|7 Ý_ International Institute of Business Analysis
A Guide to the
Trang 3International Insite of Busines Anahi, Toronto, Oatata, Canada
© 2005, 2006, 2008, 209, fnernationa Insite of Business Analysis Al rights reserved
Portions of Appends & Glossary ate Gown The Software Requirements Memory jagger by Elle Gottesdlener 2005 COAL/QPC and are used with permission,
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Trang 4Table of Contents
11 Whats the Business Analysis Body of Knowledge? 3 12° Whats Business Analysis? 3 13° Key Concepts 4 14 Knowledge Areas 5 15 Tasks 8 16 Techniques „ 17 Underlying Competencies " 18 Other Sources of Business Analysis information " Bus Plan
21 Plan Business Analysis Approach 7 22 Conduct Stakeholder Analysis 2 23 PlanBusiness Analysis Activites 3 24 PlanBusiness Analysis Communication ” 25 Plan Requirements Management Process 2 25 Manage Business Analysis Performance: “
lita
31 Prepare or Elicitation s 32 Conduct lication Actiity s6 2.3 DocumentEictgstienResuls 59 34 Confirm Elctation Results 6 Chapter4: Requirements Management & Communication 41 Manage Solution Seape & Requitements 6 3 42 Manage Requirements Traceability o 43° Maintain Requirements for Re-use 70 44 Prepare Requirements Package Ta 45 Communicate Requirements ” Shatter nas Define Business Need! tt 52 Assess Capability Gaps s8 5.3 Determine Solution Approach s8 54 Define Solution Scope sĩ 55 DejngBuởneesCzre %
Trang 8Preface
11189" was ound in Toronto, Canada mami by in etober of 2008 to support thebusinessanalysis
> Creating and developing awareness ae revgeition the Business Analyt of thewlie ard eontebtion a > Delining the tusiners Anadis Body af Knowledge [1401
> Providing fora
profession 1 for khoslclge sharing and contebuton to the business analysis > Pablictyrecoqalvingand certfyingqualted pesetitionestbroush asioternatinnally acknowledged certification progeam, The Hoy of Knovsedge Comittee was formed in October of 2004 ta define and draft 8 slob standard for the practice of business analysis In January of 2005, 1134 released Serslon Lil uf A Gaide ta the Bosiness Anabsis Rady af Knowledge” BABOK® Gade) fo feedback and comment, That version included an outline ofthe proposed content and some key definitions Versian 1 yeas released in October of 20, with deat content In some kaovledge areas Version Lb, which lnchuded detailed information regard ros f the kraveedge areas was published in draft form in une of 300 and updated to incorparate teat in tober of 200
this publication supersedes A Guide te Hasiness Analysis Hody of Knowledge’ Version 16, Following the publication of version L6, IIRA" sought out 4 aumber of recognized exports in business analysis and releted fields and solicited their feedback om the content of that edition, Their comments were used to plan the scope of this revision TUBA volunteers then worked to define a structure for version 20 and developed the revise ex, which was mide available ta thebusinessainalysis community foresee 2008, During thal exposure perad, IBA’ also solicited feedhack from Industry experts ‘nd business analysis practitioners through a formal review process IBA” received Thouseads of comments dutlng this process and this document has been revised t0 incorporate as many ofthuse comments as possible
The BABOK Gutde contains description of generally accepted practices in the fel of Inusiness analysis the content ica in this release has been verified through reviews hy prawtitioners, surveys of the business analpss community and consultations wil, recognized experts in Ue field Te data available to BAY demonstrate that the tasks ‘al techniquesdeseribed inthis publication afcin ase bya ajority of hainessaaly ss practitioners Asa cesul.yecan haveconfidencetha the tasksand techniguesdescribed In the BABOK" Gnd shod he applicable sn most euntents where tse nals fs peeTormed, most of the time
The #A80X" Guide should not he construc a santo tha te practices desenibed ‘his publicatlon should hefollowed under allelrcumstanees, Any st of practices mus! be Lailored to the specific cuditions under which business analysis s being performed fn udiion.practicssshich atenotyeneealy accepted by th husinessamalis commu
Trang 9han deseribed iecollected to verify their ellectivenes, they wil he incorporated into Tatts cations of ia the #ABOK Gude Assuch practices ecomegenerally accepted andasdata this publication (BR encourages all practitioners af business arial to be open to new appruaches und new ideas and wishes to encourage Innovation inthe practice of —
“The goal ofthis revision wast
> Completethe description ofall knowledge areas
> Simplify esteucture to mae lt easter undrst — > Improve the consistency and quality of text and iusto
Integrate the knonsedge areas nd eliminate areas of overlap,
> Improve consistency business analysis with ather gene llyaecepted standards relating the practice + Extend the coverage ofthe 8405" Guide to describe business analysis in contexts heyoad taditinnal approaches fo custom software application developmen! Inchuding but not Limited to agile methodologies Business Process Management and commercial offthe-shelf(COTS) application essessment and implementation > Clarify projet management testing nd usability ho relationship betweenbusiness analysis and otherdiseiplines, particularly mổ mlogmatior archlsetuïc
Focus on the practice of business analysis in the euntext af the individual initiative, With material on sttategle or enterprise side business anslysie separated for inchsion in afatureapplication extension
The major changes in this olease include
> Changes throughout to address the goals described above AM revise and it
st uch of has hee ett,
> Munyotthetasksfoundin version Lo havebeen consolidated, esultinginareduction from 77 tasks to,
> Tasks In the Aequiremens Planning and Aanagemem Koowledge Area have been reallocated to Business Analisis Planning and Monitoring and Requirements Management and Communication,
> Tneeeutherknowled
reas have been renanned ta beter reflect thee purpose > Techniques apply across mupte Knowledge Areas
> Inputsand Outpatshave boon dened furl tasks,
ub“ would like toextendits thanks and the thanks of the business analysis community
tw llthose who volunteered thee tse ai elfort ta the development of this Fvision a8 \wellasthuse wha provided informal feedback to usin ather ways
Nu
Trang 10Introduction
chapter EK 7
11
12
Whatis the Business Analysis Body of Knowledge? A Gide to the fasiness Analysis Body of Knowledge” (BANOS® Gide) ts 9 globally
ecagaized stad for the practice nf business anal The BABOK™ Guide describes business analysis areasof knovsedge their associated activities and tasks 2nd theshills necessity toe ietve in thei excetinn
the primary purpose ofthe BANDA Guideisto define the profession of business analysis, lnserves asabaseline Mt practtioners.canayzee ddoand to ensure thai they have the skills they need t effectively perform the role, nd upon in order To discuss the work they definestheskilsand knowlege that people whowork with and employ asiness analysts ‘shoul expecta skill pracithwter to demonstrate Is framework tbat desetbes the Inusness analysis tashs that rmuet be performed! in order to anderstand how a salution will deliver value 1 the spozsoring organlzation he fora those tasks take, te ote they are performed in, he relative importance ofthe tasks, and other things may vary, but each task contributes iv sumne fashion dieectly or indirect to thal overall goal
ths chapter provides an introduction to key concepts i the fel of basiness analysis aed describes the seweture ofthe rematader of the BAOK" Gade, Chapters thegh 7 dine the tasks that a business analyst must be capablo of performing Chapter §
describes the competencies and Chapter 9 deseribes a number of generally accepted technigues that support the ths snpporttheelectivepecformance of business analysis practie of business analysis
What is Business Analysis?
