The document discusses planning for business analysis activities on projects. It addresses:
1. Planning the overall business analysis approach depending on the project type.
2. Conducting stakeholder analysis to understand who is involved and how.
3. Planning the specific business analysis activities, deliverables, and schedule.
4. Planning communications to set expectations around business analysis work and information sharing.
5. Planning the requirements management process around repositories, traceability, and change control.
6. Planning performance measurement to ensure the business analysis work is on track.
The term ‘Business Analyst‘is synonymous with a career in the IT industry. The most successful and valuable analysts are those who understand the “business” rather than those who understand “IT“.
Requirement Life Cycle Management knowledge area describes the tasks that business analysts perform in order to manage and maintain requirements and design information from inception to retirement.
The term ‘Business Analyst‘is synonymous with a career in the IT industry. The most successful and valuable analysts are those who understand the “business” rather than those who understand “IT“.
Requirement Life Cycle Management knowledge area describes the tasks that business analysts perform in order to manage and maintain requirements and design information from inception to retirement.
Business Analysis Knowledge Areas and Tasks (based on BABOK V3.0)amorshed
This is a 3 part training slides on #Business_Analysis Knowledge Areas and their tasks and Also Analyzing knowledge Areas vs. the #BACCM (Business Analysis Core Concept Models)
This presentation collects several thoughts and conversations had with colleagues over the last few months about the role of the business analyst.
The diagrams and drawings are outcomes of these conversations and are ripe for further expansion. In many instances they are half thought through, or missing key things that help round them out.
You can help: If you have comments or opinion please add them below.
A summary of the IIBA BABOKv3 information to help prepare for the CBAP exam and as a general reference.
Details include:
1. Groups all of the Knowledge Area details together like Tasks/Elements + Additional info + Stakeholders + Inputs/Outputs CRUD + Techniques.
2. A 'Requirements and Design Lifecycle' diagram has been added to show the apparent flow of requirement versions through the various BABOK KA Tasks.
3. There is 'Additional Information' details to provide as much extra information as would fit within a two page layout.
Note: See latest version on: https://www.slideshare.net/AlanMaxwell3/babokv3-a-summary-v100
Business analyst 101 program Mumbai IndiaDeepak Kadam
Business analyst Training and certification program Mumbai India
At Ziphertech we have designed a Training program
for students and graduates who aspire to become
business Analysts. A Business Analyst requires niche
skills to become successful in IT industry. Our program
has been designed by veteran IT industry experts who
have combined over 100 years of experience in IT
business analysis. This program will be conducted by
professional Business Analysts from IT industry with a
minimum experience level of 15 years.This program
ensures thorough training and grooming of skills for the candidate to become a
professional Business Analyst. And we never forget to mention that we have trained more
than 400 Business Analysts in just last 2 years.
Contact us - +919004939659 for more Info
This is for all those who want to explore the business analyst career path and are curious to know what a business analyst does, the role and importance in organization, why a business analyst is needed and how they can develop their skills to become a great business analyst
The Business Analysis Planning and Monitoring knowledge area describes the process of how a business analyst determines which activities will be needed to complete the business analysis effort.
In this business analysis training session, you will learn about Introduction to Business Analysis. Topics covered in this course are:
Introduction to Business Analysis
• Business Process – What and Why?
• Who is a Project Manager?
• Who is a Business Analyst?
• What is Business Analysis and why is it important?
• Roles, Responsibilities and necessary Skills for a Business Analyst
To know more, visit this link: https://www.mindsmapped.com/courses/business-analysis/getting-started-with-business-analysis-fundamentals/
Business Analyst - Roles & ResponsibilitiesEngineerBabu
Business analysts can benefit business multifold by successfully performing their roles and responsibilities. One of their important jobs is to make the project better understandable for both, the team as well as the client. Read more: https://engineerbabu.com/blog/business-analyst-role-and-responsibilities/
How the relationship with a BUsiness Analyst is important in all phases of a project and how a Project Manager can use this relationship to be successful
Business Analysis Knowledge Areas and Tasks (based on BABOK V3.0)amorshed
This is a 3 part training slides on #Business_Analysis Knowledge Areas and their tasks and Also Analyzing knowledge Areas vs. the #BACCM (Business Analysis Core Concept Models)
This presentation collects several thoughts and conversations had with colleagues over the last few months about the role of the business analyst.
