Week 2 Chapter 7 PDF

Ahmed Fawzy Requirements and stakeholders pp. 57-72 Fawzy, Ahmed, (2018) Business Analysis And Process Modeling : a beginner's guide to business strategy and process improvement : by Ahmed Fawzy., London:... Staff and students of University College London (UCL) are reminded this digital copy ha...

Ahmed Fawzy Requirements and stakeholders pp. 57-72 Fawzy, Ahmed, (2018) Business Analysis And Process Modeling : a beginner's guide to business strategy and process improvement : by Ahmed Fawzy., London:... Staff and students of University College London (UCL) are reminded this digital copy has been made under the terms of a "Legal Exception" licence. Course of Study: INST0003 - Information Systems Title: Business Analysis And Process Modeling : a beginner's guide to business... Name of Author: Fawzy, Ahmed Name of Publisher: Idea for IT Press  Business Analysis & Process Modeling I 57 Chapter 7: Requirements and Stakeholders In This Chapter: StaReholders Management Collect Business Requirements Inform Management Informing management is critical; these needed steps will require talking to many decision-makers. If one Decision maker dropped out of the project, they might get offended, remember the bottom line for every business is people working with people. Don't forget the Human factors, treat everyone as critical to the project regardless. Example of a conversation opener: "That you are working on something to improve /simplify the way they do business, but you will need the support of other departments to create a full picture." Try always to think from a listener's point of view, how this project may appeal to them. Collecting Business Requirements Project Initiation Phase Create a scope statement, what will be accomplished, and what the prerequisites and assumptions. Identify key stakeholders. Create Business requirements by determining and documenting business requirements in easy to understand manner. Identify completion criteria in business terms. 58 I Business Analysis & Process Modeling Define Business Problems The problem definition does not mean an area that has something seriously wrong with it. A problem could indicate an interest in an issue where finding the right answers might help improve the existing situation. It means defining business problems and potential opportunities. Use multiple collection techniques (individual and group interviews). Job observation Literature review, to avoid wasting time on a previously researched topic, this includes all the required written information. The literature review includes Test books, searching the internet, reports, conference this to gain a deeper understanding of the subject at hand. System review Collect the same information from multiple sources (secondary data websites, intranet sites, annual reports, company objectives, business plan, operation plans different), and primary data people in different locations. Find overlapping areas for improvement. Collecting Requirements Understand the project scope from the project manager and the project sponsor. During a conversation with stakeholders, watch out for areas out of scope for this project. Sometimes a stakeholder will not be able to make a decision. In this case, offer alternatives, and they can select one. Requirement Gathering Interviews Brainstorming sessions, focus group Observing a job or a process (Get permission and give notice to the employee) Surveying Requirements gathering workshop. Co-creating a big picture, During the workshop, make sure there is a shared  Business Analysis & Process Modeling I 59 understanding of the vision of the solution, Why build it, goals and objectives and the high-level scope. The worst situation in the middle of the project is that someone discovers missing requirements from the project, sometimes it can be added and other times rework, and project modification required. Correct business requirement analysis will save much rework, and there are steps to follow to identify the requirements as accurately as possible. It is the process of discovery; analyze, summarize, and document the requirements before moving to the next steps. Identify Stal:?eholders A stakeholder is a crucial person in the project. They have something to gain/lose from the project, impacted by the work, or can influence the project; it is essential to know what their requirements and interests are. In some cases, the entire users are stakeholders, but since it is impossible to list all users, we use a sample to represent the entir, user's group. The first step to know stakeholders is to sit down and brainstorm with the sponsor and project manager who might be involved. It can be people or other organizations as well. Mention them all by =- _ :-·: person /department/organization name. Avoid generic terms. ----!... ---- ---------.-1. - ____________________ ; Internal --- ·- ----· ----r;; _ 1 External ' Boss , The main Vendor (John Doe} ·- -.., , VP _ :-_- ·.:J h supplier (John D e) Users · -- - - 1-· ·· --· -· -- · - ;' The t. ch ical - - p p ort tea. - - --!-- - - - -. --- ·--- ·. Fina_nce Depart en! _(John Doe) Table 10: Stakeholder Example Always make sure that the clear majority of the stakeholder know the exact output from the project to avoid any potential negative impact. 60 I Business Analysis & Process Modeling Don't be afraid of going around explaining the project, collect feedback, and get some idea who the stakeholders might be. The entire project team should create This List, not a single person's opinion. Identifying the Project Sponsor It might be one person or group of people. In this, we have two main roles The champion is the one who benefits the most from this project. The owner is the one who will allocate the budget for it. The first step is the project sponsor they will Define the project. Establish expectations out of this project. Identify organizational objectives (why this project is needed and the expected outcomes. Identify the Target Stal:?eholders How large is the stakeholder group and where are they located, will they request the same thing or very different things. Stal:?eholders For each stakeholder, you should ask What do they value in this project? Are they with or against the objectives of this project? How to measure the commitment to the project? Do they have the authority to change the outcomes? Did we collect their requirements? What areas of the project might be a conflict with which stakeholders? Categorize Stal:?eholders Two factors determine the stakeholder level, how much power/influence they got on the project, and the level of interest (with /Against} the project.  Business Analysis & Process Modeling I 61 Place each stakeholder into a group based on the influence and interest. The interest can be positive (they want your project to succeed) or Negative (they want the project to fail). The negative impact may be caused by an emotional response from the result of the project, or even change the status quo. Typically, stakeholders have four primary groups: Keep Informed, these are the people that have low influence and low interest in the project. Usually, the clear majority of users will be in this group. Consult, anyone with input that can benefit the project (either by positive ideas or by criticizing the current ideas). They are interested but have minimum influence (usually your peers and interested users). Involve, this group is critical because they have influence, but are not interested. The objective here is to involve them and find out their interests that may be achieved by the project. What information they need to hear, how to win them around. Main player, these are the most critical stakeholders; they neec' to be managed very carefully, maintain their positive interes1 Alternatively, in case of negative interest, how to make it positive. Map of the J