Business analysis isthe set of tasks and techniques used to work asa Hiison among Makeholders in order to understand the steuctare polleles, and 0peralods d an Snganization and to cecomnmend solations that enable the organization to achieve its sa,
Shusiness analysis involves unverstanding how orzaniations function to accomplish thee parposes ad debiningtheeapabiliiesan oegantzationrequivestoprovalepoduets and services have thus goals connoet to scifc njectives, determining the eaarscs of action thal to external stakeholders It nclades the definition of organization "1.1 1 3." hove the various organizational units and stakeholders within and outside of that
‘Business analysis may’ be performed to undersiand the custent stale of a organization ot to serve asa sis forthe later idenUfcation of bs
business analysis performed todefine and validate solutions that meet business sala or objectives, ss nowds In mits eases, hawever,
dc Luasinessanalystssmst analyze and synthesize information provided by large mer ‘of peuple who interact with the business, such as eustonters, staf, IT professionals, ‘nd executives, The business analyst is responsible for eliciting the actual nosds of Makeholders aol slnply thelr eapressed desires In many eases, Ube business atalyt
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‘ill also work to falltate comsnunication between organizational nits In particulate ‘business analysts often play a central role in aligning the needs of business units with the eapabiliies delivered by information lechrwloss, and may serve as 9 translator” [etween those groups A business aati is any persoa who performs business analysis acini, an matter ‘what their jobtite or organizational role may he Business analysis practitioners elude rot way people sith the jo tile of business aaa Dut may also include busiess sjstems analysts system analysts, requlrements engineers process analysts, vd, Ianagers, product ovwners, enterprise analysts, business architects, management consultants orany other person who peetorins thetasksdeseeed it tbe BABDK Gute including those who also perform related disciplines such a project management softeate development quit assiaee, aed interaction desig
13 Key Concepts 131 Domains
‘organization or organizational unit aswellaseystakeholdersoutsidethose boundaries ‘and interactions with those stakeholders,
132 Solutions
\ solution s ast ofchangestothecurrentstate ofan organization that aremadein order lwremable thal organization to met a business nee slve a peablern, or take advantage ‘of 9 opportunity: The seape af the solution is usually naroyer than the seape of the ‘domain within which i is implemented, and will serve as the basis for the scope of ptoject to implement that solution ors components
Most solitons are a sistem of interacting soliton eumpanents each of sich ane Joseatally solutions in thet owe right Exannples of solitons and soliton components Include sotwace applications, web serves, usinesspracesses the busines rales that govern that process an information technolngy application, « revised organtoational Structuce outsourcing, insoutcing, redefining ol rolesor any ater melhor of creating ‘capability needed by om onganization,
Business analsis helps orannizations define the optimal solution for theie needs, given he set of eonstratsieliding Hine budget regulations, and otbees ander wich th “organization operates, 133 Requirements
A requirement Is
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3 A documented representation of condition or capability asin (1) 0 (2
[As implied by this definition requirement may be anstated, implied by or derived fron other requirentents, or dieetly stated and managed One ofthe key nbjectives of Inusiness analysis isto ensure that requirements are visible to and understood by all Makeholders,
The ter “requirement” is one that generates lot of dsewssion sth the business snalyals cominunity Many uf these debtes focus on what shoul of shoul! not be tonsiderod a requirement, and what sre the necessary characteristics ofa requirement ‘When reaing the PAHOA" Gide, however it svital at roquirement” De undetstnod the beoadest possible sense Requleoments include, but are not limited to, past present asl Lutte conditions oF capabilities n an enterprise aed descriptions Steetures, oles, processes, policies ules and iforniation systems requirement may of organizational
Adeseribe the cnrrent or the future state of any aspect of the enterprise
‘Much of the existing literature on busines analysis is writen withthe assumption th resqirements only describe an informatian lechnolagy system that ề heing considered for impiementatin Other definitions may
‘wll oF restrict the meaning ofthe term to define the ends stakeholders are seeking to achieve and nat the meansby which those ends are achieved Whileal ofthese diferent ‘ses ofthe term are reasonable and defensible, andthe AABOK” Guide's usage ofthe term Incides those meanings they ate sgaieantly aneeower thas the way the Lem is used bere
code [te slate bushness fanetlons a8
Siinilaly, we do at assume that requirements ate analyzed a any paHeular level of detail other than to ay that they should be assessed to whatever love of depth i necensrylorunderstandingandaction Inthecontest of BusinensPracens Manngement Initiative the requirements may be a desertion ofthe business processes current in tise in an urgonization On ether projects the business analyst may chooee to detclop, requirements to desribe the current state ofthe enterprise (whlch sn sea sluts toexisting ur past business noeds) before investigating changes 0 hat solution needed toomeet chaning business conditions
1 Requirements Classification Scherme
For the purposes of the BAADA" Guide, the following elasifeation scheme fs used to Aeseribe requirements
> usiness Hequirements are higher-level statements of the goals, wbjectves of needs ofthe enterprise, They describe the reasons why «project hs been initiated, {he objectives thatthe projet will achiev, anu the metrics tbat wil be used te rmeasufe is success Iusiness requirements describe needs of the arganization as 3 vhole ad not grops r stakeholders within i, They are developed ad defined theowah enterprise anata,
> Stakeholder for class of stakeholders They desrlbe the news that + nents ate slatements of he needs ofa particular stakebolder how tht stacholder will nterac with a soltion, Stakellder requirements serve se & bridge between business requirements and the various clases of solution requieements They are developed and defined through requirements analsis
HE đun WelenS0 _
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> Solution requirements te andstakeholder requirement, Theyaredeveloped descr thecharacteeisties slot bt eet business and defined through regiments analysis Tey afl divide lo xnh-estegtrle parliealaly ‘when the equlcements describe a software sult
> Functional Requirements describe the behavior aad information that the solution will manage, They describe capabilities the system will be able 10 perform fn tems of behaviors or eperations—specific Information technology
uirements capture conditions that donot ivethy reteto the behavior of functionally of the soliton, but rather describe environmental conditions under wich the solution east remain elective of qualities Ut the systems must have They are also Known as quality or supplementary requiements, These can jnchuắc reqhiremments related to expacity, sper Security, aailabilly andthe information atchitecture and presentation user interface vf the > Transition Requirements deserbe capabilites that the solion must have In eder to fuiitote transition feom the current state of the enterprise ta & desired
Future state, but that will not be needed once that transition i complete, They are sitferentiated from other requirements types because they are always temporary hatureani beeause they exnnot bedeseloped nfilbuthanexisingand nev oltion ate defined Thy typeally cover data enaversion fons existing systems sll gaps that mast be addressed, and other related changes to eeveh the desired future state They aee developed ad defined thaotgh son assessment ana suÏddufioe
14 Knowledge Areas Knowlilge areas define what a practitioner of business analysls neu tv understand
dnd the tasks practitioner mast beable a perform,
Business analysts are likely 10 perform tasks from all knowledge areas in rapid sttecesion, iteratively, or simultaneously, Tasks may be performed in any order as lo Aathierequived inputs are available Ia peinciple,abusinessanalysiseort may start with any task although the most likely eandiates are Define Business Need (5.1) Evaluate Solution Perinrmance (70
Knowledge areas are not intended to represent pitases in a project fis certainly possible and permisubleto proceed foam performing enterprise analysts atiiies 10 requirements analysis activites, to solution assessment and validation activities, and treat each asa distinct phase i a peojet, However, the WADOK™ Gide does rot require that you dso, ann it should ot be construed as a mithodology forthe perforoin of business analysis
