CBAP_eBook for business analyst for certification.pptx

Lesson1–IntroductiontoCBAP®Certification
CBAP®Exam Preparation Course
CBAP, CCBA and BABOK are registered certification marks owned by International Institute of Business Analysis.

WHAT’S IN IT FOR ME
About IIBA ®
Benefits of IIBA® Professional
Certification
Criteria for CBAP® certification
The exam application process
The exam outline
Recertification requirements

ABOUT IIBA®
IIBA®
Defines standards for business
analysis
Identifies the skills necessary
to be effective in the role of a
business analyst
Recognizes business analysis
professionals
International Institute of Business Analysis
Through the BABOK® Guide
Through the IIBA Business
Analysis Competency Model
and Self-Assessment Tool
Through the ECBA®, CCBA®,
and CBAP® certifications

IIBA® MEMBERSHIP BENEFITS
IIBA®
Membership
Elevate
your skill
set
Develop
leadership
skills
Expand
your
network
• BABOK® Guide
• Competency
Model
• BBC Conference
• IIBA® Webinar
Series
• Online Library
• Attend networking
and chapter events
• Join online
community
• Learn from experts
• Meet professional
contacts
• Volunteer with the organization
• Develop communication skills

BENEFITS OF CBAP® CERTIFICATION
INDIVIDUAL

ORGANIZATION

BENEFITS OF CBAP® CERTIFICATION (contd.)
Competence in the principles
and practices of business
analysis
Advanced career potential
Helps ensure continuous self
improvement
Participation in a recognized
professional group
Personal satisfaction of
accomplishing a milestone
Potential for higher income
Recognition of professional
competence
Improved overall
performance, removal of
uncertainty, and wider market
opportunities
Recognition for having
invested in a business
analysis career
INDIVIDUAL
INDIVIDUAL
Benefits to the individual

ORGANIZATION

BENEFITS OF CBAP® CERTIFICATION (contd.)
ORGANIZATION
Professional development, advancement, and
recognition for staff
Improves staff responsibility, commitment, and
motivation
Enables to identify professional business analysts
to clients and business partners
Demonstrates use of industry-standard
business analysis practices
Helps in establishment and implementation of
business analysis practices as outlined in the
BABOK® Guide
Demonstrates to the stakeholders that
business is run effectively
Ensures more reliable and higher quality results
are produced with increased efficiency and
consistency
Demonstrates commitment to the field of business
analysis
Benefits to the organization

ORGANIZATION
INDIVIDUAL

ELIGIBILITY CRITERIA
CBAP® CERTIFICATION
Criteria Requirements for CBAP®® Certification
Work Experience Minimum 7500 Hours of Business Analysis experience in the last 10
years
Knowledge Area Expertise Minimum 900 hours in four of the six knowledge areas
Professional Development 35 Hours in the last 4 Years
References 2
Signed Code of Conduct Yes

Step 4
Prepare for
the exam
Step 1
Apply for and
pay for the
certification
Step 2
Pay for the
exam
Step 3
Register for
the exam
APPLICATION AND EXAM PROCESS
Step 5
T
ake the
exam
 
  

APPLICATION AND EXAM FEES
• Application and Exam Fees
• Other Fees
Fee Member Non-member
Application Fee (non-refundable) $125 $125
Exam Fee – English and Japanese $325 $450
Exam Fee – German *$770 $880
Fee Member Non-member
Exam Cancellation Fee (CBT) $50 $50
Exam Re-write Fee – English and Japanese $250 $375
Exam Re-write Fee – German *$430 $540
NOTE:
• *IIBA® is partnering with The EuropeanAssociation of BusinessAnalysis (EABA) and, in a joint effort, is now offering business analysis certification exams
in German-speaking Europe and at all test center locations where IIBA exams are offered.
• All fees are payable in U.S. dollars (USD) plus GST/HST if you are a Canadian resident or a GST/HST registrant.
• The application fee is not refundable regardless of whether an application is approved or approved pending audit and if an application audit is not passed.

PREPARING FOR THE EXAM
The CBAP® exam is a 3.5-hours long exam and consists of 150 multiple choice questions with four possible
answers to select from.
To prepare for the exam:
Review the BABOK® Learning Guide
found in the Online Library on the
Community Network
Review FrequentlyAsked Questions
(FAQ) on the IIBA ® website
Review recommended resources on the
IIBA® website
Attend training as needed
Review the IIBA® BABOK® Guide
Find a business analysis mentor
Join a study group
Attend local IIBA® Chapter meetings
Review available study guide(s)
Find opportunities to practice tasks by
following the BABOK® Guide

CBAP® EXAM BLUEPRINT
Domain Percentage of Questions
Business Analysis Planning and Monitoring 14%
Elicitation and Collaboration 12%
Requirements Life Cycle Management 15%
Strategy Analysis 15%
Requirements Analysis and Design Definition 30%
Solution Evaluation 14%

RECERTIFICATION
REASONS
The CBAP® Recertification program helps an ongoing professional individuals demonstrate commitment to
the business analysis profession.
Recertification
Program

RECERTIFICATION
PURPOSE
The Recertification program supports the ongoing professional development of individuals who have attained
the CBAP® designation.
Recertification
Program
Encourages and recognizes
individualized learning
Encourages the efforts of
CBAP® recipients to give
back to the profession
Encourages the ongoing
professional development of
CBAP® recipients
Offers a standard and objective
mechanism for recording
professional development
activities
Sustains the global recognition
and value of the CBAP®
designation


RECERTIFICATION
NOTES
All CBAP® recipients are required to meet continuing proficiency requirements to maintain their designation.
CERTIFICATION RENEWAL
IIBA® certification to be renewed
every three years
CBAP® Recertification Handbook
and related forms are posted on
the IIBA® website
ADDITIONAL NOTES
To ensure receiving all IIBA®
communication:
-Update your email address in your
profile on the IIBA® website.
- Check bulk mail folders
-Add certification@iiba.org to your
personal address book
Report 60 accepted CDUs and
submit the recertification application
prior to the end of the three-year
cycle
CDU CATEGORIES
1. Formal AcademicEducation
2.Professional Development
3.Professional Activities
4.Self-directedLearning
5.VolunteerService
6.ProfessionalExperience

KEY TAKEAWAYS
The International Institute of Business Analysis or IIBA® assists
business analysts by defining standards for business analysis,
identifying the skills needed for business analysis, and recognizing
business analysis professionals.
With an IIBA® membership, you can elevate your skill set, develop
leadership skills, and expand your network.
Membership of IIBA® provides several benefits, both to the
individual as well as to organizations.
Topreparefortheexam,reviewtheBABOK®Guide,reviewtheFAQsontheIIBA®
website,attendtrainingsasneeded,practicetasksbyfollowingtheBABOK®
Guide, findaBAmentor, andreviewavailablestudyguides.
Applying and taking the exam is a 5-step process.
The CBAP® exam is a 3.5-hours long exam and consists of 150
multiple choice questions with four possible answers to select from.
The CBAP® Recertification program helps individuals demonstrate
an ongoing professional commitment to the business analysis
profession.

This concludes 0Introduction to CBAP® Certification.”
Thenextlessonis “Introduction toBABOK®GuideVersion3.”

Lesson2- IntroductiontoBABOK® V3
CBAP ®Exam Preparation Course

What is business analysis?
What does a business analyst do?
Business Analysis Core Concept
Model Model TM — the Knowledge
Areas defined in BABOK® Version 3
What are the underlying
competencies of a business
analyst?
Techniques and perspectives in
business analysis

INTRODUCTION – WHY BUSINESS ANALYSIS

INTRODUCTION – WHY BUSINESS ANALYSIS (contd.)

 Who is a Business Analyst?
 Business Analysis Core Concept Model
 Business Analysis Knowledge Areas
 Re
D
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irc
etm
pe
en
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sn
ciltassification
 Requirements and Design
 Who is a Stakeholder?
Lesson 2: Introduction to BABOK® V3
Topic2.1:KeyConceptsofBusinessAnalysis

BUSINESS ANALYSIS
WHAT IS BUSINESS ANALYSIS
Where?
Why?
When?
Business
Analysis
Define
Needs
Recommend
Solutions
Enable

BUSINESS ANALYSIS
WHO IS A BUSINESS ANALYST
Performs
tasks
defined in
the BABOK®
Guide
Discovers,
synthesizes,
and
analyzes
information
BUSINESS
ANALYST
Elicits the
needs from
stakeholders
Investigates
and clarifies
stakeholder
desires
Determines
issues and
their causes

Usefulness to a stakeholder
within a context
Circumstances that influence or are
influenced by, and provide
understanding of change
A group or individual related to a
change, need, or solution
Way to satisfy one or more
needs in a context
A problem or opportunity
The act of transformation in response to need
Change
BUSINESS ANALYSIS
BUSINESS ANALYSIS CORE CONCEPT MODEL TM
Solution
Need
Stakeholder Context
Value

BUSINESS ANALYSIS BODY OF KNOWLEDGE
KNOWLEDGE AREAS
1. Business Analysis Planning and Monitoring
2. Elicitation and Collaboration
3. Requirements Lifecycle Management
4. StrategyAnalysis
5. Requirements Analysis and Design Definition
6. Solution Evaluation

BUSINESS ANALYSIS BODY OF KNOWLEDGE (contd.)
KNOWLEDGE AREAS
4. StrategyAnalysis
It describes the tasks to be performed to
organize and co-ordinate the effort of
business analysts and stakeholders.
Output from this knowledge area tasks is
used as a key input or as guidelines for the
tasks performed in other knowledge areas.

KNOWLEDGE AREAS
4. StrategyAnalysis
prepare for elicitation, conduct the
elicitation activity, and confirm elicitation
results. It also explains how communication
of business analysis information and
ongoing collaboration must be done with
the stakeholder.

KNOWLEDGE AREAS
4. StrategyAnalysis
manage and maintain requirements and
design information from inception to
retirement.

KNOWLEDGE AREAS
4. StrategyAnalysis
It describes the tasks to be performed for
collaboration with the stakeholder to identify
the real need and enable the organization
to address that need. It also explains the
tasks to align the resulting strategy for the
change with higher- and lower-level
strategies to address the need.

