Essential Business Analysis Skills

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This presentation covers the BABOK (Business Analysis Body of Knowledge by IIBA), but we will focus on the first three knowledge areas. Those knowledge areas are Planning and Monitoring, Communication and Management and Enterprise Analysis.

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Essential Business Analysis Skills

  1. 1. 1/16/2009 1 ESSENTIAL BUSINESS                   ANALYSIS SKILLSANALYSIS SKILLS PART 1 Presented by: Terry AldebertTerry Aldebert Procept Associates Ltd. Senior Consultant / Instructor Copyright v2008‐ 0.04 Procept Associates Ltd. 1 Agenda • Introductions • Essential Business Analysis Skills – Part 1 • Planning and Monitoring • Communication and Management • Enterprise Analysis • Questions 2
  2. 2. 1/16/2009 2 Introduction • Premier provider of professional training  programsprograms • Niche strategic consulting • Three specialty areas: Project Management,  Business Analysis and ITIL • Partner with 5 universities across Canada • Accredited by PMI, IIBA and ISEB 3 Introduction Cont. • Based on the BABoK 2.0 Draft • Briefly covers all sections • The BABoK is available on the IIBA website if  you would like more information • Not a “process” 4
  3. 3. 1/16/2009 3 Requirements Planning  and Monitoringand Monitoring 5 Learning Objectives • Appreciate the importance of planning • Become acquainted with the process for  completing a Stakeholder Analysis and  communication plan • Be familiarized with different estimation  techniques  • Understand the basics of a requirements  management plan 6
  4. 4. 1/16/2009 4 Intro to Knowledge Area • Typically related to project management  activitiesactivities • Planning BA activities  • Monitor activities throughout project 7 Planning • Closely related to Project Management  activitiesactivities • Ensures alignment with project  management plan • Determine: • Stakeholders • Most appropriate business analysis activities • Time to complete all activities • Communication plan 8
  5. 5. 1/16/2009 5 Stakeholders Analysis  • Document team roles  • Determine which the BA will utilize • Aid PM in assigning individuals to roles  • Categorize stakeholders 9 RACI Matrix Template Role Project  Deliverable/Activity Project Leadership Project Team Members Project Sub‐Teams External Contributors Role #2 Role #1 Role #2 Role #1 Role #2 Role #1 Role #2Role #1BA RACI Matrix / y Initiate Phase Activities Plan Phase Activities Execute Phase Activities Project Scope Business Case Requirement Plan Requirements Estimates Design Document C R R R C Control Phase Activities Close Phase Activities 10 Test Scripts F
  6. 6. 1/16/2009 6 Plan BA Activities  • Resist the temptation to jump into it 1. Identify BA deliverables 2. Determine scope 3. Determine BA activities that will be  completedcompleted 4. Estimate time for the activities 11 Work Breakdown Structure BUILDING PROJECT Demolition Elevator Power  Distribution Telephone &  PA Fencing Site Site  Development Arch/Civil Mechanical Electrical Data/ Comm. Management Project  Management Foundations Cladding &  Roofing HVAC Potable Water Lighting Fire Alarms Data Network Security  Monitors Site  Preparation Storm Water Procure 12
  7. 7. 1/16/2009 7 Estimating  • Analogous Parametric • Vendor bid analysis Historic analysis• Parametric • Bottom Up • Rolling Wave • Three‐point  estimating • Historic analysis • Expert Judgement • Delphi 13 Communication Plan • Who, What, When, How 1. Determine each stakeholder’s  communication needs 2. Identify appropriate method or format of  communication for each stakeholder 3. Assess content of communication for each 4. Determine frequency & level of         formality 14
  8. 8. 1/16/2009 8 Requirements Change Management • Methodology within organization or not? 1. Choose or create requirement process • including prioritization process  and change   management 2. Design requirement traceabilityg q y 3. Determine requirement attributes 15 Requirements  Communication andCommunication and  Management  16
  9. 9. 1/16/2009 9 Learning Objectives • Comprehend the value of requirements  traceabilitytraceability • Understand what should be considered  when producing a requirements package • Be familiar with requirement baselining and  the value of baselining 17 Intro to Knowledge Area • Managing output from the BA activities • Ongoing throughout the life of the project • Completed concurrently with tasks from  other knowledge areas 18