Business Anatysis Planning and Monitoring {Chapter 2) is the knowledge area that ‘overs hn business analyte determine whieltaclivities ate mecensiry in onler lờ complete a business analysis elfort It covers ulentifietion of stakeholders, selection fof business analysis techniques tke procoss that willbe used to mana
and low to assess the progtess ofthe work, The tasks in this knowledge area govern The poeformance ofall other business analysis tasks,
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liitation (Chapter 9) desextbes how business analysts work with stakeholders to enHfy and understand their needs and encerns, and understand the environment In whici they work The purpose of elicitation isto ensuee thi» stakehaller’s seta lnderiying needs are understood, rather than thelr stated or supefilal desires
Requirements Stan nication (Chapter #)deseebes how business analysts manage conflicts sues and changes inorder to ensuce that stakeholders and the project team remaln in agreement um the soluion scope, How requirements are ‘communteated to stakeholders and how knowledge gained by the business analyst i int ined for future use,
erprive Analysis (Chapter 5) describes how business analysts Hentify 4 business ned refine an elrify the definition of thal need and define a soliton scope that fen feasibly be implemented by the bu fs Knovelege area describes problem ‘finan and analysis business case development feasibity stiies anid the definition ‘solution scope ness
Requirements Analysis (Chapier 6) describes how business sinassts prioritize and progressively elahorite staksholder and solution requirements i order to enable the project team to implement a solution that will mest the needs of the sponsoring arganlzallon and stakehollers U involves analyzing stakeholder needs ta deine Solutions thet meet those needs, assessing the current state ofthe business to identity ted recommend inxprovements and fhe veriietion and valkdatinn of the res Figure 1-1 Relationships Between Knowledge Areas Tunes alae Panning ord Soution
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Assessment and Validation Chaper7) describes howbusinessanalysteassess proposed solutions to determine which solution best ts the business ned, identi aps ‘and shortcomings in sltinns, ad determine necessary workspounds oF changes to The solution, It ako describes hw business analysts assess deployed solutions to s60 howe well they met the ginal need s that the sponsoring organization can assess the pevformance and effectiveness o the solution
Underlying Competencies (Chapter 8} descebes the behaviors, henwedge au other characteristics hat suppor! the effective perfirnance of usiness analysis
15 Tasks
ach knowledge area describes the tasks performed by business analysts to accomplish the purpose of that knowledge area Cách task in the HABOS” Gide presented im the Following forma
15a Purpose
Fach task hs a prpase the purpose isa short deseripton of the reason fora business analyst to perfor the ask ad the vale reated through perforin the ask
152 Description
A task san easential poe af work that must be performed as pat af business analysis ach task should be performed at least onee during the vast majority of business analysis nitive, but theres upper itt the umber pesformed of times any task maybe
Tasks may be performed at any seale, Each ask may be performed aver petlods ranging From several months in time toa few minutes For example 2 business ease may be a Socunnen several hunured pages lang, jstifyng ml ilion dar este ‘Single sentence explaining he benefit that a change wll produce fora singe fndivkls
A task hs the folowing characterises
+ A task accomplishes a result in an put that eteates value to the sponsoring ‘xganization—that i task ts performed it should produce some demonstrable Positive outcome whic is useful spect, visbieand measurable
> Ataskes completo—in principe, suceessor tasks let he performed bya different person or grop tha make use of outputs should be
» A task isa necessary pat af the purpose of the Knowles Jeea with which its assented
“The RAO Gute doesnot preserbe a prucess ran order in which tasks are performed Sonne ordering of asks s inevitable as certain tasks produce utpals Inputs for other tasks However ts important to keep in mind that the BANOK” Guide that ate reeined ‘only preseites thatthe input must exist The pat say be ineamplete oe sbjet ‘hange and revisln, which may eause the lsk tube perfarmsed multiple thnes erative ‘or agielileeycles may require tht tusks all knowledge areas be performed in paral, Andlfeeyeles with clearly defined phases will shill require asks fom multiple knowledge
‘areas to he perloraed bn every phse, Tasks nay be performed in any ards, shang as
Nu
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the necessary inputs to a task ae present
The deseription a task explains in greater detail why the ask is performed, wht the task sand the cess the task sh acenmpish, 153
epresents the inoraution ad preconiitions secesary fr a task to ea, Inputs maybe
> Eapiciy generated outshle the scope sottvare application} of business analysis (eg, construction of > Generated by business analysis task,
There ts 90 assumption that the presence of an Input oF an output means that the sssociated deliverable is complete of iy is final state The Input only needs to be ‘slciently compete to allow siceessive work to begin Any namber of nstanes Hf Input may exist during the hfeeyeleof an initiative Figure 1-2: Task input Outpt Bagrams f InpuUOutput 1 i wi i uw i | Senay Produced TaskIseetask) Muti Tass Petieeny2 nehoda | i > Association
f ‘Tasks and Knowledge Areas ì i i Tsk xr Knowledge Area external i i Ì | ahSeelossl i | Sa ee ee S 1 Requirements
Requirements area special ease es an input oF outpt, which should not be surprising agen thelelmportaaceto business analysts They ate the only pat oe output thal l nói
Produced by a single task Requirements can be classified ina numberof diferent ways and existin any ofa numberof different states, When listed es an input Section ofthe task the flowing format will be used to indeate the classification and or output inthis state ofa requirement or set of requirements:
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Reguir
eg verified, prioritire, stated, or combinations thereat 1s would sean thal the business requiremeats maybe in aay possible sate States may also be: combi
‘and Verified should leread to indicate that therequirementshavebeen both priritved and erfed Requirements [Pioritized or Verified] means tha the eeguitements tay beptiortized,veded ar bath
on some eases For example, Requiremer
In guneral text, the state willbe written fist, fllowed by the classication (eg, stated requirements, verified business eessnements, ete) Again, if na state ar clssdfestidn
dit means thatthe requirement is no restricted to any partloular slat of classification
154 Elements
“Ihe format and struetute of this secon Ís ualque to each task The elements section Jeseribeshey concoptsthat age needed to nderstand have to perform the task
155 Techniques
ach task eontaln isting of relevant techniques Some techniques are specific to the resformance af a single task, hile others are relevant to the pertarmance ofa large numer of tasks (and are listed In Chapter: Techniques Ifa patticalar task can use both kinds a Iechnigaes the anes foun in Chapter 9 willbe listed dcr 9 "General Techies stibacoton I thereareno subsections then al tecmges may Deford Chapter 9, For addition information see Techique (2.8
136 Stakeholders
ach tesk includes a sting of generic stakeholders who are likely to participate In the saeention ofthat tsk or who wil he allccted by iA generic stakeholder
‘las af peoplethạt the business ays is ikely to interact with ina specifi way The {BABOX" Guide does not mandate that these les be filed for any aiven init Any Slakcholder can hea soarer of requirements asstmplions, or constraints
“Tislist snot intended tobe an exhaustive list ofall posible stakeholder classifications Asi would sinply nol be possible to comple sucha sting Some ndditional examples of
poopie who ft into exch ofthese onerie oles are provided in Figure I In most eases Thote willbe multiple stakeholder roles fad within each eatery Sisley single
1 Business Anaiyst
By defiiton, the business analyst Is a stakeholder in all business analysis sctvities The BANOS” Gude ie ritton with the presumption tat ths business analysis is responsible land accountable for the execution af these aetisities I some exses, the business ‘analyst may aso he responsible forthe performance of activites hat fall under alier Stkcholer roe: The most common roles tobe assiged ‘are the Doatain Subject Matter Expert, Implementation ta bsiness nalts in adaition