KNOWLEDGE AREAS
4. StrategyAnalysis
structure and organize requirements
discovered during the elicitation activity,
specify and model requirements and
design, validate and verify information, and
identify solution options that meet the
business need.

KNOWLEDGE AREAS
4. StrategyAnalysis
assess the performance of and value
delivered by a solution and recommend
actions to be taken to realize the full value
of the solution.

BUSINESS ANALYSIS BODY OF KNOWLEDGE
KNOWLEDGE AREAS – RELATIONSHIPS
Business
Analysis Planning
and Monitoring
Strategy
Analysis
Requirements
Analysis and
Design
Definition
Solution
Evaluation
Requirements
Lifecycle
Management
Elicitation and
Collaboration

REQUIREMENTS
REQUIREMENTS CLASSIFICATION
Business
Requirements
Stakeholder
Requirements
Solution
Requirements
Transition
Requirements
Describe the needs of the
stakeholders that must be met to
achieve the business requirements
Statements of goals, objectives,
andoutcomethatdescribewhya
changehasbeeninitiated
Describe the capabilities that the
solution must have to facilitate
transition of the organization from
the current state to the future state
Describe the capabilities and
qualities of a solution that meets
stakeholder requirements; can be
Functional requirements or Non-
functional requirements

REQUIREMENTS (contd.)
REQUIREMENTS DOCUMENTS
Business Requirements Documents that
comprise both business and
stakeholder requirements
Functional Specification Document
Solution Requirements Specification
R
R
e
e
q
qu
uiir
re
em
me
e
n
n
tt
s
s
D
D
o
o
c
c
u
u
m
m
e
e
n
n
t
t
s
s
BRD
FSD
SRS

REQUIREMENTS AND DESIGN
DESIGN CYCLE
Requirements
Design
Needs
Solution
Requirements lead to design.
Requirements may be used to define design.
Requirements are focused on needs and
design is focused on the solution.
Requirements and design could be recursive.
A Business Analyst reviews designs to
ensure they align with the requirements.

BABOK® GUIDE SPECIFICATIONS
STAKEHOLDERS
Business
Analyst
Project
Manager
Implementation
SME
Regulator
Sponsor
Supplier
Customer
End User
Domain
SME
Tester
Operational
Support
A stakeholder is an individual or group that a Business Analyst is likely to interact with directly or indirectly.

 Competencies of a business analyst
Topic2.2:CompetenciesofaBusinessAnalyst

COMPETENCIES OF A BUSINESS ANALYST
CATEGORIES
Analytical
Thinking and
Problem-
Solving Skills
(7)
Behavioral
Characteristics
(5)
Business
Knowledge
(5)
Communication
Skills
(4)
Tools and
T
echnology
(3)
Interaction
Skills
(5)
Competencies

COMPETENCIES OF A BUSINESS ANALYST (contd.)
ANALYTICAL THINKING AND PROBLEM SOLVING
Creative Thinking
Ability to generate new
ideas and approaches to
solve problems
Learning
Ability to quickly absorb
new and different types of
information
Conceptual Thinking
Ability to understand how
disparate information fits
into a larger picture
Decision Making
Ability to understand the
criteria needed to make
decisions
underlying cause of a
problem and use problem-
solving techniques
Visual Thinking
Ability to visually
communicate complex
concepts and models to
stakeholders
 
 
Problem Solving
 
System Thinking
interactions between
people, process, and
technology

Analytical Thinking and
Problem-Solving Skills

BEHAVIORAL CHARACTERISTCS
Behavioral
Characteristics
Ethics
Enable a business analyst
to earn the respect of
stakeholders
Trustworthiness
Perception that one is
worthy of trust
Personal Accountability
Enables a business
analyst to achieve target
goals
Organization and Time
Management
Helps perform tasks
effectively and use work
time efficiently
 


Adaptability
Ability to adjust behavioral
style, methods, and
approach to the
environment


BUSINESS KNOWLEDGE
Business Knowledge
Business Acumen
Ability to understand
business principles and
practices and apply them
at work
Organization Knowledge
Understanding the
management structure and
the business architecture
of the enterprise
Industry Knowledge
Understanding how a
company is positioned
within an industry
Solution Knowledge
Understanding solutions
that will help expedite the
discovery of potential
changes through elicitation
 


Methodology Knowledge
Enables a business
analyst to quickly adapt to,
and perform in, a new
environment


COMMUNICATION SKILLS
Communication Skills
Verbal Communication
Used to convey ideas,
concepts, facts, and
opinions to stakeholders
Written Communication
Practice of using text,
symbols, models, pictures,
or sketches to convey and
share information
Enables sending and
receiving messages through
body movements, postures,
facial expressions, gestures,
and eye contact
Nonverba

l Communication
Listening
Enables accurate
understanding of verbal
communication

 
Communication skills refers to
the ability to communicate
effectively.

INTERACTION SKILLS
Interaction Skills
Facilitation
Ability to moderate
discussions within a group
Teamwork
Enables working with
team members effectively
Leadership and
Influencing
Involves motivating people
to act in ways that enable
them to work together
Negotiation
Involves mediating
discussions and resolving
differences in teams
 


Teaching
Enables a business analyst
to effectively communicate
business information,
concepts, ideas, and issues

Interaction Skills
include the ability
to relate to and co-
operate and
communicate with
different kinds of
people.

TOOLS AND TECHNOLOGY SKILLS
Tools and Technology
Skills
Office Productivity
Helps document and track
information and artifacts
Business Analysis
Helps model, diagram,
document, and manage the
output of business analysis
activities


Helps perform business
analysis activities, manage
teams, and collaborate
with stakeholders
Com

munication
A business analyst uses a variety of software to support
communication and collaboration, create and maintain
requirement artifacts, and increase overall productivity.

 T
eDcehfneicqtupeesrrUefneirtredto by BABOK V3
Topic2.3:BusinessAnalysisTechniques

BUSINESS ANALYSIS TECHNIQUES
50 TECHNIQUES
10.1 Acceptance and
Evaluation Criteria
10.11 Concept Modelling 10.21 Focus Groups 10.31 Observation 10.41 Scope Modelling
10.2 Backlog Management 10.12 Data Dictionary
10.22 Functional
Decomposition
10.32 Organizational
Modelling
10.42 Sequence Diagrams
10.3 Balanced Scorecard 10.13 Data Flow Diagrams 10.23 Glossary 10.33 Prioritization
10.43 Stakeholder List, Map,
or Personas
10.4 Benchmarking and
Market Analysis
10.14 Data Mining 10.24 Interface Analysis 10.34 Process Analysis 10.44 State Modelling
10.5 Brainstorming 10.15 Data Modelling 10.25 Interviews 10.35 Process Modelling
10.45 Survey or
Questionnaire
10.6 Business Capability
Analysis
10.16 Decision Analysis 10.26 Item Tracking 10.36 Prototyping 10.46 SWOT Analysis
10.7 Business Cases 10.17 Decision Modelling 10.27 Lessons Learned 10.37 Reviews
10.47 Use Cases and
Scenarios
10.8 Business Model
Canvas
10.18 Document Analysis
10.28 Metrics and Key
Performance Indicators
(KPIs)
10.38 Risk Analysis and
Management
10.48 User Stories
10.9 Business Rules
Analysis
10.19 Estimation 10.29 Mind Mapping
10.39 Roles and
Permissions Matrix
10.49 Vendor Assessment
10.10 Collaborative Games 10.20 Financial Analysis
10.30 Non functional
Requirements Analysis
10.40 Root Cause Analysis 10.50 Workshops

 Bu
D
s
e
in
fe
ec
stspA
en
r a
U
ly
ns
itis perspectives
Topic2.4:BusinessAnalysisPerspectives

BUSINESS ANALYSIS PERSPECTIVES
FIVE BUSINESS ANALYSIS PERSPECTIVES
Perspectives provide focus to tasks and techniques specific to the context of an initiative.
Perspectives are not mutually exclusive. Most initiatives are likely to engage one or more perspectives.
BABOK® includes five perspectives.
Agile Business
Intelligence
Information
Technology
Business
Architecture
Business
Process
Management

BUSINESS ANALYSIS PERSPECTIVES (contd.)
Agile Business
Intelligence
Information
Technology
Business
Architecture
Business
Process
Management
An Agile initiative involves:
• An agile mindset
• Agile values and principles
• Progressive elaboration of business planning, elicitation, analysis, design, and construction
of solution
A BusinessAnalyst is an active member of an Agile team.

Agile Business
Intelligence
Information
Technology
Business
Architecture
Business
Process
Management
Business Intelligence:
• Highlights the characteristics of business analysis in the context of transformation,
integration, and enhancing data
• Is the transformation of data into valuable information
• Helps stakeholders make informed decisions
• Helps stakeholders manage strategic, tactical, and operational performance

Agile Business
Intelligence
Information
Technology
Business
Architecture
Business
Process
Management
Information Technology:
• This perspective highlights the characteristics of business analysis in the context of the
impact of change on IT systems in an organization.
• Organizations need to undertake initiatives to upgrade or replace IT systems.
• A business analyst plays the role of a translator between business and technology teams
in the change process.

