Introduction to Business Analysis

BABOK 2.0Beyond the Basics of Business AnalysisD. BerglundSo What is a Business AnalystA Business Analyst can be defined a few different ways: BABOK 1.6: Works as a liaison among stakeholders in order to elicit, analyze, communicate and validate requirements for changes to business processes, policies and information systemsBABOK 2.0: Is any person who performs business analysis activities, no matter what their job title or organizational role may be

Traditionally, a Business Analyst works as a liaison among stakeholders in order to elicit, analyze, communicate, and validate requirements for changes to business processes, policies, and information systems.

My DefinitionA Business analyst works to understand business problems, gaps, and opportunities and recommends solutions that enable the organization to achieve its goals via clearly defined requirements (capabilities). Solutions may include IT systems, process improvements, or other organizational changes.2The Need for Business AnalystsBusiness Analysts help decision-makers determine the best way to meet the business needs through an understanding ofHow an organization accomplishes its goals/objectivesWhy the business exists (its purpose)How users perform their roles

This grounding in business needs, provides clarity into the right solutions that allow the business to more effectively meet its objectives and goals.

3Whats the BABOK?The BABOK is a standard, encompassing multiple knowledge areas, tasks and activities, and best-practices that helps BAs understand the sum of knowledge that is used within the Business Analysis profession.

Defining a set of standards (the BABOK) provides the following benefits: Creates a shared understanding of business analysis so were all on the same pageIt defines the Business Analyst role and activities so we know what to do!It describes the techniques that a Business Analyst should be able to perform so we get the job done It describes the competencies that are required to be effective So we get the job done well4What Else is the BABOK?Its not just for software/application requirementsIts not a How-to Guide: its a discipline Its Methodology-neutralYou can use: PESTLE, HEPTALYSIS, MOST, SWOT, Five Whys, etc.Its scalable to all projects regardless of their size and complexityIts compatible with various Lifecycles: Iterative, Agile, Waterfall, etc.

5So you want to be certified? Certification Requirements:5 years (7,500 hours) of business analysis work in the last 10 yearsAcceptable activities include:Hands-on business analysis activities (as described in BABOK)Coaching or mentoring Business Analysts with respect to business analysis activities Development of an organizations business analysis methodology and/or best practices (coming up with new/better ways to do BA work)Development of business analysis training coursesDemonstrated experience and expertise in at least 4 of the 6 BABOK Knowledge Areas (well get to these)At least a high school diploma or equivalent21 hours of BA professional development in the last 4 years2 professional references (not your aunt Margaret)Dont you mean PMBOK?7Think of PMBOK as the Project Management version of BABOK.PMBOK main focus is on project parametersBABOK main focus is on the product parameters

Instead of focusing on knowledge areas, the PMBOK defines 5 main stages/processes involved in a project:InitiatingPlanningExecutingControllingClosing

When combined, the PMBOK and BABOK:Complement each other with standardized definitions and terms for PM and BA activitiesThis helps us all get along.Create local communities of PM and BA professionals to meet and discuss common experiencesProvide certification models that establish consistent best practices and industry standardsProvide a common understanding of knowledge and skills for PM and BA professions

Origins of PMBOK/BABOK8Project Management Body of Knowledge (PMBOK)First published in 1987 by the Project Management Institute (PMI)A framework that defines project management and related concepts, describes the project management life cycle, and outlines related processesWritten with Project Managers in mind PMP certification

Business Analysis Body of Knowledge (BABOK)First published in 2006 by the International Institute of Business Analysis (IIBA)A framework that describes Business Analysis areas of knowledge, their associated activities and tasks and the skills necessary to be effective in their executionWritten with Business Analysts in mind CBAP certification

Lets work TogetherStrong PMWeak PMStrong BAA roaring success, great balance between getting accurate and thorough requirements and moving project alongToo much time developing requirements, project falls behind schedule, scope creep often occurs

Weak BARequirements arent well constructed, some may be missed, rework needed late in the process, schedule and budget suffers

Project failure!PMs and BAs: Dynamic Duos9BAs Contribution to DeliveryBeing a Business Analyst requires multiple skills and to be truly successful, you need to look beyond whats in front of you and dig deeper. As a Business analyst expect to:

Influence scoping and prioritization of features, sprints, and storiesUnfold the architecture, requirements, & business rulesIdentify business opportunity and define the Business ArchitectureEnsure that the solution meets the requirementsCollaborate with business and technical SMEsManage requirements repositoryIdentify Product Risk

