Business Analysis and the IIBA Business Analysis Body of Knowledge (BABOK)

Business Analysis and BABOK (Business Analysis Book of Knowledge)

Alan McSweeney

Objectives

To provide an overview of the importance of business analysis in project success and to introduce the Business Analysis Body of Knowledge concept and structure

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Agenda

Business Analysis Requirements Business Analysis Body of Knowledge (BABOK) Establishment of a Business Analysis Function

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Business Analysis

Business Analysis Set of tasks, knowledge and techniques required to identify business needs and determine solutions to business problems Business analysis is the connecting layer between strategy and systems/technology

Solutions Include a systems development component, but may also consist of process development or improvement or organisational change

Business Analyst Works as a liaison among stakeholders in order to elicit, analyse, communicate, and validate requirements for changes to business processes, policies, and information systems Understands business problems and opportunities in the context of the requirements and recommends solutions that enable the organisation to achieve its goalsNovember 26, 2009 4

Business Analysis Skills

Ability to develop a clear and detailed understanding of: The requirements to solve a business problem, often with a system implementation/solution selection How the proposed system or solution will interoperate or integrate with the existing systems and technology in which the new system will operate How the proposed system or solution fits the existing enterprise architecture and business strategy The business problem from multiple perspectives: business, user, functional, quality of service, implementation, etc.

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Roles of the Business Analyst

Gather requirements Document processes Identify improvement opportunities Document business requirements Act as the liaison between users and system/solution/technical architects

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Roles of the Business Analyst

Gathers data that is unstructured comments/information/discussions/interviews from/with users) Converts that data into information in a structured format Converts that information into knowledge that is structured and usable Develop requirements for change to: Business processes Information systems

Understand business problems and opportunities Provide recommendations for solutions Be an advocate for the business user Work as a liaison among stakeholdersNovember 26, 2009 7

Importance of Business Analysis

A factor present in every successful project and absent in every unsuccessful project is sufficient attention to requirements Half of all bugs can be traced to requirement errors Fixing these errors consumes 75% of project rework costs 25%- 40% percent of all spending on projects is wasted as a result of re-work 66% of software projects do not finish on time or on budget 56% of project defects originate in the requirements phase of the project Completed projects have only 52% of proposed functionality 75-80% of IT project failures are the result of requirements problems The average project exceeds its planned schedule by 120% 53% of projects will cost 189% of their original estimate 30% of projects are cancelled before completion 50% of projects are rolled back out of production The typical project expends least effort on analysis where most errors originate and whose errors cost most to fix Requirements errors cost the most and that poor requirements are the main cause of software failureNovember 26, 2009 8

Factors for Project Success

Effective and targeted project management and systems engineering processes, tools, and techniques Appropriate executive decision making Effective project leadership High-performing teams Collaboration and respect between the business and IT communities Business analysis processes that ensure the development team will have a clear understanding of the customers overall business and information needsNovember 26, 2009 9

IT and Business Analysis

IT need to possess expertise in multiple domains IT must prove it can understand business realitiesindustry, core processes, customer bases, regulatory environment Contribute real business value to their enterprise

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Align Business Analysis to Solution Lifecycles

Business Analysis exists in wider contextInitial Discovery Requirements Elicitation Decision to Proceed Requirements Management and Change Management Operations and Use

Strategy, Business Planning and Business AnalysisBusiness Concept

Solution Architecture and DesignSolution Architecture Solution Design Solution Specification and Change Management

Project Management CycleInitiate Execute and Control Plan Close

Solution Delivery - Implementation and Deployment LifecycleSetup and PrepareNovember 26, 2009

ImplementManage Evolve Develop Test Deploy11

Business Analysis Challenges

Lack of advance planning for projects and initiatives Lack of formal training for Business Analysts Inconsistent approach to business analysis Outsourcing and relying on external contractors to perform major roles in system development Impatience with the analysis/design/planning process Gap between what Business Analysts are assigned to do and what they should be assigned to do

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Why Projects Fail

Very significant Business/IT pain point All too frequent implementation of IT solutions that fail to meet business requirements

Look at the general causes of those failures Look for solutions whose implementation will address those causes

Projects fail to deliver solutions that meet requirements because of some combination of some or all of the following conditions Poor understanding of the business need or problem Poorly defined and/or stated requirements Inadequately explored solution options Poor solution design Misalignment between requirements and project scope Poor project planning/execution Poor change management

Many of these are related to business analysis and related activities Cannot separate project management, project portfolio management, business analysis and solution architecture

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Avoiding Project Failures

Poor understanding of the business need or problem Implement effective requirements elicitation processes Implement business analysis processes and governance

Poorly defined and/or stated requirements Gather requirements effectively Communicate requirements clearly to stakeholders Involve all relevant stakeholders appropriately

Inadequately explored solution options Implement solution architecture standards and governance Conduct format cost/benefit analyses Reuse existing components

Poor solution design Translate requirements into design Validate design Implement solution design standards and governance

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Avoiding Project Failures

Misalignment between requirements and project scope Requirements drive scope of project, transition and operational aspects of the proposed solution Translate requirements into IT language

Poor project planning/execution Monitor deliverables Ensure quality Implement effective project management and governance

Poor change management Implement effective change management and governance Effective change analysis Communicate to the solution team of changes in business requirements Communication to the business stakeholders of variations from the project charter, reflected in an updated business case15

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Avoiding Project FailuresStrategy, Business Planning and Business AnalysisBusiness Concept Initial Discovery Requirements Elicitation Decision to Proceed Requirements Management and Change Management Operations and Use

Solution Architecture and DesignSolution Architecture Solution Design Solution Specification and Change Management

Project Management CycleInitiate Execute and Control Plan Close

Solution Delivery - Implementation and Deployment LifecycleSetup and Prepare ImplementManage Evolve Develop Test Deploy

Poor Understanding Of The Business Need Or Problem

Poorly Defined And/Or Stated Requirements

Inadequately Explored Solution Options

Poor Solution Design

Misalignment Between Requirements And Project Scope

Poor Project Planning/ Execution

Poor Change Management

Business Analysis

Solution Architecture

Project Management

Business Analysis

Ensure adequate and appropriate resources and involvement during project lifecycleNovember 26, 2009 16

Aligning the Solutions Being Delivered

Need more than project management Not the complete picture Cannot treat project management in isolation

Need to ensure that the solution being managed meets business requirements Need to ensure business requirements are captured Need to ensure that solutions are designed to deliver business requirements and comply with organisations enterprise architecture Fundamentally the project exists to manage the delivery of the solution that has been designed to meet business requirements that assist with delivery of the business plan

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Complete Picture of Project Selection and DeliveryStructured Capture and Management of Requirements Design of Solutions to Meet Requirements

Business Analysis

Programme and Project Management

Solution Architecture Prioritisation of Projects Project Portfolio Management18

Delivery of Projects

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Frameworks and Methodologies

Use of a business analysis methodology and framework can seem to impose an unnecessary burden but it delivers real benefitsBenefits of Adoption Consistency Speed Drives Delivery Ensures Acceptance Productivity Reuse Professionalism Customer Confidence Speed Accuracy Audit Trail Cost Saving Risk Management and ReductionNovember 26, 2009

Potential Disadvantages Time to Adopt Cost to Adopt Suitability Too Comprehensive Cost of Use Not Currently In Use Within Risk