The diagrams and drawings are outcomes of these conversations and are ripe for further expansion. In many instances they are half thought through, or missing key things that help round them out.
You can help: If you have comments or opinion please add them below.
A summary of the IIBA BABOKv3 information to help prepare for the CBAP exam and as a general reference.
Details include:
1. Groups all of the Knowledge Area details together like Tasks/Elements + Additional info + Stakeholders + Inputs/Outputs CRUD + Techniques.
2. A 'Requirements and Design Lifecycle' diagram has been added to show the apparent flow of requirement versions through the various BABOK KA Tasks.
3. There is 'Additional Information' details to provide as much extra information as would fit within a two page layout.
Note: See latest version on: https://www.slideshare.net/AlanMaxwell3/babokv3-a-summary-v100
Business analyst 101 program Mumbai IndiaDeepak Kadam
Business analyst Training and certification program Mumbai India
At Ziphertech we have designed a Training program
for students and graduates who aspire to become
business Analysts. A Business Analyst requires niche
skills to become successful in IT industry. Our program
has been designed by veteran IT industry experts who
have combined over 100 years of experience in IT
business analysis. This program will be conducted by
professional Business Analysts from IT industry with a
minimum experience level of 15 years.This program
ensures thorough training and grooming of skills for the candidate to become a
professional Business Analyst. And we never forget to mention that we have trained more
than 400 Business Analysts in just last 2 years.
Contact us - +919004939659 for more Info
This is for all those who want to explore the business analyst career path and are curious to know what a business analyst does, the role and importance in organization, why a business analyst is needed and how they can develop their skills to become a great business analyst
The Business Analysis Planning and Monitoring knowledge area describes the process of how a business analyst determines which activities will be needed to complete the business analysis effort.
In this business analysis training session, you will learn about Introduction to Business Analysis. Topics covered in this course are:
Introduction to Business Analysis
• Business Process – What and Why?
• Who is a Project Manager?
• Who is a Business Analyst?
• What is Business Analysis and why is it important?
• Roles, Responsibilities and necessary Skills for a Business Analyst
To know more, visit this link: https://www.mindsmapped.com/courses/business-analysis/getting-started-with-business-analysis-fundamentals/
Business Analyst - Roles & ResponsibilitiesEngineerBabu
Business analysts can benefit business multifold by successfully performing their roles and responsibilities. One of their important jobs is to make the project better understandable for both, the team as well as the client. Read more: https://engineerbabu.com/blog/business-analyst-role-and-responsibilities/
How the relationship with a BUsiness Analyst is important in all phases of a project and how a Project Manager can use this relationship to be successful
Prognition (current state business process analysis)Uttam Mishra
How to conduct a successful business process discover analysis session , conducting workshops and conducting user interviews.
BPM, Workflow, Process Management, "AS-IS" Analysis
Advanced Project Data Analytics for Improved Project DeliveryMark Constable
Data Analytics is already beginning to impact how projects are delivered. We can now automate minute taking and capturing actions, we can use Flow to progress chase, Power BI reduces the burden of reporting.
But we are just scratching the surface. It won’t be long before we can leverage the rich dataset of experience to predict what risks are likely to occur, understand which WBS elements will be susceptible to variance, deduce what the optimum resource profile looks like, define a schedule by leveraging data from those projects that have gone before.
The role of a project professional is about to change dramatically. In this webinar we will explore the challenges and opportunities, and how we should respond. It’s a call-to-action for the community to mobilise, help to reshape project delivery and understand the implications for you and your organisation.
Presenter Martin Paver is a Chartered Project Professional, APM Fellow and Chartered Engineer. In December 2017 he established the London Project Data Analytics meetup which has quickly spread across the UK and expanded to 3000+ members. Martin has major project experience including leading a $billion projects with a team of 220 and a multi-billion PMO with a team of 50. He has a detailed grasp of project management and combines this with a broad understanding of recent developments in the field of data science. He is on a mission to ensure that the project management profession readies itself for a transformed future.
Learning outcomes:
- Understand the implications of advanced data analytics on project delivery
- Understand the scope of which functions it is likely to impact
- Help you to develop a strategy for how you engage with it
- Understand how to leverage the benefits and opportunities that will emerge from it
Presenter:
Martin Paver, CEO & Founder, Projecting Success Ltd
Business analysis activities for an
analyst. This PPT will help to understand how to analyze a business requirement preparation like business case, BRD and SRS.