Subject Matter Export, Project Mevnager, an Tester: Guidance on performing hese ‘additional roles falls outside the senpe of the BAAOK” Gude, as these ees are atartuf' ma
to the business analysts rl
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Business Analyst [Business Systems Analyst, Systems Analyst, Process Analyst Consultant, Product Oumer ete Customer Segmented by market geograpiy,industy ete
Domain SME Broken out by organizational uni jab role, et End User Broken out by organizational un, jab ole, et
Implementation SME | Project Librarian, Change Manager, Configuration Managat, Solution rite, Developer, OBA Information Architect, Usability Analyst, Trainer, Organizational Change Consul
Operational Support _| Help Desk Network Technicians Release Manager ant ee Project Manager| Scrum Master, Team Leader
Supplies Providers, Consultants et Tester Quality Assurance Analyst
Regulater ‘Government, Regulatory Sadi, Auditors
Sponsor Managers, Executives, Product Managers, acess Overs 2 Customer
‘Neustomerisastakelolderoutsidetheboundaryofagivenorganizationcrorgenizationsl hnlt-Customers make use of products servlees produced hy the organization and may have contractal or moral rights that the organization bls! ta meet
3 Domain Subjece Matter Expert (SME)
A domain subject matter expert fs any fndividal with in-depth knowledge af topic relevant also be end users or people who wil be indirect users ofthe solution, sch as managers, to Ihe business need of saluion scope Tisroleis often sled hy people who wall, process waners, lol sla eho may act as proxies for Regulator) consults, and thers
4 EndUser
End users are stakeholders who will direct interact with the solution, The trea sas Frequently used in soflsote development content, where end ess are those whol, actually use the software application that fs belng developed, hut in the broader coatext, Df solution they ean include all participants n a osiness process
5 mmplementaton Subject Matter Expert (SME
Implementation subject matter experts are responsible fr designing and implementing potential solutions, The n
expertise om the design und construction ofthe soliton componentstha falloutsidethe supe of snes anal
cation subject matter exports wll provide specialist
While iste posse to define a listing ofimplementatinnsubjoet matter expert roles hat sappoyieiate fr al llfatves, some of the ost common Toles ae
DeselopersSoftware Engineers
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expertise among developers oF software engincers lnchide particular languages or ‘application companents Good sofware development practices will significantly reduce Thecost ta build an application he peeicablity of the develapsent paces, aa the
abllty to implement changes in the Tunctinalitysupported by an application,
‘organizational Change Management Professionals
Organizational change management professionals are responsible for aeitating acceptance and adoption of nev solutions and evercaming resistance to change Areas fof expestive among change manageatent peofesionalslacule dustry and ealtutal ‘expertise, Good change management can help to ereate advocates for change within an
‘organization,
System Rihieetc
Syste aechitets are esponsile for dividing a suflware application into components ‘and defining the interactions Include wndertanding of met bovologies and nf solutions olfered hy specie vende between them, Areas ofexpertiaeamang system architects Good system architecture will Lactate rapid development of solutions and reuse of ‘components in uther solutions
Trainers
Trainers are responsible for nrg that the snd users ofa soliton nerstand how it Iesupposed to work and ave able t use it effectively Areas of expertise among Lalners may include elassroom tse or online edieation Elective training will faiitate —
veep
Usability Professionals
Usability professtonals ae responsible forthe external Interaction desiga of technology ‘solutions and for making those solutions famong usability professionals inclnde user Interface designers nd toformation as simple touse asisfeasible Areas of expertise architects God usablity will inetease productivity, customer satisfaction, and reduce ‘ost in solution maintenance and training
6 Project Manager
Project managers are responsible for managing the work required to deliver a solution iat mets a business aed, and for ensueing thal the peojeet' objectives are net wh Dolancing the project constraints, including scope, budgt, schedule, resources, quality Fisk and others,
7 Tester
Testersaeespousle fr determining how to vey tha thesolution meets the solution reguizements defied by the business analyst as well as conducting the verfieation rocess esters also seckto ese thatthe saition meets applicable quality standards fd thatthe rskof defects uf laiuges is understood and mlalnlze
8 Regulator
Regulators are responsible forthe definition and enforcement of standards, Standards hat the team developing the saltion is eoquired to follow standards the soliton mus meet o both, Regulators may enfores legislation, corporate governance Standards, audit standards, or standards dined by organizational centers of
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157
1.6
8 Sponsor
Sponsors are responsle for iltating the efor to define a business need aad develop 8 solution that meets that need, They authorize work to be performed and contra the Đayet forthe titative
10 Supplier
A supplceisastakcholder tse theboundaty ofagiven oeganization or orgentzational ‘nil Supplies provide productsorservices tothe organizationandmayhaveconteactual ‘or moral tights and obligations that caus! be camskered
Output
[An ontput isa necessary result ofthe work described in the task, Outputs tee created transformed or change stale as a esul of the successful completion of task, AMtough 2 particular output iseeeated and maintained byasingle task, task ean have multiple tp
An output maybe a deliverable ore a part fa lager deliverable, the form of en output independent cm the Lypeofnilative underway standatds adopted bythe orgautzation, snd best judgment of the business analyst as to an appropriate way to address the information nots of key stakeholders,
As with inputs, an instance of» task may be completed without an output being in te final state The pat ar output aly needs to be stcienty eampete to alle snecessine work to hegin, Snilary there may be one or many instances ofan output created ax part lan given initiative Finally the eatin nfam opal does ot necessary require that subsequent tusks which use thst work product as an input mus Deg,
Techniques Techniques yoy adda that task imy be performed o dierent ome the output of he askmay take A tsk mayhave one-one
forinatton om diferent a
the MABOK™ Guide des nok prescribe a set of analysis kechnigies that mast be vse The techniques deseribed in this dgcumeat ate those that have heen demonstrated tobe of value and in use by & majority of the business analysis community Business asalysts who ae tami with ten techniques age thereon sllectively under most circumstances that they ae likely to encounter, However, these likely to heable ta pettarm fechisiques re nat necessarily the best possible nes to use fn amy given sittin, oe sre they necessarily able to address every situation effectively Similarly ts unlikely that a busines analyst will be called on to demonstrate expertise with every technique Aelined i the HARBOR” Gi
A subset ofthe techies the ANOS" Guide can be deseribed as beingin widespread tse These
beeasional use by the vast majority of practitioners and i is likely that many if not ‘most orgesizations will espect business analysts to havea working knowledge of eae techniques The techniques that fll into Uns category are
niques are In regalae use by a majority of busless analysts aud sea
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mm ưđcđa toa
> Acceptance and Fvaluation Criteia Definition (1) > rsinstorming 9
> fusiness Rules Analysis (4) > Data Dictlonary and Glossary (9.5) > Data Flow Diagrams 6)
> Dota Mtodeing 9.7) » Decision Analysis (28) > Docent Analysis (29) > Interviews (218)
> Metrics and Key Performance indicators (816) » Non-funetional Requiements Analysis (217) > Organization Modeling (9.19)
> Prablen Tracking (9.20) > Process Movdeling\9.21)
> Requirements Workshops(0.28) + Sconarios and Use Cases (0.26)
The BAOK" Gude way In sonae cases group sie techniques or Cekiniques that share ‘single purpose, under asingle heading Fr example the Data Modeling (27 echnique overs class models tad entity relaionship diagrams and cou in principle caver oncept maps, term and fact models object role madels and other tess Widel-adopted masts techni Each lechnignsin the HA 0K” Gi is presented in the follwing format 164 Purpose Defines what the technique is used for, and the eecumstances under which iis most Iikely to he plicable Description Deseibes what the technique sand how itis used Elements