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Requirements

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Requirements

A condition or capability needed by a stakeholder to solve a problem or achieve an objective A condition or capability that must be met or possessed by a system or system component to satisfy a contract, standard, specification or other formally imposed documents A documented representation of a condition or capability Focus on a particular business process or processes Describe the business need or problem and address all the functions associated with their delivery In project terms, requirements are the detailed items necessary to achieve the goals of the project Requirements analysis is key to successful projectNovember 26, 2009 21

Requirements

Objective is to define and describe the characteristics of an acceptable solution to a business problem, so that the project team has a clear understanding of how to design and implement it It is all about requirements

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Requirements Planning and Management

Identify team roles: project manager, business analysts, developers, quality assurance analysts, trainers, application architects, data modeler, database analyst, infrastructure analyst, information architect, subject matter (functional) experts, etc. Identify stakeholders (who will provide requirements information): executive sponsor, solution owner (client), end users, functional managers, investors, etc. Distribute responsibilities amongst business analysts and other team members and define coordination, team communication and knowledge sharing mechanisms and processes Define risk monitoring and management approach for each identified risk Define the requirements and system development method Define the requirements and system development process Manage requirements change and scope: requirements creep is a big problem Define and collect project metrics and reporting mechanisms Other project planning and project management activitiesNovember 26, 2009 23

Hierarchy of Requirements from Enterprise to Project/InitiativeRe Business Vision and qu ire Goal me nts Hie rar Strategy ch ySolutions delivered by programmes and projects cascade from business vision to ultimate operation and service delivery

f

De liv ery Ini an Strategic Objectives tia dO tiv es pe Solutions delivered by rat ion Systems and programmes and projectsneed to be aligned to the overarching business vision and goalSolutions

Bu s in Business Plan ess to Sp eci fic Programmes for

rom

Operation of SolutionNovember 26, 2009 24

Analysis and Design Build Bridge From Business to SolutionProblem Requirement Business Analysis: Elicit Requirements Analyse Communicate Validate Business Analysis and Solution Design

Current State

Solution Design: Translate Requirements into Solution

Solution

Desired Future State

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Requirements TeamBusiness Analysis

Need the perspectives of all parties Requirements need to be verified by those who are contributors in solution definition Is there enough information in the requirements to build a solution that delivers the business case?26

Business Initiative Sponsor Solution Architect

Project Manager

Lead Developer

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Requirements Within Solution LifecycleBusiness Concept Business Requirements System Requirements High-Level Design Low-Level Design Operational Use Acceptance Test System Testing Integration Testing Component Testing

Install and Implement

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De live rS Re oluti qu on ire me and nts Fulf il

e uir eq eR fin De

nts me gn es i dD an So

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Requirements

Business requirements drive strategy, architecture and project/solution implementation Capturing requirements is essential Define key principles/policies/critical success factors for IT Requirements define what is to be delivered Getting requirements wrong has a substantial cost and contributes to the reasons for project failure Requirements on their own are not sufficient: solution must be designed to deliver on requirementsBusiness

Functional Technical Implementation

Requirements

Strategy

Architecture

Project/Solution Implementation

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Requirements Specification

Requirements Specification describes what a system should do Should be produced as early as possible in the development/delivery cycle One of the most difficult aspects of system development/delivery One of the most important tasks of system development/delivery Should focus on the interactions with the user

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Where Do Errors in Projects/Initiatives AriseOther Development/ Implementation

Gaps in Requirements

Solution Design

Getting requirements right reduce risk of project failure

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Relative Cost of Fixing Errors During Project Lifecycle1000

(Logarithmic Scale)

Errors/gaps/omissions become significantly more expensive to fix at later stages of project lifecycle

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1en ta tio n m en ts De sig rT es tin Te st m en t De pl oy n in g g

Re qu ire

Im pl em

st em

De ve lo pm

en t/

Low Cost EstimateNovember 26, 2009

Sy

Us e

High Cost Estimate31

Complete View of Requirements ProcessEnterprise Analysis Requirements Planning and ManagementPlan the requirements capture and management process

Requirements Elicitation

Define the problem Define the solution scope

Gather the requirements

Requirements CommunicationPresent requirements Agree requirements Refine requirements

Requirements Analysis and DocumentationAnalyse requirements Identify gaps Refine requirements

Solution Assessment and ValidationDefine solution Ensure the solution meets the requirements

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Requirements Capture and ManagementSTAGES Requirements DevelopmentACTIVITIESGather Analyse ReviewCha nge

Requirements Managemente tur Cap e tur CapCha nge

Stages and Activities of Requirements Capture and Management

ss Asse

ss Asse

Requirements Development Gather Tasks relating to the initial

Requirements Management Capture Ensure that the new

gathering of requirements (uses numerous techniques). Analyse Analysing and categorising requirements. Specifying them. Review Agreeing (with the stakeholders) exactly what the requirements are. Modify if necessary to reach agreement.November 26, 2009

requirements or change requests are captured and notated. Assess Consider whether the changes will be actioned. Approve or reject. Change Undertake the changes.

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Communication and Documentation

Objective is to develop an accurate understanding of the business problem and clearly articulate the solution Key components Communication skills are critical two ways: not only clearly articulating things verbally and in writing, but also listening effectively Selecting the appropriate models, artifacts and other requirements documents formats Describing models and text artifacts clearly, accurately and concisely Key deliverable: requirements specification representing the BAs demonstrated understanding of the business and processes that need to be handled by the system and its necessary capabilities Specifications serve as the foundation for: effort estimation, budgeting, resource allocation, contractual terms, and implementation planning, etc. Preparing effective presentations for clients and stakeholders

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Requirements Classification

Business Requirements High-level statements of the goals, objectives, or needs of the enterprise Reasons why a project has been initiated, the objectives that the project will achieve Metrics that will be used to measure its success.

Stakeholder Requirements Statements of the needs of stakeholders

Solution Requirements Characteristics of a solution that meet business requirements and stakeholder requirements Functional Requirements Describe the behaviour and information that the solution will manage

Non-Functional Requirements Describe environmental conditions under which the solution must remain effective or qualities the solution must have

Transition and Implementation Requirements Capabilities that the solution must have in order to facilitate transition from the current state of the enterprise to a desired future state, but that will not be needed once that transition is complete

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Business Analysis Body of Knowledge (BABOK)

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Developed by the IIBA (International Institute of Business Analysis) http://www.theiiba.org/ BABOK is the collection of knowledge within the profession of Business Analysis and reflects generally accepted practice Describes business analysis areas of knowledge, their associated activities and tasks and the skills necessary to be effective in their execution Identifies currently accepted practices Recognises business analysis is not the same as software requirements Defined and enhanced by the professionals who apply it Captures the knowledge required for the practice of business analysis as a professionNovember 26, 2009 37


Describes in idealised approach to performing the complete range of business analysis activities Can be customised to suit the needs of an organisation and initiative

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BABOK Knowledge Areas and Activity FlowBusiness Analysis Planning and Monitoring

Enterprise Analysis Elicitation Requirements Analysis

Solution Assessment and Validation

Requirements Management and Communication

Underlying CompetenciesNovember 26, 2009 39

BABOK Knowledge Areas StructureKnowledge Area

Each Knowledge Area consists of a set of tasks Each task has inputs and outputs Outputs from earlier tasks can be inputs to subsequent tasks Each task has stakeholders that may potentially participate Each task can use one or more generally accepted techniques that support the practice of business analysis40