Business Analyst Series 2023 - Week 1 Session 2DianaGray10
Business Analyst Series 2023 Week 1, session 2 topics covered:
Challenges in Traditional Discovery
Traditional Discovery VS Automated Discovery
UiPath Business Automation Platform
Exploring UiPath Tools: A Business Analyst's Perspective
Case Study - How a UK based bank built a pipeline through continuous discovery
Quiz
Q & A
Please see below the week 1 mandatory UiPath Academy learning assignment (to be completed by Sunday EoD):
1. Automation Business Analyst Fundamentals (3hrs)
2. Introduction to UiPath Business Automation (35 m)
After UiPath Academy course completion please fill in the week 1 form.
Writing Technical Documentation is the most crucial phase.To overcome that we are announcing meetup on Technical documentation.
Topics to be covered are:
-- Technical Documentation
-- Documentation Skills
-- Document of Understanding
-- Sample of DOU
-- Functionality Flow Document
-- Statement Of Work
-- Sample of FDD (SOW)
-- Technical Analysis Document
About Speaker : Kavita Gaikwad
Kavita is fond of writing and passionate about technology. She has 5+ years of experience in creating, designing, and editing Technical writing, End-to-end Software Product Documentation, and ERP Documentation.
https://www.linkedin.com/in/kavita-gaikwad-375a6617/
Lean Business Analysis and UX Runway: Managing Value by Reducing Waste (Natal...IT Arena
Lviv IT Arena is a conference specially designed for programmers, designers, developers, top managers, inverstors, entrepreneur and startuppers. Annually it takes place on 2-4 of October in Lviv at the Arena Lviv stadium. In 2015 conference gathered more than 1400 participants and over 100 speakers from companies like Facebook. FitBit, Mail.ru, HP, Epson and IBM. More details about conference at itarene.lviv.ua.
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2. Project BA work is a business process with:
◦ Inputs
◦ Outputs
◦ Tasks
◦ Stakeholders
◦ Actors
As-Is is our toolbox and methodology
To-be changes with each project
4. Each project, release and sprint needs:
◦ Elicitation FOR THE BA, this
What‟s in this project? is like “What is
the business
domain?”
Where are the Stakeholders?
How are we delivering it?
SOUNDS LIKE
When are we due?
some NFRs &
technical
constraints on
the business
processes…
5. Each project, release and sprint needs:
◦ Elicitation
◦ Analysis
What outputs are the „user‟/BA needing to produce to
communicate with the project teams?
Consider practical needs, plus project and client standards
More
What data do they already have? NFRs!
What inputs do they receive from outside?
SOUNDS LIKE
communications
and data flows…
6. Each project, release and sprint needs: Works for
◦ Elicitation „No As-Is‟
too!
◦ Analysis
◦ BPR
Assuming our BA/user has mature, regular processes
that they know how to follow…
How are those processes going to be tailored to fit the
specifics of the „new world‟ (this project!)?
Who needs to know how the process is going to work?
Participants, suppliers, consumers, auditors….
7. Each project, release and sprint needs:
◦ Elicitation
◦ Analysis
◦ BPR
◦ Actors / Stakeholders
Who are the users/BAs and other stakeholders?
Where are the constraints and bottlenecks?
are more or different resources needed?
Are some fixed resources creating constraints on
others?
Will training be needed?
8. Each project, release and sprint needs:
◦ Elicitation
◦ Analysis
◦ BPR
◦ Actors / Stakeholders
◦ Documentation
Who needs to know about all this BA process and data
and rules and stuff?
How do we communicate with them?
Who needs to validate that these outputs will be right
for the business (this project!)
9. Each project, release and sprint needs:
◦ Elicitation
◦ Analysis
◦ BPR
◦ Actors / Stakeholders
◦ Documentation
◦ Performance Measurements
How will we know if the process has been correctly
engineered and solutioned?
Who wants to know how it‟s running? Why?
What measures are useful and practical?
measureable, reportable, timely and actionable
10.
11.
12. Start with the Type of Project…
◦ Feasibility studies
◦ Process improvement
◦ Organizational change
◦ New software development (in-house)
◦ Outsourced new software development
◦ Software maintenance or enhancement
◦ Software package selection
Methodology affects most planning elements
Pre-Set vs Open to Tailoring?
Plan-driven vs Change-driven?