Agile Business
Intelligence
Information
Technology
Business
Architecture
Business
Process
Management
BusinessArchitecture:
• Highlights the unique characteristics of business analysis in the context of business
architecture
• Involves analytical thinking and applying architectural principles at the enterprise level
• Supports ongoing business transformation efforts
• Could include changes to business, operational model, or structure

Agile Business
Intelligence
Information
Technology
Business
Architecture
Business
Process
Management
Business Process Management:
• Highlights the characteristics of business analysis in the context of developing or improving
business processes
• Focuses on how an organization works across multiple functional areas to improve
business processes
• Is an integral part of ongoing management and operations of an organization

a.
b.
c.
d.
Which of the following is NOT a component of the Business Analysis Core Concept
Model TM (BACCMTM)?
QUIZ
1
Stakeholder
Content
Solution
Change

The correct answer is c.
Explanation: Content is not a component of Business Analysis Core Concept Model TM
(BACCM). The components are Change, Need, Solution, Stakeholder, Value, and Context.
a.
b.
c.
d.
Which of the following is NOT a component of the Business Analysis Core Concept
Model TM (BACCMTM)?
QUIZ
1
Change
Solution
Content
Stakeholder

a.
b.
c.
d.
are focused on the needs, and are focused on the solution.
QUIZ
2
Designs; Requirements
Solutions; Requirements
Requirements; Designs
Problems; Requirements

The correct answer is b.
Explanation: According to the Requirements and Design Cycle, Requirements are focused
on the needs and Designs are focused on the solution.
a.
b.
c.
d.
are focused on the needs, and are focused on the solution.
QUIZ
2
Problems; Requirements
Requirements; Designs
Solutions; Requirements
Designs; Requirements

a.
b.
c.
d.
Which of the following is a business analysis knowledge area?
QUIZ
3
Requirements Analysis and Management
Solution Assessment and Validation
Enterprise Analysis
Elicitation and Collaboration

The correct answer is a.
Explanation: Elicitation and Collaboration is one of the business analysis knowledge areas.
.
a.
b.
c.
d.
Which of the following is a business analysis knowledge area?
QUIZ
3
Enterprise Analysis
Solution Assessment and Validation
Requirements Analysis and Management

a.
b.
c.
d.
Which of the following is NOT a category of business analyst competencies as
defined in BABOK®?
QUIZ
4
Interaction
Organizational Knowledge
Communication
Analytical Thinking and Problem Solving

Explanation: Organizational Knowledge is not a category of business analyst competencies.
It is, in fact, a core competency of the Business Knowledge category.
a.
b.
c.
d.
Which of the following is NOT a category of business analyst competencies as
defined in BABOK®?
QUIZ
4
Analytical Thinking and Problem Solving
Communication
Organizational Knowledge
Interaction

KEY TAKEAWAYS
Business analysis is the practice of enabling change in an
enterprise by defining needs and recommending solutions
that deliver value to stakeholders.
A business analyst is a person who performs business
analysis tasks described in the BABOK® Guide.
The BusinessAnalysis Core Concept Model TM (BACCMTM)
defines the conceptual framework for the practice of
business analysis.
The BABOK® Guide groups business analysis tasks into six
knowledge areas.
The BABOK® GUIDE describes 29 business analysis
competencies, 50 techniques, and 5 perspectives.

This concludes Introduction to BABOK® V3.
Thenextlessonis“Business AnalysisPlanningandMonitoring.”

Lesson3- BusinessAnalysisPlanningandMonitoring

How to plan the Business Analysis
Approach
How to plan Stakeholder
Engagement
How to plan Business Analysis
Information Management and
Governance
How to identify Business Analysis
Performance Improvements
Understand tools and techniques
used in Business Analysis Planning
and Monitoring

BUSINESS ANALYSIS PLANNING AND MONITORING
Circumstances that influence or are
influenced by, and provide
understanding of change
Way to satisfy one or
more needs in a context
A problem or opportunity
INTRODUCTION
The act of transformation in response to need
Change
Solution
Need
A group or individual
related to a change, need, or solution
Stakeholder Context
Value
Usefulness to a stakeholder
within a context

BUSINESS ANALYSIS PLANNING AND MONITORING
INPUT
, TASKS, AND OUTPUT
External
Influences
Internal
Influences
Needs
• Business AnalysisApproach
• Stakeholder Engagement Approach
• Governance Approach
• Information Management Approach
• BusinessAnalysis Performance
Assessment
Plan BusinessAnalysis
Approach
Plan Stakeholder
Engagement
Governance
Information Management
Identify Business Analysis
Performance Improvements

 define overall method to conduct business analysis activities
 Defect per Unit
Lesson 3: Business Analysis Planning and Monitoring
Topic3.1:PlanBusinessAnalysisApproach

PLAN BUSINESS ANALYSIS APPROACH
PURPOSE
Need
• Creation or
Selection of
Methodology
• Identify BA
Deliverables
• Define
Activities and
Tasks
Planning
of
Business
Analysis
• Who will
perform
• Timing
• Sequencing
Business
Analysis
Approach
Input Output

ELEMENTS
Planning methods falls between Predictive and
Adaptive approaches
Formality and level of details of BA deliverables are
based on the planning approach
Identify and break down activities into tasks
Timing for the business analysis tasks to be
performed
Complexity and size of the change, and overall risk
Business analysis approach reviewed and agreed
upon by key stakeholders

GUIDELINES AND TOOLS
Guidelines and
Tools while
planning BA
approach
BusinessAnalysis Performance
Assessment
Stakeholder Engagement Approach
Guidance while
planning BA
approach
Business Policies
Methodologies and Framework
Expert judgement

Brainstorming
Business Cases Estimation
TECHNIQUES
Functional
Document Analysis Financial Analysis
Decomposition
Interviews
Item Tracking
Lessons Learned
Process Modeling
Reviews
Risk Analysis and
Management
Scope Modeling
Survey and
Questionnaire
Workshops
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15

TECHNIQUE – LESSONS LEARNED – WHY?
WHY?
Lessons
Learned
Successes
Opportunities for improvement
Failures
Recommendations for
improvement

TECHNIQUE – LESSONS LEARNED - OVERVIEW
Lessons
Learned
Also known as
Retrospective
Formal or Informal
Reinforcing positive
experiences and
successes
! Participants may be reluctant to document and
discuss problems. Honest discussion may not occur.

TECHNIQUE – LESSONS LEARNED - ELEMENTS
Business
analysis
activities and
deliverables
The final solution,
service or product
Impact to
organizational
processes
Performance
expectations
and results
Positive or
negative
variance
Root cause of
results impacting
performance
Recommendations
for behavioral
approaches

Domain Subject
Matter Expert
Project Manager
Regulator Sponsor
Stakeholders
STAKEHOLDERS

 plan an approach for establishing and maintaining effective working
relationship with stakeholders
 Defect per Unit
Topic3.2:PlanStakeholderEngagement

PLAN STAKEHOLDER ENGAGEMENT
PURPOSE
Plan an approach for establishing
and maintaining effective working
relationship with stakeholders
Identify Stakeholder
Analyze Stakeholder
Characteristics
Consider Stakeholder complexity while planning for stakeholder
engagement.
Needs and BA
Approach
Plan Stakeholder
Engagement
Approach

ELEMENTS
Perform
Stakeholder
Analysis
Roles
Attitude
Decision Making Authority
Level of Power or Influence
Stakeholder
Communication
Needs
Planning
Stakeholder
Collaboration

Guidelines and Tools
while planning
Stakeholder
Engagement
BusinessAnalysis Performance Assessment
Change Strategy
Current State Description

TECHNIQUES
Business Rules
Brainstorming
Analysis
Document Analysis
Interviews
Lessons Learned
Mind Mapping
Organizational
Modeling
Process Modeling
Stakeholder List,
Map or Personas
Risk Analysis and
Management
Scope Modeling Survey &
Questionnaire
Workshops
1
2
3
4
5
6
7
8
9
10
11
12
13

ORGANIZATIONAL MODEL
PURPOSE
Organizational Modeling
• Describe the roles,
responsibilities, and reporting
structure
• Align these structures with the
organizational goals
Organizational Model
• Boundaries of a group
• Formal relationships between
members
• Functional role of each person
• Interfaces between unit or
stakeholders
• Common in most organizations

ELEMENTS
Types of Organizational
Models
Functionally oriented
Market oriented
Matrix model
Organization unit includes
number of roles
Interfaces with other organization
units

ELEMENTS (contd.)
Identify informal lines of communication which can influence business analysis
activities
Organization
Chart
Box depicts organization units, roles and
people
Line depicts reporting or formal
communication channel

EXAMPLE
Business Unit
Head
Program
Management
Sr. Project
Manager
Project
Manager
Development
Development
Manager
Lead
Quality
Analyst
Architect
Operations
Operations
Manager
Development Infrastructure
Manager
Logistics
Finance
Sr. Finance
Manager
Auditor
Human
Resource
Sr. Human
Resource
Manager
On boarding
specialist
Sales and
Marketing
Marketing
Manager
Brand
Manager
Sales
Manager
Event
Manager
Purchase
Sr. Purchase
manager
Vendor
Manager

STAKEHOLDER LIST, MAP, OR PERSONAS
OVERVIEW
Identify
Stakeholder
Stakeholder
Analysis
• Identifying
stakeholders
List of
stakeholders
Stakeholder characteristics
• Level of authority within the domain of change
• Attitude toward or interest in the change
• Attitude toward business analysis activities
• Level of decision-making authority

STAKEHOLDER LIST, MAP OR PERSONAS
ELEMENTS
Stakeholder Map
• Stakeholder Matrix
• Stakeholder Onion Diagram
RACI Matrix (Responsible, Accountable, Consulted and Informed)
Personas

STAKEHOLDER LIST, MAP, OR PERSONAS
EXAMPLE
Ensure stakeholders remain
satisfied
Work closely with
stakeholders and engage
with them effectively
Monitor to ensure
stakeholder interest or
influence does not change
Keep stakeholders informed
as they are likely to be very
concerned
Low
Low
High
High
Interest / Impact of
Stakeholder
Influence of
Stakeholder

STAKEHOLDER ONION DIAGRAM
Solution
Delivery
Affected Organizational Unit
Organization or Enterprise
Affected External Stakeholders
Customers, suppliers,
regulators, and others
Sponsors, executives,
domain SMEs, and
others who interact with
the affected group
End users, help desk,
and other whose work
changes when solution is
delivered
Project team and others
directly involved with
creating the solution

RACI – RESPONSIBLE, ACCOUNTABLE, CONSULTED, INFORMED
Task Sponsor
Project
Manager
Implementation
Team
Operations
Business
Analyst
Regulators
Identify problem or
opportunity
R R C R A I
Identify risk associated
with business analysis work
R R R R A I
Conduct feasibility study C R R C A
Recommend solution R C R R A I
Approve Business Analysis
Deliverables
A C C C R I
Analyze Requirements I I C I A
Communicate
Requirements and Design
I C I I A I
Assess solution
performance
C C C A R C

PERSONAS
Paul Atkins,
Marketing
Manager (Health
Care)
32 Years,
Married, One Child
Role
What is your job role?
What is a typical day like?
What skills, knowledge, and tools do you require?
Who reports to you and whom do you report to?
Goals
What are you responsible for?
Challenges
What are your biggest challenges in your work?
Company
Which industry does your company work in?
What is the total revenue of your company?
How many employees work in your company?
Personal Background: Age, Family (single, married,
children), Education
Preferences
How do you prefer to interact (email, phone, in person)?