Effective Business AnalysisAn Effective BA will go beyond checking boxes. To be truly effective a BA will:Analyze & solve problems (meaning you need to dig in and research)Understand the business (do you really know how the company makes money from the project?)Communicate effectively (write & speak clearly) Manage customer/client relationshipsLead/Facilitate discussionsNegotiate & build consensus (from bottom up and top down)Prototype data & processesPlan & manage activitiesFacilitate & develop business strategy Understand & manage organizational changeInfluence joint planning at all levels

Lets Define a Few ThingsEach knowledge area describes the tasks performed by business analyst to accomplish the purpose of that knowledge area.

Whats a task?Formal or informal, universally applicable Necessary components of a given Knowledge AreaNot limited to one knowledge areaCreates a completed output that has value Becomes an input to another taskCan be completed numerous times for one projectHas consistently defined inputs and outputs

TechniquesHow about a Technique?Describes how tasks are performed under specific circumstances.A task may have none, one, or more related techniques.BABOK techniques cover the most common and widespread usesTechniques may evolve, change with timeMethodologyDetermines which tasks and techniques are used to solve a business problemGenerally affects all tasks performed in a projectBABOK acknowledges methodologies, but... Neither defines nor prescribes methodologies Typically owned by individual authors

Techniques: ModelsA few examples of TechniquesClass ModelCRUD matrix (access rights) Data dictionaryEntity relationship diagrams Process / Flow modelsUse casesMore...

Heres an ExampleYour Task: Conduct Requirement ElicitationPossible Techniques:Brainstorming: you knowanything goes idea generationRequirements Workshop: scoping, discovering, defining, prioritizingInterviewPrototyping: my favorite map it out; construct/create to show others how the product might functionThe Big Daddy DefinitionRequirement areA documented representation of a condition or capability that is either:needed by a stakeholder to solve a problem or achieve an objective.that must be met or possessed by a solution to satisfy a contract, standard, specification, or other formally imposed documents.

Making A Shift Towards ExcellenceIf you want to do more, then start working on the following behaviors.Expand from facilitating and transferring to visioningDont just accept face value. Question facts until you can model them and gain consensus from all stakeholders.Link Analysis: How do the pieces fit together? Does this make sense?Empower your communication with collaborationRather than specialize, expand your sphere of knowledge.Move from managing change to embracing changeAbandon your space and be face-to-faceLeadership: Recognize the future and influence stakeholdersOrganize: Its not just the Project Managers responsibility to be organized. Youll never be successful if you cant stay on top of things.

Realize Your Opportunity For SuccessUnfold requirements iteratively by coupling with the implementation of the business and the technical designers make sure both groups see the same thingsLead as an Analyst. Assume no one else will pick up the pieces. You may be the only one trying to tying everything together. Leverage the power of prototyping. Create visual representations to ensure everyone is on the same page (process flows, maps, prototypes, etc).Business rules are pervasive seek them out, document them and re-check. Are there exceptions?Adapt how you organize and characterize the requirements. Businesses are a fluid beast during a storm its better to be in a boat than on a dock. Get out there and see which way the tides are flowing.Take on the Product perspective: Look at the business case, consider the consumer, and recognize how the output will be used.Four BA FundamentalsBasic SkillsAnalysis, business / domain / IT knowledge, Advanced SkillsMeeting management, presentation, decision-making, conflict, negotiation Leadership SkillsCoaching, motivating, interviewing Peripheral Skills (e.g. sales)Who is involved in Business Analysis?Knowledge Area OverviewRequirements Management and CommunicationFundamentalsIdentify business problem, opportunity or unmet need and define Business ArchitectureInfluence scoping and prioritization of features, springs, and storiesUnfold the architecture, requirements, & business rulesCollaborate with business and technical SMEsMange repository of requirementsEnsure the solution meets the stated requirementsBABOK 2.0 Knowledge Areas