Inputs 1 Stakeholders

Task 1

Outputs 1 Techniques

Inputs 2 Stakeholders

Task 2

Outputs 2 Techniques

Inputs N StakeholdersNovember 26, 2009

Task N Outputs N Techniques

BABOK Knowledge Areas

Business Analysis Planning and Monitoring Determine which activities are necessary in order to complete a business analysis effort Identification of stakeholders, selection of business analysis techniques, the process that will be used to manage requirements, and how to assess the progress of the work

Elicitation Work with stakeholders to identify and understand their needs and concerns and the environment in which they work Ensure that a stakeholders actual underlying needs are understood

Requirements Management and Communication Manage conflicts, issues and changes in order to ensure that stakeholders and the project team remain in agreement on the solution scope Communicate requirements to stakeholders Knowledge gained by the business analyst is maintained for future use

Enterprise Analysis Identify a business need, refine and clarify the definition of that need, and define a solution scope that can feasibly be implemented by the business

Requirements Analysis Prioritise and progressively elaborate stakeholder and solution requirements in order to enable the project team to implement a solution that will meet the needs of the sponsoring organisation and stakeholders

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BABOK Knowledge Areas and Constituent TasksBABOK Knowledge AreasBusiness Analysis Planning and Monitoring Requirements Management and Communication Solution Assessment and Validation Requirements Analysis Underlying Competencies

Elicitation

Enterprise Analysis

Plan Business Analysis Approach

Prepare for Elicitation

Manage Solution Scope and Requirements

Define Business Need

Prioritise Requirements

Assess Proposed Solution

Analytical Thinking and Problem Solving

Conduct Stakeholder Analysis

Conduct Elicitation Activity

Manage Requirements Traceability

Assess Capability Gaps

Organise Requirements

Allocate Requirements

Behavioural Characteristics

Plan Business Analysis Activities

Document Elicitation Results

Maintain Requirements for Re-use

Determine Solution Approach

Specify and Model Requirements

Assess Organisational Readiness

Business Knowledge

Plan Business Analysis Communication

Confirm Elicitation Results

Prepare Requirements Package

Define Solution Scope

Define Assumptions and Constraints

Define Transition Requirements

Communication Skills

Plan Requirements Management Process

Communicate Requirements

Define Business Case

Verify Requirements

Validate Solution

Interaction Skills

Manage Business Analysis Performance November 26, 2009

Validate Requirements

Evaluate Solution Performance

Software Applications 42

BABOK Techniques

Acceptance and Evaluation Criteria Definition Brainstorming Business Rules Analysis Data Dictionary and Glossary Data Flow Diagrams Data Modelling Decision Analysis Document Analysis Interviews Metrics and Key Performance Indicators Non-functional Requirements Analysis Organisation Modelling Problem Tracking Process Modelling Requirements Workshops Scenarios and Use CasesNovember 26, 2009 43

Related Business Analysis Skills, Techniques and Frameworks

Agile Development Business Intelligence Business Process Management Business Rules Decision Analysis Enterprise Architecture Governance and Compliance Frameworks IT Service Management Lean and Six Sigma Organisational Change Management Project Management Quality Management Service Oriented Architecture Software Engineering (particularly Requirements Engineering) Software Process Improvement Software Quality Assurance Strategic Planning Usability and User Experience DesignNovember 26, 2009 44

Business Analysis Planning and Monitoring - TasksBABOK Knowledge AreasBusiness Analysis Planning and Monitoring Requirements Management and Communication Solution Assessment and Validation Requirements Analysis Underlying Competencies

Elicitation

Enterprise Analysis





















Business Knowledge











Verify Requirements

Validate Solution

Interaction Skills





Business Analysis Planning and Monitoring Knowledge Area

Identifying stakeholders Defining roles and responsibilities of stakeholders in the business analysis effort Developing estimates for business analysis tasks Planning how the business analyst will communicate with stakeholders Planning how requirements will be approached, traced, and prioritised Determining the deliverables that the business analyst will produce Defining and determining business analysis processes Determining the metrics that will be used for monitoring business analysis work Monitoring and reporting on work performed to ensure that the business analysis effort produces the expected outcomes

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Business Analysis Planning and Monitoring - Inputs and Outputs OutputsInputs TasksBusiness Analysis Approach Business Analysis and Performance Metrics Plan Business Analysis Approach Conduct Stakeholder Analysis BA Performance Assessment Enterprise Architecture Expert Judgement Plan BA Communications Requirements Management Plan Business Analysis Plan(s) BA Communication Plan

Business Need

Plan BA Activities

BA Process Assets Plan Requirements Management Process Manage BA Performance

Organisational Process Assets

Stakeholder List, Roles, and Responsibilities

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Task - Plan Business Analysis ApproachOutputs Inputs TasksBusiness Analysis Approach Business Analysis and Performance Metrics Plan Business Analysis Approach Conduct Stakeholder Analysis BA Performance Assessment Enterprise Architecture Expert Judgement Plan BA Communications Requirements Management Plan Business Analysis Plan(s) BA Communication Plan

Business Need

Plan BA Activities




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Task - Plan Business Analysis ApproachPlan Driven Approach

Spectrum of Options

Change Driven Approach

Focus on minimising up-front uncertainty and ensuring that the solution is fully defined before implementation begins in order to maximise control and minimise risk Preferred in situations where requirements can effectively be defined in advance of implementation, the risk of an incorrect implementation is unacceptably high, or when managing stakeholder interactions presents significant challengesNovember 26, 2009

Focus on rapid delivery of business value in short iterations in return for acceptance of a higher degree of uncertainty regarding the overall delivery of the solution Preferred when taking an exploratory approach to finding the best solution or for incremental improvement of an existing solution

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Elements of Task - Plan Business Analysis Approach (1)

Timing of Business Analysis Work When the business analysis efforts should occur When tasks need to be performed Will the level of business analysis effort will need to vary over time Will enterprise analysis, requirements analysis, and solution assessment and validation activities will be performed primarily in specific project phases or iteratively over the course of the initiative

Formality And Level Of Detail Of Business Analysis Deliverables Will requirements be delivered as formal documentation or through informal communication with stakeholders What is appropriate level of detail that should be contained in these documents Expected deliverables must be defined as part of the approach

Requirements Prioritisation How will requirements will be prioritised and how those priorities will be used to define the solution scope

Change Management What is expected likelihood and frequency of change Ensure that the change management process is effective for those levels of change Effective business analysis practices can significantly reduce the amount of change required in a stable business environment but cannot eliminate it entirelyNovember 26, 2009 50

Elements of Task - Plan Business Analysis Approach (2)

Business Analysis Planning Process Determine the process that will be followed to plan the execution of businesses analysis activities Ensure this integrated with the larger project plan

Communication With Stakeholders Decide how communications with regard to project decision-making and approval of deliverables are to be made

Requirements Analysis and Management Tools Identify any requirements analysis or management tools that will be used.

