimistic estimate
 Most likely estimate – Its not an average of most optimistic and most pessimistic but it requires
identification of high risk task and adding proper buffer for these tasks.
– Historic Analysis – Similar to analogous estimates but also covers the task and
activities.
– Expert Judgment – Relies on the experience who has performed the work before.
– Delphi Estimation – Combination of expert judgment and history. Consists of
estimating a task individually, sharing the estimate with experts and having several
rounds until consensus is reached.
Functional Decomposition
Functional Decomposition
Based on the principle of divide and rule. It
decomposes processes, functional areas
or deliverables into their component parts
so each of them can be analyzed
independently. Done by:
– Identify the high level function of an
organization that is being impacted.
– Identify the sub-processes within that
function.
– Drill down to these processes by
identifying the activities being carried out.
Output of this can be utilized while creating
WBS and estimates.
Risk Analysis
Risk Analysis

Identify Assess Assess

Plan Risk
Risks Risks Organizational
Responses
Readiness

 business risks  Rate risk • Acceptance • Risk Aversion

 financial risks • Transfer • Neutrality
 technical risks • Avoidance • Risk Seeking
• Mitigation