“Ine format andstructure ofthis seetion isunlguetoeach wechigue The clenentssection dseribeskey eonceptsthat are needed to nulerstand have ta use le ecbniqpe
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eduction mm | 164 17 18 Usage Considerations Describes cunlitions under which the technique may be more or less effective Underlying Competencies
The underlying competencies are shills, knowledge and personal characteristics that tipper the effective performance of business analyas The underiving competency teas elvan to business analysis inclu:
Analytical Thinking and Problem Solving supportseffectiveidentfication ofbusiness problems, assessment of proposed solutions ta those problems, and understanding of the noe af stakeholders, Analyien! thinking and problem suing involves assess ‘situation, understanding it as fully as possible, and making judgiments about possible soltionsti a problem,
Behavioral Characteristies support thedevelopment of elective working relationships swith stakeholders and snclade qualities sch as ethics trastvorthiness and pers
ent which business lable asiness Knowledge supports understanding ofthe envi
snalysis ts performed and knowledge of general business principles and a soins
Communication Skills support business analysts in eliciting end communicating requirements among stakeholders, Commuicalion skills address the need to lst to and understand the audience, understanding how an audience perceives the business ‘als, understanding ofthe communications ubjctivel) the message ish and the ‘most appropriate media and format for comenuoication,
Interaction Skills support the business analyst when working with lage aunbers af Slakcholders, and invelveboth the ability to works part of large team and to help hat team reac decisions, While mos af the work of sess anasto enti snd describing a desived future state, the business analyst must al be able ta help the ‘rganteatien reac agrooment thatthe fare state im question de desieed through 8 ‘combination ofleadership ae Taetfullon
Software Applications are use to facilitate the collaborative development, record gad dstebution of requirements to stakeholders Business analysts should be skilled tisers of the tools used in Their onganiration and must understand the strengths and weaknesses ofeach
Other Sources of Business Analysis Information
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end Intaducton le paeticuln, we have ease on Information From the following application areas fr ‘business analysis and related professional bodies of knowledge
> Agile Development > Aasiness intelligence
> business Prooess Management » Business Rules
> Declalon Analysis and Game Theơy
> Enterprise Atciteclure (including the Zachman Framework for Raterprise Acchitecture"and TOGAP*) > Governance ad Compllance Frameworks lncuding others Sarbanes-Oxley Basel and > 1PService Management (ineluding HL)
> Lean and Sia Sigma
> Organieational Change Management + Project Management
Quality Management
> Service Orinted Architectute
> Saftware Engineering (partiolaelyequitements Engineering) > Software Process Inprovemont finciding CMMI
+ Software Quatity Assurance
> Usability and Osee Experience Design
Trang 24Business Analysis Planning & Monitoring
chapter Ei
The Business Analyse Planning and Monitoring Knowledge Area defines the tasks essoclated with the planning and anonitoring of business analysis ats, nel
> identifying stakeholders
defining roles and responsibilities of stakeholders inthe usiness analysis elort > dovoloping estimates for business analysis tasks
planing how the business analyst will communleate with stakeholders planing hw eequtements will eapproncled raced and prioritized
determining the deliverables that the business analyst will produce defining and determining business analysis processes
> detern ye the metles that wile used for monitoring buses analysts work Inuditian, thiskouseledge areadeseribesthe work nvuled in munitoring anu eeparting ‘on work performed to ensure thatthe business analysis effort produces the expected lcome< If these outcomes do nol ace, Une business analyst ems take corcective set to meet stakeholder expectations,
Figare2-1 Busines Anas Planning Montorng InpuOutut Dagan
24 Plan Business Analysis Approach
214 Purpose This task describes how to select an approach to perfaraing business analysis, which
Stakeholders need to be involved in the decison, who will be consulted regarding and Informed ofthe approach, and the rational for sing it
Trang 25J PandusinisAnebistpproch «ác ines nay Panning & Monitoring 242 Description
Dusinessonalysisapproachesdeserie theoveral process that willbe followed perform Uaisiness analysis techniques tht will he used, and the deliverables that shuld be produced work ona given initiative, how and when tasks wil be performed “There are mullple established ways to approach business analysis work In software doselopment they range fom those dictated the waterfall approach fo these of ag Iechnigues Simflad, here se mumber af wel-known business process mprowerment ‘methodologies, including Lean and Six Sigma as well as many proprietary and in hose mietudolngies customs an pzaelizes ements tom dillerent approaches may ‘be eombined: however only a subset ofall possible combinations willbe viable for the Particilarorganirationel environment in which aa initiatives being pertorred
Inorderto plan thebusinessanalysisapproach.thebusinessanelystinustunderstandthe “organizational processneeds und objectives that apps to theinitfative These needs and ‘ohjectoes may include compatibility with thee organizational processes, comstraiats ‘on time-to-market, compliance with regulaory and goveenance framewurs, the desire to-evatnate mew approaches to solution development or other business objectives, the sbjectivsarenotknown,thebusiness analyst may berequired todefinetherequirements Hat the process st mec
In many eases ongenizations wil have ormal orinformal standards in place regarding he business analysis s dome ad how i sino project and ater acts I Uhis the ease the Business analss reviews any exsting organizational standard, including Standards gidelines and processes relating to the curr instative These may sige for dictate which apprnach to use, Even where a standard apptoach exlsts must be tailored tothe needs ofa specific initiative, Talering may he governed by orzaniational Slandatdsthat defiaewhichapproachesare peratted, which scmentsotthose processes nay be tullored, general guidelines for soletinga process and se forth
Ito standards exist, the business analyst works with the appropriate stakehollers to {determine how the work will be completed The business analyst should be capable of ‘Seleting oF ering an approach anal working with hey stakeholders, partelyely the
project manager and projet tear, to ensure that itis suitable
“The business analysis approach fs often based on at related to the project apptoach, but In some eases they maybe independent deteemined (ne example, an organization may sea plan-driven approach odefluelisbusiness processes and then useachaige-deive approach to bull the supporting software applications
243 Inputs
Business Need* the business analysis appeoach will be shaped by the problea or ‘opportunity fuced by the ogganization iis generally necessary to conser the risks sssoclated sil i the timeframe in which fe need mst be addressed, and bow well the need is understood This wil help deterine whether a plan-driven or change-deivon anptoach is appenpeate
Expert judgment:Used to determine the optimal business analsis approach Expertise ‘may he provided fom a ude range of swzees icing stakeholders nthe initiative, ‘organizational Cenlersuf Competency, consultants or assoclationsandindustry groups
Nu
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Bainew AnalyjsPanrin Mantriy
oe experiences of the busiaess analyst and other stakeholders should he considered when selecting of modifying an approach
Organisational Process Assets Include the elements of exating business analysis approaches in use by the organization Organizational process asses that may be use ln deining the busiaess analysis approacsinclade methoduloges soltware development, toolsor techniques at arein use or understood by stakeholders fo pracess change
forporate gvermance stamdards (uch a COBIT™ Saebane-Osley, aml Basel I) and templates for deliverables In addtion to these general standards the oeganization may have guidelines i place for tiling the prucess to fit a specific initiative, et Diagram 1 i i }¡ Í 8wiaegNeml Đợm Ogabaoml | i dudgment Process assets | 2 Pron Business Analysis Approach Eminer alysis 2S Pon Requirements Mgt Process 214 Elements
Almost all methodologic &