Project Complexity The complexity of the project, the nature of the deliverables, and the overall risk to the business needs to be taken into consideration

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Project Complexity Factors

Number of stakeholders Number of business areas affected Number of business systems affected Amount and nature of risk Uniqueness of requirements Number of technical resources required

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Output of Task - Plan Business Analysis Approach

Definition of the approach that will be taken for business analysis in a given initiative Specify team roles, deliverables, analysis techniques, the timing and frequency of stakeholder interactions, and other elements of the business analysis process Decision about which organisational process assets will be applied and any decisions made regarding tailoring of the process for a specific situation

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Task - Conduct Stakeholder AnalysisOutputs Inputs TasksBusiness Analysis Approach Business Analysis and Performance Metrics Plan Business Analysis Approach Conduct Stakeholder Analysis BA Performance Assessment Enterprise Architecture Expert Judgement Plan BA Communications Requirements Management Plan Business Analysis Plan(s) BA Communication Plan

Business Need

Plan BA Activities




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Task - Conduct Stakeholder Analysis

Identify stakeholders who may be affected by a proposed initiative or who share a common business need Identify appropriate stakeholders for the project or project phase Determine stakeholder influence and/or authority regarding the approval of project deliverables

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Elements of Task - Conduct Stakeholder Analysis (1)

Identification Who are the stakeholders are and what is the impact of proposed changes on them Understand what needs, wants, and expectations must be satisfied by the solution Requirements are based on stakeholder needs, wants, and expectations Those that are uncovered either late or not at all could require a revision to requirements that changes or nullifies completed tasks or tasks already in progress, increasing costs and decreasing stakeholder satisfaction

Complexity of Stakeholder Group Number and variety of direct end users Number of interfacing business processes and automated systems

Authority Levels For Business Analysis Work Which stakeholders have authority over business analysis activities for both business analysis work and product deliverables Approve the deliverables Inspect and approve the requirements Request and approve changes Approve the requirements process that will be used Review and approve the traceability structure Veto proposed requirements or solutions (individually or in a group)56

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Elements of Task - Conduct Stakeholder Analysis (2)

Attitude and Influence Assess stakeholder attitudes toward and influence over the initiative The business goals, objectives, and solution approach Do they believe that the solution will benefit the organisation? Will the benefits affect them directly? Will the benefits be accrued elsewhere? Are the possible negative effects of the initiative on this stakeholder greater than the rewards? Do they believe that the project team can successfully deliver the solution?

Attitude towards business analysis: Do they see value in defining their requirements? Do they present solutions and expect the requirements to be contained in that solution, and believe that this will enable them to avoid requirements definition?

Attitude towards collaboration: Have they had success on previous collaborative efforts? Does the organisation reward collaboration? Is the organisation hierarchical in nature, rather than being team-based? Are personal agendas the norm?

Attitude towards the sponsor: On cross-functional efforts, do all the subject matter experts support the sponsor? Are there subject matter experts who would prefer another sponsor?

Attitude towards team members: Have key members of the project team (including but not limited to the business analyst) built trusting relationships or have there been prior failed projects or project phases involving those people?

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Stakeholder MatrixHigh Ensure stakeholder remains satisfied Influence of Stakeholder Monitor to ensure stakeholders interest or influence do not change Low Low Impact on Stakeholder High Keep informed; stakeholder is likely to be very concerned and may feel anxious about lack of control Work closely with stakeholder to ensure that they are in agreement with and support the change

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Stakeholder Onion DiagramCustomers, suppliers, regulators, and others

Affected External Stakeholders

Sponsors, executives, domain SMEs, and others who interact with the affected group

Organisation or EnterpriseEnd users, help desk, and others whose work changes when the solution is delivered

Affected Organisational Unit Solution Delivery

Project team and others directly involved with creating the solution59

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Output of Task - Conduct Stakeholder Analysis

Stakeholder List, Roles, and Responsibilities List of required roles Names and titles of stakeholders Category of stakeholder Location of stakeholders Special needs Number of individuals in this stakeholder role Description of stakeholder influence and interest Documentation of stakeholder authority levels

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Task - Plan Business Analysis ActivitiesOutputs Inputs TasksBusiness Analysis Approach Business Analysis Approach BA Performance Assessment Plan Business Analysis Approach Conduct Stakeholder Analysis BA Performance Assessment Organisational Process Assets Stakeholder List, Roles, and Responsibilities Plan BA Communications Requirements Management Plan Business Analysis Plan(s) BA Communication Plan

Plan BA Activities



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Task - Plan Business Analysis Activities

Determine the activities that must be performed and the deliverables that must be produced Determine the scope of work for the business analysis activities Estimate the effort required to perform that work Identify the management tools required to measure the progress of those activities and deliverables

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Elements of Task - Plan Business Analysis Activities (1)

Geographic Distribution of Stakeholders Consider the physical location of key stakeholders on the project Outsourced development project where the development team is physically located time zones away

Type of Project or Initiative Type of project or initiative will have a significant impact on the activities that need to be performed Feasibility studies Process improvement Organisational change New software development (in-house) Outsourced new software development Software maintenance or enhancement Software package selection

Business Analysis Deliverables List of deliverables is useful as a basis for activity identification Interviews or facilitated sessions with key stakeholders Review project documentation Review organisational process assets

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Elements of Task - Plan Business Analysis Activities (2)

Determine Business Analysis Activities Define the scope of work and in developing estimates using work breakdown structure (WBS) Activities and tasks creates Activity List

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Output of Task - Plan Business Analysis Activities

Business Analysis Plan Description of the scope of work, the deliverable Work Breakdown Structure Activity List Estimates for each activity and task How the plan should be changed in response to changing conditions Level of detail associated with the plan is determined by the business analysis approach

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Task - Plan Business Analysis CommunicationOutputs Inputs TasksBusiness Analysis Approach Business Analysis Approach Business Analysis Plan(s) Plan Business Analysis Approach Conduct Stakeholder Analysis BA Performance Assessment Stakeholder List, Roles, and Responsibilities Organisational Process Assets Plan BA Communications Requirements Management Plan Business Analysis Plan(s) BA Communication Plan

Plan BA Activities



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Task - Plan Business Analysis Communication

Business analysis communications plan describes the proposed structure and schedule for communications regarding business analysis activities Basis for setting expectations for business analysis work, meetings, walkthroughs, and other communications Determine how best to receive, distribute, access, update, and escalate information from project stakeholders Determine how best to communicate with each stakeholder Requirements should be presented in formats that are understandable for the reviewer Must be clear, concise, accurate, and at the appropriate level of detailNovember 26, 2009 67

Task - Plan Business Analysis Communication

Issues What needs to be communicated What is the appropriate delivery method Who is the appropriate audience When the communication should occur

Needs and constraints relevant to communication Physical location/time zone of the stakeholders Communication approach for the stakeholder What types of communications will be required (e.g. status, anomalies, issues and their resolution, risks, meeting results, action items, etc.) What types of requirements will be elicited (business, stakeholder, solution, or transition; high level vs. detailed) and how best to elicit them How best to communicate requirements conclusions/packages, including authority level (signoff authority, veto authority, or review only) Time and resource availability constraintsNovember 26, 2009 68

Elements of Task - Plan Business Analysis Communication (1)

Geography Communications needed for a team that is collocated will be different from communications required for a project with geographically dispersed stakeholders

Culture Cultural issues should also be taken into account when planning communications Attitude to time Attitude to task completion Attitude to contracts Attitude to formal and informal authority

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Elements of Task - Plan Business Analysis Communication (2)

Project Type Different projects will necessitate different deliverables Extent of documentation needed in a requirements package will vary depending on the project New, customised in-house software development project Upgrading the technology or infrastructure of a current system Change in a business process or new data for an existing application Purchase of a software package Short, focused, agile style iterations of software development

Communication Frequency Frequency required by various stakeholders for each type of communication

