This document discusses investigative questioning techniques for business analysts. It outlines the key questions to ask (who, what, when, where, why, how) and provides examples of each. A four-step process is described for business analysts to follow: 1) receive the project plan, 2) evaluate the plan, 3) develop requirements through investigative questioning, and 4) gather all necessary information. The roles of the business analyst and project manager are discussed, with tips provided on when and how the business analyst should engage the project manager to obtain additional details through questioning.

1. Investigative Questioning
Knowing the Right Question to ask

2. IF YOU COULD ONLY
ASK ONE QUESTION,
WOULD YOU?

3. FOCUS OF QUESTIONS
1. Scope
2. Actor
3. Duration
4. Anticipated Outcome

4. TYPES OF QUESTIONS
Who What
Who deals with identification of the
actors and players involved in the
project.
1. Who needs to use or interact with
the solution?
2. Who derives value from the
solutions?
3. Who is paying for the solution?
4. Who will be supporting the
solution?
What deals with the inputs and outputs
of the project.
1. What is the business need
associated with the solution?
2. What data elements are needed?
3. What business rules does the
solution need?
4. What is the operational process?
5. What am I missing?
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5. TYPES OF QUESTIONS
When Where
When deals with the various timelines
associated with the project.
1. When does the project start / end?
2. When does the report need to be
generated?
3. When is the timeframe of the data
needed for the report?
4. When will data be available in the
system to test?
5. Am I missing any key
Where deals with the geographic and
logistical aspects of the project:
1. Where are the users located?
2. Where do the users go to access
the solution?
3. Where will the data be stored to
support the solution?
4. Where will the backups be stored?
5. Am I missing any logistical
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6. TYPES OF QUESTIONS
Why How
Why deals with various constructs of
information related to the project?
1. Why is this project being
undertaken?
2. Why is this solution the right
solution?
3. Why is this much data required
(minimum required test)?
4. What are the reasons why the
users have access?
How deals with the actual execution of
the project:
1. How will this project be executed?
2. How will this solution solve the
problem?
3. How will users interact with the
system?
4. How will the user utilize the report?
5. How have other areas been
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7. IF YOU KNEW THE RIGHT
QUESTION, WOULD THEY
KNOW THE RIGHT ANSWER?

8. SOLITICATION OF INFORMATION
The Business Analyst receives a project
scope from the Project Manager and then
dialogue occurs in order to answer the
Who, What, When, Where, Why and How.
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9. FOUR STEP PROCESS CHART
Step One
The project manager
will provide the
project plan typically
in a kick-off meeting
with all key business
owners.
Step Two
Following the
meeting, the
business analyst will
evaluate the plan in
attempts to
understand the
scope, actors,
duration and
anticipated outcome.
Step Three
The business analyst
will start with the
knowledge
possessed and begin
filling in the gaps
required. Next the
investigative
questioning comes
into play with in
depth look at: who,
what, when, where
Step Four
The business analyst
should have all the
information required
to develop a
business
requirements
document to support
an initial discussion.
Receive
the
Project
Plan
Evaluate
the Plan
Develop
Requirem
ents
Investigati
ve
questionin
g
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10. WHEN TO ENGAGE
Following Kick-off
Meeting
During Requirements
Review
The project manager will typically
allocated time to each functional area
following the kick-off meeting to have
1:1 time for questions, concerns, and
ideas. The point of this is to provide
feedback to the project manager so
that critical information is not lost or
ignored.
The requirements document should be
90% ready during the review process
but that is not always the case. The
project manager will provide their full
undivided attention (if not correct them)
because this is your time to make sure
your piece of the project is correct.
The role of a business analyst is typically excluded from a project
manager’s myopic view during the initial launch. The right time to
engage is when the business analyst [you] have enough information to
get started but not to complete.
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11. HOW TO ENGAGE
DEFINITELY DO
DON’T DO
THESE….
1. Prepare questions ahead of time;
submit via email if possible 24 hours in
advance.
2. If a conference call, have the right
people on the line ready to discuss.
3. Prepare an agenda prior to the meeting
so that everyone remembers why they
are there.
4. Submit follow through notes and
summary to all of the participants.
1. Launch “bombs” on the project manager without
forewarning.
• Failure on your part to communicate is not
the PM’s fault.
2. Include everyone on the invitation “because you
want to be sure.”
• Know your audience and the players;
wasting time is rude.
3. Be disorganized and constantly “refer to your
notes” or have side discussions with others on
There is never a good time that is unscheduled for a project manager
because they are responsible for a multitude of different actors. Help
them, help you by following these steps.

12. TREAT PROJECT MANAGERS AS
YOU WOULD LIKE TO BE TREATED.
(GOLDEN RULE)

13. PRACTICAL EXERCISE
Person 1: Project Manager
- Goal is to launch CA Medicaid Plan effective 7/1 and you require
operational reporting to ensure that the clinical team meets the
strict standards for CA government benefits.
Person 2: Business Analyst
- Goal is to determine the Who, What, When, Where, Why and How
of the project.
Person 3: CA Representative
- Will provide advise to the PM only upon request.
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