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)
Stakeholder Management for Product Managers - ProductTank ParisJean-Yves SIMON
How to manage your Stakeholders, mainly internally when you're a Product Manager working in a medium to large organization. Tips on how to be efficient and recognized within your organization.
في هذه المحاضرة تحدثت عن التغيير المتوقع حدوثه في النسخة الجديدة للدليل المعرفي لإدارة المشاريع
PMBOK 7th Edition
حيث أعطيت نبذة مختصرة عن النسخ السابقة للدليل المعرفي لإدارة المشاريع ثم تحدثت عن سبب التغيير للنسخة الجديدة وما هي أسباب هذا التغيير.
بعدها تطرقت للتغيير الذي تم من الدليل المعرفي لإدارة المشاريع النسخة السادسة إلى الدليل المعرفي لإدارة المشاريع النسخة السابعة المتوقع صدورها في الربع الرابع من العام 2020
وضحت بالتفصيل التغيير الذي تم على
Standard of the Project Management
وأيضا التغيير الذي تم على
Guide of the Project Management Body of Knowledge
حيث يعتبر هذا التغيير تاريخي بتحول الدليل المعرفي لإدارة المشاريع النسخة السابعة معتمدا على
Principled Based
بديلا عن
Processed Based
مما استدعى ابعاد
Process Groups, Knowledge areas and ITTO
بالكامل في الدليل المعرفي لإدارة المشاريع النسخة السابعة وذلك لكي يكون مناسبا للاستفادة من كل العاملين في إدارة المشاريع بغض النظر عن الطريقة التي سيديرون بها مشاريعهم سواء كانت
Waterfall or Agile or Design Thinking or Lean Startup or Kanban or Hybrid or any approaches
وأيضا تحدثت عن المنصة الرقمية الجديدة التي سيتم نقل كل ما يسهل الممارسة العملية في إدارة المشاريع وربطها بكل ما صدر من معهد إدارة المشاريع
PMI Digital Content Platform: Standards Plus™
يمكنك الاطلاع على المحاضرة على قناتي على اليوتيوب على هذا الرابط:
https://youtu.be/DGaaLKBJMAA
What’s in Your BA Toolkit?Are you frustrated with the tools, or lack of tools, in your Business Analysis Toolkit? Are your current tools hindering your productivity? Learn about what to look for in your toolkit and how to choose the tools that meet your needs.
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)
Stakeholder Management for Product Managers - ProductTank ParisJean-Yves SIMON
How to manage your Stakeholders, mainly internally when you're a Product Manager working in a medium to large organization. Tips on how to be efficient and recognized within your organization.
في هذه المحاضرة تحدثت عن التغيير المتوقع حدوثه في النسخة الجديدة للدليل المعرفي لإدارة المشاريع
PMBOK 7th Edition
حيث أعطيت نبذة مختصرة عن النسخ السابقة للدليل المعرفي لإدارة المشاريع ثم تحدثت عن سبب التغيير للنسخة الجديدة وما هي أسباب هذا التغيير.
بعدها تطرقت للتغيير الذي تم من الدليل المعرفي لإدارة المشاريع النسخة السادسة إلى الدليل المعرفي لإدارة المشاريع النسخة السابعة المتوقع صدورها في الربع الرابع من العام 2020
وضحت بالتفصيل التغيير الذي تم على
Standard of the Project Management
وأيضا التغيير الذي تم على
Guide of the Project Management Body of Knowledge
حيث يعتبر هذا التغيير تاريخي بتحول الدليل المعرفي لإدارة المشاريع النسخة السابعة معتمدا على
Principled Based
بديلا عن
Processed Based
مما استدعى ابعاد
Process Groups, Knowledge areas and ITTO
بالكامل في الدليل المعرفي لإدارة المشاريع النسخة السابعة وذلك لكي يكون مناسبا للاستفادة من كل العاملين في إدارة المشاريع بغض النظر عن الطريقة التي سيديرون بها مشاريعهم سواء كانت
Waterfall or Agile or Design Thinking or Lean Startup or Kanban or Hybrid or any approaches
وأيضا تحدثت عن المنصة الرقمية الجديدة التي سيتم نقل كل ما يسهل الممارسة العملية في إدارة المشاريع وربطها بكل ما صدر من معهد إدارة المشاريع
PMI Digital Content Platform: Standards Plus™
يمكنك الاطلاع على المحاضرة على قناتي على اليوتيوب على هذا الرابط:
https://youtu.be/DGaaLKBJMAA
What’s in Your BA Toolkit?Are you frustrated with the tools, or lack of tools, in your Business Analysis Toolkit? Are your current tools hindering your productivity? Learn about what to look for in your toolkit and how to choose the tools that meet your needs.