uange-driven approaches somewhere slong a spectrin hetween plan driven and Sotion Italy defined before implementation begins i order to maxtinize contol aid riven approachesfacusoni Iminimize risk, These approaches tend to be preferred in situations where requirements sa alletively be defined i adteaoe of lmplesentation, the Hk af an incorrect ARO God, Veron 7
Trang 27J PandusinisAnebistpproch «ác ines nay Panning & Monitoring traplementation ts unacceptably high, oF when managing stakeholder interactions presents significant challenges, The authority to approve requirements typically rests ‘with sdected stakeholders aod the projeet sponsor The project sponsor ill hive the Fina authority ta approve solution requirements, but i is common fr sponsotst insist that other stakeholders grant thee spproval before the spansor sel, Waterfall methods fof soltwate development and business process re-engineering initiatives are typleal ‘examples of plan-driven approaches
In retuea for acceptance of whigher degree of uncertainty regarding the overall delivery of the solution These approaches tend to be prefered when taking an exploratory “anproach to finding the best solution or for incremental improvement of an existing solution, The authoelty to approve requirements usally rests witha sogle indivi, ‘wha is an active participant in the fea daly activities—others may advise or be Informed but may not withtold consent and the approval process must be completed
yedriven approaches focus on rap dlivery of husines value In short iterations
withlastiet line Lait Agile methods of software development as wells com Improvement projects, are typical examples of change-driven appronches,
The performance of this task Is dependent on where the selected approsch falls on this spectrum, The descriptions belo toich on the ends ofthe spectrum, and hybrid Apraaches may eombine aspects of both Sinlar considerations aust be taken lao "account whether the business analysl selecting o tailoring the approach,
1 Timing of Business Analysis Work
Determine when the business analysis efforts should occu when tasks need to be performed, and the level of business analysi effort will need to vary overtime, THs Includes determining whether emerprise analysis, requicementsunafyss, and solution tnd validation activities will be porfmed primarily in specific project Phases iteratively over the course af the lnhlarlie
Plaa-deiven appenaches have most hosiness analysis work acc af she beginning of the project or during one specific project phase The exact name ofthe phase varies by le spectic melhodology bụi the main foes of the phase nelides sch activities ax iting analyzing documenting, verifyiag and communicating the requiremeats, as ‘well as reportingon the satus ofthe business analysis activities work forthe projet
‘Change-deiven approaches may have a business analysis effort conducted early 10 pedace an fnita list of high-level requirements tals refered to as eoquirements 'sioningl This product backlog Is then updated throughout the projet as new requirements emerge throughout the project, these requirements will be prioritized and reprioitized based on the Busiess need, The highest priority equitements willbe ‘akon from thebacklog or detailed cequiremontsanalssisas resources bovome avaiable Forimplementation nd implementation wil hain as son as analysis scomplot,
2 Formality And Level Of Detail OF Business Analyss Deliverables
Determine whether tequitemeats will bedelvetedas formal documentation of thiongh infoomal eummunication with stakeholders, and the appropriate lvel of detail that should be contained in those documents, Ihe expected deliverables rust he defined as Parl of the appcoach, See Chapter 4: Requirements Management and Contunication fr ‘examples of business analysis deliverables
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Busnes Anas Planning & Menitring tan Business nays Approach
Plaw-driven approaches typically call fra significant amount of formality and detail Requirements aro captured in a formal decutnent ur set of documents which follow slanalardized templates Ths may he proved by a suber af requirements related Hocuments, built with increasing levels of detail neluding @ bigh level vision and scope docnent that focuses on business requirements and dacuments desc the requirements (rom the polnt af view uf specific stakeholder groups Relevant i forinally approve each of these documents before work hens om eequirementsat slower level of detail The speeiic evmtent an ort ofthe requirements documents can vary, depending en the organizational methodologies, pracesses, and templates
Stakeholders must gener Change-driven approaches favor defining requirements through team interaction sai thưaugh gathering feedback on a working solution Maadatory requirements Alocumentation Is offen limited toa practi requirements list Additional Alocumestation may be created at the diserotion of the tam and generally consists ff models developed to eahance the team’s understanding of a specie prblet An alternative approach isto document the requirements necompunied by tests, Format docamentation i offen prduced afler the solution is the form of aeeptaneeerteria Implemented ta facilitate knowledge transfor
3 Requirements Pieritzation
_eterminelow requirements willbe prioritized and how those ports willbe use 20 ‘etn thesolation scope, Methods of priottizgreguirementeae discussed in Prioritize Roguirements (6.1) Also see Chapter & Enterprise Analysis for inoranstion on dt the solution scope and Chapter ts Requirements Mamagement and Camnsnication fe Information on managing th soltion scope P
hen performing locate equrements (22) Change-driven approsetes tend to place + grea dea of emphasis un effective requirements prioritization mths, de to the Small seope of each ieratin or release oritantios enethods will also be used 4 Change Management
(Changesta tesuremtents may occur at any me: Consher the expected Mkelihood snd frequency uf change and ensor that the chan management process i eflctve foe those levels of change Elective business analysis practices can siguifcantly reduce the tinount of change reqized in a stable business environment fat cannot eliminate i —
Plan-deiven appraachesserkto ensurthat changes only orci when they ase gentinely ccessary ad cua be clay used Each change soften handled as a aio project ‘omplete with requirements elicitation, estimates design, ete Changed requirements, Innit butt the solution sep sind the project scope and tke change mangement process willbe incorporated into the overall projet management process
‘Many organizations that tracks the changes that hase bees recived, and an analysis of the impact of havea formal process which includes a request for change a change the charge nok only tothe peojeet, hut al to othee business and automated ssstems In practice the mumber an inipact of ehange requests oft ards the end ofthe projet This can he di to any combination of factors, including loosely seoped projets lack of requltements ownership by project stakelialders pootly performed brusiness analysis, changing management prisities, business oorzairation, egulatory HE đun WelenS0 mm
Trang 29J PandusinisAnebistpproch «ác ines nay Panning & Monitoring change or changing business requirements
‘Change-driven approaches prestie that i s dificult to identify ll requirements in ‘advance of thelr Ip process distint from the selection of requirements fr # iven ileration, Changes to ‘existing soliton capabilites are snply prioritized and selected fan eration using thesame eriterin es new features and capabilites,
mentation Thee iy generally aa soparate change managentent
5 Business Analysis Panning Process
“The business analyst must determine the process that will be followed to plan the ‘execution Inte a large project plan af ansinesses analysis elvis i mal eases ns process willbe integrated
4 Communication With Stakeholders
Communications may be writen o verbs, formal or informal, Decisions must be made al the onset ofthe projet usta the applicability of sach communications techlegies Stich as einall with regards lo project decision-making and approval of deliverable,
Plas-deiven approsches tend to rly on formal communication methods, Much of the ‘ommunieation of the actual requiroments ls in writing, and often uses pre-efined Fors ruling signatory approvals All project dacurtemlion is nota aelved 9s
pratt ofthe project history
‘Change-driven approaches lacus mure on frejdeney 0l eommunietinn than un formal {documentation Oficial documentation soften in wring but ioral comm
takes precedence ‘ceuts following implementation oer more firma writen comaticatnn Dacimentation freqtetly
7 Requirements Analysis and Management Tao's
“The business analyst mus! Wentity any requirements analysis or manayenent tools that willbe used These tools may shape the selection of business analysis techniques notations to be used, and the way that requirements willbe packaged,
8 Project Compleity
“he complesity ofthe projec the nature af the deliverables, and the overall bk to the ‘husiness needs to he taken into consideration, The factors listed below, among others Increase the eomplenity of bu