Communications Formality Level of formality needed Varies from stakeholder to stakeholder, project phase to project phase, work within a project phase, and requirements presentation

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Outputs of Task - Plan Business Analysis Communication

Business Analysis Communication Plan How, when and why the business analyst will work directly with stakeholders Stakeholder communications requirements for business analysis activities Format, content, medium, level of detail Responsibility for collecting, distributing, accessing, and updating information

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Task - Plan Requirements Management ProcessOutputs Inputs TasksBusiness Analysis Approach Business Analysis Approach Business Analysis Plan(s) Plan Business Analysis Approach Conduct Stakeholder Analysis BA Performance Assessment Organisational Process Assets Plan BA Communications Requirements Management Plan Business Analysis Plan(s) BA Communication Plan

Plan BA Activities



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Task - Plan Requirements Management Process

Define the process that will be used to approve requirements for implementation and manage changes to the solution or requirements scope Process for requirements change Which stakeholders need to approve change Who will be consulted or informed of changes Who does not need to be involved

Assess the need for requirements traceability and determine which requirements attributes will be captured

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Elements of Task - Plan Requirements Management Process (1)

Repository Method of storing requirements, including those under development, those under review and approved Process for adding, changing and deleting requirements should be consistent and clearly understood by all

Traceability Determine whether and how to trace requirements Tracing requirements adds considerable overhead to business analysis work and must be done correctly and consistently to have value

Select Requirements Attributes Attributes provide information about requirements such as source, importance and other metadata Assists in efficiently and effectively make tradeoffs between requirements, identify stakeholders affected by potential changes, and understand the impact of a proposed change Reference Author Complexity Ownership Priority Risks Source Stability Status Urgency Cost Resource assignment Revision number Traced from Traced to

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Elements of Task - Plan Requirements Management Process (2)

Requirements Prioritisation Process Not all requirements deliver the same value to stakeholders Prioritisation focuses effort on determining which requirements should be investigated first, based on the risk, cost to deliver, benefits they will produce or other factors Planning requirement prioritisation ensures that stakeholders determine and understand how requirements will be prioritised throughout and at the end of the business analysis effort

Change Management Process for requesting changes Who will authorise changes Change analysis

Tailoring the Requirements Management Process Requirements management process may need to be tailored to meet the needs of a specific initiative or project Organisational culture Stakeholder preferences Complexity of project, project phase, or product Number of interfaces, business and/or system impacts or spanning a variety of functional areas Many components and subcomponents, have complex interfaces, will be used by a variety and number of stakeholders or have other complexities Organisational maturity Availability of resources

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Output of Task - Plan Requirements Management Process

Requirements Management Plan Approach to be taken to structure traceability Definition of requirements attributes to be used Requirements prioritisation process Requirements change process, including how changes will be requested, analysed, approved, and implemented

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Task - Manage Business Analysis PerformanceOutputs Inputs TasksBusiness Analysis Approach Business Analysis and Performance Metrics Business Analysis Plan(s) Plan Business Analysis Approach Conduct Stakeholder Analysis BA Performance Assessment Organisational Process Assets Plan BA Communications Requirements Management Plan Business Analysis Plan(s) BA Communication Plan

Plan BA Activities



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Task - Manage Business Analysis Performance

Determine which metrics will be used to measure the work performed by the business analyst How organisational process assets governing business analysis activities are managed and updated Performance metrics or expectations for business analysis work

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Elements of Task - Manage Business Analysis Performance

Performance Measures Used to set expectations regarding what constitutes effective business analysis Measures enable the business analyst to determine when problems are occurring that may affect the performance of business analysis or other activities or identify opportunities for improvement

Performance Reporting Written or informal and verbal Present to various levels of stakeholders and management

Preventive And Corrective Action Assess the performance measures to determine where problems in executing business analysis activities are occurring Identify opportunities for improving the business analysis process exist

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Output of Task - Manage Business Analysis Performance

Business Analysis Performance Assessment Comparison of planned versus actual performance Understanding of root cause of variances from the plan

Business Analysis Process Assets Review the process that produced those results Recommendations for improvement to the business analysis process Incorporate into Organisational Process Assets

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Elicitation - TasksBABOK Knowledge AreasBusiness Analysis Planning and Monitoring Requirements Management and Communication Solution Assessment and Validation Requirements Analysis Underlying Competencies

Elicitation

Enterprise Analysis





















Business Knowledge











Verify Requirements

Validate Solution

Interaction Skills





Elicitation Knowledge Area

Key task in business analysis Requirements serve as the foundation for the solution to the business Essential that the requirements be complete, clear, correct, and consistent Need to actively engage the stakeholders in defining requirements Requirements are identified throughout the elicitation, analysis, verification and validation activities When initial requirements are used to build and verify model(s), gaps may be discovered Techniques Brainstorming Document Analysis Focus Groups Interface Analysis Interviews Observation/Job Shadowing Prototyping Requirements Workshops Survey/ Questionnaire82

November 26, 2009

Elicitation - Inputs and OutputsInputs TasksBusiness Case Business Need Prepare for Elicitation Requirements Management Plan Conduct Elicitation Activity Scheduled Resources

Outputs

Elicitation Results

Solution Scope Document Elicitation Results Confirm Elicitation Results Stakeholder Concerns Supporting Materials



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Task - Prepare for ElicitationInputs TasksBusiness Case Business Need Prepare for Elicitation Requirements Management Plan Conduct Elicitation Activity Scheduled Resources

Outputs

Elicitation Results

Solution Scope Document Elicitation Results Confirm Elicitation Results Stakeholder Concerns Supporting Materials



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Task - Prepare for Elicitation

Ensure all needed resources are organised and scheduled for conducting the elicitation activities Build a detailed schedule for a particular elicitation activity, defining the specific activities and the planned dates

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Elements of Task - Prepare for ElicitationClarify the specific scope for the selected elicitation technique and gathers any necessary supporting materials Schedule all resources (people, facilities, equipment) Notify appropriate parties of the plan For event-based elicitation (brainstorming, focus group, interview, observation, prototyping, requirements workshop) ground rules must be established Agree form and frequency of feedback during the elicitation process Agree mechanism for verifying and signing off on the elicited resultsNovember 26, 2009 86

Output of Task - Prepare for Elicitation

Scheduled Resources Includes the participants, the location in which the elicitation activity will occur, and any other resources that may be required.