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http://www.opengroup.org/member/member-spotlight-jones.htm
Introduction to Business Process Model and Notation (BPMN) - OSSCamp 2014OSSCube
BPMN is Method of illustrating business processes in the form of a diagram similar to a flowchart. Originally developed by the Business Process Management Initiative (BPMI).
Currently maintained by the Object Management Group (OMG). The current
version of BPMN is 2.0.
In this presentation, you will know about the role and responsibilities of an Agile Business Analyst? What is the context and need for an Agile business Analyst
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During last few years, role of Enterprise Architecture has expanded from technical to strategic in an Organization. This slide deck presents: Using Enterprise Architecture in your Organization.
In this presentation, Enterprise Knowledge Consultants Yanko Ivanov and Tatiana Baquero Cakici share their experience regarding how the role of a Business Analyst (BA) changes in an agile environment when a software development team is trying to move from a traditional software development methodology, such as waterfall, to an Agile approach. The presentation discusses some of the main challenges that BAs face when moving to Agile, compares the difference in BA interactions between the different project approaches, and the key areas where BAs are facing a mental shift in their transition to Agile.
A two page overview of the IIBA BABOKv3 showing Knowledge Areas + Tasks + Elements + Input/Output Create/Read/Update/Delete activities + Techniques + Underlying Competencies.
Helpful for general overview and assistance preparing for CBAP + CCBA exams.
Glad many people liked the Program management Fundamentals presentation. With many requests i thought it's time to go one step further to define scope of the program.
I will publish financial & workforce planning, going forward.
This presentation should be read only after reading completely the Program Management fundamentals presentation.
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
What is the Value of Mature Enterprise Architecture TOGAFxavblai
Judith Jones received the Open Group award for Outstanding Contributions to the development of TOGAF 9 at 19th Open Group Enterprise Architecture Practitioners Conference Chicago - July 21-23, 2008. Former CEO of Architecting the Enterprise which has been a member of The Open Group for 6 years, she is personnally involved since 1997. As an active member of The Open Group and she is a major contributor and an editor of TOGAF 7, 8 and 9 as well as leading TOGAF projects for localisation, case studies, ADML, synergy and collaboration projects.
http://www.opengroup.org/member/member-spotlight-jones.htm
Introduction to Business Process Model and Notation (BPMN) - OSSCamp 2014OSSCube
BPMN is Method of illustrating business processes in the form of a diagram similar to a flowchart. Originally developed by the Business Process Management Initiative (BPMI).
Currently maintained by the Object Management Group (OMG). The current
version of BPMN is 2.0.
In this presentation, you will know about the role and responsibilities of an Agile Business Analyst? What is the context and need for an Agile business Analyst
Business Analysis Core Concepts Model (BACCM)Techcanvass
Business Analysis Core concepts Model (BACCM) is the core framework integral to BABOK Guide v3. Core concepts are fundamental to the practice of business analysis as defined in BABOK guide. IIBA BABOK v3 is the new version of BABOK guide for latest version of business analyst certifications.
During last few years, role of Enterprise Architecture has expanded from technical to strategic in an Organization. This slide deck presents: Using Enterprise Architecture in your Organization.
In this presentation, Enterprise Knowledge Consultants Yanko Ivanov and Tatiana Baquero Cakici share their experience regarding how the role of a Business Analyst (BA) changes in an agile environment when a software development team is trying to move from a traditional software development methodology, such as waterfall, to an Agile approach. The presentation discusses some of the main challenges that BAs face when moving to Agile, compares the difference in BA interactions between the different project approaches, and the key areas where BAs are facing a mental shift in their transition to Agile.
A two page overview of the IIBA BABOKv3 showing Knowledge Areas + Tasks + Elements + Input/Output Create/Read/Update/Delete activities + Techniques + Underlying Competencies.
Helpful for general overview and assistance preparing for CBAP + CCBA exams.
Glad many people liked the Program management Fundamentals presentation. With many requests i thought it's time to go one step further to define scope of the program.
I will publish financial & workforce planning, going forward.
