Requirement Elicitation Chapter 4 Points to review: Intro to Requirement Elicitation Elicit Requirement Brainstorming Document Analysis Interface Analysis

Points to review:

Intro to Requirement Elicitation

Elicit Requirement

Brainstorming

Document Analysis

Interface Analysis

Chapter 4: Requirement Elicitation Chapters Section 4.1 – 4.5 (Pg 152 – 161) Section 4.6 – 4.12 (Pg 162 – 177) Points to review: Intro to Requirement Elicitation Elicit Requirement Brainstorming Document Analysis Interface Analysis

Points to review:

Intro to Requirement Elicitation

Elicit Requirement

Brainstorming

Document Analysis

Interface Analysis

BABOK Chapter 4 (Pg ) Chapter 4 – Requirement Elicitation

4.1 - Introduction Eliciting requirements is a key task of a Business Analyst, because requirements serve as the foundation for the solution to business needs. The 4 C’s: Complete, Clear, Correct, Consistent Gather requirements by EAR – elicitation, analysis and review Input: EA activities Requirement Planning and Mgt activities Output: Requirement Analysis and Documentation

Eliciting requirements is a key task of a Business Analyst, because requirements serve as the foundation for the solution to business needs.

The 4 C’s: Complete, Clear, Correct, Consistent

Gather requirements by EAR – elicitation, analysis and review

Input:

EA activities

Requirement Planning and Mgt activities

Output:

Requirement Analysis and Documentation

4.1 - Introduction 1 Task Elicit Requirements 10 Techniques Brainstorming Document Analysis Focus Group Interface Analysis Interview Observation Prototyping Requirement Workshops Reverse Engineering Survey

1 Task

Elicit Requirements

10 Techniques

Brainstorming

Document Analysis

Focus Group

Interface Analysis

Interview

Observation

Prototyping

Requirement Workshops

Reverse Engineering

Survey

BABOK Section 4.2 (Pg ) Task 1 – Elicit Requirements

4.2 Technique - Elicit Requirements Purpose To engage stakeholders for essential needs. Knowledge Elicitation/research approaches Effective elicitation techniques Knowledge of the organization and domain Skills Interviewing Facilitating collaborative sessions Observation Conflict resolution Abstract thinking Writing; documentation Listening Process Prepare for Elicitation Conduct Elicitation Prepare Participants: Depends on knowledge of stakeholders Willingness to participate in requirement definition Ability to reach a consensus Techniques: Conduct Tracing Requirements Capturing Requirement Attributes Use Glossary Brainstorming Document Analysis Focus Group Interface Analysis Interview Observation Prototyping Workshop Reverse engineering Survey

Purpose

To engage stakeholders for essential needs.

Knowledge

Elicitation/research approaches

Effective elicitation techniques

Knowledge of the organization and domain

Skills

Interviewing

Facilitating collaborative sessions

Observation

Conflict resolution

Abstract thinking

Writing;

documentation

Listening

Process

Prepare for Elicitation

Conduct Elicitation

Prepare

Participants:

Depends on knowledge of stakeholders

Willingness to participate in requirement definition

Ability to reach a consensus

Techniques:

Conduct

Tracing Requirements

Capturing Requirement Attributes

Use Glossary

Brainstorming

Document Analysis

Focus Group

Interface Analysis

Interview

Observation

Prototyping

Workshop

Reverse engineering

Survey

BABOK Section 4.3 (Pg 156) Technique 1 – Brainstorming

4.3 Technique - Brainstorming Elicit creative ideas Pro: Able to elicit many ideas Non-judgmental environment (creative thinking) Con: Dependent on participants creativity Process Prepare Conduct Wrap-up Prepare Develop clear & concise area of interest Determine time limit Determine who will participate Establish criteria for evaluating and rating ideas Conduct Share ideas Record ideas Encourage participants to share more ideas The sky is the limit Wrap-up Discuss and Evaluate ideas Create, combine and eliminate Rate ideas Distribute final list