Supporting Materials Materials required to help explain the techniques used or perform them

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Task - Conduct Elicitation ActivityInputs

Business Case

Business Need

Tasks

Outputs

Requirements Management Plan

Solution Scope



Elicitation Results

Scheduled Resources





Stakeholder Concerns

Supporting Materials

Supporting Materials

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Task - Conduct Elicitation Activity

Meet with stakeholder(s) to elicit information regarding their needs Elicitation events takes place - brainstorming, focus groups, interviews, observation, prototyping, requirements workshops Event-based requirements elicitation is highly dependent on the knowledge of the stakeholders, their willingness to participate in defining requirements, and the groups ability to reach consensus Ensure stakeholders are heard Clarify and possibly restate the requirements to encompass all stakeholders perspectives

Elicitation is performed - document analysis, interface analysis or distributed (survey/questionnaire) Ensure that the business analyst understands what information should be elicited from the stakeholdersNovember 26, 2009 89

Elements of Task - Conduct Elicitation Activity

Tracing Requirements While eliciting the requirements it is important to guard against scope creep Tracing requirements back to the business goals/objectives helps to validate whether a requirement should be included

Capturing Requirement Attributes Documenting requirements attributes such as the requirements source, value and priority will aid in managing each requirement throughout its life cycle

Metrics Tracking the elicitation participants and the actual time spent eliciting the requirements provides a basis for future planningNovember 26, 2009 90

Output of Task - Conduct Elicitation Activity

Elicitation Results May include documentation appropriate to the technique and capture the information provided by the stakeholder

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Task - Document Elicitation Results

Tasks InputsPrepare for Elicitation Conduct Elicitation Activity Requirements Stated Document Elicitation Results Confirm Elicitation Results Stakeholder Concerns

Outputs

Elicitation Results

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Task - Document Elicitation Results

Record the information provided by stakeholders for use in analysis For elicitation event (brainstorming, focus groups, interviews, observation, prototyping, requirements workshops) a summary of the output from the event, including issues is produced

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Elements of Task - Document Elicitation Results

Written documents and other material

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Output of Task - Document Elicitation Results

Requirements Stated (Unconfirmed) Describe the stakeholders need from the stakeholders perspective

Stakeholder Concerns (Unconfirmed) Includes issues identified by the stakeholder, risks, assumptions, constraints, and other relevant information

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Task - Confirm Elicitation Results

Tasks InputsPrepare for Elicitation Requirements Stated (Unconfirmed) Stakeholder Concerns (Unconfirmed) Document Elicitation Results Confirm Elicitation Results Conduct Elicitation Activity Requirements Stated (Confirmed) Stakeholder Concerns (Confirmed)

Outputs

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Task - Confirm Elicitation Results

Validate that the stated requirements expressed by the stakeholder match the stakeholders understanding of the problem and the stakeholders needs

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Elements of Task - Confirm Elicitation Results

Review the documented outputs with the stakeholders to ensure that the analysts understanding conforms to the actual desires or intentions of the stakeholder

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Output of Task - Confirm Elicitation Results

Requirements Stated (Confirmed) Describe the stakeholders need from the stakeholders perspective

Stakeholder Concerns (Confirmed) Includes issues identified by the stakeholder, risks, assumptions, constraints, and other relevant information

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Requirements Management and Communication Tasks BABOK KnowledgeAreasBusiness Analysis Planning and Monitoring Requirements Management and Communication Solution Assessment and Validation Elicitation Enterprise Analysis Requirements Analysis Underlying Competencies





















Business Knowledge











Verify Requirements

Validate Solution

Interaction Skills





Requirements Management and Communication Knowledge Area

Activities and considerations for managing and expressing requirements to a potentially broad and diverse audience Ensure that all stakeholders have a shared understanding of the nature of a solution Ensure that those stakeholders with approval authority are in agreement as to the requirements that the solution shall meet Communicating requirements helps to bring the stakeholders to a common understanding of the requirements Management of requirements assists with understanding the effects of change and linking business goals and objectives to the actual solution that is constructed and delivered Over the long term, ensures that the knowledge and understanding of the organisation gained during business analysis is available for future useNovember 26, 2009 101

Requirements Management and Communication Inputs and OutputsInputs TasksBusiness Analysis Communication Plan Requirements Manage Solution Scope and Requirements Requirements Management Plan Requirements Structure Maintain Requirements for Re-use Organisational Process Assets Stakeholder List, Roles, and Responsibilities Communicate Requirements Requirements Package Prepare Requirements Package Requirements (Maintained and Reusable) Requirements (Traced) Manage Requirements Traceability Requirements (Approved) Requirements (Communicated)

Outputs

Solution Scope

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Task - Manage Solution Scope and RequirementsTasks InputsManage Solution Scope and Requirements Requirements Management Plan Solution Scope Maintain Requirements for Re-use Prepare Requirements Package Allocate Requirements Communicate Requirements Manage Requirements Traceability Requirements (Maintained and Reusable) Assess Proposal Solution

Outputs


Stakeholder, Solution and Transition Requirements

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Task - Manage Solution Scope and Requirements

Secure approval of requirements from those stakeholders who have the appropriate authority Manage issues that emerge during elicitation Baseline requirements after approval Any changes to requirements after baselining, if changes are permitted, involves use of a change control process and subsequent approval Solution scope is required as a basis for requirements management If business needs change during the lifetime of an initiative, the solution scope must also change Changes to the solution scope may also lead to changes in previously approved requirements that may not support the revised scopeNovember 26, 2009 104

Elements of Task - Manage Solution Scope and Requirements

Solution Scope Management Assess stakeholder and solution requirements to ensure that they fall within the solution scope

Conflict and Issue Management Conflicts often arise when requirements are developed and reviewed Conflicts that affect the requirements must be resolved before formal approval is given to those requirements

Presenting Requirements For Review Determine how requirements will be presented to various stakeholders and whether presentations will be formal or informal Assess the requirements, audience, and organisational process assets to determine the level of formality appropriate for business analysis communication When presenting requirements for review and approval, there needs to be enough formality to support the methodology and ensure that the stakeholders will review, understand, and approve them

Approval Ensure that the stakeholder(s) responsible for approving requirements understands and accepts the requirements Record decisions

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Output of Task - Manage Solution Scope and Requirements

Requirements (Approved) Requirements which are agreed to by stakeholders and ready for use in subsequent business analysis or implementation efforts

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Task - Manage Requirements TraceabilityInputs TasksRequirements Requirements Management Plan Manage Solution Scope and Requirements Requirements Management Plan Requirements Structure Maintain Requirements for Re-use Organisational Process Assets Stakeholder List, Roles, and Responsibilities Communicate Requirements Requirements Package Prepare Requirements Package Requirements (Maintained and Reusable) Requirements (Traced) Manage Requirements Traceability

Outputs

Requirements (Approved)

Requirements (Communicated)

Solution Scope

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Task - Manage Requirements Traceability

Create and maintain relationships between business objectives, requirements and solution components Requirements are related to other requirements, to solution components and to other elements such as test cases Tracing links business requirements to stakeholder and solution requirements, to other artifacts produced by the team and to solution components Traceability is used to help ensure solution conformance to requirements Used to detect missing functionality or to identify if implemented functionality is not supported by a specific requirement When a requirement is changed, the business analyst can easily review all of the related requirements and software components in order to understand the impact of the changeNovember 26, 2009 108

Elements of Task - Manage Requirements Traceability

Relationships Records the dependencies and relationships for each of the requirements Dependencies and relationships between requirements helps when determining the sequence in which requirements are to be addressed

Impact Analysis Evaluate the impact of a change When a requirement changes, its relationships to other requirements or system components can be reviewed Allows decision makers evaluate options with facts

Configuration Management System Requirements management tool is generally needed to trace large numbers of requirements

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Output of Task - Manage Requirements Traceability

Requirements traceability matrix showing requirements relationships to other requirements within the solution scope such that it is relatively easy to identify the effects on other requirements of a change

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Task - Maintain Requirements for Re-useInputs TasksBusiness Analysis Communication Plan Requirements Manage Solution Scope and Requirements Requirements Management Plan Requirements Structure Maintain Requirements for Re-use Organisational Process Assets Stakeholder List, Roles, and Responsibilities Communicate Requirements Requirements Package Prepare Requirements Package Requirements (Maintained and Reusable) Requirements (Traced) Manage Requirements Traceability Requirements (Approved) Requirements (Communicated)