STAKEHOLDERS
Customer
End User
Supplier
Regulator
Sponsor
Project
Manager
Domain Subject
Matter Expert

 define how decisions are made about requirements and designs, including
reviews, change control, approval and prioritization
 Defect per Unit
Topic3.3:PlanBusinessAnalysisGovernance

PLAN BUSINESS ANALYSIS GOVERNANCE
PURPOSE
How decisions are made about
requirements and designs,
including reviews, change control,
approval and prioritization.
BAApproach
and Stakeholder
Engagement
Approach
Governance
Approach

ELEMENTS
Elements
Decision
Making
Change
Control
Process
Plan
Prioritization
Approach
Planfor
Approval

Guidelines and
Tools while planning
Business Analysis
Governance
Assessment
Business Policies
Current State Description
Legal / Regulatory Information

TECHNIQUES
Brainstorming Document Analysis
Interviews
Lessons Learned
Organizational
Modeling
Item Tracking
Process Modeling
Survey &
Questionnaire
Workshops
1
2
3
4
5
6
7
8
9
10
Reviews

STAKEHOLDERS
Domain
Subject Matter
Expert
Project
Manager
Regulator
Sponsor

 Defect per Unit
 Storing and accessing business analysis information
Topic3.4:PlanBusinessAnalysisInformationManagement

PLAN BUSINESS ANALYSIS INFORMATION MANAGEMENT
PURPOSE
How to develop business
analysis information
management plan
Business analysis
information management
approach
• Business Analysis
Approach
• Stakeholder Engagement
Approach
• Governance Approach
Inputs Output

ELEMENTS
Organization of
Business
Analysis
information
Level of
Abstraction
Plan Traceability
Approach
Plan for
Requirements
Reuse
Storage and
Access
Requirements
Attributes

Guidelines and Tools
while planning Business
Analysis Information
Management
Assessment
Business Policies
Information Management Tools
Legal / Regulatory Information

TECHNIQUES
Brainstorming
Interviews
Lessons Learned
Mind Mapping
Item Tracking
Process Modeling
Surveys and
Questionnaires
Workshops
1
2
3
4
5
6
7
8

STAKEHOLDERS
Regulator

 Assess business analysis work and to plan to improve processes where
required
 Defect per Unit
Topic3.5:Identify BusinessAnalysisPerformanceImprovements

IDENTIFY BUSINESS ANALYSIS PERFORMANCE IMPROVEMENTS
PURPOSE
Assess Business Analysis Work
and Plan to Improve Processes
BAApproach, and
Performance Objectives
Business Analysis
Performance Assessment
Input Output

Performance
Analysis
Assessment
Measures
Analyze
Results
Recommend
Actions for
Improvements
ELEMENTS

Organizational Performance Standards includes
details of performance metrics or expectations for
business analysis work mandated by the organization.

TECHNIQUES
Brainstorming
Interviews Lessons Learned
Process modeling
Item Tracking Process Analysis
Metrics and Key
Performance
Indicators (KPIs)
1
2
3
4
5
8
9
10
6
7
11
12
13
Observation
Reviews
Risk Analysis and
Management
Root Cause Analysis
Surveys and
Questionnaires
Workshops

METRICS AND KEY PERFORMANCE INDICATORS (KPIs)
OVERVIEW
Metrics and Key Performance Indicators (KPIs) measure the
performance of solutions, solution components, and other matters of
interest to stakeholders.
A Metrics is quantifiable level of an indicator.
A Key Performance Indicator (KPI) measures progress towards a
strategic goal or objective. KPIs derive from metrics.
KPIs to measure the effectiveness of business analysis.
Reporting is the process of informing stakeholder of metrics or
indicators in specified format and specified intervals.

METRICS AND KEY PERFORMANCE INDICATORS (KPIs)
ELEMENTS
Characteristics
of Indicator
• Clear
• Relevant
• Economical
• Adequate
• Quantifiable
• Trustworthy
and Credible
Metrics
• Specific point
• Threshold
• Range
Structure
• Monitoring
• Evaluation
Reporting
• Baseline
• Current and
Target metrics
Quality of
metrics and KPIs
• Reliability
• Validity
• Timeliness

STAKEHOLDERS
Stakeholders
Domain
Subject
Matter
Expert
Project
Manager
Sponsor

 Defect per Unit
CASESTUDYEXERCISE

CASE STUDY
OVERVIEW
BATONICS
Pharma Company
Unable to
deliver products
on time
Customers switching
to competitor
products

CASE STUDY
BUSINESS ANALYSIS ACTIVITIES
Identified the business analysis deliverables:
Documentation of existing supply chain management
process
Root cause analysis
Solution options
Recommendation of tools and technologies
Recommended optimal solution

CASE STUDY
BUSINESS ANALYSIS ACTIVITIES
You have identified and
analyzed the stakeholders
involved in the process.
You have gone through existing documents, meetings with
subject matter experts and people involved in this process and
come up with the activities and task.
You have also estimated the
task and who are involved in
performing the task.
You have established the
process of decision making,
change control,
prioritization, and approval.
You have determined how are you going to store and retrieve
business analysis information.
You have had meetings with
the key stakeholders to review
and get approval on the
business analysis approach.

CASE STUDY
EXERCISE
Questions Response
1 Which document is created to define decision making,
change control, prioritization and approval process?
Information Management Approach
BA Governance Approach
2 Which methodology is used to define business
analysis approach?
Adaptive
Predictive
3 Which document specifies the level of responsibility
expected from each stakeholder?
RACI Matrix
Stakeholder Matrix
4 Which technique is used to identify roles and
responsibilities within the organization?
Organizational Modeling Technique
BA Performance Assessment
5 Which document indicates how stakeholder is involved
with the solution?
Stakeholder Matrix
Stakeholder Onion Diagram
6 Which task is performed to identify and analyze the
stakeholders?
Plan Stakeholder Engagement
Personas
7 Among stakeholders, who are not likely to get involved
in this initiative?
Regulators
Domain Subject Matter Expert

CASE STUDY
ANSWERS
Questions Answers
1 Which document have your created to define decision making,
change control, prioritization and approval process?
BA Governance Approach
2 Which methodology is used to define business analysis
approach?
Adaptive
3 Which document specifies the level of responsibility expected
from each stakeholder?
RACI Matrix
4 Which technique is used to identify roles and responsibilities
within organization?
Organizational Modeling
5 Which document indicates how stakeholder is involved with
the solution?
Stakeholder Onion Diagram
6 Which task is performed to identify and analyze stakeholders? Plan Stakeholder Engagement
7 Among stakeholders, who are not likely to get involved in this
initiative?
Regulators, Customers

QUIZ
1
a.
b.
c.
d.
What does RACI stand for?
Responsible, Accountable, Collaborate, Informed
Responsible, Author, Consulted, Informed
Responsible, Accountable, Consulted, Informed
Responsible, Authorized, Consulted, Informed

QUIZ
1
Explanation: RACI stands for Responsible, Accountable, Consulted, Informed
a.
b.
c.
d.
What does RACI stand for?
Responsible, Accountable, Collaborate, Informed
Responsible, Author, Consulted, Informed
Responsible, Accountable, Consulted, Informed
Responsible, Authorized, Consulted, Informed

a.
b.
c.
d.
Which one of the following is not a characteristics of an indicator
QUIZ
2
Relevant
Economical
Transparent
Adequate

QUIZ
2
The correct answer is c
Explanation: Transparent is not a characteristics of an indicator. Characteristics of an
indicator are Clear, Relevant, Economical, Adequate, Quantifiable, Trustworthy and Credible
a.
b.
c.
d.
Which one of the following is not a characteristics of an indicator
Relevant
Economical
Transparent
Adequate

QUIZ
3
a.
b.
c.
d.
Which one of the following is not an input to plan business analysis information
management approach?
Business Analysis Governance Approach
Business Analysis Approach
Business Analysis Traceability Approach

QUIZ
3
The correct answer is d
Explanation: Business Analysis Traceability Approach is not an input to plan business
analysis information management approach. Traceability approach is one of the element of
Business Analysis Information Management Approach
a.
b.
c.
d.
Which one of the following is not an input to plan business analysis information
management approach?
Business Analysis Governance Approach
Business Analysis Traceability Approach

KEY TAKEAWAYS (1 of 2)
BA approach or plan documents -
BA approach, Stakeholder engagement approach, BA
governance approach, and BA information management
approach.
Business Analysis approach or plan is developed
based on need, methodology, complexity, size and risk.
The stakeholder engagement, governance, and
information management plan can be separate or part
of the business analysis plan, depending on the size of
the initiative or organizational standard.
Output of business analysis planning and monitoring
knowledge area governs other tasks in all knowledge
area.

KEY TAKEAWAYS (contd.)
Business analysis plan documents are reviewed and
approved by key stakeholders.
Performance baseline, metrics and KPIs, and the
process of monitoring and evaluation are defined to
improve performance of business analysis work.
Business Analysis performance assessment is used as a
guideline in all planning tasks.
Business analysis techniques – Lessons Learned,
Organizational Modeling, Stakeholder List, Map or
Persona, RACI Matrix, Metrics and Key Performance
Indicators or KPIs – are used when performing
business analysis tasks.

This concludes 0Business Analysis Planning and
Monitoring.”
Thenextlessonis“Elicitation andCollaboration.”

