Fundamentals of Business Analysis
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Develop business requirements, understand project management, technical writing
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Fundamentals of Business Analysis
- 2. Learning Objectives Receive and develop for approval a business requirements document for a new report request within a specific timeframe. Complete a face-to-face requirement gathering session with trainer. Complete a face-to-face requirements review session with trainer.
- 3. Define Business Analysis The Fundamentals 0 1
- 4. Business Analysis is the practice of enabling change in an organizational context, by defining needs and recommending solutions that deliver value to stakeholders. 1 A u g u s t 2 0 1 6 5 F u n d a m e n t a l s o f B u s i n e s s A n a l y s i s | E H C M – C a r e M a n a g e m e n t O p e r a t i o n a l R e p o r t i n g
- 5. Execution of Business Analysis Do you know what the current status of the project is, because if not then you cannot enable change. Current vs. Future Status A business need is something that will: save a resource, increase a resource or reduce an expense. A want is everything else Needs vs. Wants You are the architect – define the solution, illustrate the value, implement and evaluate the response. Solutions & ValueSolutio ns & Value Definin g needs Enabli ng Chang eBusin ess analys is 1 A u g u s t 2 0 1 6 F u n d a m e n t a l s o f B u s i n e s s A n a l y s i s | E H C M – C a r e M a n a g e m e n t O p e r a t i o n a l R e p o r t i n g 6
- 6. If (PM – BA) = Chaos And (PM + BA) = Solution Then BA = [ ] 1 A u g u s t 2 0 1 6 7 F u n d a m e n t a l s o f B u s i n e s s A n a l y s i s | E H C M – C a r e M a n a g e m e n t O p e r a t i o n a l R e p o r t i n g
- 7. Actors Involved in Business Analysis Business Owner The person or entity that is the owner/leader of the functional area being evaluated. Project Manager The person who is in charge of the overall project that works in conjunction with the Business Owner. Business Analyst You. The person that asks the questions, develops the solutions and prepares the documentation for the process to work. Action Personnel All other personnel involved in the project that have an action item related to or in support of the project that does not fall into the first three categories. 1 A u g u s t 2 0 1 6 8 F u n d a m e n t a l s o f B u s i n e s s A n a l y s i s | E H C M – C a r e M a n a g e m e n t O p e r a t i o n a l R e p o r t i n g
- 8. Our Sweet Spot The business analyst is the center of attention during the project start phase because this role will be the point of contact for various roles in each of the three major players. - Coordinate with subject matter experts - Coordinate with development/technical personnel Business Analyst Project Manager Action Personnel Business owner 1 A u g u s t 2 0 1 6 9 F u n d a m e n t a l s o f B u s i n e s s A n a l y s i s | E H C M – C a r e M a n a g e m e n t O p e r a t i o n a l R e p o r t i n g
- 9. The Business Analysis Process The Fundamentals 02
- 10. Is it truly a problem if you don’t know it’s a problem? - Probably every PM ever… 1 A u g u s t 2 0 1 6 11 F u n d a m e n t a l s o f B u s i n e s s A n a l y s i s | E H C M – C a r e M a n a g e m e n t O p e r a t i o n a l R e p o r t i n g
- 11. Business Analysis Process Step 1 Understanding the “why” for the project. Complete the business requirements and begin developing project timeline. Step 2 Developing the “how” through course of action (COA) evaluation. Targeting the “when” by conducting asset evaluation. Securing the “who” from the Project Manager. Step 3 Create the “what” in functional requirements. Submit for approval from business owners. Finalize timeline to transition to the development phase. Step 4 Evaluate the “where” -> where along in the development process are we? Define results in after action review. Gather & Receive Evaluate & Assess Supervise & refine Develop & Approve 1 A u g u s t 2 0 1 6 F u n d a m e n t a l s o f B u s i n e s s A n a l y s i s | E H C M – C a r e M a n a g e m e n t O p e r a t i o n a l R e p o r t i n g 1 2
- 12. When Do I Engage? The project management cycle begins with creating a plan, but can you make a plan if you don’t know all the facts? Business analysis starts before the project management life cycle (PMLC) even begins. 1 A u g u s t 2 0 1 6 F u n d a m e n t a l s o f B u s i n e s s A n a l y s i s | E H C M – C a r e M a n a g e m e n t O p e r a t i o n a l R e p o r t i n g 1 3
- 13. Business Analyst Questions WHY: Why does the business owner need this report? HOW: How will the business owner use this report? -> How will this report improve process, increase efficiency, increase revenue? WHEN: When is the report needed? When does it need to be delivered? WHO: Who is in the population? Who is going to receive this report? -> Can this person/entity receive this type of information? WHAT: What are the parameters required for this report? - > Time, demographics, geography, financial, etc. WHERE: Where do I send this report? Where [how] will the BO1 A u g u s t 2 0 1 6 F u n d a m e n t a l s o f B u s i n e s s A n a l y s i s | E H C M – C a r e M a n a g e m e n t O p e r a t i o n a l R e p o r t i n g 1 4
- 14. No. 1 A u g u s t 2 0 1 6 1 5 F u n d a m e n t a l s o f B u s i n e s s A n a l y s i s | E H C M – C a r e M a n a g e m e n t O p e r a t i o n a l R e p o r t i n g
- 16. Elicit details in order to gather information through open-ended questions. 1 A u g u s t 2 0 1 6 1 7 F u n d a m e n t a l s o f B u s i n e s s A n a l y s i s | E H C M – C a r e M a n a g e m e n t O p e r a t i o n a l R e p o r t i n g