This presentation should be read only after reading completely the Program Management fundamentals presentation.
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
Agile Terms Series: Daily standup meeting definition, what, why, how about it. Benefits and common mistakes done scrum team in conducting daily standup meetings
Communication, training, support, and change management. Business Readiness is a new term and encompasses components that are familiar to learning and development. However, look it up on Google, Wikipedia, or other search engines and it\'s not there. At least not in the way we have been talking about it. Why? Is it because it is so new and the components such as change management, communications, training and end user support are typically run by project managers? Or are they? How do you, as a learning professional, affect these components? You\'ll explore how the direction and guidance you provide in these areas affect overall projects and success of new processes, ERP roll outs and training delivery in your organization.
Requirements Manager Center of Excellence: “Achieving Goals Without Formaliz...IIBA Rochester NY
Most companies today recognize that the definition and management of requirements for software projects needs improving. Companies may realize that they have been achieving their goals without formalizing a Requirements Management Center of Excellence. A Center of Excellence (CoE) has a lot of responsibilities and serves as the critical hub of managing software requirements.
Mr. Karczewski will present an overview of a Requirements Management Center of Excellence, covering benefits of establishing a CoE, Requirements Engineering phases and metrics, and what can be included in a CoE.
Joel Karczewski, Area Vice President at Paychex, is responsible for Enterprise Business Solutions and has over 25 years of Information Technology development and operational experience. Joel joined Paychex in 2008 and is responsible for groups that manage application design, development and testing, user acceptance testing and software configuration and release processes.
Prior to joining Paychex, Joel was a Principal at Vangard Group responsible for the development and implementation of systems for the Institutional Investment Division.
Joel holds a MBA from LaSalle University and has earned his Project Management Professional (PMP) designation from the Project Management Institute.
Integrated methodology for testing and quality management.Mindtree Ltd.
MindtestTM is an integrated testing methodology that meshes all the components of a testing engagement, manages the quality of testing, and delivers measurable and predictable software quality.
Assure the best possible return on your investment with assistance in developing your IT Governance strategy with the experienced professionals at Checkpoint Partners
Robotics Process Automation (RPA) - Hands on knowledgeJulen Mohanty
Presented this on in various forums due to agreements with organizers and sponsors, i had to block few slides. In case you absolutely need those, pls contact me,.
The presentation was delivered at Testing Automation & continuous testing summit at bangalore, organized by NextgenTesting team and unicom learning team.
This presentation was delivered as part of the corporate training that i conduct.
The sessions were for the project managers & Sr project managers, who are aspiring to be the program managers.
This presentation i had prepared for the workshop that i conducted for JP Morgan Employees. In the beginning it was rolled out to few employees & they rolled to people in management level too.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
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The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
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👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
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Cheryl Hung, ochery.com
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Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
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Charlie Greenberg, Host
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This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
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Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
2. BA Activities & Techniques: Solution Validation & Assessment
Julen C Mohanty
Citicorp Services India Ltd
3. DISCLAIMERS
Any views or opinions showcased in this presentation
are solely those of the author and may not
necessarily represent those of the Citigroup.
This document is meant for use of Business Analyst World or
it’s members. Has to be used within Business Analyst World
or it’s members and not to be forwarded to anyone outside
Business Analyst World or it’s members.
4. INDEX
Solution Assessment & Validation - Fundamentals
Importance of Solution Assessment & Validation in CMMI
Tasks by BA in Solution Assessment & Validation
Activities Done By BA in Assessment & validation
BA in Post production deployment
BABoK Fundamentals
Actual tasks to be done
Industry best Practices activities
5. Learning Objectives:
Deciding on a Solution that best fits the business
Validating the Solution to add value to the business
Testing, Implementing & Communicating Solution to the respective stakeholders
6. Knowledge Areas - BABoK
Business Analysis Planning
& Monitoring
Solution
Enterprise Requirements
Assessment &
Elicitation Analysis Management &
Validation
Communication
Requirement
Analysis
Underlying Competencies
Start- Initi- Concept Func Tech
Design Build / Test Deploy
up ation Design Design
8. Solution Assessment & Validation
Software "Are we building the product right”.
Assessment The software should conform to its specification.
Software "Are we building the right product”.
Validation The software should do what the user really requires.
Business Analyst is most Knowledgeable Team Member about Business Requirements,
the Environment, can best Assess the impact of the Proposed Solution to the
Environment
BA Can best assess impact of change on workers, since BA Observed/ Analyzed
Current Work Environment.