13. 2.1.4. Elements:
◦ .1 Timing
◦ .2 Formality & Level of Detail
◦ .3 Prioritization
◦ .4 Change Management
◦ .5 BA Planning Process
◦ .6 Communication with Stakeholders
◦ .7 Analysis and Management Tools
◦ .8 Project Complexity
14. The basics:
◦ Who‟s out there?
◦ What do they do?
◦ How are they involved?
Attitudes
Influence & Authority
15.
16. Identify business analysis deliverables
Determine the scope of work for the business
analysis activities
Determine which activities the business
analyst will perform and when
Develop estimates for business analysis work.
17. The Elements:
◦ Where are Stakeholders?
Co-located vs Dispersed?
◦ Type of project/initiative?
◦ Deliverables
Begin with the end(s) in mind…
◦ Activities Needed
What actions & tasks are in the process?
Is a WBS just a formatted process flow?
Details: assumptions, dependencies, milestones
◦ Organize the Activities
by deliverable, phases/iterations, other?
18. “proposed structure and schedule for
communications regarding business analysis
activities”
“setting expectations for business analysis
work, meetings, walkthroughs, and other
communications.”
“how best to
receive, distribute, access, update, and escalate
information from project stakeholders, and
determining how best to communicate with each
stakeholder”
19. Plan for:
◦ what needs to be communicated
◦ who is the appropriate audience
◦ what is the appropriate delivery method
◦ and when the communication should occur.
20. Consider needs and constraints:
◦ Physical locations, time zones
◦ Communication approach for the stakeholder.
◦ What types of communications will be required
◦ What types of requirements will be elicited and how
best to elicit them.
◦ How best to communicate requirements
conclusions/packages.
◦ Time and resource availability constraints.
For more info, check sections 4.4, 4.5 & 8.4
21. Purpose:
“approve requirements for implementation”
“manage changes to the solution or
requirements scope”
22. Repository(ies)
◦ WIP, in review, approved
◦ Whiteboards LAN folders Sharepoint big tools
Traceability – if & how
◦ Adds overhead
◦ Manages risk if correct and consistent (see Sect 4.2)
Requirements Attributes
◦ Meta-data: unique ID, status, ownership, priority, …
Prioritization
◦ Formality, frequency, techniques, participants
23. Change Management
◦ Approach depends on methodology & culture
Change-driven vs Plan-driven
Large-scale, Contractual vs small, informal
◦ Consider:
Process for requests – create, assess, approve
Participants: impact assessment & approval
Impact analysis: who, how detailed, consolidation
Prioritization and integration into scope
Tailoring the Reqmts Mgmt process
24. Which metrics and how to capture, assess and
report on them?
◦ Approach depends on methodology & project type
Change-driven vs Plan-driven
Large-scale, high risk vs small, low-impact
Consider:
◦ How will we know we‟re on or off track?
◦ KPIs, KSFs,… Quality, Speed, Efficiency
what matters? what can be measured?
◦ How to report and to whom
◦ Risk of missing targets vs Costs of tracking &
monitoring
25. Project BA work is a business process with:
◦ Inputs
◦ Outputs
◦ Tasks
◦ Stakeholders
◦ Actors
As-Is is our toolbox and methodology
To-be changes with each project
27. 2.1 Plan Business Analysis Approach
2.2 Conduct Stakeholder Analysis
2.3 Plan Business Analysis Activities
2.4 Plan Business Analysis Communication
2.5 Plan Requirements Management Process
2.6 Manage Business Analysis Performance
28. Asks you to be a:
Business Analyst
to the
Business Analysts
Editor's Notes
Intro:Hi, thank you for introGary mentioned that this was one of the areas that a lot of people asked to hear more about, so we’re going to take a look at it today.Chapter 2 has about 35 pages of text with a few diagrams and reading through them should be one part of learning about it. Sooner or later, you really should get into the details! But - effective learning usually involves more than just sitting alone reading.In the next half hour we’re going to take a preparing sort of step towards getting our minds wrapped around this area. I’ll try to give you a perspective you can use to approach the material and a way to relate it to things you already know. I’ll also survey the Chapter sections to give you a sense of what’s where, how they relate and how you might approach it.I won’t promise expertise in half an hour, but after this you should know enough to get through a networking reception at BAWorld or an elevator ride with a curious executive!