Outputs

Solution Scope

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Task - Maintain Requirements for Re-use

Manage knowledge of requirements following their implementation Identify requirements that have the potential for longterm usage by the organisation To facilitate re-use requirements must be clearly named and defined and easily available Maintenance of requirements assists in impact analysis of changes and reduces analysis time and effort

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Elements of Task - Maintain Requirements for Reuse

Ongoing Requirements Requirements that an organisational unit is required to be able to meet on a continuous basis Contractual obligations Quality standards Service level agreements Business rules Business processes

Satisfied Requirements

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Output of Task - Maintain Requirements for Re-use

Requirements expressed in a form that makes them suitable for long-term use by the organisation Unapproved requirements can be maintained for possible future initiatives

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Task - Prepare Requirements PackageInputs TasksBusiness Analysis Communication Plan Requirements Manage Solution Scope and Requirements Requirements Management Plan Requirements Structure Maintain Requirements for Re-use Organisational Process Assets Stakeholder List, Roles, and Responsibilities Communicate Requirements Requirements Package Prepare Requirements Package Requirements (Maintained and Reusable) Requirements (Traced) Manage Requirements Traceability Requirements (Approved) Requirements (Communicated)

Outputs

Solution Scope

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Task - Prepare Requirements Package

Primary objective requirements package is to convey information clearly and in an understandable fashion Create set of requirements to ensure that they are effectively communicated to, understood by, and usable by stakeholders Requirements Specification Presentation Material Process Models and Maps

Requirements package should support subsequent phases of initiative activities and deliverables Misunderstandings will adversely affect initiative implementation, leading to re-work and cost overruns, especially if gaps are discovered late in the process

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Elements of Task - Prepare Requirements Package

Work Products and Deliverables Meeting agendas and minutes Interview questions and notes Facilitation session agendas and notes Issues log Work plans Status reports Presentation slides used during the project Traceability matrices

Format Depends on initiatives and requirements Select the most appropriate formats to present the material to convey an effective message to those participating in the requirements review process If the purpose of the package is to obtain formal approval, the requirements documentation should be complete in order to prepare the requirements packageNovember 26, 2009 117

Output of Task - Prepare Requirements Package

A requirements document, presentation or package of requirements ready to be reviewed by stakeholders Package can contain all of the project requirements or can be broken into several sub-packages

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Task - Communicate RequirementsTasks InputsManage Solution Scope and Requirements Business Analysis Communication Plan Requirements Maintain Requirements for Re-use Requirements Package Communicate Requirements Requirements Package Prepare Requirements Package Requirements (Maintained and Reusable) Manage Requirements Traceability Requirements (Approved) Requirements (Communicated)

Outputs

Requirements (Traced)

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Task - Communicate Requirements

Communicating requirements is needed to ensure stakeholders have a common understanding of requirements Includes conversations, notes, documents, presentations, and discussions Concise, appropriate, effective communication requires that the business analyst possess hard and soft communication skills

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Elements of Task - Communicate Requirements

General Communication Requirements communication is performed iteratively Requirements communication can lead to elicitation of additional requirements Enterprise Analysis Tasks - Business case and solution scoping information is communicated Elicitation Tasks - Communication of requirements may be useful during elicitation activities to help stakeholders identify other related requirements Requirements Analysis Tasks - Requirements are refined, modified, clarified and finalised through effective communication Solution Assessment and Validation Tasks - Assessments of the solution, allocation of requirements to solution components, organisational readiness, and transition requirements all must be communicated

Presentations Formal or informal - based on by the objective of the communication and the audience needs Ensure that internal project quality standards have been adhered to Ensure cross-functional fit with other business process areas within the same initiative Obtain business acceptance and sign-off.. Obtain delivery team sign-off.. Obtain testing team sign-off.. Examine solution options with a delivery team Prioritise a set of requirements before proceeding to next project stage Make decisions regarding solution scope

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Output of Task - Communicate Requirements

Communicated requirements understood by stakeholders - what the requirements are and their current state

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Enterprise Analysis Knowledge AreaBABOK Knowledge AreasBusiness Analysis Planning and Monitoring Requirements Management and Communication Solution Assessment and Validation Requirements Analysis Underlying Competencies

Elicitation

Enterprise Analysis





















Business Knowledge











Verify Requirements

Validate Solution

Interaction Skills





Enterprise Analysis Knowledge Area

Business analysis activities necessary to identify a business need, problem, or opportunity, define the nature of a solution that meets that need, and justify the investment necessary to deliver that solution Analyse the business situation in order to fully understand business problems and opportunities Assess the capabilities of the organisation to understand the change needed to meet business needs and achieve strategic goals Determine the most feasible business solution approach Define the solution scope and develop the business case for a proposed solution Define and document business requirements (including the business need, required capabilities, solution scope, and business case)

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Enterprise Analysis - Inputs and OutputsInputs TasksAssumptions and Constraints Business Goals and Objectives Define Business Need Enterprise Architecture Organisational Process Assets Determine Solution Approach Requirements (Stated) Solution Performance Assessment Define Business Case Stakeholder Concerns Solution Scope Define Solution Scope Required Capabilities Solution Approach Assess Capability Gaps

Outputs

Business Case

Business Need

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Task - Define Business NeedInputs TasksAssumptions and Constraints Business Goals and Objectives Define Business Need Enterprise Architecture Organisational Process Assets Determine Solution Approach Requirements (Stated) Solution Performance Assessment Define Business Case Stakeholder Concerns Solution Scope Define Solution Scope Required Capabilities Solution Approach Assess Capability Gaps

Outputs

Business Case

Business Need

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Task - Define Business Need

Business need defines the problem that the business analyst is trying to find a solution for High-level statement of issue Used to determine which alternative solutions will be considered, which stakeholders will be consulted, and which solution approaches will be evaluated New business needs can arise in a number of different ways: From the top down - the need to achieve a strategic goal From the bottom up - a problem with the current state of a process, function or system From business management - a manager needs additional information to make sound decisions or must perform additional functions to meet business objectives From external drivers - driven by customer demand or business competition in the marketplace

Frequently organisations act to resolve an issue without investigating the underlying business need Question the assumptions and constraints that are generally buried in the statement of the business need/issue to ensure that the correct problem is being solved and the widest possible range of alternative solutions are consideredNovember 26, 2009 127

Elements of Task - Define Business Need (1)

Business Goals and Objectives Describes the ends that the organisation is seeking to achieve Longer-term, ongoing, and qualitative statements of a state or condition that the organisation is seeking to establish and maintain Describe briefly

Specific describing something that has an observable outcome Measurable tracking and measuring the outcome Achievable testing the feasibility of the effort Relevant in alignment with the organisations key vision, mission, goals Time-bounded the objective has a defined timeframe that is consistent with the business need

Business Problem or Opportunity Adverse impacts the problem is causing Define expected benefits from any potential solution How quickly the problem could potentially be resolved and the cost of doing nothing. Underlying source of the problemNovember 26, 2009 128

Elements of Task - Define Business Need (2) Desired Outcome Not a complete defined solution Describes the business benefits that will result from meeting the business need and the end state desired by stakeholders Proposed solutions must be evaluated against desired outcomes to ensure that they can deliver those outcomes Desired outcomes should address a problem or opportunity and support the business goals and objectives

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Output of Task - Define Business Need