- 17. Information Gathering Information is best gathered when there is a conversation occurring between two or more people. Schedule a requirements session.1 A u g u s t 2 0 1 6 1 8 F u n d a m e n t a l s o f B u s i n e s s A n a l y s i s | E H C M – C a r e M a n a g e m e n t O p e r a t i o n a l R e p o r t i n g
- 18. Requirement Etiquette Do’s Don’t Prepare complete, clear, correct and consistent requirements documents. Prepare illustrations and process guides for complex concepts & situations. Confirm or annotate any assumption. Follow standard technical writing guidelines. Rehearse prior to submission meeting. Document referenced material. Provide incomplete requirements to someone in the business that could assume they are final. Provide unrealistic expectations. Make assumptions without support documentation. Use poor grammar or writing skills. Just “wing” the meetings. 1 A u g u s t 2 0 1 6 F u n d a m e n t a l s o f B u s i n e s s A n a l y s i s | E H C M – C a r e M a n a g e m e n t O p e r a t i o n a l R e p o r t i n g 1 9
- 20. Practical Exercise Business Owner Business Analyst ✳ An employee of HCSC is needing a report developed for the implementation of a new wellness program their client is initiating. He is looking for your help to understand Aerial. ✳ You’re the business analyst assigned, how do you begin the process helping your client? 1 A u g u s t 2 0 1 6 F u n d a m e n t a l s o f B u s i n e s s A n a l y s i s | E H C M – C a r e M a n a g e m e n t O p e r a t i o n a l R e p o r t i n g 2 1
Editor's Notes
- Enabling Change Before you (as a business analyst) can enable change you must have a strong understanding of how the organization functions and be knowledgeable on SOPs, workflows and the mission statement. Defining Needs The ability to define needs is based on the business analyst’s ability to gather information through question elicitation that guides the business owner in order to define the actual needs versus the perceived needs. A word of caution: do not assume that the business owner has not evaluated their needs; use probing questions to confirm whether or not the evaluation has been completed. Recommending Solutions This is critical to the business owner, because if they have engaged you by defining a need that means they do not have a solution. However, the solution may not always be to the need the business owner originally identified which is the beauty of the needs evaluation process. Solutions need to be concise and comprehensive. If the solution is more difficult then the problem then the solution is not effective. Deliver Value Value to the business owner is the right solution, the first time. Value is also perceived when the business owner has confidence in your decision making skills which is a reflection of your professional demeanor and personal confidence level.
- If you understand this equation, then you might be a business analyst…
- Confucius says a problem is not a problem if one does not know it’s a problem. That’s a double edge sword however as a business analyst because if you don’t identify the problem, it’s your fault. If you bring up a problem that no one else thought of then it becomes yours. It is probably better to identify and hope someone else will volunteer quickly to take possession.
- The business analysis process can be broken down to the “who, what, when, where, why and how” sections for ease of management. The questions a business analyst needs to be prepared to ask are: Why is the project occurring? How is the project going to work? When will resources be available and when is the project due? Who is in charge of each part of the project? What are the requirements needed for this project? Where are we in the process?
- The project management process is Plan, Build, Test and Implement; how can that be done if the project manager doesn’t know what the problem is? The business analyst belongs at the beginning, middle and end of every project. In the beginning we define, in the middle we develop and in the end we re-evaluate and refine. This is the overall process.
- Always know if the juice is worth the squeeze, because if a requested report is going to consume more time than would be saved by having said report, the juice was not worth it. Business owners will request reports just for the sake of having reports, and then they will ask for a report to tell them what reports they have. Don’t believe me, go ask a mouse if he would like a cookie -> same philosophy applies with all business owners. You must be able to answer these questions during the requirements gathering section or you are doing yourself a disservice and not utilizing resources properly.
- This may be the hardest word you will ever learn as a business analyst. No. It is okay to say no. It is okay to tell a business owner that a report request is not in scope. It is okay to tell a business owner that resources are not available and there are other priorities ahead of theirs. HOWEVER, make sure you have conducted your evaluation thoroughly, discussed it with either another associate or your supervisor before telling a business owner a definitive “no”. The business owner, once told “no” will immediately go above your role and request it again, I promise. Gather, Evaluate,
- If you understand this equation, then you might be a business analyst…
- When should you have a requirements session with the business owner? EVER TIME. Never assume to know what the business owner is “attempting” to do because realistically they don’t know which is why their subject matter expert is involved in the conversation as well. Keys to Successful Interviews Do your home if you don’t know what the topic is about. Prepare questions in advance Have documentation previously outlined -> easier to make sure you don’t lose track of what you are trying to do If they give you a “yes” or “no” response, ask them to elaborate. This is your only chance to get their thoughts before the requirement process begins. Take notes….