But we can look at the Project as a sort of business entity – it has business objectives, stakeholders, user groups (or project teams) and so on. Within the project we have the BA Team – a user group that receives information inputs from supplier teams, processes that information and delivers outputs to customer teams.So, holding that image, the BA asked to look at the Planning and Monitoring knowledge area is being asked to work out the inputs, outputs, tasks, stakeholders, actors and so on for the BA team to do their part in the upcoming project.
Elicitation What’s in this project? – scope & scale? COTS/Custom? Web-based/SOA/whatnot? Enterprise/ad hoc? Where are the Stakeholders? FOR THE BA, this is like “What is the business domain?” How are we delivering it? Waterfall, agile, local or distributed teams, TBD? SOUNDS LIKE some Non-Functional Requirements and technical constraints on the business processes… When are we due? Do we have target dates, other constraints, TBD? Keep going with budget, etc.Analysis What outputs are the ‘user’/BA needing to produce to communicate with these teams? Practical needs, plus project and client standards (more NFRs!) What inputs do they already have? – info, tools, templates And what inputs do they have to receive from outside (e.g. from stakeholders, other project teams) SOUNDS LIKE communications and data flows…BPR Assuming our BA/user has mature, regular processes that they know how to follow…. How are those process going to be tailored to fit the specifics of new world (this project!)? Who needs to know how the process is going to work? – participants, suppliers, consumers, auditors….Resources/ Stakeholders Who are the users/BAs and other stakeholders? Where are the constraints and bottlenecks – are more or different resources needed? Are some fixed resources creating constraints on others?Documentation Who needs to know about all this BA process and data and rules and stuff? participants, suppliers, consumers, auditors…. How do we communicate with them? Process maps, gantt charts, Use Cases, User Stories, Models, etc. Who needs to validate that these outputs will be right for the business (this project!)Performance Measurements How will we know if the process has been correctly engineered and solutioned? Who wants to know how it’s running? Why? What measures are useful and practical? – measureable, reportable, timely and actionable
Elicitation What’s in this project? – scope & scale? COTS/Custom? Web-based/SOA/whatnot? Enterprise/ad hoc? Where are the Stakeholders? FOR THE BA, this is like “What is the business domain?” How are we delivering it? Waterfall, agile, local or distributed teams, TBD? SOUNDS LIKE some Non-Functional Requirements and technical constraints on the business processes… When are we due? Do we have target dates, other constraints, TBD? Keep going with budget, etc.
Analysis What outputs are the ‘user’/BA needing to produce to communicate with these teams? Practical needs, plus project and client standards (more NFRs!) What inputs do they already have? – info, tools, templates And what inputs do they have to receive from outside (e.g. from stakeholders, other project teams) SOUNDS LIKE communications and data flows…
BPR Assuming our BA/user has mature, regular processes that they know how to follow…. How are those processes going to be tailored to fit the specifics of ‘new world’ (this project!)? Who needs to know how the process is going to work? – participants, suppliers, consumers, auditors….
Actors / Stakeholders Who are the users/BAs and other stakeholders? Where are the constraints and bottlenecks – are more or different resources needed? Are some fixed resources creating constraints on others? Will training be needed?
Documentation Who needs to know about all this BA process and data and rules and stuff? participants, suppliers, consumers, auditors…. How do we communicate with them? Process maps, gantt charts, Use Cases, User Stories, Models, etc. Who needs to validate that these outputs will be right for the business (this project!)
Performance Measurements How will we know if the process has been correctly engineered and solutioned? Who wants to know how it’s running? Why? What measures are useful and practical? – measureable, reportable, timely and actionable
A key point here, and it applies to the other BOK sections too: these are not a set of sequential steps or phases. Each of them informs the others and so there is fair bit of integrated and iterative effort done to get them all done. Although we can say that you tend to do more of the top items at the beginning and more of the latter items towards the end.
Now these are the inputs and outputs to the Planning & Monitoring activity. The inputs are examples of what you might expect to have available before the project really starts. Depending on the organizations involved, these may be well documented or at least well known. Or you may have to go exploring! You can think of the outputs as the Requirements Package that describes how the BA area is going to operate in the “business” that is the Project. Here we see…. << describe items >>In between we have the Plan steps where we essentially analyze and document the To-Be Business Analysis area. A couple of items strain my metaphor….Item 2.2, Conduct Stakeholder Analysis – there you’re actually starting into the real project work by looking at who the players are in the real, paying client’s world. But keep in mind that as the BA Planner, you also need to know about your internal project stakeholders. Developers and testers aren’t part of the client’s business, but they are the BA’s customers and they have a stake in what the BA produces.Task 2.6 Manage BA Performance – covers both planning how you’re going manage and actually starting to do it. Obviously the actually measuring and analysing of performance will happen more as the project gets rolling.