nets analysis fort ws they increase = umber stakeholders
> umber of business areas alfected > uber of business systems affected > aout and nature of sk
> uniqueness of requizements
+ numberof technical resources regulted
“Tne Level of equlrements uncertainty is partly dependent on the dain af the projet Nu
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Busnes Anas Planning & Menitring tan Business nays Approach For example, new venture, musketing and research projents tend to hang higher equitementsuncertainty while accounting inanes projects tend tohavea relatively lower level of requirements uncertainty
‘Many organizations have a need for knowledge regarding a solution to be maintained ‘wer Ie longterm, because responsibility for the solution may be outsourced, because of turnoser within the project ‘eum, gsographiea! distribution of participants, o because key personnel are onconfeactand wilt remain availableto the organizalon flo Iinplementation Fermal dueuunenhatlan may he required lo address these sks
215 Techniques
Decision Analysis (0.8% May be used Lo rate available methodologies agenst the ‘xganizational neds and objectives
Process Modeling (9/8): Process Models can be use to define and document the Truss analysis approach,
Structured Walkthrough (9.80) this can be used 25.4 means of validating a eteated selected or tailored business analysis approach,
216 Stakeholders
Customer, Domaia SME, Bud User or Supplier: The approach taken may depend on thee availabilty aed involvement ith the tiation
{mplementation SMI: the nsinessainalysis approach laken should he compatible with the inplementatlon Meryl used by Use lpententation teas
Project Manager: The project manager must ensnretha the business analyssappeuacl mm "
‘ester: the business analiss approct mls faiilate appropriate testing atti
Regulator: Aspects of the approach or decisions made inthe tailoring pracess may Sponsor: The appeoel ake may depend on their availability a imeoloerment vi, the initiative Thesponsor may also have esd and abjectivesthat apply tothe approach itso
247 output Business Aas
lysis Approach: This is «definition of the approach that willbe taken foe business alps it & given initiative A business alas approach may speci team foes, dlivrables, analsis techniques, the ting and frequency of stakeholder iersetions, and ther clemonts of the business analysis process methodology i a formalized and repeatable business analysis approach I includes a decsion about ‘wich organisational process assets wil he applied and any decisions made regarding thiloring af the prices ors specie situation, Documentation regarding the apptnscl "may eventually be alded tothe organizations repository of process asst
Trang 31me.mmđ«đ nes Analy Parnjng Monitoring
22 Conduct Stakeholder Analysis
224 Purpose
this task covers the identification of stakeholders who may he alscted by a proposed Initiative or who share a common business need Kentfying appropriate stakeholders forthe projet ne project phase, nd determining stakeholder iniuenee andor athosty regarding the approval of project deliverables
222 Description
Slakeholer analysis performed as soon asa business need sient nd will sally Dean ongoingactivityaslangasbusinessanalysiscontioues Stakeholder analysis beans ‘withientitsingstakcholdersscha mayhealfected by hebusinessnced ora new solution Stakeholders may be arouped ino categories that select their nvolvemeat or interest the initiative The rules, responsibiiies, and authority lakcholer or stakeilder group mast be chy described Stakeholder analysis also over the Involvesunderstandingstukeliollerinfluence oand altitude towards the lative and “assessing postive and negative allies and belasiors which mayest the asteome of Hie initatve and weeeplanee ofthe satin 223 Inputs
Business Need idemify as analyze the position of the stakeholders atfected by the ‘business neo As the understanding ofthat nee evolvesthtough definition of business reghirements, soliton scape staksholdee requirements, and solation eequiroments that adltonat information willbe wsed to ast ka Wentifying additonal stakebuers ‘ortunderstanding how existing stakes may have changed Hie position, Eaterprise.rchitecture:Deseribesthoorganizationalunitsthatesist.theirinteractions ‘sith other organizational nits customers, snd suppliers, their responsibilities within he oeganleation and the ols ad eationships win cạch oganlZatlunal unt
Organizational Process Assets: These ncile nrganizationsl sms that must be completed, suggested or prescribed methodologies, templates, and policies and procedures peejoct euthorization gukelines they may be mandated ve express the form of ulding principles
224 Stakeholder roles must be Met carly in the projet in ander co help ensare ney Elements alivery of eequirements deliverables Note Dat some play a varity of stakelolder roles the sane projet ferent projets tals may be called on to ‘som diferent roles om 1 Identification
Understanding who the stakeholders ate andthe Impact of propose changes om then is vital 1 understanding what needs, wants, and expectations must be satistied by 4 solution,
Iecause requirements are hase on sakebolder needs, wants, and expectations, those that sre uncovered either late nạt at all could require a revision tw fesulrements that changes or nullfes compete tasks oF tasks already In progress, nereesing
Nu
Trang 32
Bainew AnalyjsPanrin Mantriy
Figure 2-3 Conduct Sokol AncyisnpaOutput Bagram, inputs PA À i i ¡ J8 i i ì ) 3 i _ ` Arctature Process Set Organizational 22 conduct, Stakeholder Analysis aa sakeoder Us Roles and Responsbiies oe ‘Tasks Using This Output Mvierererereceseces 3 2 Pra BA Actives Communication Pan BA Peeparefor Eetation + er Manage Solution Scope &Req's Requirements Prorize
conte and decreasing stakeholder satisfaction Change-driven approaches may bette sccumpiodate this risk, but carinol elainate i a late stakeholder entiation can sll osu allertians tothe project roadmap and release content
Who participates in which business analysis activities can vary between projects rethaulnlogies ad organizations Far eam, some ogganizations may encohrage ‘embers of the technical team to attend requirements workshops to provide costs, techincal elfort estimates and information that leelmial discussion is permitted during these meetings un teclinical impacts wile bers may ele
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me.mmđ«đ tineu Anlni Haming 8 Mantoing 2 Complexity of Stakeholder Group
The compleityof interactions wih a stakeholder gronp say'he alfected y factors seh > Number and yatiety of direct end users in their constituency Diferent !pproaches, plans reports, amount of formality andthe amount of documentation cam be customized based on the auimber of stakeholders each subject matter expert represents, Stakehollers with fewer constituents may be able to represent The íakehoMer group withont such dificult Stakeholders representing a large hhumbet of enashituents or representing those fromm diffrent faaetional azeas or divisions may need to research information or engage in requirements elctaton themselves,
> Number afintertacing businessprocesses {arstakebolderswhorepresent those performingcunipley, interfacing or overlapping and automated systems Ihe planning Inusness processes is iferent from those whose processes re more sll contained Since not ll sakeholders van or want to attend al equleements workshops, They ‘eam be more easily persuaded if the workshop pertains to their process and the sssocined software application
3 Atthude and influence
Assess stakeholder attitudes toward and influence over the initiative, Factors Scud to consider Antiude towards
+ _ Thehasinessgoslschjsstos andsulution apyruach:
> Dotheyboleve thatthe solution will benefit the organization? wit re ents tect them directs?
> Willthebesetitebeaceened elsewhere?
Arethepossiblenegative eicts othe initativean this stakehulderareter than the rewards?
> Do they believe that Ube project team ean succesfully deliver the sottion? > Attitude onwards business analysis:
Dothey see value in defining thei requirements?
Do they present solutions and expeet the regulrements to be canlalaed là that solaiom, and believe that this wll enable them to avoid requirements "
> Attitude towards elaborations
Have they had suecesson previous collaborative efforts? > Docs the organization rewacd collaboration?
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Bainew AnalyjsPanrin Mantriy
> Isthe organization hierarchical in ature rather than being team-based?
© Are personal agendas the norm?
> atinuden wards the sponsor
On etoss-unetlonal efforts, do all the SMES support the sponsor? "`
Attitude towards team members
> Mavekoy members afthe project tum Gnchudingut alt hole testing re nt limited to the business projet phases involving those peopl?