BA Assists with Implementation Plan when Project Includes
(a) Business Worker Training,
(b) Conversion of Existing Info,
(c) Creation of New Employee Procedure Manuals,
(d) User Acceptance Testing of Software/Hardware Component of Solution.
9. Importance of Solution Assessment & Validation in CMMI
Requirements
Development
Alternative
Solutions Product
Requirements Technical Components Product Product
Development
Customer
Solution Integration
Requirements
Product Components, Work Products
Assessment & Validation Report
Assessment Validation
Customer Needs
10. Tasks by BA in Solution Assessment & Validation
(1) Develop Alternate Solutions;
(2) Evaluate Technology Options;
(3) Facilitate the Selection of Solution;
(4) Ensure Usability of Solution;
(5) Support QA Process;
(6) Support Implementation of Solution;
(7) Communicate Solution Impacts;
(8) Post Implementation Review / Assessment
12. Solution Assessment
1. Ranking the Solution Options - Should use a set of evaluation criteria to rank the
solution options
2. Identifying Additional Solution Capabilities - If the option offers more capabilities
than required, you should decide if they provide value now or in the future
Major work Should be done by business analysts
Splitting a Large Project into Phases,
Reviewing Technical Design Deliverables,
Help Build Usability into Application Software.
13. Solution Assessment
(1) BA Highly Involved in Design Strategy;
(2) Tasks include What is actually done to Develop Alternate Solutions?
(a) Mapping Design Plan;
(b) Help Resolve Automated Processes;
(c) Determine how System Interacts with End Users;
(3) Technical Team Designer Constructs Software & are Key Drivers of Implementation Process;
(4) BA Ensures Requirements are Fulfilled by Technical Design Solution.
BA Responsible for in Developing Alternate Solutions
(1) Communicating Proposed Design Solution to Stakeholders;
(2) Guide Decisions Regarding Tradeoffs that Impact Requirements;
(3) Mediate Discuss/ Negotiate Alternative Solutions AFTER Impact to Requirements is Known
(4) Help Stakeholders and Technicians Scope Design Phases of Project;
BA Works with Tech Team to Evaluate Options Available to Solve Business Problem/ Opportunity.
BA is Able to Assess Each Option for its Applicability to Business Area.
14. Solution Assessment
Business
Recommendations
Requirements
[Aligned with
[Approved, Requirements]
Prioritized]
Assured
Evaluate
Technical Compliance with
Technology Organization
Constraints
Options Standards
High Level
Evaluated Feedback
Understanding
[Problems/ issues/
of Technology
Concerns]
Capabilities
BA Helps Evaluate Options/ Assess Applicability of each option for Business.
15. Solution Assessment
Business
Requirements
[Approved,
Prioritized]
RFP/RFQ
High Level Facilitate the
Understanding
Selection of a
of Technology
Capabilities Solution
Ensure the Usability
Organizations of the Solution
RFP/RFQ
Standards
Solution must be as Usable as possible. BA Assists Technology Team in
Designing Usability into the Solution
16. Solution Assessment
Business
Requirements
[Approved,
Prioritized]
Usability
Requirements
Facilitate the
Assessment of
Solution Solution Usability
Usability
Test Plan
Test Plan
Solution must be as Usable as possible. BA Assists Technology Team in
Designing Usability into the Solution
17. Solution Assessment
• Doesn’t only mean jazzy UI, but must • Does the solution address the
have usability, flexibility and accessibility existing risks of the business
• Internalization must be considered for • Does the solution create any
global applications potential Risk for the
• Creating early code, prototyping, or other company
various techniques, the graphical user • Address/ create risk for other
interface can be utilized for early applications
assessment Rich RISK • Address/ create risk for other
Customer functions within the
Experience applications (if enhanced)
4R
Regulation
ROI
&
Compliance • Maximize ROI by using
• Need to make sure their software data is Automation
protected. Environment optimization
• No negotiation on regulatory compliance Reducing dependencies
& must be compliant • Depending on the business,
• Integration must be done with overall some manual work may be
compliance perspective necessary, should be kept.
• Different entities within the organization Automating as much as possible
will be responsible for regulation and in all phases of the lifecycle
compliance but should have independent would reduce operational errors
assessment and verification services.