Lesson4- ElicitationandCollaboration

Confirm Elicitation Results
Prepare and Conduct Elicitation
Communicate Business Analysis
Information
Manage Stakeholder
Collaboration

ELICITATION AND COLLABORATION KNOWLEDGE AREA
OVERVIEW
Change
Solution
Need
Stakeholder Context
Value

ELICITATION AND COLLABORATION KNOWLEDGE AREA (contd.)
OVERVIEW
Identify business analysis information
about the context that may effect the
change
Manage collaboration with the
stakeholders
• Elicit, confirm and communicate
needs
• Needs may evolve over time
• Identify the characteristics of the change
• Identify stakeholders concerns
• Determine the extent of elicitation and collaboration
required
Change
Solution
Elicit, confirm and communicate desired
characteristics of proposed solutions
Need
Stakeholder Context
Value
Assess the relative value of information
provided during elicitation

TASKS AND OUTPUT
Tasks
1. Prepare for Elicitation
2. Conduct Elicitation
3.Confirm Elicitation
Results
4.Communicate
Business Analysis
Information
5.Manage Stakeholder
Collaboration

4.Communicate
Business Analysis
Information
Collaboration
3. Confirm Elicitation
Results
Tasks
Inputs
• Needs
Information
Input from other
Knowledge Areas
• Stakeholder
Engagement Approach
Performance
Assessment
TASKS AND OUTPUT
Sequential tasks

4.Communicate
Business Analysis
Information
Collaboration
3. Confirm Elicitation
Results
Tasks Outputs
Inputs
• Needs
Information
Input from other
Knowledge Area
• Stakeholder
Engagement Approach
Performance
Assessment
Elicitation Activity plan
Elicitation Results
(unconfirmed)
Business Analysis
Information (communicated)
Stakeholder Engagement
Elicitation Results
(confirmed)
TASKS AND OUTPUT

 Overview
 Elements
 GD
uie
dfe
elc
in
te
p
s
ea
r n
U
d
ni
T
tools
 Techniques
 Stakeholders
Lesson 4: Elicitation and Collaboration
Topic4.1:PrepareforElicitation

PREPARE FOR ELICITATION
OVERVIEW
Purpose
 Understand the scope of elicitation activity
 Select appropriate technique
 Plan for supporting material and resources
I
N
P
U
T
S
O
U
T
P
U
T
S
 Needs
 Stakeholder
Engagement Approach
Elicitation Activity Plan:
 Logistics
 Scope of the elicitation
activity
 Selected techniques
 Supporting Material

ELEMENTS
Understand Scope
Select Technique
Set up Logistics
Secure Supporting
Material
Prepare Stakeholders



Business Analysis Approach Business Objectives
Potential Value
Existing Business Analysis

PREPARE FOR ELICITATION (contd.)
Potential Value
Provides a general strategy
to be used as a guide
Provides directions towards
future state
Describes the value to be
realized
Provides better
understanding of scope

TECHNIQUES
Stakeholder List, Map, or
Personas
Brainstorming
Mind Mapping
Data Mining
Estimation
Interviews
Risk Analysis and
Management
Document Analysis

Stakeholder List, Map or
Personas
Brainstorming
Mind Mapping
Data Mining
Estimation
Interviews
Risk Analysis and
Management
Document Analysis
TECHNIQUES
Who needs to be
consulted?
Identify information
for further
investigation
Identify existing
business analysis
information
Select elicitation
technique
Estimate time,
effort and cost
Identify concern
Identify source of
supporting material
Identify and assess
risk

STAKEHOLDERS
Domain SME
Project Manager
Sponsor
Business Analyst

STAKEHOLDERS
Ensures the
appropriate
people and
resources
are available
Approves
or denies a
planned
elicitation
event
Provides
supporting
material
and
guidance.
Domain SME
Sponsor
Business Analyst
Project Manager

 Overview
 Elements
 GD
uie
dfe
elc
in
te
p
s
ea
r n
U
d
ni
T
tools
 Techniques
 Stakeholders
Topic4.2:ConductElicitation

CONDUCT ELICITATION
OVERVIEW
Purpose
Information relevant to change:
 Draw out
 Explore
 Identify
I
N
P
U
T
S
O
U
T
P
U
T
 Supporting
material
 Resources
 Activity Plan
Unconfirmed Elicitation Results

CONDUCT ELICITATION (contd.)
OVERVIEW
 Interacts with the stakeholder
 Relies on the stakeholders’
experience
 Discovers information from
documents
 Stakeholders may not know
about this information
 Discovers information
without stakeholders or
documents
 Prototyping or Proof of
concept
Collaborative Research Experiments

CONDUCT ELICITATION
ELEMENTS
Guide the elicitation
session
Capture elicitation results
Engage someone else to
scribe

CONDUCT ELICITATION
Information
Supporting Materials
Approach

Influences elicitation
techniques and business
analysis deliverables
Guides questions to be
asked during elicitation
Prepares the business
analyst, participants and
equipment for elicitation
Provides collaboration and
communication approach for
elicitation
Information
Supporting Materials
Approach

CONDUCT ELICITATION
TECHNIQUES
Benchmarking
and Market
Analysis
Document
Analysis
Observation
Brainstorming
Collaborative
Games
Workshops
Focus Groups
Survey and
Questionnaire
Interface
Analysis
Interviews
Mind Mapping
Prototyping Data Mining
Concept
Modeling
Process
Modeling
Data Modeling
Business
Rules Analysis
Process
Analysis

CONDUCT ELICITATION
DOCUMENT ANALYSIS - OVERVIEW
Limitations
Strengths
 Elicit business analysis information
 Understand the context of a
business need
 Understand the solution currently
being implemented
 Validate findings from other
elicitation efforts
 Engage effectively with
stakeholders
 Wide range of sources make it
time consuming
 Outdated documents may
cause confusion

CONDUCT ELICITATION
DOCUMENT ANALYSIS - ELEMENTS
Preparation
Document Review
and Analysis
Record Findings

☑
Source document:
• Detailed review and recording
notes
• Identify conflicting or duplicated
notes
Source document:
• Relevant, current and has
data or information required
• Appropriate level of
detail
• Present information to
improve understanding

CONDUCT ELICITATION
OBSERVATION - OVERVIEW
Limitations
Strengths
 View and understand activities
 Job shadowing
 Approaches:
 Active / Noticeable
 Passive / Unnoticeable
 Gain Realistic and practical
insights
 May be disruptive to the day-to-
day operations
 Participants may alter their work
practices
 Unsuitable for knowledge based
activities

CONDUCT ELICITATION
OBSERVATION - ELEMENTS
Define the objectives of the
observation
Prepare for observation
Conduct observation
session
Confirm and present
observation session
findings

☑

CONDUCT ELICITATION
BRAINSTORMING - OVERVIEW
Strengths
 Produce numerous ideas and a
diverse set of options in a short
span of time
 Focus on the topic or problem
 Encourage participants to use new
ways
 Foster creativity with a non-
judgmental environment
Limitations
 Effectiveness depends on:
 Individual creativity
 Willingness to participate

CONDUCT ELICITATION
BRAINSTORMING - ELEMENTS
Preparation
Session
Wrap-Up
 Define area of interest
 Determine time limit
 Identify participants
 Establish evaluation
criteria
 Re-iterate session
details
 Share ideas
 Record ideas
 Build on each other
ideas
 Elicit many ideas
 Discuss and evaluate
 Create list
 Rate ideas
 Distribute final list
📋

CONDUCT ELICITATION
COLLABORATIVE GAMES - OVERVIEW
Strengths Limitations
 Encourages collaboration in
building common understanding
 Follows adaptive or agile
methodology
 Sets rules to focus on objectives
 Game environment may make some
participants uncomfortable
 Time consuming
 Unproductive if objectives are
unclear

CONDUCT ELICITATION
COLLABORATIVE GAMES - ELEMENTS
Purpose Process Outcome
Opening
Exploration
Closing
Learn Rules
Generate ideas
Assess and Select idea
?  
🖝
🞿


COLLABORATIVE GAMES - ELEMENTS
Product
Product Box
Identifyfeaturesofaproduct
Affinity Map
Identifyrelatedorsimilarfeatures
Fishbowl
Identifyhiddenassumptions

CONDUCT ELICITATION
WORKSHOPS - OVERVIEW
Strengths
 Most common technique
 Focused event
 Collaboration to achieve
predefined goals
 Make decisions and gain mutual
understanding
 Requires short period of time
 Requires low cost
Limitations
 Availability of stakeholders difficult
 Success depends on facilitator’s
knowledge of participants
 Too many participants slows down
the process
 Too few participants can lead to
overlooking of needs

CONDUCT ELICITATION
WORKSHOPS - ELEMENTS
Prepare
Identify roles
Conduct
Post workshop
Distribute outcome
o Sponsor
o Facilitator
o Scribe
o Timekeeper
o Participants
?

CONDUCT ELICITATION
FOCUS GROUPS - OVERVIEW
Strengths
 Interactive group environment
 Pre-qualified participants
 Homogenous or Heterogeneous
group
 Qualitative research
 Cost effective
Limitations
 Trust issues in participants
 More vocal participants may
influence the result

CONDUCT ELICITATION
FOCUS GROUPS- ELEMENTS
Define objectives
Plan
Prepare guide
Assign moderator and
recorder
Conduct post-discussion
activities
o Location
o Budget
o Timelines
o Outcomes
o Participants
?
After the focus group –
Transcribe the results as
soon as possible

CONDUCT ELICITATION
SURVEY AND QUESTIONNAIRE - OVERVIEW
Limitations
Strengths
 Distribution, collection and analysis
 Elicit business information about
customer, product, work practices
and attitudes in a structured way
and in a short period of time
 Quick and relatively inexpensive to
administer
 Effective and efficient across
geographies
 Closed and open ended questions
 Response may be low for
statistical significance
 Ambiguous questions not
answered
 Open-ended questions need
more analysis

CONDUCT ELICITATION
SURVEYS AND QUESTIONNAIRES - ELEMENTS
Prepare the survey or
questionnaire
Define
Select
Assign moderator and
recorder
Conduct and Post
discussion activities
o Objective
o Target group
o Appropriate survey type
o Sample group
o Distribution and collection
method
o Set target level and
response time
o Determine if individual
interviews are required
 







CONDUCT ELICITATION
PROTOTYPING - OVERVIEW
Strengths
 Iterative process
 Creation of a model or design
requirements
 Optimizes user experience to
evaluate design options
 Basis of the final business solution
 Identifies missing and incorrect
requirements
 Early inputs and feedback
Limitations
 Stakeholders may develop
unrealistic expectations
 Stakeholder may focus on the
design of the solution
 Focus of discussions may be on
how are we going to build rather
than what
 Underlying technology needs to
be understood

CONDUCT ELICITATION
PROTOTYPING - ELEMENTS
Determine Approach
Examples
Methods
Throw-away prototypes
are discarded once the
learning from the
developed prototype
and purpose are
achieved.
Evolutionary prototype
is incrementally built to
the final solution.
Proof of Concept Usability prototype Visual prototype
Functional
prototype
Storyboarding Paper prototyping Workflow modeling Simulation

CONDUCT ELICITATION
INTERFACE ANALYSIS - OVERVIEW
Where
What Why When
How
An Interface is a
connection between two
components or
solutions. Most
solutions require one or
more interfaces.
?
? ? ?
?
Identify

ATM
Laptop
Mobile
• External interface to the
solution
• Business processes
• Data interface between
systems
• Application Programming
Interfaces (APIs)
• Hardware devices

Understand interfaces used
in existing business
processes
Provide context for eliciting
more detailed functional
requirements
Use scope modelling,
observation and interviews
Provide interface of the
solution with a context
diagram

INTERFACE ANALYSIS - ELEMENTS
Prepare for identification
Conduct identification
Define
 Name
 Coverage
 Exchange method
 Message format
 Exchange frequency
?

