Business Analysis Course Overview PDF

Course Overview IIBA ü International Institute of Business Analysis ü Founded in 2003 and it is located in Toronto (Canada) ü Non-profit association ü Dedicated to the field of business analysis ü 4 levels of business analysis generalist cert...

Course Overview IIBA ü International Institute of Business Analysis ü Founded in 2003 and it is located in Toronto (Canada) ü Non-profit association ü Dedicated to the field of business analysis ü 4 levels of business analysis generalist certificates ü 1 certificate of specialist business analyst ü BABOK Guide: the globally recognized standard for the practice of business analysis CBAP® stands for Certified Business Analysis Professional Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 11 Competencies ü Creates rules: Actively provides insight to situations that fall within and outside of his/her domain or sphere of influence. In some cases, this will mean addressing new, unstructured business challenges or opportunities. ü Guides practice: This is a seasoned practitioner that is sought after for their expertise and guidance in solving or addressing business challenges or opportunities. ü Advanced knowledge: Skills and Knowledge have been fully developed through execution of work ranging from small well-scoped work to addressing more complex, unstructured challenges or opportunities. Skills and knowledge required for the competency have become second nature. The competency elements are grouped into six Knowledge Areas, as defined in the Business Analysis Body of Knowledge® (BABOK® Guide). Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 12 About Exam CBAP Details Exam Duration 3.5 hours No. of Questions 120 MCQs Question Type Multiple Choice Questions Exam Type Closed Book Passing Criteria 60% https://www.iiba.org/certification/core-business-analysis-certifications/CBAP/ Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 13  Module: 1 Introduction to Business Analysis & the BABOK 3.0 Module Overview ü What is Business Analysis? ü What is Business Analysis Body of Knowledge? ü Business Analysis Key Concepts ü BACCM™ ü Business Analysis Knowledge Areas ü What are Tasks? ü What are Techniques? ü What are perspectives? Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 15 Top 6 reasons for project failure 1. Incomplete requirements: Measure of success for Business Analysts! Target: Zero. From both functional and non- functional 2. Lack of user involvement: BAs scope a project including who is impacted and therefore who needs to be engaged. 3. Unrealistic expectations: Poorly defined? Open to more than one meaning? Blame the BA! 4. Lack of senior executive's support: ü If the project objectives don’t matter to the executives, they won’t support ü BA must ensure the executives define SMART measures and targets. ü SMART here is BA SMART – the ‘T’ is To-Die-For! 5. Changing requirements: Measure of success for Business Analysts! Target: Minimize. 6. Lack of planning: For us: at least the analysis should be planned properly! Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 16 What is Business Analysis? ü “Business analysis is the practice of enabling change in an enterprise by defining needs and recommending solutions that deliver value to stakeholders.” It enables an enterprise to: ü Articulate needs and the rationale for change. ü Design and describe solutions that can deliver value. ü Performed on a variety of initiatives within an enterprise (strategic, tactical, or operational) ü May be performed within the boundaries of a project or throughout enterprise evolution and continuous improvement ü Can be used to understand the current state, to define the future state, and to determine the activities required to move from the current to the future state. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 17 The Business Analyst ü “Any person who performs business analysis tasks described in the BABOK® guide, regardless of their job title or organizational role.” ü Responsible for discovering, synthesizing, and analyzing information from a variety of sources within an enterprise, including tools, processes, documentation, and stakeholders. ü Responsible for eliciting the actual needs of stakeholders to determine underlying issues and causes. ü Plays a role in aligning the designed and delivered solutions with the needs of stakeholders. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 18 The need for a Business Analyst The activities that business analysts perform include: ü Understanding enterprise problems and goals, ü Analyzing needs and solutions, ü Devising strategies, ü Driving change, and ü Facilitating stakeholder collaboration. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 19 What is the BABOK Guide 3.0 ü Globally recognized standard for the practice of business analysis ü Baseline for practitioners ü Describes the business analysis knowledge areas ü Their associated Tasks, ü Underlying Competencies, ü Techniques needed to perform those tasks, and ü Perspectives on how to approach business analysis. ü Common Framework for all perspectives ü The Guide’s Primary Purpose: ü Define the profession of business analysis. And provide a set of commonly accepted practices. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 20 Key Concepts ü Business Analysis Core Concept Model™ (BACCM™): Defines a conceptual framework for the business analysis profession. ü Key Terms: definitions. ü Requirements Classification Schema: Identifies levels or types of requirements. ü Stakeholders: Defines roles, and characteristics of groups or individuals. ü Requirements and Designs: Describes the distinction between them. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 21 Business Analysis Core Concept Model™ 1 ü (BACCM™) defines a conceptual framework for the business analysis profession. ü Composed Of Six Terms Change, Need, Solution, Stakeholder, Value, And Context. ü Each core concept is defined by the other five core concepts and cannot be fully understood until all the concepts are understood. ü No single concept holds greater importance or significance over any other concept. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 22 Business Analysis Core Concept Model™ 2 (BACCM™) is used to: ü Describe the profession and domain of business analysis, ü Communicate about business analysis with a common terminology, ü Evaluate the relationships of key concepts in business analysis, ü Perform better business analysis by holistically evaluating the relationships among these six concepts, and ü Evaluate the impact of these concepts and relationships at any point during a work effort in order to establish both a foundation and a path forward. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 23 Business Analysis Core Concept Model™ 3 Core Description Concept The act of transformation in response to a need. Change works to improve the performance of an enterprise. These improvements are Change deliberate and controlled through business analysis activities. What are the kinds of changes we are doing? A problem or opportunity to be addressed. Needs can cause changes by motivating stakeholders to act. Changes can also cause Need needs by eroding or enhancing the value delivered by existing solutions. What are the needs we are trying to satisfy? A specific way of satisfying one or more needs in a context. A solution satisfies a need by resolving a problem faced by stakeholders or enabling Solution stakeholders to take advantage of an opportunity. What are the solutions we are creating or changing? Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 24 Business Analysis Core Concept Model™ 4 Core Description Concept Stakeholder(s) A group or individual with a relationship to the change, the need, or the solution. Stakeholders are often defined in terms of interest in, impact on, and influence over the change. Stakeholders are grouped based on their relationship to the needs, changes, and solutions. Who are the stakeholders involved? Value The worth, importance, or usefulness of something to a stakeholder within a context. potential or realized returns, gains, and improvements. Or a decrease in value in the form of losses, risks, and costs. It can be tangible or intangible, absolute or relative What do stakeholders consider to be of value? Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 25 Business Analysis Core Concept Model™ 5 Core Description Concept Context The circumstances that influence, are influenced by, and provide understanding of the change. Changes occur within a context. The context is everything relevant to the change that is within the environment. Context may include attitudes, behaviors, beliefs, competitors, culture, demographics, goals, governments, infrastructure, languages, losses, processes, products, projects, sales, seasons, terminology, technology, weather, and any other element meeting the definition. What are the contexts that we and the solution are in? Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 26 Key Terms: Business Analysis Information Business Analysis Information ü Business analysis information refers to the broad and diverse sets of information that business analysts analyze, transform, and report. It is information of any kind—at any level of detail—that is used as an input to, or is an output of, business analysis work. ü Examples of business analysis information include elicitation results, requirements, designs, solution options, solution scope, and change strategy. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 27 Key Terms: Design and Enterprise Design A design is a usable representation of a solution. Design focuses on understanding how value might be realized by a solution if it is built. The nature of the representation may be a document (or set of documents) and can vary widely depending on the circumstances. Enterprise An enterprise is a system of one or more organizations and the solutions they use to pursue a shared set of common goals. These solutions (also referred to as organizational capabilities) can be processes, tools or information. For the purpose of business analysis, enterprise boundaries can be defined relative to the change and need not be constrained by the boundaries of a legal entity, organization, or organizational unit. An enterprise may include any number of business, government, or any other type of organization. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 28 Organization and Plan Organization An autonomous group of people under the management of a single individual or board, that works towards common goals and objectives. Organizations often have a clearly defined boundary and operate on a continuous basis, as opposed to an initiative or project team, which may be disbanded once its objectives are achieved. Plan A plan is a proposal for doing or achieving something. Plans describe a set of events, the dependencies among the events, the expected sequence, the schedule, the results or outcomes, the materials and resources needed, and the stakeholders involved. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 29 Risk and Requirement Risk Risk is the effect of uncertainty on the value of a change, a solution, or the enterprise. Business analysts collaborate with other stakeholders to identify, assess, and prioritize risks, and to deal with those risks by altering the likelihood of the conditions or events that lead to the uncertainty: mitigating the consequences, removing the source of the risk, avoiding the risk altogether by deciding not to start or continue with an activity that leads to the risk, sharing the risk with other parties, or accepting or even increasing the risk to deal with an opportunity. Requirement A requirement is a usable representation of a need. Requirements focus on understanding what kind of value could be delivered if a requirement is fulfilled. The nature of the representation may be a document (or set of documents) but can vary widely depending on the circumstances. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 30 Requirements Classification Schema 1 ü Business requirements: statements of goals, objectives, and outcomes that describe why a change has been initiated. They can apply to the whole of an enterprise, a business area, or a specific initiative. ü Stakeholder requirements: describe the needs of stakeholders that must be met in order to achieve the business requirements. They may serve as a bridge between business and solution requirements. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 31 Requirements Classification Schema 2 ü Solution requirements: Describe the capabilities and qualities of a solution that meets the stakeholder requirements. They provide the appropriate level of detail to allow for the development and implementation of the solution. Solution requirements can be divided into two sub-categories: ü Functional requirements: Describe the capabilities that a solution must have in terms of the behavior and information that the solution will manage, and ü Non-functional requirements or quality of service requirements: Do not relate directly to the behavior of functionality of the solution, but rather describe conditions under which a solution must remain effective or qualities that a solution must have. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 32 Requirements Classification Schema 3 ü Transition requirements: Describe the capabilities that the solution must have and the conditions the solution must meet to facilitate transition from the current state to the future state, but which are not needed once the change is complete. They are differentiated from other requirements types because they are of a temporary nature. Transition requirements address topics such as data conversion, training, and business continuity. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 33 Stakeholders ü Business Analyst ü Operational Support ü Customer ü Project Manager ü Domain Subject Matter Expert ü Regulator ü End User ü Sponsor ü Tester ü Supplier ü Implementation Subject Matter Expert Please Read the Definitions on Section 2.4 of BABOK 3.0 Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 34 Requirements and Designs 1 ü The BA is expected to participate in Design definition. ü BA involvement depends on the Prospective within which they are working. ü Requirements are focused on the need; designs are focused on the solution. ü A requirement (or set of requirements) may be used to define a design. That design may then be used to elicit additional requirements that are used to define more detailed designs. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 35 Requirements and Designs 2 The following provides some basic examples of how information may be viewed as either a requirement or a design: Requirement Design View six months sales data across multiple A sketch of a dashboard. organizational units in a single view. Reduce amount of time required to pick and Process model. pack a customer order. Record and access a medical patient’s Screen mock-up showing specific history. data fields. Develop business strategy, goals, and Business Capability Model. objectives for a new business. Provide information in English and French Prototype with text displayed in English and French. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 36 Knowledge Areas ü Knowledge areas: represent areas of specific business analysis expertise that encompass several tasks. ü They are a collection of logically (but not sequentially) related tasks. ü The six knowledge areas are: ü Business Analysis Planning and Monitoring ü Elicitation and Collaboration ü Requirements Life Cycle Management ü Strategy Analysis ü Requirements Analysis and Design Definition ü Solution Evaluation ü The following diagram shows a general relationship between the knowledge areas: Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 37 BABOK Knowledge Areas Business Analysis Planning and Monitoring Requirements Analysis and Strategy Analysis Design Definition Elicitation and Requirements life Collaboration cycle management Solution Evaluation Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 38 Tasks ü Steps to accomplish the purpose of knowledge areas ü Performed by Business Analysts ü Each knowledge area has its set of tasks ü Components of a task: ü Purpose ü Description ü Input ü Elements ü Guidelines/Tools ü Techniques ü Stakeholders ü Output Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 39 Purpose and Description ü Purpose ü Why its done? ü Description ü What is it Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 40 Input Input ü An input represents the information necessary for a task to commence. Inputs may be: ü Explicitly generated outside the scope of business analysis (e.g., a project plan). ü Generated by a business analysis task. In this case the input is maintained by the BABOK task that created it. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 41 Elements, Guidelines and Tools, Techniques, and Stakeholders ü Elements ü Describes key concepts that are needed to understand how to perform the task. ü Guidelines and Tools ü Resources that are required to transform the input into an output ü Techniques ü Techniques describe how tasks are performed under specific circumstances. A task may have none, one, or more related techniques. ü Stakeholders ü Each task contains a listing of stakeholders who are likely to participate in the tasks or who will be affected by them. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 42 Output Output ü An output is a necessary result of the work described in the task. ü Outputs may be produced at any level of formality, from verbal discussion with affected stakeholders to being captured in a software tool and placed under strict change control. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 43 Input / Output Diagrams Check out all diagrams at the BABOK Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 44 Techniques ü Provide additional information on different ways to perform a task ü Business Analysts are not expected to know all techniques ü Techniques listed on page 14 are the ones the BA is expected to have working knowledge of ü Components of techniques: ü Purpose ü Description ü Elements ü Usage considerations Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 45 Perspectives Perspectives are used within business analysis work to provide focus to tasks and techniques specific to the context of the initiative. Most initiatives are likely to engage one or more perspectives. The perspectives included in the BABOK® Guide are: ü Agile ü Business Intelligence ü Information Technology ü Business Architecture ü Business Process Management Perspectives can have the following structure ü Change Scope ü Business Analysis Scope ü Methodologies, Approaches, and Techniques ü Underlying Competencies ü Impact on Knowledge Areas Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 46  Module: 2 Business Analysis Planning & Monitoring Module Objective In this module, you will learn about: ü Business Analysis Planning and Monitoring Knowledge Area Page 48 Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Important Guiding Note When we’re performing Business Analysis Activities, it is best to deal with them as a small project within the project. This way we avoid confusion. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 49 Business Analysis Life Cycle Suggested lifecycle to ease the training process. Will talk about it during the training. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 50 Business Analysis Planning & Monitoring Organize and coordinate the efforts of business analysts and stakeholders. Its outputs are key guidelines for the other tasks throughout the BA work. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 51 Module Overview ü Plan Business Analysis Approach ü Plan Stakeholder Engagement ü Plan Business Analysis Governance ü Plan Business Analysis Information Management ü Identify Business Analysis Performance Improvements Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 52 BACCM™ in BA Planning & Monitoring Core Concept During Business Analysis Planning and Monitoring Change Determining how changes to business analysis results will be requested and authorized. Need Choose approach that provides adequate analysis for the change. Solution Evaluate if business analysis performance was a key contributor to the successful implementation of a solution. Stakeholder Perform analysis to ensure that activities reflect stakeholder needs and account for stakeholder characteristics. Value Conduct performance analysis to ensure BA activities continue to produce sufficient value for the stakeholders. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 53  Plan Business Analysis Approach Purpose Define an appropriate method to conduct business analysis activities. Consulted Rationale Stakeholders Approach Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 55 Description ü Describe the overall method that will be followed when performing business analysis work on a given initiative. ü How and when tasks will be performed. ü The deliverables that will be produced. ü May be defined by a methodology or by organizational standards. ü The business analysis approach should: ü Align to the overall goals of the change, ü Coordinate the business analysis tasks with the activities and deliverables of the overall change, ü Include tasks to manage any risks that could reduce the quality of business analysis deliverables or impede task efficiency, and ü Leverage approaches and select techniques and tools that have historically worked well. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 56 Inputs Needs ü The business analysis approach is shaped by the problem or opportunity faced by the organization. It is necessary to consider what is known about the need at the time of planning, while acknowledging that understanding evolves throughout business analysis activities. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 57 Elements ü Planning Approach ü Formality and Level of Detail of Business Analysis Deliverables ü Business Analysis Activities ü Timing of Business Analysis Work ü Complexity and Risk ü Acceptance Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 58 Element: Planning Approach Predictive ü Minimizing upfront uncertainty (Risk) and ensuring that the solution is defined before implementation begins (Control). ü Used ü Requirements can effectively be defined ahead of implementation ü The risk of an incorrect implementation is unacceptably high ü Engaging stakeholders presents significant challenges. Adaptive ü Rapid delivery of business value in short iterations ü Acceptance of a higher uncertainty regarding delivery ü Used ü When taking an exploratory approach to finding the best solution ü For incremental improvement of an existing solution. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 59 Notice on Element: Planning Approach ü Regardless of the approach, planning is an essential task to ensure value is a delivered to an enterprise. ü Planning typically occurs more than once on a given initiative as plans are updated to address changing business conditions and newly raised issues. ü The business analysis approach should describe how plans will be altered if changes are required. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 60 Element: Formality and Level of Detail of Business Analysis Deliverables Considerations that may affect the approach: ü The change is complex and high risk, ü The organization is in, or interacts with, heavily regulated industries, ü Contracts or agreements necessitate formality, ü Stakeholders are geographically distributed, ü Resources are outsourced, ü Staff turnover is high and/or team members may be inexperienced, ü Requirements must be formally signed off, ü Business analysis information must be maintained long-term or handed over for use on future initiatives. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 61 Element: Formality and Level of Detail of Business Analysis Deliverables Approach Predictive Adaptive Solution Defined before Defined in iterations to arrive at best Definition implementation to maximize solution or improve an existing control and minimize risk. solution. Level of Formal—information is Informal—information is gathered Formality captured in standardized through team interaction and templates. feedback. Activities Activities required to Activities are divided into iterations complete deliverables are with deliverables first and then the identified first and then associated tasks are identified. divided into tasks. Timing Tasks are performed in Tasks are performed specific phases. iteratively. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 62 Element: Planning Approach ü Approach provides a description of the types of activities to be performed. ü The organization’s adopted methodologies influence the activities that are selected. ü Integrating BA activities in the approach includes: ü Identifying the activities required to complete each deliverable and then breaking each activity into tasks, ü Dividing the work into iterations, identifying the deliverables for each iteration, and then identifying the associated activities and tasks, or ü Using a previous similar initiative as an outline and applying the detailed tasks and activities unique to the current initiative. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 63 Element: Timing of Business Analysis Work Determine: ü When the business analysis tasks need to be performed ü If the level of business analysis effort will need to vary over time. ü Whether tasks will be performed primarily in specific phases or iteratively over the course of the initiative. Timing is affected by: ü The availability of resources, ü Priority and/or urgency of the initiative, ü Other concurrent initiatives, or ü Constraints such as contract terms or regulatory deadlines. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 64 Element: Complexity and Risk Affect the nature and scope of BA work, which should be reflected in the approach. Factors that can impact complexity include: ü Size of the change, ü Number of business areas or systems affected, ü Geographic and cultural considerations, ü Technological complexities, and ü Any risks that could impede the business analysis effort. Factors that can impact the risk level include: ü Experience level of the business analyst, ü Extent of domain knowledge held by the business analyst, ü Level of experience stakeholders have in communicating their needs, ü Stakeholder attitudes about the change and business analysis in general, ü Amount of time allocated by stakeholders to the business analysis activities, ü Any pre-selected framework, methodology, tools, and/or techniques imposed by organizational policies and practices, and ü Cultural norms of the organization. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 65 Element: Acceptance ü The business analysis approach is reviewed and agreed upon by key stakeholders. ü A sign-off is a best practice so: ü to ensure all business analysis activities have been identified ü estimates are realistic ü the proposed roles and responsibilities are correct ü Any issues raised are resolved ahead ü Also, when changes are made to approach Stakeholders should be involved and their sign-off sought. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 66 Guidelines and Tools Business Analysis Performance Assessment ü Provides results of previous assessments that should be reviewed and incorporated into all planning approaches. Business Policies ü Define the limits within which decisions must be made. They may be described by regulations, contracts, agreements, deals, warranties, certifications, or other legal obligations. Expert Judgment ü Used to determine the optimal business analysis approach. Methodologies and Frameworks ü Shape the approach that will be used by providing methods, techniques, procedures, working concepts, and rules. May need to be tailored. Stakeholder Engagement Approach ü Understanding the stakeholders and their concerns and interests. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 67 Techniques Technique Usage Brainstorming Identify possible business analysis activities, techniques, risks and other relevant items Business Cases Understand whether elements of the problem or opportunity are especially time-sensitive, high-value, Document Review existing organizational assets that might assist in planning Analysis the approach. Estimation Determine how long it may take to perform activities. Financial Analysis Assess how different approaches (and the supported delivery options) affect the value delivered. Functional Break down complex business analysis processes or approaches Decomposition into more feasible components. Interviews Help build the plan with an individual or small group. Item Tracking Track any issues and risks raised during planning activities with stakeholders. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 68 Techniques Technique Usage Lessons Learned Used to identify an enterprise’s previous experience (both successes and challenges) with planning BA approach. Process Modelling Define and document the business analysis approach. Reviews Validate the selected business analysis approach with stakeholders. Risk Analysis & Assess risks in order to select the proper business analysis Management approach. Scope Modelling Determine the boundaries of the solution as an input to planning and to estimating. Survey or Identify possible business analysis activities, techniques, risks and Questionnaire other relevant items Workshops Help build the plan in a team setting. Technique Usage Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 69 Technique: Brainstorming Figure 5.1 - A Guide to the Business Analysis Body of Knowledge® v3- 2015, by International Institute of Business Analysis (BABoK®) Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 70 Technique: Business Cases ü Captures the rationale for undertaking a change. ü Provides a justification for a course of action based on the benefits to be realized by using the proposed solution, as compared to the cost, effort, and other considerations to acquire and live with that solution. ü A business case is used to: ü Define the need, ü Determine the desired outcomes, ü Assess constraints, assumptions, and risks, and ü Recommend a solution. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 71 Technique: Document Analysis ü Used if the objective is to gather details of existing solutions. ü Applies in situations where the subject matter experts for the existing solutions are no longer with the organization or are not available throughout the duration of the elicitation process. STEPS: ü Preparation ü Evaluate relevant, available and appropriate system or business documentation for study. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 72 Technique: Document Analysis – 2 Document Review ü Study material ü Document business details. Wrap-up ü Review & confirm selected details. ü Organize information. ü Obtain answers to follow-up questions. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 73 Technique: Estimation ü The process of finding an estimate, or approximation, which is a value that is usable for some purpose even if input data may be incomplete, uncertain, or unstable. The value is nonetheless usable because it is derived from the best information available ü This includes predicting the work amount (man-days), the cost of work, and types of resources needed ü Some ways to do it: ü Top Down / Bottom Up / Analogues Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 74 Technique: Financial Analysis ü Understand the financial aspects of an investment, a solution, or a solution approach. ü Comparing one solution or solution approach to others, based on analysis of the: ü Initial cost and the time frame in which those costs are incurred, ü Expected financial benefits and the time frame in which they will be incurred, ü Ongoing costs of using the solution and supporting the solution, ü Risks associated with the change initiative, and ü Ongoing risks to business value of using that solution. ü Consider: cost of the change, total cost of ownership (TCO), value realization, cost-benefit analysis, return on investment, among other things. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 75 Technique: Functional Decomposition ü Functional decomposition refers broadly to the process of resolving a functional relationship into its constituent parts in such a way that the original function can be reconstructed (i.e., recomposed) from those parts. A Guide to the Business Analysis Body of Knowledge® v3- 2015, by International Institute of Business Analysis (BABoK®) Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 76 Technique: Interviews Factors of a successful interview ü Level of understanding of the domain by the interviewer. ü Experience of the interviewer in conducting interviews. ü Skill of the interviewer in documenting the discussions. ü Readiness of interviewee to provide the relevant information. ü Degree of clarity in interviewee’s mind about what the business requires of the target system. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 77 Technique: Interviews – 2 Prepare for The Interview ü Identify Potential Interviewees ü Design the Interview ü The format for the interview, structured vs. unstructured ü For structured interview ü Closed-ended questions ü Open-ended questions ü Organization of the questions ü Location of participants. ü The interview time and site are convenient to the interviewee. ü Contact Potential Interviewees Follow –Up And Confirm Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 78 Technique: Item Tracking -1 ü Capture and assign responsibility for issues and stakeholder concerns that pose an impact to the solution. ü An organized approach used by business analysts to address stakeholder concerns. ü Recommended to add metrics on how the project is doing regarding problem resolution. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 79 Technique: Item Tracking -2 ü Item record that may contain some or all of the following information: ü Description ü Raised By ü Date Identified. ü Impact ü Priority ü Need by Date ü Owner ü Status ü Responsible for Action ü Completion Date of Action ü Outcome: Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 80 Technique: Lessons Learnt ü Lessons learned sessions can include any format or venue that works for the key stakeholders identified as participants in these sessions. ü Elements discussed: ü BA activities, deliverables, final product, and process. ü Automation and technology used or not used. ü Managerial concerns or issues. ü Performance against plan, and variances. ü Corrective and/or preventive action recommended. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 81 Technique: Process Modeling ü Purpose: to understand how work that involves multiple roles and departments is performed within the organization ü Business Process Modeling (BPM) is the activity of representing processes of an enterprise, so that the current process may be analyzed and improved. ü Elements are: ü Notation Elements: Activities, Decisions, Events, Flows, Roles, among others. (read Pages 195-196 in BABOK Guide) ü Process Improvement Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 82 Technique: Process Modeling Figure 10. 35.3: Flowchart, A Guide to the Business Figure 10. 35.1: Flowchart, A Guide to the Business Analysis Body of Knowledge® v3- 2015, by International Analysis Body of Knowledge® v3- 2015, by International Institute of Business Analysis (BABoK®) Institute of Business Analysis (BABoK®) Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 83 Technique: Reviews Evaluate the content of a work product. ü Different types of reviews are conducted for business analysis work products. Each is tailored to the needs of the organization and business analyst, and uses these dimensions: ü Objectives: defining the purpose of the review. ü Techniques: identifying either a formal or informal way to perform the review. ü Participants: identifying who should take part in the review activity. Reviews can include: ü An overview of the work product and review objectives, ü Checklists and reference materials that can be used by reviewers, ü Reviewing the work product and documenting the findings, and ü Verifying any rework. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 84 Technique: Risk Analysis & Management ü To identify and manage areas of uncertainty that can impact an initiative, solution, or organization. ü Risk analysis involves understanding ü The risk tolerance levels of the organization ü Assessing risks ü Identifying responses. ü Response strategies determine how the organization will deal with a risk. For negative risks, strategies include: ü Acceptance ü Transfer ü Avoidance ü Mitigation ü What are the Strategies for Positive Risks? Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 85 Scope Modeling ü Scope models define the nature of one or more limits or boundaries and place elements inside or outside those boundaries. ü May show elements that include: ü In-scope ü Out-of-scope ü Both Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 86 Technique: Survey/ Questionnaire ü A way of eliciting information from a large number, in a relatively short period of time. ü Can collect information about customers, products, work practices and attitudes. ü Administers a set of written questions to the stakeholders and subject matter experts. ü Respondents are provided with a series of statements and asked for their level of agreement or endorsement. ü Responses are analyzed and distributed to the appropriate parties. ü Two types: ü Closed: select from available responses ü Open-ended: free to answer the questions as one wishes Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 87 Technique: Workshops ü A workshop is a highly productive focused event attended by carefully selected key stakeholders and SMEs for a short, intensive period. ü The workshop is facilitated by a team member or ideally, by an experienced, neutral facilitator. ü A scribe (also known as a recorder) documents the requirements elicited as well as any outstanding issues. ü A workshop may be used to generate ideas for new features or products, to reach consensus on a topic, or to review requirements. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 88 Stakeholders Stakeholder Role Domain Subject Can be a source of risk when their involvement is required, and Matter Expert availability is lacking. The approach taken may depend on availability and level of their involvement with the initiative. Project Manager Determines that the approach is realistic for the overall schedule and timelines. The business analysis approach must be compatible with other activities. Sponsor Can provide needs and objectives for the approach and ensures that organizational policies are followed. The selected approach may depend on availability and involvement with the initiative. Regulator May be needed to provide approval for aspects of the business analysis approach or decisions made in tailoring the process, especially in organizations where the business analysis process is audited. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 89 Outputs Business Analysis Approach, that Specifies: ü Approach ü Activities ü Roles ü Analysis techniques ü Team ü Deliverables ü Other elements of business analysis process ü Timing and frequency of stakeholder interactions Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 90 Plan Stakeholder Engagement Purpose Plan an approach for establishing and maintaining effective working relationships with the stakeholders. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 92 Description ü Conducting a thorough stakeholder analysis ü Identify all of the involved stakeholders ü Analyze their characteristics. ü Define the best collaboration and communication approaches for the initiative ü Appropriately plan for stakeholder risks. ü Identify techniques to be used depending on the number of stakeholders. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 93 Inputs Needs ü Understanding the business need and the parts of the enterprise that it affects helps in the identification of stakeholders. The need may evolve as stakeholder analysis is performed. Business Analysis Approach ü Incorporating the overall business analysis approach into the stakeholder analysis, collaboration, and communication approaches is necessary to ensure consistency across the approaches. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 94 Elements ü Perform Stakeholder Analysis ü Roles, Attitudes, Decision Making Authority, Level of power or influence. ü Define Stakeholder Collaboration ü Stakeholder Communication Needs Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 95 Element: Perform Stakeholder Analysis 1 ü Identifying the stakeholders (who will be directly or indirectly impacted by the change) and their characteristics, it is performed repeatedly as business analysis activities continue. ü A thorough and detailed stakeholder list ensures that stakeholders are not overlooked. ü Understanding who the stakeholders are, the impact of proposed changes on them, and the influence they may have on the change is vital to understanding what needs, wants, and expectations must be satisfied. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 96 Element: Perform Stakeholder Analysis 2 Roles ü Identify stakeholder roles to understand where and how they will contribute to the initiative. Attitudes ü Identify stakeholder attitudes in order to fully understand what may impact a stakeholder’s actions and behaviors. Know attitudes about: ü Business goals, objectives of the initiative, and any proposed solutions, ü Business analysis in general, ü The level of interest in the change, ü The sponsor, ü Team members and other stakeholders, and ü Collaboration and a team-based approach. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 97 Element: Perform Stakeholder Analysis 3 Decision Making Authority ü Understanding authority levels upfront eliminates confusion during the business analysis effort and ensures the business analyst collaborates with the proper stakeholders when looking for a decision to be made or seeking approvals. Level of Power or Influence ü Understanding the nature of influence and the influence structures and channels within an organization can prove invaluable when seeking to build relationships and trust. The influence and attitude each stakeholder may have can help develop strategies and risk management plans for obtaining buy-in and collaboration. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 98 Element: Define Stakeholder Collaboration ü Ensuring effective collaboration with stakeholders is essential for maintaining their engagement in business analysis activities. ü Considerations when planning collaboration: ü Timing and frequency of collaboration, ü Location, ü Available tools such as wikis and online communities, ü Delivery method such as in-person or virtual, and ü Preferences of the stakeholders. These considerations can be documented in the form of a stakeholder collaboration plan. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 99 Element: Stakeholder Communication Need Evaluate: ü What needs to be communicated, ü What is the appropriate delivery method (written or verbal), ü Who the appropriate audience is, ü When communication should occur, ü Frequency of communication, ü Geographic location of stakeholders who will receive communications, ü Level of detail appropriate for the communication and stakeholder, and ü Level of formality of communications. ü All of the above can be documented in the form of a stakeholder communication plan. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 100 Guidelines and Tools ü Business Analysis Performance Assessment ü Provides results of previous assessments that should be reviewed and incorporated. ü Change Strategy ü Used for improved assessment of stakeholder impact and the development of more effective stakeholder engagement strategies. ü Current State Description ü Provides the context within which the work needs to be completed. This information will lead to more effective stakeholder analysis and better understanding of the impact of the desired change. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 101 Techniques Techniques Description Produce the stakeholder list and identify stakeholder roles and Brainstorming responsibilities. Business Rules Identify stakeholders who were the source of the business rules. Analysis Review existing organizational assets that might assist in planning Document Analysis stakeholder engagement. Interact with specific stakeholders to gain more information or knowledge Interviews about stakeholder groups. Identify an enterprise’s previous experience (both successes and challenges) Lessons Learned with planning stakeholder engagement. Identify potential stakeholders and help understand the relationships Mind Mapping between them. Organizational Determine if the organizational units or people listed have any unique Modelling needs and interests that should be considered. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 102 Techniques Techniques Description Categorize stakeholders by the systems that support their business Process Modelling processes. Risk Analysis & Identify risks to the initiative resulting from stakeholder attitudes or the Management inability of key stakeholders to participate in the initiative. Develop scope models to show stakeholders that fall outside the scope of Scope Modeling the solution but still interact with it in some way. Stakeholder List, Depict the relationship of stakeholders to the solution and to one another. Map, or Personas Survey/ Identify shared characteristics of a stakeholder group. Questionnaire Interact with groups of stakeholders to gain more information about Workshops stakeholder groups. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 103 Technique: Business Rules Analysis ü Business rule: a specific, actionable, testable directive that supports a business policy ü Business rules should be: ü Stated in appropriate terminology to enable domain SMEs to validate the rules. ü Documented independently of how they will be enforced. ü Stated at the atomic level and in declarative format. ü Separated from processes that the rule supports or constrains. ü Maintained to enable organization to monitor and adapt rules as the business policies change. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 104 Technique: Business Rules Analysis -2 Rules Types: ü Operative Rules ü Rules that the organization chooses to enforce as a matter of policy ü Oblige people to take or prevent from taking action, or prescribe the conditions under which an action may be taken ü Must be possible for people to violate an operative rule ü Structural Rules ü Help determine true/false or are used for categorization ü Structure the knowledge or organization, not people ü Describe how information may be inferred or calculated ü Cannot be violated Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 105 Technique: Mind Mapping ü Articulate and capture thoughts, ideas, and information. ü Use images, words, color, and connected relationships to apply structure and logic to thoughts, ideas, and information. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 106 Technique: Organizational Modeling ü Describe the roles, responsibilities, and reporting structures that exist within an organization and to align those structures with the organization's goals. A Guide to the Business Analysis Body of Knowledge® v3- 2015, by International Institute of Business Analysis (BABoK®) Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 107 Technique: Stakeholder List, Map, or Personas ü Assist the business analyst in analyzing stakeholders and their characteristics. ü Stakeholder lists and personas ü Contain the names and the characteristics that can be used to affect the work one way or another. ü Example: Stakeholder Assessment of Potential Strategies for Gaining Stakeholder Interest(s) in the Impact Support or Reducing Obstacles Project Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 108 Example: Stakeholder Matrix Power / Interest Grid High Y M Keep Manage Satisfied A Closely Power C G Monitor Keep (Minimum Effort) Informed Low Low Interest High Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 109 Example: Onion diagram A Guide to the Business Analysis Body of Knowledge® v3- 2015, by International Institute of Business Analysis (BABoK®) Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 110 Example: Responsibility Matrix (RACI) ü The RACI matrix describes the roles of those involved in business analysis activities ü [R]esponsible does the work, ü [A]ccountable is the decision-maker (only one) ü [C]onsulted must be consulted prior to the work and gives input ü [I]nformed means that they must be notified of the outcome Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 111 Stakeholders Stakeholder Role Customers A source of external stakeholders. May help to identify stakeholders and may themselves be identified to fulfill one Domain SME or more roles on the initiative. End User A source of internal stakeholders. May be able to identify and recommend stakeholders. Responsibility for Project Manager stakeholder identification and management may be shared with the business analyst. May require that specific stakeholder representatives or groups be involved in Regulator the business analysis activities. May request that specific stakeholders be involved in the business analysis Sponsor activities. Supplier A source of external stakeholders. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 112 Outputs Stakeholder Engagement Approach ü That contains: ü A List (Names and titles of stakeholders) ü Their Analyzed Characteristics ü The list of Roles & Responsibilities for the change ü Collaboration Approach ü Communication Approach Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 113 Plan Business Analysis Governance Purpose ü Define how decisions are made about requirements and designs, including reviews, change control, approvals, and prioritization. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 115 Description ü Ensure that a governance process is in place and clarify any ambiguities within it. ü The governance process ü Identifies the decision makers, process, and information required for decisions to be made and ü Describes how approvals and prioritization decisions are made for requirements and designs. ü Governance identifies: ü How work will be approached and prioritized, ü What the process for proposing a change to information is, ü Who has the authority and responsibility to propose changes and who should be involved in the change discussions, ü Who has responsibility for analyzing change requests, ü Who has the authority to approve changes, and ü How changes will be documented and communicated. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 116 Inputs Business Analysis Approach ü Incorporating the overall business analysis approach into the governance approach is necessary to ensure consistency across the approaches. Stakeholder Engagement Approach ü Identifying stakeholders and understanding their communication and collaboration needs is useful in determining their participation in the governance approach. The engagement approach may be updated based on the completion of the governance approach. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 117 Elements ü Decision Making ü Change Control Process ü Plan Prioritization Approach ü Plan for Approvals Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 118 Element: Decision Making ü The decision-making process defines what happens when teams cannot reach consensus, by identifying escalation paths and key stakeholders who hold final decision-making authority. ü A stakeholder may serve in various roles in the decision-making process such as: ü Participant in decision-making discussions, ü Subject matter expert (SME) lending experience and knowledge to the decision-making process, ü Reviewer of information, and ü Approver of decisions. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 119 Element: Change Control Process ü Determine the process for requesting changes ü Determine the elements of the change request ü Cost and time estimates, Benefits, Risks, Priority, Course(s) of action ü Determine how changes will be prioritized ü Determine how changes will be documented ü Determine how changes will be communicated ü Determine who will perform the impact analysis ü Determine who will authorize changes Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 120 Element: Plan Prioritization Approach Timelines, expected value, dependencies, resource constraints, adopted methodologies, and other factors influence how requirements and designs are prioritized. ü More to come about this in “prioritize requirements” task. We plan: ü Formality and rigor of the prioritization process, ü Participants who will be involved in prioritization, ü Process for deciding how prioritization will occur, including which prioritization techniques will be utilized, ü Criteria to be used for prioritization. E.G. Cost, risk, and value. ü Which stakeholders will have a role in prioritization. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 121 Element: Plan for Approvals ü Approval formalizes the agreement between all stakeholders that the content and presentation of the requirements and designs are accurate, adequate, and contain sufficient detail to allow for continued progress to be made. ü Timing and frequency of approvals are dependent on the size and complexity of the change and associated risks ü Must determine type of requirements and designs to be approved, the timing for the approvals, the process to follow to gain approval, and who will approve the requirements and designs. ü Consider: organizational culture and the type of information being approved. ü Includes schedule where approvals will occur, how they will be tracked. ü Stakeholder availability, attitude, and willingness to engage determine the efficiency of the approval process and may significantly affect delivery timelines. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 122 Guidelines and Tools ü Business Analysis Performance Assessment ü Results of previous assessments ü Business Policies ü The limits within which decisions must be made. ü Current State Description ü The context within which the work needs to be completed. ü Legal/Regulatory Information ü Legislative rules or regulations that must be followed Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 123 Techniques Techniques Description Generate an initial list of potential stakeholder names who may need Brainstorming approval roles in the defined governance process. Document Analysis Evaluate existing governance processes or templates. Identify possible decision-making, change control, approval, or Interviews prioritization approaches and participants with an individual or small group. Item Tracking Track any issues that arise when planning a governance approach. Find if past initiatives have identified valuable experiences with Lessons Learned governance that can be leveraged on current or future initiatives. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 124 Techniques Techniques Description Organizational Understand roles/responsibilities within the organization in an effort to Modelling define a governance approach that involves the right stakeholders. Process Modelling Document the process or method for governing business analysis. Reviews Review the proposed governance plan with key stakeholders. Survey/ Identify possible decision-making, change control, approval, or Questionnaire prioritization approaches and participants. Identify possible decision-making, change control, approval, or Workshops prioritization approaches and participants within a team setting. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 125 Stakeholders Stakeholder Role Domain SME, May be a possible source of a requested change or may be identified as needing to be involved in change discussions. Project Manager Works with the business analyst to ensure that overall project governance aligns with the business analysis governance approach. Regulator May impose rules or regulations that need to be considered when determining the business analysis governance plan. May also be a possible source of a requested change. Sponsor Can impose their own requirements for how business analysis information should be managed. Participates in change discussions and approves proposed changes. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 126 Outputs Governance Approach ü Identifies ü Stakeholders who will have the responsibility and authority to make decisions about business analysis work ü Who will be responsible for setting priorities ü Who will approve changes to business analysis information. ü The process that will be utilized to manage requirement and design changes across the initiative. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 127 Plan Business Analysis Information Management Purpose ü Develop an approach for how business analysis information will be stored and accessed. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 129 Description ü Organize all information business analysts elicit, create, compile, and disseminate in the course of performing business analysis. ü Models, scope statements, stakeholder concerns, elicitation results, requirements, designs, and solution options are just a few examples. from lightweight user stories to formal requirement documents to functioning prototypes. ü Information management entails identifying: ü How information should be organized, ü The level of detail at which information should be captured, ü Any relationships between the information, ü How information may be used across multiple initiatives and throughout the enterprise, ü How information should be accessed and stored, and ü Characteristics about the information that must be maintained. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 130 Inputs Business Analysis Approach ü Information management approach should be incorporated within the general approach. Governance Approach ü Defines: ü How business analysts manage changes to requirements and designs ü How decisions and approvals for business analysis deliverables will be made, ü How priorities will be set. Stakeholder Engagement Approach ü Identifying stakeholders and understanding their communication and collaboration needs Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 131 Elements ü Organization of Business Analysis Information ü Level of Abstraction ü Plan Traceability Approach ü Plan for Requirements Reuse ü Storage and Access ü Requirements Attributes Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 132 Element: Organization of BA Information ü Organizing business analysis information in a manner that allows for efficient access and use. ü Information must be well structured to ensure it is not difficult to locate, conflicts with other information, or is needlessly duplicated. ü This starts at the beginning, and involves: ü Considering the type and amount of information to be collected ü Stakeholder's access and usage needs ü Size and complexity of the change. ü Relationships among the types of information must be defined to assist in managing the effect of new or changed information in the future. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 133 Element: Level of Abstraction ü Describes the breadth and depth of the information being provided ü Representations of information may range from highly conceptual or summarized to very detailed. ü Consider: ü How much detail each stakeholder may require –the needs. ü The complexity of what is being explained ü The importance of the change ü Greater importance or higher risk require more details Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 134 Element: Plan Traceability Approach Based on: ü complexity of the domain ü number of views of requirements to be produced ü any requirement-related risks, organizational standards, applicable regulatory requirements. ü understanding costs and benefits involved with tracing ü ensure the approach is at a level of detail to add value without excessive overhead. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 135 Element: Plan for Requirements Reuse Potential candidates for long-term use are normally: ü Regulatory requirements, ü Contractual obligations, ü Quality standards, ü Service level agreements, ü Business rules, ü Business processes, or ü Requirements describing products the enterprise produces. ü When describing common features or services that are used across multiple systems, processes, or programs. ü Plan how best to structure, store, and access requirements so they are usable and accessible for future business analysis efforts. ü To set a requirement for reuse, it must be clearly named, defined, and stored in a repository that is available to other business analysts. Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 136 Element: Storage and Access ü Storage decisions depend on many factors such as: ü Who must access the information ü How often they need to access it ü What conditions must be present for access ü Organizational standards and tool availability ü Plan: ü How various tools will be used ü How the information will be captured and stored within those tools ü The repository may need to store information other than requirements and designs, it should: ü Indicate the status of any stored information ü Allow for modification of that information over time Bakkah Learning CBAP® is a trademark owned by International Institute of Business AnalysisTM (IIBA®), used under permission of IIBA. All rights reserved. Page 137 Element: Requirements Attributes Some of the most common Req. Attributes are: Attribute Explanation Reference An absolute unique identifier Author The person who asked for the requirement Complexity How difficult the requirement will be to implement Ownership The individual or group that needs the requirement Priority Relative importance of requirements (value or seq.) Risks Uncertain events that may impact requirements Source The origin of the requirement. Stability The