18. Solution Assessment
• Doesn’t only mean jazzy UI, but must • Does the solution address the
have usability, flexibility and accessibility existing risks of the business
• Internalization must be considered for • Does the solution create any
global applications potential Risk for the
• Creating early code, prototyping, or other company
various techniques, the graphical user • Address/ create risk for other
interface can be utilized for early applications
assessment Rich RISK • Address/ create risk for other
Customer functions within the
Experience applications (if enhanced)
4R
Regulation
ROI
&
Compliance • Maximize ROI by using
• Need to make sure their software data is Automation
protected. Environment optimization
• No negotiation on regulatory compliance Reducing dependencies
& must be compliant • Depending on the business,
• Integration must be done with overall some manual work may be
compliance perspective necessary, should be kept.
• Different entities within the organization Automating as much as possible
will be responsible for regulation and in all phases of the lifecycle
compliance but should have independent would reduce operational errors
assessment and verification services.
19. Allocate Requirements - BABoK
Requirements
[Prioritized & Solution Designed Solution Scope
Approved]
Allocate Requirements
Requirements
Management &
Communication
Solution Selection
Requirements
[Allocated]
Solution Design
Start- Initi- Concept Func Tech
Design Build / Test Deploy
up ation Design Design
20. Allocate Requirements
• The requirements are allocated to product functions and product components
including objects, people, and processes.
• The traceability of requirements to functions, objects, tests, issues, or other entities is
documented.
• The allocated requirements and functions are the basis for the synthesis of the
technical solution.
• As internal components are developed, additional interfaces are defined and
interface requirements established.
Tasks to be done are:
Allocate requirements to functions
Allocate requirements to product components
Allocate design constraints to product components
Document relationships among allocated requirements
Allocate customer requirements to functional partitions, objects, people, or
support elements to support the synthesis of solutions
Allocate functional and performance requirements to functions and sub-functions
21. Allocate Requirements
* Allocation of User Requirements
In this activity, the total User Requirements and Marginal Conditions for the System have
to be allocated to the elements of the technical architecture.
This allocation of requirements is the basis for the requirements analyses and design steps
taking place on the lower levels.
It is necessary to observe that the allocation of requirements and Marginal Conditions to
the elements of the technical architecture must fulfil the following criteria:
Every requirement must be allocated to at least one element of the technical
architecture, ideally exactly to one architecture element.
Each requirement is allocated to the lowest element in the refinement levels
which makes it possible to meet the requirement completely. Normally, the total of
the requirements have to be allocated to various refinement levels.
Technical and organizational specifications that have to be considered within the scope of system generation. Marginal conditions
may anticipate or limit design decisions.
22. Allocate Requirements
Provided that a requirement is of general importance to elements, it
must be considered within the scope of the allocation which individual
architecture elements this requirement really has to fulfil.
The allocation must be realized in such a manner that it will be possible
to prove the fulfilment of the requirement by checking the corresponding
architecture element.
* Allocation of IT Security Requirements to the IT Security Measures
With the allocation of the IT security requirements to the IT security measures it must be
proven that each IT security requirement is covered by at least one IT security measure &
if the specified IT security objective can be reached with the selected security measures.
Requirements to functions and sub-functions
Ensure that satisfaction of the set of requirements at the lower level will
guarantee satisfaction of the higher level requirement.
23. Allocate Requirements
Determine how many Construction Phases a Project will Undergo
(1) Review User Classes;
(2) Review Functions and Features List;
(3) Map the Requirements to Design -
(a) Functional Requirements;
(b) Quality of Service Requirements;
(4) Propose Design Phases;
(5) Determine Number of Design Phases;
(6) Map Requirements to Design Phases;
(7) Update Requirements Traceability Matrix:
(a) Examples of Traceability Mapping Tools,
(b) Tracing Features to Use Cases;
(8) Recommend Improvements for Non-Automated Processes
25. Assess Organization Readiness
Experts estimate that 50% of all change efforts fail because leaders do not sufficiently
assess organizational readiness for change.
To assess whether the organization is ready to make effective use of the solution.
The internal ability and willingness to move in a new direction.
Ability - accessing new skill sets necessary to successfully implement a change.
Willingness - desire of the organization and its employees to change.
Assessing organizational readiness will identify any major challenges that could
delay or prevent your new program’s successful start-up.
Organizational strengths can be leveraged to assist in program development and
acceptance.