CONDUCT ELICITATION
INTERVIEWS - OVERVIEW
Definition
Types
Success
A systematic approach to elicit business analysis information by asking relevant questions and
documenting the responses from a person or a group of people. One-on-one interviews are the
most common. Interviews can be synchronous, asynchronous, conducted face-to-face or
through video conferencing.
• Structured interview - Questions are pre-defined
• Unstructured interview - Questions may vary based on the interviewee
response
• Interviewers - Domain knowledge, experience and skills for documenting the discussion
• Interviewees - Readiness, degree of clarity about the goal of the interview
• Rapport of the interviewer with the interviewee
Constraint Significant time is required to plan and conduct interviews.

CONDUCT ELICITATION
INTERVIEWS - ELEMENTS
Follow-up
Plan Execute
Define goals
Communicate
goals
Identify
interviewees
Design
questions
Questions:
5W + 1H
Open-ended
questions
Closed-ended
questions
Arrange
logistics
Flow: Open –
During- Close
Organize and
confirm
results


CONDUCT ELICITATION
MIND MAPPING - OVERVIEW
Used to
Articulate
MIND MAPPING
Note
taking
T
axonom
y
Capture
ideas
Main Topic
T
opic
Sub-Topic
Branches
Color
Images
Non-linear
Structure
and logic

CONDUCT ELICITATION
MIND MAPPING - ELEMENTS

CONDUCT ELICITATION
STAKEHOLDERS
Sponsor
Implementation
SMEs
Domain SMEs
Other
Stakeholder
Customer End User
Business Analyst

 Overview
 Elements
 GD
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tools
 Techniques
 Stakeholders
Topic4.3:ConfirmElicitationResults

CONFIRM ELICITATION RESULTS
OVERVIEW
Purpose
 Check gathered information
 Confirm accuracy and consistency with other information
I
N
P
U
T
O
U
T
P
U
T
 Elicitation Results
(Unconfirmed)
 Elicitation Results (Confirmed)

ELEMENTS
Confirmed elicitation
results
With other
elicitation
results
Against source
information
 
☑

Elicitation Activity Plan Existing Business Analysis

TECHNIQUES
Document Analysis

Reviews
Interviews
Workshops
☑

CONFIRM ELICITATION RESULTS (contd.)
TECHNIQUES
Document Analysis
Reviews
Interviews
Workshops
• Confirm elicitation results with
existing documents
• Conduct review of elicitation
results and solicit feedback

☑

STAKEHOLDERS
Knowledge
Experience
Expertise
Domain SME Any Stakeholder

 Overview
 Elements
 GD
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tools
 Techniques
 Stakeholders
Topic4.4:CommunicateBusinessAnalysisInformation

COMMUNICATE BUSINESS ANALYSIS INFORMATION
OVERVIEW
Purpose
 Stakeholders have a shared understanding of business analysis information
I
N
P
U
T
S
O
U
T
P
U
T
 Business
Analysis
Information
 Stakeholder
Engagement
Approach
 Business Analysis Information
(communicated)

ELEMENTS
Form of Package
Depends on the business
analysis approach
 Predictive
 Adaptive
May be:
 Formal documentation
 Information documentation
 Presentation
☑

 Communicate
business analysis
package
Determine objectives
and format of
communication



Business Analysis Approach Information Management

TECHNIQUES
Interviews
Reviews
Workshops
☑

COMMUNICATE BUSINESS ANALYSIS INFORMATION (contd.)
TECHNIQUES
Communicate
information
Review business
analysis
information
Build consensus
and seek approval
Interviews
Reviews
Workshops
☑

STAKEHOLDERS
End User
Customer
T
ester
Domain
SME
Implementation
SME
Common Understanding
All
Stakeholders

 Overview
 Elements
 GD
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tools
 Techniques
 Stakeholders
Topic4.5:ManageStakeholderCollaboration

MANAGE STAKEHOLDER COLLABORATION
OVERVIEW
Purpose
 Encourage stakeholders to work towards a common goal
I
N
P
U
T
S
O
U
T
P
U
T
 Stakeholder
Engagement Approach
 Business Analysis
Performance
Assessment
 Stakeholder engagement

ELEMENTS
☑ Gain agreements on
commitments
Monitor Stakeholder
Engagement

Collaboration
 Monitor the participation and
performance of stakeholders
 Monitor for risk related to
stakeholder engagements
 Maintain the free flow of
information
 Promote shared effort to
resolve problems
 Achieve desired results
 Time commitment
 Resource commitment

Recommended Actions
Future State Description Risk Analysis
 

MANAGE STAKEHOLDER COLLABORATION (contd.)
Describes the level of
engagement
Recommended Actions
Future State Description
Provides action to earn the
support and focus of
stakeholder
Defines the desired future
state and expected value
Provides action to ensure
stakeholder collaboration
Provides directions towards
future state
Risk Analysis
 

TECHNIQUES
Collaborative Games
Lessons Learned
Risk Analysis and
Management
Stakeholder list, Map or
Personas

MANAGE STAKEHOLDER COLLABORATION (contd.)
TECHNIQUES
T
eamwork and
collaboration
Stakeholder satisfaction
or dissatisfaction
Stakeholder
participation and
engagement risk
Who needs to be
involved?
Collaborative Games
Lessons Learned
Risk Analysis and
Management
Stakeholder list, Map or
Personas

STAKEHOLDERS
All Stakeholders involved during change
Sponsor
Customer
End User
Implementation
SMEs
Domain
SMEs
Other
Stakeholder

 Defect per Unit
Lesson 4: ELICITATION AND COLLABORATION
CASESTUDYEXERCISE

CASE STUDY
PROBLEM STATEMENT
BATONICS
Pharma Company
Unable to deliver
products on time
Customers switching
to competitor products

CASE STUDY
ACTIVITIES
The business analyst performed the following activities:

Spentsometimegoing
throughexistingdocuments
Createdahighlevelcontext
diagram
Createdalistofquestions
forstakeholdersto
understandtheirneeds
Scheduledacoupleof
meetingswithstakeholders

Documentedall thecollected
informationandorganizedandanalyzed
theinformation

CASE STUDY
EXERCISE
Questions Response
1 Which technique has Paul used to create
supporting material like a list of questions,
As-Is process or any other?
o Document Analysis
o Interviews
2 What Business Analysis Approach is used
to build the proposed system?
o Adaptive
o Restrictive
3 Which elicitation technique is used to
design screens to capture customer
information?
o Prototyping
o Group Discussion
4 Which elicitation technique is used to
understand the flow of information
between systems and users?
o Interface Analysis
o Workshops

CASE STUDY
EXERCISE
Questions Response
5 Who is the end user of the proposed
system?
o Field Sales Agents
o Underwriters
6 Which technique is used to understand how
stakeholders are interacting in the process
to complete their tasks or achieve goals?
o Process Analysis
o Customer Analysis
7 Who will be using the saved information of
the customer and the quote?
o Underwriters
o Stakeholder

CASE STUDY
ANSWERS
Questions Answers
1 Which technique has Paul used to create supporting material
like a list of questions, As-Is process or any other etc.?
Document Analysis
2 What Business Analysis Approach is used to build the a
proposed system?
Adaptive
3 Which elicitation technique is used to design screens to
capture customer information?
Prototyping
4 Which elicitation technique is used to understand the flow of
information between systems and users?
Interface Analysis
5 Who is the end user of the proposed system? Field Sales Agents
6 Which technique is used to understand how stakeholders are
interacting in the process to complete their tasks or achieve
goals?
Process Analysis
7 Who will be using the saved information of the customer and
the quote?
Underwriters

KEY TAKEAWAYS
Elicitation is defined as “to draw forth or bring out”
information.
There are 18 commonly used Elicitation
techniques.
There are 3 tasks associated with Elicitation, 1
task with Communicate Business Analysis
Information, and 1 task with Manage Stakeholder
Collaboration.
Select the appropriate technique or set of
techniques based on the need and Business
Analysis Approach.
Measure performance of Elicitation activities
throughout the project.
Each Elicitation technique has the following tasks
- prepare, execute or conduct, and wrap-up or
close tasks.
Frequently communicate Business Analysis
Information and Manage Stakeholder
Collaboration and communication during
Elicitation activities.

a.
b.
c.
d.
In which elicitation technique is Discussion Guide used?
QUIZ
1
Workshops
Brainstorming
Focus Groups
Interviews

The correct answer is b.
Explanation: Discussion Guide is used in Focus Group Sessions. Discussion Guide contains
session objectives, topics for discussion, and scripts of specific questions.
a.
b.
c.
d.
In which elicitation technique is Discussion Guide used?
QUIZ
1
Interviews
Focus Groups
Brainstorming
Workshops

a.
b.
c.
d.
Which of the following elicitation techniques uses survey distribution and response
collection?
QUIZ
2
Interviews
Surveys and Questionnaires
Concept Modeling
Workshop

Surveys and Questionnaires is a technique in which first the surveys are distributed and then
responses are collected for further analysis.
a.
b.
c.
d.
Which of the following elicitation technique uses survey distribution and response
collection?
QUIZ
2
Workshop
Concept Modeling
Surveys and Questionnaires
Interviews

a.
b.
c.
d.
Which one of the following is not an output element of the task ‘Prepare for
elicitation’?
QUIZ
3
Elicitation results
Elicitation technique
Participant list
Supporting material