Elicit creative ideas

Pro:

Able to elicit many ideas

Non-judgmental environment (creative thinking)

Con:

Dependent on participants creativity

Process

Prepare

Conduct

Wrap-up

Prepare

Develop clear & concise area of interest

Determine time limit

Determine who will participate

Establish criteria for evaluating and rating ideas

Conduct

Share ideas

Record ideas

Encourage participants to share more ideas

The sky is the limit

Wrap-up

Discuss and Evaluate ideas

Create, combine and eliminate

Rate ideas

Distribute final list

BABOK Section 4.4 (Pg ) Technique 2 – Document Analysis

4.4 Technique – Document Analysis Elicit from existing documentations Pro: Not starting from a blank page Leverage existing materials Ability to cross-check requirements from other elicitation techniques Con: “ As-is” perspective Documentation may not be current or valid Time consuming Process Prepare Analyze Wrap-up Prepare Evaluate relevant system to be studied Analyze Identify relevant business details Document business details Wrap-up Review and confirm selected details Obtain answers to follow up questions

Elicit from existing documentations

Pro:

Not starting from a blank page

Leverage existing materials

Ability to cross-check requirements from other elicitation techniques

Con:

“ As-is” perspective

Documentation may not be current or valid

Time consuming

Process

Prepare

Analyze

Wrap-up

Prepare

Evaluate relevant system to be studied

Analyze

Identify relevant business details

Document business details

Wrap-up

Review and confirm selected details

Obtain answers to follow up questions

BABOK Section 4.5 (Pg ) Technique 3 – Focus Group

4.5 Technique – Focus Group Elicit ideas and attitude about specific product, service or opportunity in an interactive group environment. Pro: Time savings – able to elicit data in a single session Effective for learning attitudes, experiences and desires Collaborative environment Con: Issue of trust; unwillingness to share what may be sensitive data or personal topics Data may not be consistent with how people actually behave Too homogenous Requires a skilled moderator Difficulty in scheduling time and date. Process: Prepare Run Produce Prepare Evaluate relevant system to be studied Run Identify relevant business details Document business details Produce Review and confirm selected details Obtain answers to follow up questions

Elicit ideas and attitude about specific product, service or opportunity in an interactive group environment.

Pro:

Time savings – able to elicit data in a single session

Effective for learning attitudes, experiences and desires

Collaborative environment

Con:

Issue of trust; unwillingness to share what may be sensitive data or personal topics

Data may not be consistent with how people actually behave

Too homogenous

Requires a skilled moderator

Difficulty in scheduling time and

date.

Process:

Prepare

Run

Produce

Prepare

Evaluate relevant system to be studied

Run

Identify relevant business details

Document business details

Produce

Review and confirm selected details

Obtain answers to follow up questions

BABOK Section 4.6 (Pg ) Technique 4 – Interface Analysis

4.6 Technique: Interface Analysis Interface Analysis Pro: Early elicitation provides valuable project management details Con: Only exposes inputs, outputs and key data elements related to the interface (not an understanding of the processes)

Interface Analysis

Pro:

Early elicitation provides valuable project management details

Con:

Only exposes inputs, outputs and key data elements related to the interface (not an understanding of the processes)

Table 4-1 Requirements Elicitation Approaches Brainstorming Document Analysis Focus Group Interface Analysis Interview Observation Prototyping Requirements Workshop Reverse Engineering Survey

Brainstorming

Document Analysis

Focus Group

Interface Analysis

Interview

Observation

Prototyping

Requirements Workshop

Reverse Engineering

Survey

BABOK Section 4.7 (Pg ) Technique 5 – Interview

4.7 Technique: Interview Purpose : To elicit information from a person or a group of people, through informal or formal interviews. The BA is in the role of interviewee. Description : One-on-one Group Structured Unstructured

Purpose :

To elicit information from a person or a group of people, through informal or formal interviews. The BA is in the role of interviewee.