26. Assess Organization Readiness
Key concepts to consider when assessing the organizational readiness are:
1. Cultural Assessment
2. Operational or Technical Assessment
3. Stakeholder Impact Analysis
To identify impacts the business analyst should understand the Solution [Designed]
in order to communicate the effect a new solution will have on an organization
The output of an Organizational Readiness Assessment document describes
whether stakeholders & the organization are prepared to accept the change
associated with a solution and are able to use it effectively
27. Assess Organization Readiness Identify the Anticipated or Desired Change
- Clearly reiterate the desired change
- Develop a short paragraph that specifically describes the action or program that the
organization is considering.
This may seem rather basic, it will assure that the stakeholders see the same vision.
Determine Current State of the Organization in Relation to the Desired Change
Significant Minimal
Major Substantial Full
Changes Changes
Barrier Barrier Support
Needed Needed
Alignment With Organizational Vision & Mission
Alignment With Strategic plan
Alignment with organizational value & culture
Resource Availability
Decision Maker Interest
Support for the Initiative
Stakeholder Program Perception
Stakeholder Program Education
Internal Factors (Skills, Strength, Weakness)
External Factor (Opportunity, Challenges)
28. Assess Organization Readiness - Force Field Analysis
Current Desired
State State
Pushing/ Driving Forces Pulling/ Restraining Forces
Driving Force 1 Restraining Force 1
Driving Force 2 Restraining Force 2
Driving Force 3 Restraining Force 3
29. Assess Organization Readiness - Force Field Analysis
Managers Unhappy with
1 Eliminates Operational Error
clerical work
1
Relative Forces Strength
Implementing
Relative Forces Strength
Faster Execution of Admin Requires Training of More
1 Works a HR system people
2
Enables employees
Online Documentation to self manage Some activity costs shift to
3 Eliminates Paper work their personal high paid staff
1
information such
as Payroll
Deductions,
Reduces Need of Clerical Cost of eliminating clerical
2 Staff
Benefit
staff
3
participation
Increases Control / auditing
3 Capabilities
Start-up costs 1
TOTAL = 10 TOTAL = 8
force field analysis helps you:
Decide if you have the right support for the change initiative
Identify what obstacles are standing in your way
Find ways to reduce or marginalize those obstacles
31. Define Transitions Requirements
To define requirements for capabilities needed to transition from the existing to
the new solution.
Transition Requirements define characteristics that a solution must have in
order to transition from the current state to the desired future state
- A solution is implemented within an enterprise in order to enhance
- Replace an existing solution.
During the transition period (the time when both the old and new solutions are operational)
- The enterprise may need to operate both solutions in parallel,
- Move information between the new and old solution,
- Conduct training to enable stakeholders to effectively operate the new solution
- Retain All data in old system in new system
32. Define Transitions Requirements
Activities done by in this phase are:
Identify project activities to be completed before transition can start
Conduct skill gap analysis against all IS staff
Determine actual training needed, based on gap analysis
Develop training plans
• Identify necessary training courses
• Schedule classes
• Identify necessary knowledge to transfer activities
•
Determine measurable tasks to validate that knowledge transfer is
acceptable
Stakeholder Analysis for all Transition Requirements
Reference : http://www.batimes.com/images/stories/nov15ewan1.jpg
34. Solution Validation
Validate that a solution meets the business need and determine the most
appropriate response to identified defects
Solution validation is required to ensure that a delivered solution meets the
business needs on an ongoing basis.
Problems that are identified through solution validation will be reported and
prioritized for resolution. BA will be able to help the team determine the
most appropriate action
The documented act of proving that any procedure, process, equipment,
material, activity or system actually leads to the expected results.
Action of proving, that any procedure, process, equipment, material, activity,
or system actually leads to the expected results.
35. Solution Validation - Accuracy VS Precision
What you would like to see!
Poor accuracy Poor precision
Good precision Good accuracy
confirmation by examination and provision of objective evidence that software
specifications conform to user needs and intended uses, and that the particular
requirements implemented through software can be consistently fulfilled.
37. Solution Validation
General Task to be considered are
Audits, Reviews, and Inspection
Analytic Techniques
Dynamic Techniques
Techniques to verify the software during its development process
Peer Reviews
Documentation inspections (User sign off on specification)
Traceability of Requirements
Requirements/design/code reading (Prototypes too)
Test witnessing (Unit Test, SIT, UAT, Test Cases Too)
Installation audits
Sufficient replication of the testing and challenging of each defined critical Stage of a
system, process, etc. that has to be performed to give valid levels of assurance
An adequate System of referenced documentation is essential.