BA Planning and Monitoring:What do I need to do?PurposeIdentify tasks and stakeholdersUnderstand who you need to engage and what you need to accomplish Track progress & provide input to project planCoordinate/align with teammatesThe Value StoryThis knowledge area defines the resources and tasks associated with the planning and management of requirements gathering activities throughout the requirements processBABOK DefinitionGoal: Determine which activities are necessary to perform and complete as part of a given business request.Requirements Planning & Management: Realizing the OpportunityYou should plan to work in an iterative fashion to continuously deliver valueJust like a startup, plan to fail quickly. This is the idea that the consulting firm Continuum touts. Why? Because it works!Shorten planning time so you have more time for drafts, trials, and tests. You learn much more by doing than by thinking of doing.Assemble a team of stakeholders you trust. This may include BAs, Product Managers, Project Managers, User Testing Specialists, etc. As they say at Home Depot each link in a fence is a potential place for a squirrel to eat your flowers.Welcome change. Business needs and priorities will shift and your requirements will need to do the same. Requirements Planning & Management: Realizing the OpportunityBefore you get started with a project, ensure you understand and promote the Business Analyst skills.You should be able to teach others the basics of BABOK. Plus, mentoring counts as experience towards your certification!Teaching others on your project team will let them know more about your strategy and expectations.Skills are more important than rolesTo be successful as a BA, youll need to do more than just collect and write requirements. Go beyond listening mode and examine the issues from other roles POV.Identify and estimate the workWhy wait for others to tell you how much things will cost and how long it will take? Just like when youre buying a house, you should have a fairly good idea of what the relative values are in your field. Each time you estimate, youll perfect your ability to project into the future. Commit to the highest priority workYouve got limited resources from a project perspective, and its not just money to consider. You need to know leadership expectations regarding prioritizing work so you can do the same.Manage the scope of the work incrementallyYou cant build a boat in the water, and similarly you shouldnt start working on solution analysis until youve gotten a good picture of the current state.Dynamically respond to product and project changeThe product teams may need to adjust their product release strategy based on numerous factors. Be ready to move as needed to keep the core product alive and on the road to market.

Requirements Planning & Management: Basics of Agile DevelopmentOne popular method for technology development is known as Agile at its core, agile development is a set of methods based on iterative and incremental changes where requirements evolve through collaboration between cross-functional teams. Its rapid, flexible and promotes an adaptive mindset that can respond to changes quickly.Re-prioritize features for the Product Backlog throughout iterationsAssign capabilities/features to a sprintA sprint is an iteration of workDecompose capabilities into storiesA story is a unit of business valuePrioritize and commit to stories to be completed within a sprint

Image from Wikipedia.orgRequirements Planning & ManagementIntroduction: set the stage for the project. Very high level discussionUnderstand Team Roles for the Project: who is assigned to work on the project?Define BA WorkDivision Strategy: If there are multiple BAs, you need to establish boundaries for workload planning. Define Requirements Risk Approach: What are potential fail points? What are impacts of missing requirements?Determine Planning Considerations: Pull out the GANTT chart and figure out your timing and dependencies! Look into cross-project coordination as necessary dollars and resources are finite in an organization so you need to know how youre all connected.Select Requirements Activities: Figure out all steps needed to create requirementsManage Requirements Scope/Estimations: Ensure stakeholders realize when scope is beyond capacity. It doesnt mean youll remove requirements, but you should draw a line in the sand for what is in an out of scope for that release.Measure & Report Requirements Activity: Keep track of conversations, metrics and other critical information so you have a paper trail that shows your successes and so you can learn from mistakes.Manage Requirements Change: Change happens so expect it. Keep track of all changes and ensure stakeholders have visibility into changes. You never know when someone will want to know why something is different than they expect.

Requirements Elicitation: Setting the StageBABOK definition: Provide a cohesive solution to a business problem Your goal in this phase is to translate stakeholder needs even those they dont recognize. You will Own the problem, define the need.When considering the requirements youll write remember that stories are units business value so they are written in the voice of the business user. Dont lose sight of the business case.This knowledge area describes how stakeholder needs are analyzed, structured, and specified for use in the design and implementation of a solution.

Eliciting requirements is a key task in business analysis because the requirements serve as the foundation for the solution to the business needs it is essential that the requirements be complete, clear, correct, and consistent.- BABOK 2.0Requirements ElicitationSo whats the purpose of elicitation?Elicitation answers the question: What do stakeholders need?Your goal: Explore, identify and document stakeholder needsWhen you meet, be sure to describe how you plan to work with various stakeholders. Explaining your understanding of the stakeholder list will give you an opportunity to validate the organizational model youve established.Ensure you have a complete understanding of their needs restate what they told you. It sounds redundant, but it works. Elicitation: Ins and OutsInputs: Business Case / Business NeedIt is absolutely critical you understand the fundamentals of the business to create the right solution. Get to know your business model and the needs you plan to address through this project.Organizational Process Assets required to Implement This may start as an informed guess. Be sure to validate this with stakeholders.Output will be Requirements. Well cover those next.