Description :

One-on-one

Group

Structured

Unstructured

4.7 Technique: Interview (continued) Success factors BA skill level in: The business domain Conducting interviews Documenting discussions Developing rapport with the interviewee Interviewee ability to: Provide relevant information readily Clearly understand what is needed from the system

Success factors

BA skill level in:

The business domain

Conducting interviews

Documenting discussions

Developing rapport with the interviewee

Interviewee ability to:

Provide relevant information readily

Clearly understand what is needed from the system

4.7 Technique: Interview (continued) Process Interview preparation Define goal Identify interviewees Design interview Contact potential interviewees Conduct interview (refer to interview process 4.7.4.2 and other reference material for tips) Post interview follow-up and review Document discussion Send notes for review

Process

Interview preparation

Define goal

Identify interviewees

Design interview

Contact potential interviewees

Conduct interview

(refer to interview process 4.7.4.2 and other reference material for tips)

Post interview follow-up and review

Document discussion

Send notes for review

4.7 Technique: Interview (continued) Strengths Encourages participation/establishes rapport with SH Direct, variable technique Allows full discussion and explanation of questions/answers Enables observation of non-verbal behavior Allows opportunity for follow-up and probing questions to confirm understanding Objectives can be used to maintain focus Weaknesses Not ideal to reach consensus Requires commitment and involvement Dependent upon skills and interpretation of interviewer (BA)

Strengths

Encourages participation/establishes rapport with SH

Direct, variable technique

Allows full discussion and explanation of questions/answers

Enables observation of non-verbal behavior

Allows opportunity for follow-up and probing questions to confirm understanding

Objectives can be used to maintain focus

Weaknesses

Not ideal to reach consensus

Requires commitment and involvement

Dependent upon skills and interpretation of interviewer (BA)

BABOK Section 4.8 (Pg ) Technique 6 – Observation

4.8 Technique: Observation Purpose : To elicit requirements by conducting an assessment of the SME’s work environment. This method is appropriate when documenting details about the current process for change or enhancement. Description : Passive / invisible Active / visible Variations Hands-on Apprentice Demonstration

Purpose :

To elicit requirements by conducting an assessment of the SME’s work environment. This method is appropriate when documenting details about the current process for change or enhancement.

Description :

Passive / invisible

Active / visible

Variations

Hands-on

Apprentice

Demonstration

4.8 Technique: Observation (continued) Process Observation preparation Determine sampling of users Prepare questions Conduct observation (refer to observation process 4.8.4.2 for tips) Post observation wrap-up Obtain answers to questions Provide a feedback summary to individual shadowed workers for review Review findings with the entire shadowed group

Process

Observation preparation

Determine sampling of users

Prepare questions

Conduct observation

(refer to observation process 4.8.4.2 for tips)

Post observation wrap-up

Obtain answers to questions

Provide a feedback summary to individual shadowed workers for review

Review findings with the entire shadowed group

4.8 Technique: Observation (continued) Strengths Provides realistic and practical insight Elicits details of informal communications and activities (work-arounds) Weaknesses Not available for non-existing processes Potential for being time-consuming Potential for being disruptive to the process Does not reveal insight to exceptions and infrequent activities Not suitable for intellectual processes

Strengths

Provides realistic and practical insight

Elicits details of informal communications and activities (work-arounds)

Weaknesses

Not available for non-existing processes

Potential for being time-consuming

Potential for being disruptive to the process

Does not reveal insight to exceptions and infrequent activities

Not suitable for intellectual processes

BABOK Section 4.9 (Pg ) Technique 7 – Prototyping

4.9 Technique: Prototyping Purpose : To uncover and make apparent interface requirements before the application is designed or developed. Description : Horizontal Vertical ‘ Throw-away’ Evolutionary

Purpose :

To uncover and make apparent interface requirements before the application is designed or developed.