Flow diagrams and schematics should define the system, process, etc. The critical
areas must be highlighted, and the written experimental design defined by a protocol.
38. Solution Validation - QA process V-MODEL
Quality Product Delivery Finished
New Idea Conform to all Requirements
Product for
business Use
Test Against
Feasibility Study Review
Test Against
User Requirements User Acceptance
Test Against
System Design System Test
Test Against
Development Program (UNIT) Test
Coding
39. Solution Validation
BA task Quality Assurance Activities
(1) Understand Tasks Performed by QA;
(2) Be Available to Answer Questions about the Testing of the Solution;
(3) Review QA Deliverables (test plans, test cases) to Assure Business risks are mitigated
by Thorough Testing;
(4) Help Business Stakeholders with User Acceptance Testing, Defect Reporting, and
Resolution.
40. Solution Validation Business SME to do Testing
SIT & UAT
People & Maintains standard process & related docs
Can foresee business timelines, helps in Process Have E2E knowledge of solution for testing
getting preparedness
Can help in better time to market with
domain knowledge
Can optimize staffing by maintaining
knowledge management
Strategic
Tools &
Business BA Automations
Activities
Helps in automating Test cycles
Can maintain Testing data management
Maintains Standard for testing across project
BA can maintain reporting standards for Governance
testing cycles
Maintain Governance across Business &
testers
41. Evaluate Solution Performance
Business Identified Business Identified
Requirements Defects Requirements Defects
Evaluate Solution
Performance
Solution performance Assess Capability
Assessment Gaps
Start- Initi- Concept Func Tech
Design Build / Test Deploy
up ation Design Design
42. Evaluate Solution Performance
To evaluate functioning solutions to
1) understand the value they deliver
2) identify opportunities for improvement.
Solution evaluation involves investigating how a solution is actually used after
it is deployed, and assessing the effect it has had
It may also be referred to as post-implementation assessment when performed
immediately following the completion of a project.
Key concepts to consider when evaluating a solution performance can include:
– Understand Value Delivered by Solution
– Validate Solution Metrics
– Solution Replacement or Elimination
• Ongoing Cost versus Initial Investment
• Opportunity Cost
• Necessity
• Sunk Cost
43. Evaluate Solution Performance - Risk Based Testing
The Risk Based Testing (RBT) approach addresses the size & complexity parameters of
a regression testing in a methodical manner by:
This technique prioritizes the functions to be tested based on their risk
Risk = Impact * Probability
Prioritize test cases by clearly defining importance
of a functionality or feature
Impact assessment to identify likelihood of failure.
Thus addressing the testability of a requirement
Improving testing effectiveness by ensuring testing
of all critical functionalities, which are used most
often
Increasing test case effectiveness by eliminating
non-productive test cases
Identifying test data need during the planning or
requirement gathering phase itself.
Pareto Principle (80-20 Rule)
44. Evaluate Solution Performance - 360o Testing Assessment
Requirement
Prioritization
Post Live Analysis
Test Plan
Coverage
Defect Metrics
Analysis
Test Execution
Coverage
45. ASSESSMENT & VALIDATION CYCLE
START
Is Goal Stakeholder Analysis
Attained
END PROCESS
Validation
Validation
Set Requirements =
Attainable METRIC + Target Value
Complete?
Functional
Delivered Solution Assessment
Deployment
Delivered Goals =
Intended
METRIC + Delivered Value ASSESSMENT Function
Model
Model Concept
Design
Consistent ?` Solution Solvable?
46. BA should be Involved with Solution Rollout
(1) Make Sure Production Rollout Changes are Completed as Smoothly as Possible;
(2) Help Training of Business Area Workers on
(a) New procedures and Software,
(b) Creation of Employee Procedure Manuals,
(c) Communication of Change Impacts to Employees/ Customers;
(d) Development of Conversion Plans;
(e) Assist IT Team in Rollout Strategies to Lessen Negative Impact to Business Area.
47. BA should be Involved Production Implementation
(1) Problem Resolution;
(2) Adjustments to New Procedures;
(3) Managing Change Requests Including
(a) New Requirements,
(b) Next Phase Issues,
(c) Any Other Post Implementation Support Analysis.
48. Thank You
julenmohanty@gmail.com
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www.linkedin.com/julenmohanty
julenmohanty