BABOK Requirements Elicitation TasksTasks:Structure Requirements PackagesCreate Business Domain ModelAnalyze User RequirementsAnalyze Functional RequirementsAnalyze Quality of Service Requirements Determine Assumptions & ConstraintsDetermine Requirements AttributesDocument Requirements Validate Requirements Verify Requirements

Tips for Requirements ElicitationUse the right elicitation technique at the right time with just the right amount of rigorConsider how much is known, how much still needs to be discovered, and when the team needs the specificsWait, what is Elicitation?Working with stakeholders to identify and understand their needs and concerns, and understand the environment in which they work. The purpose is to ensure that a stakeholders actual underlying needs are understood and captured. Sometimes the stakeholder doesnt know them, its up to you to get to the latent needs.

Requirement Management and CommunicationPurposeCommunicate the outcome; Identify and manage change Bring stakeholders to a common understanding; formalizes the structure of communication Does everyone understand and agree?Answers the QuestionThe Value StoryDescribes how BAs manage conflicts, issues and changes in order to ensure stakeholders an the project team remain in agreement on the solution scope, how requirements are to be communicated to stakeholders, and how knowledge gained by Bas is maintained for future use.Requirement Elicitation: Realize the OpportunityCo-locate with the Business:Remember that the most efficient and effective method of conveying information to and within a development team is through a face-to-face conversationIf possible interact daily with the business and the development team. Walk by your teammates desk, use teleconferencing, or any other way to have face time with project team. Building relationships and a common understanding is vital to your success.Keep in mind that the best requirements come from self-organized teamsCreate an adaptable approach to documentation to welcome changing requirements, even late in developmentButsync up with the rest of the team to ensure evolving requirements and potential designs remain in alignment across the board. In other words, verify to cover yourself.Only elicit requirements that lead to satisfying the customer through early and continuous delivery

Requirement Management and CommunicationGoal: Ensure stakeholders have access to BA work productsCommunications of all doc types and updatesPresent the requirements in a format appropriate for the intended audience.Dont plan to send a VP a 34 page requirement document. Walk through it with them. Try asking them the format theyd like to see it in.Ensure stakeholder agreement with solution scope (written sign-off!)AKA Bring stakeholders to a common understanding Approvals (get it in writing)Manage conflicts, issues and changesRe-Use: facilitate enterprise consistency/efficiency (no sense in re-inventing the wheel)

Requirements Communication

Per the BABOKThis knowledge area is the collection of activities and considerations for expressing the output of the requirements analysis and documentation to a broad and diverse audience.

BABOK Tasks:Create Requirements Communication PlanManage Requirements ConflictsDetermine Appropriate Requirements FormatCreate a Requirements PackageConduct a Requirements PresentationConduct Formal Requirements ReviewObtain Requirements Signoff

Product BacklogThe Product Backlog is a set of features not yet completed but still desiredA feature is functionality driven by business value Prioritize the unmet features for the Product BacklogKeep this organized because youll probably come back to it eventually.Enterprise AnalysisPurposeUnderstand the big pictureProvides the necessary context and foundation on which you will evaluate all future issues and challenges.Why are we even doing this project?Answers the QuestionThe Value StoryPer the BABOKThis knowledge area describes the Business Analysis activities that take place for organizations to (1) identify business opportunities, (2) build their Business Architecture framework, and (3) determine the optimum project investment path for the enterprise, including implementation of new business and technical system solutions.Enterprise Architecture: Applying Agile PrinciplesYour goal in this stage is to propose projects that meet strategic needsEnvision an Enterprise Architecture that harnesses change for the customer's competitive advantageElicit input from motivated individuals who welcome changeWhile developing the Enterprise Architecture and Business Case, pull in all of the necessary experts as a self-organized teamGive the Enterprise Architecture effort the support needed to get the key activities done