fationships o have there been proc lailed projects oF Influence: Understanding the nature of influence aad the llluence structures and ‘hannelswithin and work towards bulking trust, Understanding the influence each stakeholder may an organization canproveinwaliablewhenseekingto build relationships Ihave as well as their attitude, can help develop strateais for ubtaining buyin and collaboration, Same factors rslting ta slluenee to consder are
Influence on the project, Htow much influence does the stakeholder have on the prujec? For instance, because sparsors chia fusing, including resources, and make vial decisions, they usualy exert more than end-asers,
There are usually orm and Informal structures ‘ean provide what is called within organizations and une’ tile o job role, whi uence in the organiza
authority oF positional power, does aot always reflet the actual importance oF
Authority 4 sakeholder has
hhow meh influence is needed to make the project succeed compared with the nee needed forthe good of the project The business analyst should analyze mount af nluence the Key sskeholders, such as the project sponsor, ave Foe tesampleonailarge complex project requiringinany internal and external resoueess {he project will ned a sponsor whe Is fective relationships with funding eons to ensure that adequate resources ate available far ptuject work PejectsUhat are smaller ay require spansors with ess influence [there isa mismateh between the uence required and the artnunt flaene the stakeholder has ut is pereive tohave, develop rsk plans and responses another strategies that might be needed Wabtain the equited level of suppor
> Influence with other stakeholders Within most organizations ‘vay influence occur His best tobe awae uf this informal influence structure For thereisan informed wample, if thee are stakeholders who consider themselves project champions, they can be help in converting thse eho ac less enthusiastic oF even atwardly hose ta the ptojet purpuse al desnated outcomes
4 Authority Levels For Business Analysis Work
Trang 35me.mmđ«đ nes Analy Parnjng Monitoring authority
> Approve the deliverables
» Inspect and approve the requirements
» Request and approve changes
> Approve the requirements process tat wil heused > oview and approve the traceability seuctare
+ Veto proposed requirements or solutions individually oF in group)
\auitionsinformation onauthoritylevelscanbefoundia Plan tequirementsAtanagement Process (23)
22.5 Techniques
1 General Techniques
Acceptance and Dalnation Criteria De {0.1} the business analyst sould = partofthestakeholier analysis Mentity which stakeholders have suficient authority to accept o reject te soltion
Brainstorming (9:3) May assist in identifying novds and requirements that lead 10 posible slakeholders, or creating isting of possible stakehinlle roles
Interviews (9.14): Interviewees may beable to identify other stakeholders
Organization Medeling(9.19) Assess liste have any unique needs andinteest tt should be considered wil deseribe the to determine ifthe organtaationa units or people ‘oles and fnctions in the orzanization andthe ways in which staebollers interet aod so wll help toidentty stakeholders who ae flected by a change,
Process Modeling (9.20: Any person involved inthe exceution of business processes alfeted by the sokition will be a stukcholder, Process models can be ạ source for ‘entfylngadditoaastaksholders, since relate jrocesses aay be affected tn alton ‘alogori¢ing stakeholders by the systems thet support thir business processes can be ‘uefa when changes ced to he made ta tone processes and ystems,
Requirements Workshops (9.23) During coquirements workshops, the business nalst may ask pariipantsiftheycan sugaest other stakeholders Wish Analysis (8.29) bly of key stakeholders to parteipate i the itt tisks to the initiative may esl from stakshaldertitndesor the Scenarios and Use Cases (9:26), and User Stories (9:8: hentiiedstakehokler roles
‘mayserve asa useful starting point for identifying actorsand rales,
Scope Modeling (9.27) Scope modes should show stakeholders that fall outside the seaeofthe sition bat stil interact with tin some way
Trang 36Busnes Anas Planning & Menitring
stakeholder group, 2 RACIMatte
The RACK matty deserihes the roles of those dnvuved in busines analysts setlist Aleseres stakeholders having near more ofthe lolowing responsibilities fora given taskor deliverable
> UBesponsible dows the work
> [Nlecountable isthe decision maker (only one)
> [Clonsutted must be consulted price to the work and gives input > Mintormed means that they must be noted ofthe autenne An example of RACH Matrix may he soon hee Information Architect Solution Owner End User ‘Subject Mattar Expare (se) Other Stakeholders Rel (varies) A Stakeholder Map
Stakeholder maps are visual diagrams that depict che eattonslp of stake
solation and ta one another Thereare many forms.ofstaksholder map, te eum
Trang 37me.mmđ«đ tineu Anlni Haming 8 Mantoing An amnion diagram indicating how involved the stakeholder is with the solution (which stakeholders will directly interact with the solation or participate in a Irosiness process, which ate part ofthe ltger organization, a which afe outside theorsanization) Stakeholder maps often include lines ofoinsnunication between stakeholders
came | Sener emains satisfied, ‘with and support the change,
Trang 38Bainew AnalyjsPanrin Mantriy 226 227 23 234 Stakeholders Domain SM
May be able to mamend other business experts to assist in defining {mplementation SM ay he abet enify and recommend stakchulers,
oject Manager: May be able 19 identify and recommend stakeholders tn the ronlext of a project with ø designated prec! manager tesponsihty for stakeilder \entification and management must be shared with the project manager
snalyst and project manager shou collaborate on perlorsting this task, The project anager i acecuntable for ensuring thatthe project Leaim sels comnllinents made tothestakelolders, managing the assignment of stakeholders to project tasks and thee Involvement inthe execution ofthe project, and ensuring thal changes that impact the projet seape are appropriately managed sod approved The business analyst will also sss the project manager ts defining which project eam meters shad be valve) In developing, eviesting oF appvoving business analy deliverables eusiness
‘ester May beable tw Memify and esommend stakeholders
Regulator: Nay rogue that specific takeholler representatives ar groups be involved Inthe pencess Sponsor: Mayhesble toidenlify domain subject malterespertstohelp with requirements Aefinition, and Resp
Ths nay Snead hn such > List ofrequited ees
Names and titles ufstakeholders > Category of stakeholder
> Location of stakeholders > Special neds
+ uinber of individuals in this stakeholder rte Description ofstakeholder infhionce and interest > Doctmentation of stakeholder authority levels
Plan Business Analysis Activities
Purpose
Determine the activities that must be performed and the deliverables that must he produced, estimatetheottrt required tpectormthat work, and ideality themanagenent fowls eared to mouse the progress a thse activities and deliverables
Trang 39J Panduineisanebaistcivnis ines nay Panning & Monitoring 23.2 Description
“The business analyst determines which activities thöse aetvities willbe carried out, the work effort involved, and an estimate of how long, are required fora given initiative, how the aetviies wll take, This ask nodes aetviies te
> Mentify business analysis deliverables
> Determine the seope of work fr the usiness analysis actisties
> Determine which activities the business analyst wil perform snd when + Develop estimates for business analysis work,
“The activites that ure executed and how they are executed will determine the quallty and imines ofthe business analysis deliverables and wkimately ofthe soliton, The ‘hasiness analysis plans) ley and schedule the selves an resources tepeted 10
produce a clear, concise st of rqurements tha support development ofthe solution
“ns planning aetvty will typleallyoceur more thas once ana given inhiativeor projet ‘a plans trequently must be updated to address changing tnsiness conditions, ines ‘enenuntered hy the business analyst oe other team atembers, lessons Tented Teoh the performance of business analysis activities, or other changing clecumstances,
‘One way of ccommndating change on a larger initiative is ta plan onan incremental ‘or roling-wave basis: This approceh to plating ereates« high-level pla fer the long tere anu detailed plans to adeess near-term aetivities, withthe understanding that ‘he long-term plans will change as more information becomes available Ao alterastive, sed in change-driven methodologies sto follow a well defined ine himited process for developing requirements und lint each iteration ta the work that ean be completed inthe time allotted, A long-term roads may be used to set expectations, but the ‘contents af the ruadiap ate constantly revisited as peorties change
233 Input
Husiness Analysis Appronch: Defines the lifeyele, deliverables, emptes, and tasks that should he included Plan-dewven appeoaches ‘arly as possible to redice uncertainty, while change-driven approaches encourage sevk ta define reguleements as requifementsto he defined as closet inxplementation as posable These ditereaces will Joad to diferent deliverables and tasks being identified as well us diferent sequences and dependencics of tks, The apprnich will esa determine hows the planning proccex Ik perforned
lysis Performance Assessment: The business analbst must use peor ‘experiences on this initiative or on others to determine the effort involve in peetorming Ibusiness alysis work,
Trang 40Bainew AnalyjsPanrin Mantriy iaue3-1:Ph Beinerndj:EdhiielnpnVDuigatDagam, Inputs m.mnm
Busines BusinassAnahsis Organizational stakeholder | Analysis; Peformance ProcessAssets Uist Roles, and | | Approach Assessment Responsiitis | 23 Plan BA etnies 24 Requirements Mgt Pon ea Plan Reis Mat and Communication Communication Process E3 ManageBa
Perlormance Requirements Anatss Solution Assessment and Validation
bbchaviorsand preferences that may need tobe met, For example one keystakeholder per the ase of pracess maps, wich eauldnilaence the planing of Business alas may {sks related to this stukebolder Another stakshokler may have some experlonce using particular technology and be in favor ofits choice forthe current prajt, whieh might alo influence the busiaess analysis deliverables, asks, and estimates Understanding thr soles and esponsbiiies on the project will help to determine how mul those prefrences wil shape the plan ation, Hime will have to he set ide work With stakeholders to elicit and analyze requirements and foe those stakeholders with tecision-making authority to approve requirements, the roe of each stakeloider mast Ihe unceestaod so thatthe appropiate activities ean be scheduled and the necessary ARO God, Veron mm