  10. 10. 1/16/2009 10 Managing Requirement  Traceability • Makes impact analysis more straight‐ forwardforward • Ensures that scope is maintained • Aids in ensuring that the solution meets the  stated requirements 19 Prepare Requirements Package • Different stakeholders require different  informationinformation 1. Determine format preferences 2. Select content 3 Identify level of formality3. Identify level of formality 4. Select presentation format 20
  11. 11. 1/16/2009 11 Requirement Baselining • Is a technique used on many objects • Allows for a clear point of agreement • Solidifies scope from a point in time 21 Enterprise Analysis 22
  12. 12. 1/16/2009 12 Learning Objectives • Understand how to define a business need • Be familiar with techniques used to define a  business need  • Know how to determine if a problem /  opportunity statement is SMART • Be able to determine recommended  solutions • Understand what is part of a Business                Case 23 Intro to Knowledge Area • Analysis of business problem or opportunity D i i f ibili• Determining feasibility • Often pre‐project activities • May aid approval of a new project or  initiative • Revisit if business problem changesRevisit if business problem changes 24
  13. 13. 1/16/2009 13 Define the Business Need • Describe the problem or opportunity that  analysis will be focused onanalysis will be focused on 1. Confirm the business strategy 2. Define the problem or opportunity 25 Problem Analysis ‐ Fishbone • Structured process for brainstorming • Identifies root causes to the issue or  problem • Starting point for further analysis 26
  14. 14. 1/16/2009 14 Problem Analysis ‐ Fishbone Methods Machinery Drive too fast Use wrong gears Under inflated the tires Poor Gas Mileage Drive too fast Can’t hear engine Impatience Habit Always late Worn out air systems Poor design Of tire pressure Carburetor adjustment required Fuel mix too rich Poor maintenance No awareness Poor driving habits No oil change Money Wrong octane gas 27 People Poor driving habits Poor training “When in Rome” Improper lubrication Wrong Oil Don’t know right oil No owner’s manual Materials Define the Business Need • Describe the problem or opportunity that  analysis will be focused onanalysis will be focused on: 1. Confirm the business strategy 2. Define the problem or opportunity 3 Document the problem or opportunity3. Document the problem or opportunity 28
  15. 15. 1/16/2009 15 Problem / Opportunity Statement • Specific • Measureable • Achievable • Relevant • Timely 29 Recommended Solution • Determine solutions through feasibility  study or independentlystudy or independently • depend on size of the initiative 1. Determine criteria to evaluate options 2. Identify potential solutions2. Identify potential solutions 3. Analyze each  4. Produce report 30
  16. 16. 1/16/2009 16 Business Case • Justification for project Impacts to the business if project in• Impacts to the business if project in  undertaken 1. Identify and quantify benefits and costs 2. Complete Risk assessment 3. Select measurements for project success 4. Complete Business Case and present to  sponsor 31 Business Case Document • Executive Summary • Introduction and Summaryy • Project rational for preferred option • Current business process • Description of problem or opportunity • Project Objectives • Scope • Business Benefits • Costs• Costs • Assumptions and Constraints • Potential business, staff and technology impact analysis • Implementation 32
  17. 17. 1/16/2009 17 Business Case Document • Approach S l i i l i l• Solution implementation plan • Financial metrics • Privacy impact assessment • Alternative evaluation criteria • Key Selection Criterion • Weighting • Constraints and limitations 33 Business Case Document • Solution options and preferred alternative • Description of each option considered• Description of each option considered • Business benefits • Alternative costs • Assumptions • Potential business and staff impact analysis • Initial solution risk assessmentInitial solution risk assessment • Risk assessment • Risk response • Conclusions and recommendations 34
  18. 18. 1/16/2009 18 Any Questions? • www.procept.com • (800) 261‐6861 • aldebert@procept.com 35

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