The correct answer is d.
Explanation: Elicitation results is not an output element of the task ‘Prepare for elicitation’.
.
a.
b.
c.
d.
Which one of the following is not an output element of the task ‘Prepare for
elicitation’?
QUIZ
3
Supporting material
Participant list
Elicitation technique
Elicitation results

a.
b.
c.
d.
Which one of the following is not a common type of elicitation?
QUIZ
4
Exploratory
Experiments
Research
Collaborative

The correct answer is d.
Explanation: Exploratory is not a common type of elicitation. As per BABOK TM, there are
three common types of elicitation – Collaborative, Research, and Experiments.
a.
b.
c.
d.
Which one of the following is not a common type of elicitation?
QUIZ
4
Collaborative
Research
Experiments
Exploratory

This concludes 0Elicitation and Collaboration”
Thenextlessonis“RequirementsLifeCycleManagement”

Lesson5- RequirementsLifeCycleManagement

Trace requirements
Maintain requirements
Prioritize requirements
Assess changes to
requirements
Approve requirements

INTRODUCTION
Business Analyst
 📋    Requirements
Information
• At start: The status of elicitation
results is unconfirmed
• Confirm elicitation results: The
results are confirmed
• Update status of elicitation results
i.e. requirements or designs:All
other knowledge areas
• Know the origin of the requirement or
design.
• Know whether one requirement is related
or has dependency with other
requirements.
• Know which solution components fulfill the
requirements.
• Know which test cases will verify the
functionality of the solution.
• Know what will help you in assessing
changes to the requirements.
To update Elicitation results status

INTRODUCTION
Business Analyst
Trace requirements Prioritize requirements
Reuse requirements Assess requirements
Approve requirements Allocate requirements
Changes are inevitable
🞿
• The requirements need to be maintained throughout the project life cycles.
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INTRODUCTION
Business Analyst
Maintain
requirements
Trace
requirements
Prioritize
requirements
Approve
requirements
The Requirements Life
Cycle Management
knowledge area describes
the tasks that the business
analysts performs in order to
manage and maintain the
requirements and design
information from the point of
inception till retirement.

REQUIREMENTS LIFE CYCLE MANAGEMENT
OVERVIEW
Change
Solution
Need
Stakeholder Context
Value

OVERVIEW
Maintain requirements for reuse
Support tracking and prioritization
activities
Work closely with key stakeholders
Trace requirements and designs to
solution components
Trace, prioritize and maintain
requirements
Evaluate requirements and designs
Change
Solution
Need
Stakeholder Context
Value

TASKS AND OUTPUT
Tasks
Trace requirements
Assess requirements
changes

TASKS AND OUTPUT
Inputs
• Requirements
• Designs
Tasks
Trace requirements
Assess requirements changes
Outputs
Requirements
• Traced, maintained,
and prioritized
Designs
and prioritized

TASKS AND OUTPUT
Inputs
• Requirements
Information
• Proposed changes
Tasks
Trace requirements
Outputs
• Requirements
o Traced, maintained,
and prioritized
• Designs
o Traced, maintained,
and prioritized
• Requirements Change
Assessment
• Design Change
Assessment

TASKS AND OUTPUT
Inputs
• Requirements
Information
• Proposed changes
Input from other
Knowledge Areas
• Requirements (verified)
Tasks
Trace requirements
Outputs
Requirements
and prioritized
Designs
and prioritized
• Requirements Change
Assessment
• Design Change
Assessment
• Requirements approved
• Design approved

What is traceability?
 Overview
 Elements
 GD
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 Techniques
 Stakeholders
Lesson 5: Requirements Life Cycle Management
Topic5.1:TraceRequirements

TRACE REQUIREMENTS
OVERVIEW
Purpose
 Ensure requirements and designs at different levels are aligned to one another
 Manage effects of change
I
N
P
U
T
S
O
U
T
P
U
T
S
 Requirements
 Designs
 Traced requirements
 Traced designs

TRACE REQUIREMENTS
ELEMENTS
Low level
Origin High level
Backward traceability Forward traceability
Consider:
• Value that each traceability link
delivers
• Use of specific relationship
created
!
Effort increases with:
• Number of requirements and
• Level of formality

TRACE REQUIREMENTS
ELEMENTS
Low level
Origin High level
Backward traceability Forward traceability
Consider:
• Value that each traceability link
delivers
• Use of specific relationship
created
!
Effort increases with:
• Number of requirements and
• Level of formality
Validate
Satisfy

 Depend
One requirement is dependent
on another requirement
Derive
🖝
Implementation of test cases
Solution components are
implemented
One requirement is derived
from another requirement

TRACE REQUIREMENTS


 Legal or regulatory
information
Domain knowledge
Information
management approach
Requirements
management tool or
repository

TRACE REQUIREMENTS
TECHNIQUES
Business rules analysis Functional decomposition
Scope modelling
Process modelling

TRACE REQUIREMENTS
TECHNIQUES
Business rules analysis Functional decomposition
Scope modelling
Process modelling
Decompose solution
scope into smaller
components
Trace the requirements to
the business rules
Show requirements tracing
to future state process
Show the scope of the
business analysis work

TRACE REQUIREMENTS
STAKEHOLDERS
Business Analyst
Domain
SME
Implementation
SME
Operational
support team
Sponsor
End user
Supplier
T
ester
Customers
Project Manager

What is requirements maintenance?
 Overview
 Elements
 GD
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tools
 Techniques
 Stakeholders
Topic5.2:MaintainRequirements

MAINTAIN REQUIREMENTS
OVERVIEW
Purpose
 Maintain accuracy and consistency of requirements
 Support reuse of requirements
I
N
P
U
T
S
O
U
T
P
U
T
S
 Requirements
 Designs
 Maintained requirements
 Maintained designs

ELEMENTS
Correctness, accuracy, relationship
etc.
Maintainattributes
Source, category, requested by,
created date, updated date,
priority, complexity, status, target
date, reusability etc.
Reusedrequirements
Clearly label, define, and store


Maintainrequirements

 Information
management approach
Business Analyst
Manage
requirements for
reuse
☑

TECHNIQUES
Business rules
analysis
Data flow
diagrams
Data modeling
Process
modeling
Use cases and
scenarios
User stories
Document
analysis
Functional
decomposition

TECHNIQUES
Business rules
analysis
Data flow
diagrams
Data modeling
Process
modeling
Use cases and
scenarios
User stories
Document
analysis
Functional
decomposition
Identify which business rules,
information flows, data structures,
processes and requirements are
reusable.
Analyze existing document to
provide a basis for
maintaining and reusing
requirements
Identify requirements
associated with components
and available for reuse

STAKEHOLDERS
Business Analyst
Domain
SME
Operational
support team
Regulators
T
ester

What is prioritizing requirements?
 Overview
 Elements
 GD
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tools
 Techniques
 Stakeholders
Topic5.3:PrioritizeRequirements

PRIORITIZE REQUIREMENTS
OVERVIEW
Purpose
 To rank requirements in the order of relative importance to maximize value delivery
I
N
P
U
T
S
O
U
T
P
U
T
S
 Requirements
 Designs
 Prioritized requirements
 Prioritized designs

ELEMENTS
Factors Challenges
Process
? 

Benefit Dependencies
Time
sensitivity
Stability
Regulatory or
policy compliance
Risk
Cost
Penalty
Ongoing
Relative value Stakeholders

Repository
Solution scope
Business constraints
Change strategy
Domain knowledge
Governance approach
Requirements architecture
Requirements Management Tools /


TECHNIQUES
Backlog management
Business cases
Decision analysis
Estimation
Interviews
Workshops
Risk analysis and
management
Item tracking
Financial analysis Prioritization


☑

TECHNIQUES
Benefit
Cost
Penalty
Risk
Assign weights (1 to 9) to factors benefit, penalty, cost and risk associated to a feature.
Derive the total value using the formula as defined by Karl Weigers in relative weighting process.

BACKLOG MANAGEMENT - OVERVIEW
Backlog  Record
 Track
 Prioritize remaining work items
Items at the top have the highest
business value and priority
Backlog
management
• What work should be formally
included
• How to describe the work item
• How to track the work items
• How to periodically review and
prioritize the work items in
relation to all other items
• How to select the work items to
work on
• How to remove the work items

BACKLOG MANAGEMENT - ELEMENTS
Items in the backlog
Prioritization
Estimation
Managing changes to
backlog
Use cases, user stories, change requests, defects, maintenance
work records, documentation work records, functional
requirements, non-functional requirements.
New or changed requirements are
identified and added to the backlog and
ordered relative to the other items
already there.
Always emerging;
Items are removed when they are
completed or it is decided not to
work on the item.

ESTIMATION - OVERVIEW
 Forecast cost
and effort Support
decision
making
Iterative
process
Communicate
constraints
Communicate
assumptions

ESTIMATION - ELEMENTS
T
op down Bottom up
Parametric
estimation
Rough order of
estimation
(ROM)
Rolling wave Delphi
Three-point
estimation
Program
evaluation and
review
• Accuracy
• Source
• Precision
• Reliable
• Deterring

TOP DOWN Vs BOTTOM UP
Analogous estimation and expert
judgment
Used when quick estimates are required
with low level of accuracy
Fast
No need to decompose work in greater
detail
Less costly to create and
Good for similar projects
Low level of accuracy
Requires expertise and historical data
Three point, Parametric or Analogous
estimation
Estimate require higher level of accuracy
Higher level of accuracy
Better team buy-in and commitment
Best for complex projects
Provides more accurate baseline to track.
Takes more time and incurs more
expenses
Work needs to be defined in great detail

THREE POINT AVERAGE AND PERT ESTIMATION
Optimistic – Most likely – Pessimistic
Optimistic – Best case
Pessimistic – Worst case
Triangular distribution:
Estimate based on the three points,
optimistic, most likely and pessimistic
Final estimate is the average of all three
estimates
PERT = Program (or Project) Evaluation
and Review Technique
Uses weighted average of three points
It’s more accurate than 3-point average
PERT is also referred as a “Beta
Distribution” OR “Double Triangular
Distribution”

THREE POINT AVERAGE AND PERT ESTIMATION
Optimistic: 3 days, Most Likely: 5 days and Pessimistic:
10 days
Then the final estimate, with averaging formula is 6
days
Applying weighted average formula the final
estimate = 5.5 days
Standard deviation = 1.167
Optimistic
3
Most
likely
Pessimistic
3
3
5 10
Optimistic
6
Pessimistic
4* Most
likely
Pessimistic
6
Optimistic
THREE POINTAVERAGE PERT ESTIMATION

PARAMETRIC AND ROLLING WAVE ESTIMATION
Uses a mathematical model.
Extremely accurate
Reduces overall risk
Based on historical information
Takes time,
Requires expensive tools,
Requires considerable experience
Difficult for calculating “soft” costs
Difficult for broadly defined projects
Iterative estimation
Rough Order of Magnitude (ROM)
estimate for overall initiative or project.
High level of accuracy - Activities performed
are in the near term
Low level of accuracy – Activities performed
are in the longer duration
This estimation approach is used in change
driven plans or adaptive or agile plans, also
when planning is iterative, and hence is
referred to as rolling wave planning.