Description :

Horizontal

Vertical

‘ Throw-away’

Evolutionary

4.9 Technique: Prototyping (continued) Process Prototyping preparation Identify the functionality to be modeled Determine prototyping approach Build prototype Prototype evaluation Verify the prototype represents the users’ needs (may utilize various techniques including, interview, observation, survey, focus group)

Process

Prototyping preparation

Identify the functionality to be modeled

Determine prototyping approach

Build prototype

Prototype evaluation

Verify the prototype represents the users’ needs

(may utilize various techniques including, interview, observation, survey, focus group)

4.9 Technique: Prototyping (continued) Strengths Lets users “see” the future system’s interface Provides early user interaction/feedback Throw-aways are an inexpensive means to confirm user interface requirements Verticals can show existing technology capabilities & gaps Evolutionary allow designers/developers to learn; evolve system requirements Weaknesses Can be time-consuming Based on system assumptions May set unrealistic expectations

Strengths

Lets users “see” the future system’s interface

Provides early user interaction/feedback

Throw-aways are an inexpensive means to confirm user interface requirements

Verticals can show existing technology capabilities & gaps

Evolutionary allow designers/developers to learn; evolve system requirements

Weaknesses

Can be time-consuming

Based on system assumptions

May set unrealistic expectations

BABOK Section 4.10 (Pg ) Technique 8 – Requirement Workshop

4.10 Technique: Requirements Workshop Purpose : To capture requirements quickly in a structured way. Workshops may be used to: scope discover define prioritize reach consensus review Description : Facilitated Requirements and issues documented by scribe ‘ Throw-away’ Evolutionary

Purpose :

To capture requirements quickly in a structured way. Workshops may be used to:

scope

discover

define

prioritize

reach consensus

review

Description :

Facilitated

Requirements and issues documented by scribe

‘ Throw-away’

Evolutionary

4.10 Technique: Requirements Workshop (continued) Process Requirements Workshop preparation Clarify SH needs and workshop purpose Identify critical SH participants Define agenda Determine documentation method Schedule the session (arrange room/equipment logistics) Prepare & send materials in advance Conduct pre-workshop interviews with attendees** Conduct/run Workshop (refer to requirements workshop process in section 4.10.4.2 for tips) Post workshop wrap-up (done by facilitator) Follow-up on open actions Complete workshop documentation and distribute to attendees and sponsor

Process

Requirements Workshop preparation

Clarify SH needs and workshop purpose

Identify critical SH participants

Define agenda

Determine documentation method

Schedule the session (arrange room/equipment logistics)

Prepare & send materials in advance

Conduct pre-workshop interviews with attendees**

Conduct/run Workshop (refer to requirements workshop process in section 4.10.4.2 for tips)

Post workshop wrap-up (done by facilitator)

Follow-up on open actions

Complete workshop documentation and distribute to attendees and sponsor

4.10 Technique: Requirements Workshop (continued) Strengths Detailed requirements can be elicited quickly SH collaborate and gain mutual understanding of requirements Less expensive than performing multiple interviews Feedback is immediate Weaknesses Difficult to schedule Success depends upon facilitator expertise / participant knowledge Too many participants will slow down process Too few or not right mix of participants will jeopardize quality

Strengths

Detailed requirements can be elicited quickly

SH collaborate and gain mutual understanding of requirements

Less expensive than performing multiple interviews

Feedback is immediate

Weaknesses

Difficult to schedule

Success depends upon facilitator expertise / participant knowledge

Too many participants will slow down process

Too few or not right mix of participants will jeopardize quality

BABOK Section 4.11 (Pg ) Technique 9 – Reverse Engineering

4.11 Technique: Reverse Engineering Purpose : To extract implemented requirements from software code. Used where the existing software has little or outdated documentation. Description : Black Box White Box

Purpose :

To extract implemented requirements from software code. Used where the existing software has little or outdated documentation.