.1 Timing: Most BA work to be done up front or iteratively?.2 Formality & Level of Detail:What deliverables are needed?What do they look like?See Chapter 4: Requirements Management and Communication for examples.Think about your stakeholders – what they need and what they can consume effectively.3 Prioritization Starts up front in Scoping and gets revisited often in more Agile projects. There are techniques in chapter 6.1.4 Change Management Think about the options between formal processes for big-impact contract changes and a way of tracking and communicating the decisions made when ‘grooming’ a product backlog It’s about balancing efficiency with keeping the scope from wandering off on its own…..5 BA Planning Process How will you plan the team’s activities and how will that plan tie into the larger project plan?.6 Communication with Stakeholders Can include traditional deliverables as well as briefings, ways of capturing feedback and so on.7 Tools Whether this is asking for what you need or finding out what’s available, your tools will affect your techniques and estimates..8 Project Complexity This just lists a few of the factors that will drive your estimates and choices of techniques and tools.number of stakeholders▶▶number of business areas affected▶▶number of business systems affected▶▶amount and nature of risk▶▶uniqueness of requirements▶▶number of technical resources required
Attitude towards:The business goals, objectives, and solution approach:▶▶Attitude towards business analysis:▶▶Attitude towards collaboration: ▶▶Attitude towards the sponsor:Influence and Authority:Influence on the projectInfluence in the organization Influence needed for the good of the projectInfluence with other stakeholders Who can approve, inspect, veto various deliverables and decisions?
Stakeholder List, Roles, and Responsibilities: This may include information such as:List of required roles▶▶Names and titles of stakeholders▶▶Category of stakeholder▶▶Location of stakeholders▶▶Special needs▶▶Number of individuals in this stakeholder role▶▶Description of stakeholder influence and interest▶▶Documentation of stakeholder authority levels
Identify business analysis deliverables - what are the outputs of our process?Determine the scope of work for the business analysis activities - of course the business domain to be covered, but also parts will the BA do vs what will the leverage from earlier work or maybe will get done by the users, architects or designers - the other side of this is whether you’re going to do just the next sprint, the next release or the whole solution. And are you doing high-level, detailed and so on.Determine which activities the business analyst will perform and when - now you’ll break it down to tasks and steps, with sequences and dependencies - is that PM work or BPR? Tomato / Tomahtoh…Develop estimates for business analysis work. - same again…
The Elements:Where are Stakeholders? Collocated vs Dispersed? Type of project/initiative?DeliverablesBegin with the end in mind…Keep interim deliverables in mind – interviews, draft reviews and such aren’t the final output, but they won’t happen if they’re not in the process… Check ahead for more: 2.4 Plan BA Communication, 2.5 Plan Reqmts Management Process, 2.6 Manage BA PerformanceActivities NeededWhat actions & tasks are needed? - look at your methodologies, experience, functional decomposition… - and again, Check ahead in 2.4, 2.5 & 2.6 for moreIs a WBS just a formatted process flow?Dependencies are all about the logical flow of the processMilestones may tie into your logical decision point (and PM’s like to see them)Organize the Activities Whatever makes sense or is consistent with the project approach.
Physical location/time zone of the stakeholders.Communication approach for the stakeholder. detail-orientedvs concepts-only, perspective (functional vs financial) Cultures of the organization and the individuals Contractual and authority environmentsWhat types of communications will be required e.g. status, anomalies, issues and their resolution, risks, meeting results, action items, etc.Formal for some parts and informal for other parts?What types of requirements will be elicited e.g. business vs technical; high level vs. detailed) and how best to elicit them (see the Elicitation KA for options).How best to communicate requirements conclusions/packages, including authority level (signoff authority, veto authority, or review only).Time and resource availability constraints.See Prepare Requirements Package (4.4) and Communicate Requirements (4.5) for additional information. Communication techniques are described in Communication Skills (8.4
Consider also Short-term project metrics to help meet milestones and ensure quality in deliverables Long-term BA metrics to develop efficiency, measure benefits of training, etc.Risk – don’t track just because you can.- approximate indicators may be enough to flag for follow-up without having to be detailed, super-precise processesTechniques include interviews, surveys, PMPRs, Root cause analysis and lot’s more