PRIORITIZATION - OVERVIEW
Backlog
management
Provides a framework for the BusinessAnalyst:
• To facilitate stakeholder decisions
• To understand the relative importance of business analysis information
Importance of business analysis information is based on:
Value, Risk, Difficulty of implementation
Business analyst revisit priorities when changes occur in the business environment, stakeholder
needs

PRIORITIZATION - APPROACHES
Grouping
Ranking
Business analysis information is classified into
categories such as, high, medium and low
priority.
Business analysis information is ordered based
on relative importance.
Business analysis information is prioritized based
on the amount of work a project team can deliver
in given time or budget.
Requirements are prioritized based on the
consensus among stakeholders.
 Time boxing or
Budgeting
Negotiation
🞿

ITEM TRACKING - OVERVIEW
Backlog
management
• Item tracking is used to capture and assign responsibility for issues and stakeholder concerns
• Viable stakeholder concern is classified into specific item types
• Item types are Actions,Assumptions, Constraints, Dependencies, Defects, Enhancements,
and Issues
• Items are assigned to one or more stakeholders who are responsible for its resolution
• Item tracking may be shared with stakeholders to ensure transparency and visibility into the
status

ITEM TRACKING - ELEMENTS
Item-identifier
Summary or
Description
Category
Type
Date identified
Identified by
Impact
Priority
Resolution date
Owner
Resolver or
assigned to
Agreed strategy
Status
Resolution
updates
Escalation matrix

STAKEHOLDERS
Customer Sponsor
Regulator
End user
Implementation
SMEs
Project manager
Business Analyst

How changes to the requirements are assessed?
 Overview
 Elements
 GD
uie
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tools
 Techniques
 Stakeholders
Topic5.4:AssessRequirementsChanges

ASSESS REQUIREMENTS CHANGES
OVERVIEW
Purpose
 Evaluate the implications of proposed changes to requirements and designs
I
N
P
U
T
S
O
U
T
P
U
T
S
 Proposed changes
 Existing
requirements
 Existing designs
 Requirements change assessment
 Designs change assessment

ELEMENTS
Predictive
Approach
Adaptive
approach
Assessment
formality
Impact
analysis
Review related requirements
and components
Assess the impact by considering:
• Benefit
• Cost
• Schedule
• Impact
• Urgency
Impact resolution
• All proposed changes need to be approved, rejected or
deferred
• All impacts and resolutions are documented and
communicated to the stakeholders.

 Domain knowledge
Legal or regulatory
information
Solution scope
Requirements
architecture
Governance
approach
Change strategy

 

TECHNIQUES
Business case
Financial analysis
Document analysis
Business rules analysis
Estimation Interface analysis
Risk analysis and
management
Item tracking
Workshops and interviews Decision analysis


☑

STAKEHOLDERS
Business Analyst
Customer
Domain SME
End user
Regulator
Operational
support
Sponsor
Project
manager
T
ester

How are requirements approved?
 Overview
 Elements
 GD
uie
dfe
e
lc
in
te
p
s
ea
r n
U
d
ni
T
tools
 Techniques
 Stakeholders
Topic5.5:ApproveRequirements

APPROVE REQUIREMENTS
OVERVIEW
Purpose
 To obtain agreement on requirements and designs
 To obtain approval on requirements and designs
I
N
P
U
T
S
O
U
T
P
U
T
S
 Verified requirements
 Verified designs
 Approved requirements
 Approved designs

ELEMENTS
Who need to be involved in decision making
Who are authorized for sign-off
Resolve conflicts, build consensus, make
stakeholders understand
Facilitate communication between
stakeholders, they may have different view
points and conflicting priority
☑Gain consensus
Obtain approvals from the stakeholder
Record the approval decisions
Maintain change log
☑
☑
☑ Track and
communicate approval
Conflict and issue
management
Understand
stakeholder roles

Change Strategy
Requirement
Management Tools /
Repository
Governance
approach
Legal or Regulatory
information


Solution scope


TECHNIQUES
Acceptance and evaluation
criteria
Item tracking
Decision analysis
Reviews
Workshops
☑

ACCEPTANCE AND EVALUATION CRITERIA - OVERVIEW
management
Backlog
Acceptance criteria –
• Used to define the requirements, outcome or conditions that must be met in order to consider
solution to be acceptable to the key stakeholders.
• Minimum set of requirements that must be met. It’s typically used when only one possible
solution is being evaluated.
Evaluation criteria –
• Used to assess a set of requirements in order to choose between multiple solutions.
• May be cost, performance, usability, performance etc.

ACCEPTANCE AND EVALUATION CRITERIA - OVERVIEW
Strengths
• All requirements with testable acceptance criteria
• Agreement upon acceptance criteria required
• Acceptance criteria is necessary in case of contractual
obligations
• Evaluation criteria assist in the delivery of potential value
• Evaluation criteria helps in defining priorities
Limitations
• Acceptance criteria may express
contractual obligation
• Achieving agreement on evaluation
criteria for different needs can be
challenging

ACCEPTANCE AND EVALUATION CRITERIA - ELEMENTS
Value attributes
Testability
Measures
Usability, security, reliability, scalability,
performance, availability of specific feature, ability
to perform specific operations etc.
User acceptance testing

☑

Continuous or
discrete scale

STAKEHOLDERS
Business Analyst
Customer
Domain SME
End user
Regulator
Operational
support
Sponsor
Project
manager
T
ester

KEY TAKEAWAYS
5 Tasks in the Requirements Life Cycle
Management Knowledge Area.
Trace requirements and designs at different levels,
to ensure alignment to one another. Maintain
backward traceability and forward traceability.
Prioritize requirements and design in the order of
relative importance to maximize value delivery.
Maintain requirements for reusability. Retain
requirements accuracy and consistency throughout
the entire requirements life cycle.
Assess implications of proposed changes to
requirements and designs.
Obtain agreement on and approval of
requirements and designs for business analysis
work to continue solution construction.
Analysis, specification, modelling, verification,
validation, and communication of requirements are
performed in other knowledge areas.

 fect per Unit
CASESTUDYEXERCISE

CASE STUDY
PROBLEM STATEMENT
 .....
 ….
 ….
To deliver a solution for improving
‘customer connect’ that:
 Reduces the time between the customers
search for a policy and the field agent’s
response
 Ensures that the customer’s questions are
clarified as they are searching for the policy
actively (Hot Lead).

CASE STUDY
PROBLEM STATEMENT
Unabletoimplementone
oftheapproved
requirements.
Implementationhastaken
moretime.
Theoutofscope
requirementswere
allocatedtothesolution
component.
Therewereconflictsamongthe
stakeholdersontheprioritization
process.
Keystakeholderswerenotinvitedforthe
prioritizationmeeting.

CASE STUDY
ACTIVITIES
Thehighlevelscopeandreleaseplanareinplace.
Requirementsthatcanbeused
infutureprojectshavebeen
identified.
Thekeystakeholderhasdecidedtodesign,
develop, andimplementthesolution
incrementally.
Requirementsare
progressivelyelaborated.

CASE STUDY
EXERCISE
Questions Response
1 In the given case study, what is the approach
for business analysis?
Iterative Approach
Incremental Approach
Predictive
Adaptive
2 What should Paul do when he identifies a
couple of requirements, which can be used in
future projects?
Hold for the next projects
Label and store for reusability
Out of scope as it is general
requirement
None of the above
3 What can be the reason for the requirements
not in scope getting approved and allocated to
a solution component for implementation?
Change control process was not effectively
implemented
Impact Analysis was not performed
Missing traceability
Stakeholder urgency

CASE STUDY
EXERCISE
Questions Response
4 What can be the reason for missing to invite
key stakeholders for the prioritization
meeting, when they are required for
providing approvals?
Forgot to invite
Prioritization approach was not adequately
defined in the business analysis approach
defined in the business analysis governance
approach
defined in the business analysis information
management approach
5 When requirements are prioritized based on
only value, what flaw does the approach
have?
No impact
Must prioritize high value requirements
Missed considering relationship with other
requirements
None of the above

CASE STUDY
ANSWERS
Questions Answers
1 In the given case study, what is the approach for business
analysis?
Adaptive
2 What should Paul do when he identifies a couple of
requirements, which can be used in future projects?
Label and store for reusability
3 What can be the reason for the requirements not in scope
getting approved and allocated to a solution component for
implementation?
Missing traceability
4 What can be the reason for missing to invite a key
stakeholder, who is required for an approval into prioritization
meeting?
Prioritization approach was not
adequately defined in the
business analysis governance
approach.
5 When requirements are prioritized based on only value, what
flaw does the approach has?
Missed considering relationship
with other requirements.

a.
b.
c.
d.
Which one of the following business analysis technique is not used when prioritizing
requirements?
QUIZ
1
Workshops
Brainstorming
Item Tracking
Decision Analysis

The correct answer is a, b and d.
Explanation: Decision analysis, item tracking and workshops are the techniques used to
prioritize requirements.
a.
b.
c.
d.
Which one of the following business analysis techniques is used when prioritizing
requirements?
QUIZ
1
Decision Analysis
Item Tracking
Brainstorming
Workshops

a.
b.
c.
d.
What is Double Triangular Distribution? If most likely is 9, best case is 5 and worst
case estimate is 11.
QUIZ
2
1
8.33
8.66
8

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