Description :

Black Box

White Box

4.11 Technique: Reverse Engineering (continued) Process Reverse engineering preparation Determine functionality that needs to be reverse-engineered Evaluate cost benefit (look at potential benefits) Perform reverse engineering Evaluation of reverse engineering (not included) Document findings and distribute models Review, discuss, reach consensus on what has been uncovered. (may utilize various techniques including, interview, survey, workshop, focus group)

Process

Reverse engineering preparation

Determine functionality that needs to be reverse-engineered

Evaluate cost benefit (look at potential benefits)

Perform reverse engineering

Evaluation of reverse engineering (not included)

Document findings and distribute models

Review, discuss, reach consensus on what has been uncovered.

(may utilize various techniques including, interview, survey, workshop, focus group)

4.11 Technique: Reverse Engineering (continued) Strengths Protects investment in existing system/product Provides updated information; allows update to documentation Weaknesses Expensive and time-consuming May be restricted by copyright laws (should research) Requires specialized skill and tools

Strengths

Protects investment in existing system/product

Provides updated information; allows update to documentation

Weaknesses

Expensive and time-consuming

May be restricted by copyright laws (should research)

Requires specialized skill and tools

BABOK Section 4.12 (Pg ) Technique 10 – Survey / Questionnaire

4.12 Technique: Survey/Questionnaire Purpose : To collect information about customers, products, work practices and attitudes from many people in a relatively short period of time. Description : Closed Open-ended

Purpose :

To collect information about customers, products, work practices and attitudes from many people in a relatively short period of time.

Description :

Closed

Open-ended

4.12 Technique: Survey/Questionnaire (continued) Process Survey preparation Determine functionality that needs to be reverse-engineered Evaluate cost benefit (look at potential benefits) Distribute / administer / collect survey Evaluation and communication of survey results Collate responses Analyze and summarize the results Report findings to the sponsor Review, discuss, reach consensus on what has been uncovered. (may utilize various techniques to administer including, workshop, focus group, website, email, individually)

Process

Survey preparation

Determine functionality that needs to be reverse-engineered

Evaluate cost benefit (look at potential benefits)

Distribute / administer / collect survey

Evaluation and communication of survey results

Collate responses

Analyze and summarize the results

Report findings to the sponsor

Review, discuss, reach consensus on what has been uncovered.

(may utilize various techniques to administer including, workshop, focus group, website, email, individually)

4.12 Technique: Survey / Questionnaire (continued) Strengths Closed surveys provide quantitative data for statistical analysis Open surveys offer insights and opinions not easily obtainable Not time consuming for responders Effective and efficient for SH that are dispersed May get a large number of responses (??) Quick and relatively inexpensive to administer Can offer responders anonymity Weaknesses Open questions require more analysis by the BA Statistical sampling methods are required Some questions may be unanswered or answered incorrectly May require further iterations Not suited to get information on actual behaviors May be difficult to get participation Requires a lot of prep and knowledge ahead of time

Strengths

Closed surveys provide quantitative data for statistical analysis

Open surveys offer insights and opinions not easily obtainable

Not time consuming for responders

Effective and efficient for SH that are dispersed

May get a large number of responses (??)

Quick and relatively inexpensive to administer

Can offer responders anonymity

Weaknesses

Open questions require more analysis by the BA

Statistical sampling methods are required

Some questions may be unanswered or answered incorrectly

May require further iterations

Not suited to get information on actual behaviors

May be difficult to get participation

Requires a lot of prep and knowledge ahead of time

Stakeholder/Actor Analysis

Stakeholder/Elicitation Matrix

Communication Elicitation Matrix

Additional Resources Developing Facilitation Skills.pdf Developing Your creativity.pdf Business Requirements.doc (TenStep) Stakeholder Analysis Template

Developing Facilitation Skills.pdf

Developing Your creativity.pdf

Business Requirements.doc (TenStep)

Stakeholder Analysis Template