Business need describes a problem that the organisation is (or is likely to) face or an opportunity that it has not taken, and the desired outcome Guides the identification and definition of possible solutions

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Task - Assess Capability GapsTasks InputsDefine Business Need Enterprise Architecture Determine Solution Approach Solution Performance Assessment Define Business Case Solution Scope Define Solution Scope Required Capabilities Solution Approach Assess Capability Gaps Business Case Business Need

Outputs

Business Need

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131

Task - Assess Capability Gaps

Identify new capabilities required by the enterprise to meet the business need Assess the current capabilities of the organisation and identify the gaps that prevent it from meeting business needs and achieving desired outcomes Determine if the organisation can meet the business need using its existing structure, people, processes, and technology May be needed to launch a project to create capability Change may be needed to the organisation Business processes Functions Lines of business Organisation structure Staff competencies, knowledge and skills, training Facilities Locations Data and information Application systems Technology infrastructure132

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Elements of Task - Assess Capability Gaps

Current Capability Analysis Gather enterprise architecture information about the current state of the areas of the organisation affected by the business need Assess against the desired objectives to determine whether the organisation currently has the capability to meet the business need

Assessment of New Capability Requirements If current capabilities are insufficient to meet the business need, identify the capabilities that need to be added Develop the models and other descriptive information about the future vision and describe the future state of the organisation Identify gaps in organisational capabilities that need to be filled to support the business vision, strategy, goals and objectives

Assumptions Can be difficult to prove that the delivery of a new capability will meet a business need Identify assumptions and ensure they are clearly understood so that appropriate decisions can be made if the assumption later proves invalidNovember 26, 2009 133

Output of Task - Assess Capability Gaps

An understanding of the current capabilities of the organisation and the new capabilities (processes, staff, features in an application, etc.) that may be required to meet the business need

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Task - Determine Solution ApproachTasks InputsDefine Business Need Organisational Process Assets Determine Solution Approach Required Capabilities Define Business Case Define Solution Scope Required Capabilities Solution Approach Assess Capability Gaps Business Case Business Need

Outputs

Business Need

Solution Scope

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Task - Determine Solution Approach

Determine the most viable solution approach to meet the business need in enough detail to allow for definition of solution scope and prepare the business case Describes the general approach that will be taken to create or acquire the new capabilities required to meet the business need Identify possible approaches, determine the means by which the solution may be delivered (including the methodology and lifecycle to be used) and assess whether the organisation is capable of implementing and effectively using a solution Utilise additional capabilities of existing software/hardware that already is available within the organisation Purchase or lease software/hardware Design and develop custom software Add resources to the business or make organisational changes Change the business procedures/processes Partner with other organisations, or outsource work to suppliers

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Elements of Task - Determine Solution Approach

Alternative Generation Identify potential options as possible to meet the business objectives and fill identified gaps in capabilities Include the option of doing nothing as well as investigating interim solutions alternatives that may allow the organisation to buy time

Assumptions and Constraints Assumptions may affect the chosen solution should be identified Question assumptions and constraints to ensure that they are valid

Ranking and Selection of Approaches Analyse the operational, economic, technical, schedule-based, organisational, cultural, legal and marketing feasibility Capture consistent information for each option to make comparison easier and review to ensure accuracy and completeness Used weighted scoring to reflect relative importance of objectivesNovember 26, 2009 137

Output of Task - Determine Solution Approach

Description of the solution approach that will be taken to implement a new set of capabilities Solution approaches describe the types of solution components that will be delivered (new processes, a new software application, etc.) May also describe the methodology and approach that will be used to deliver those components

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Task - Define Solution ScopeTasks InputsDefine Business Need Assumptions and Constraints Business Need Determine Solution Approach Required Capabilities Solution Approach Assess Capability Gaps Business Case Business Need

Outputs


Required Capabilities

Solution Approach


Solution Scope

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Task - Define Solution Scope

Define which new capabilities a project or iteration will deliver Conceptualise the recommended solution in sufficient detail to enable stakeholders to understand which new business capabilities an initiative will deliver Solution scope will change throughout a project, based on changes in the business environment or as the project scope is changed to meet budget, time, quality, or other constraints The scope of analysis (the organisational unit or process for which requirements are being developed) that provides the context in which the solution is implemented The capabilities supported by solution components, such as business processes, organisational units, and software applications The capabilities to be supported by individual releases or iterations The enabling capabilities that are required in order for the organisation to develop the capabilities required to meet the business need.

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Elements of Task - Define Solution Scope

Solution Scope Definition Describe solution in terms of the major features and functions Detail solution interactions with people and systems outside of its scope Define the business units that will be involved Describe business processes to be improved or redesigned, process owners, and IT systems and other technology that will likely be affected

Implementation Approach Describe how the chosen solution approach will deliver the solution scope Describe the implementation approach Provide a roadmap that indicates the timeframe in which a capability can be expected

Dependencies Define major business and technical dependencies that will impose constraints to the effort to deploy the solution, including dependencies that may exist between solution componentsNovember 26, 2009 141

Output of Task - Define Solution Scope

Solution scope that defines what must be delivered in order to meet the business need The effect of the proposed change initiative on the business and technology operations and infrastructure

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Task - Define Business CaseTasks InputsDefine Business Need Assumptions and Constraints Business Need Determine Solution Approach Solution Scope Stakeholder Concerns Define Business Case Assess Capability Gaps Business Case Business Need

Outputs


Required Capabilities

Solution Approach

Solution Scope

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Task - Define Business Case

Determines if the organisation can justify the investment required to deliver a proposed solution Describes the justification for the project in terms of the value to be added to the organisation as a result of the deployed solution when compared to the cost to develop and operate the solution Defines how the initiative is expected to achieve organisation objectives Lists the constraints associated with the proposed project Defines the estimated budget and expected cash flow Describes alignment with strategies established by the organisation Lists the methods and rationale that were used for quantifying benefits and costs States assumptionsNovember 26, 2009 144

Elements of Task - Define Business Case

Benefits Estimates the benefits to the organisation of the recommended solution in terms of both qualitative and quantitative gains Non-financial benefits such as improved staff morale, increased flexibility to respond to change, improved customer satisfaction, or reduced exposure to risk should be stated with care Benefits should relate back to strategic goals and objectives

Costs Estimate of the total net cost of the solution Total cost of ownership to support the new solution and consequential costs incurred by others

Risk Assessment Determine if the proposed initiative carries more risk than the organisation is willing to tolerate Solution feasibility risks Technical risks Financial risks Business change and organisational risks

Results Measurement Defines how those costs and benefits will be assessed and evaluated

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Output of Task - Define Business Case

Presents the information necessary to support a go/no go decision to invest and move forward with a proposed project

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Requirements Analysis Knowledge AreaBABOK Knowledge AreasBusiness Analysis Planning and Monitoring Requirements Management and Communication Solution Assessment and Validation Requirements Analysis Underlying Competencies

Elicitation

Enterprise Analysis





















Business Knowledge











Verify Requirements

Validate Solution

Interaction Skills





Requirements Analysis - Inputs and OutputsInputs TasksBusiness Case Business Need Prioritise Requirements Organisational Process Assets Specify and Model Requirements Requirements Management Plan Stakeholder Concerns Verify Requirements Stakeholder List, Roles and Responsibilities Validate Requirements Requirements (Verified) Stakeholder, Solution and Transition Requirements Define As

Business Analysis and the IIBA Business Analysis Body of Knowledge (BABOK)

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