Enterprise Architecture: Setting the StageEnterprise Architecture: Realizing the OpportunityCreate vision of future business capabilitiesDevelop the Business CaseBuild the case for the requirements you put together. Make sure business leaders support them, or dont expect them to see the light of day.Facilitate portfolio investment decision makingIdentify implementation prioritiesAdvocate that the most valuable projects launch firstConsider customer perspective. Where do you make the most revenue or what will allow the business to capture the most value?Advise release packagingWhats the best way to compile requirements? Think about whats actually being done or whats expected to work when a user is utilizing the finished product. Would it make sense to have button Z in release one if we dont have button X? If not, find a new package of requirements that works together.Enterprise Architecture: Applying Agile PrinciplesEnvision an Enterprise Architecture that harnesses change for the customer's competitive advantage.Change is always going to occur in the business world. Businesses may try to be at the forefront of change or they may wait for change to come to them, but in either case the processes, technology, and products will have to be modified to incorporate whats happening outside the business. Customers (or the company you work for) are constantly looking for ways to capture and maintain value. Staying agile and harnessing change will make YOU valuable.Elicit input from motivated individuals who welcome changeWhile developing the Enterprise Architecture and Business Case, pull in all of the necessary experts as a self-organized teamGive the Enterprise Architecture effort the support needed to get the key activities done

Requirements AnalysisPurposeAnalyze the DataTransforms the business need into clearly defined capabilities.What does the solution HAVE to do?Answers the QuestionThe Value StoryGoal: Progressively elaborate, validate, verify stated requirementsValidate requirements meet business needEnable solution definitionRequirements Analysis and DocumentationTypes of requirements:FunctionalNon-functionalYoull need to: Identify gaps, ensure feasibility of capabilitiesYour capabilities inform/define the solution to be implementedRemember, your documentation is the basis for project estimating and planning and if its not written down, its not going to happen.Just like goal-setting, your Requirements should be SMARTSpecificMeasureable Achievable (no sense in wasting others time here, determine what is feasible)Results-Oriented (describe an end-state)Time-Related (define parameters of time as necessary)Criteria for Assessing Requirements QualityAllocatable Attainable CompleteCorrectTestableNecessaryTraceable

UnambiguousUnderstandable VerifiableNot design-specific: Pay continuous attention to technical excellenceFeasibleMeasurableBeyond just being SMART, make sure your requirements are:Solution Assessment & ValidationPurposeMake sure that the best solution is chosen by business.Evaluate and choose among options; assess tradeoffs and alternatives.Does the solution do what its SUPPOSED to do?Answers the QuestionThe Value StoryGoal: Assess solutions to ensure that strategic goals are met and requirements are satisfiedSolution Assessment/ScopingUnderstanding ScopeSolution ScopeThe set of capabilities required to meet a business needProject ScopeThe work required to implement the solution scopeBusiness analysis is required to define solution scope.Assess and select from proposed solutionsAssess deployed solutions to see how they met the original need

Per the BABOK: This knowledge area covers the business analysis tasks necessary to ensure that the solution meets the stakeholder objectives, is thoroughly tested, and is implemented smoothly.

Solution Assessment & VerificationEach story must have validation criteria You need to make sure the completed product is, in fact, complete.You dont know if youre done, if you dont say whats a finished product.To track story effort, give each story an assigned point value estimated based on complexity and the time it will take to GTD (get to done)This is a useful way to explain to stakeholders how the project schedule will align with technical deliverables and accompanying business valueIn the Agile world, working versions of software are typically the primary measure of progressProduction ready solution what does it look like? You better get sign off from stakeholders ahead of time so developers know when their finished building.Solution Assessment & VerificationEmphasize that solution delivery must satisfy the client with valuable software/outcomesPay continuous attention to technical excellence of the productDoes it perform the way it was requested? Maintain high standards and your customer will be happy. Now isnt the time to accept a solution design that you wouldn't be happy using.Now that youve seen how it fits together, is it all essential?Perform regular self-assessment to reflect on how to become more effectiveCheck in with stakeholders to see if their objectives are met completelyComplete a usability check this is critical! Youre going to have many different types of users and you need to make sure it works for people beyond the people who built it.Support QA and testing. Be available to answer questions and ensure that testing gets done right.Manage problems, validate changesSolution Assessment & VerificationPropose alternative solutionsNot happy with a recommendation? Provide your own!Ensure product fit and integrityDoes the recommendation fit with the style of the product? Make sure that the solution aligns not just with the technical requirements, but with the design as well.Verify that the solution fulfills envisioned business capabilitiesAssess impact of solution on business operations How? Ask them! Have your operations staff use the product and see how it works for a pilot client. Simulate future business processesUnderlying CompetenciesAll of the past slides require the below underlying competencies. The skills are in you, now get to work and show them off.