Business Analysis Foundation Course – (Week 2 of 5)

1. Business Analysis Foundation Course – (Week 2 of 5) Joseph Lapuz Senior Business Analyst, CBAP Wellington, New Zealand IIBA number: 20869 CBAP number: 4712

2. Reviews from last week • General Ways that ‘NEED’ surface: • Top down, Bottom-up, Middle Out, External • Requirement – a definition of ‘need’. • Problem Statement • Solution – set of changes to the current state of an organisation that are made …to enable the organisation to met the business need, solve a problem or take advantage of an opportunity. • 5 Types of Requirements – Business Requirement, Stakeholder Requirement, Solution Requirement (FR/NFR) and Transition Requirement

3. Today’s Workshop Objectives • Increase project success by better defining the business need. • Plan the requirements effort to ensure optimal productivity. • Understand the best approach moving forward. • Reduce rework by eliciting and discovering requirements correctly the first time.

4. Warning! • If you don’t plan before you jump into requirements will mean: • Missing Requirements • No alignment with team schedule • Inability to respond to project changes

5. Agenda • Where do you begin? • Methodology • Definition • Plan Driven vs. Changed Driven • How to elicit requirements • What are the Requirements attributes • How do I document and review requirements

6. Where do you begin? Business Analysis Planning and Monitoring – Knowledge Area that describes the tasks and outputs for organising and coordinating the efforts of business analysts and stakeholders. 5 Approaches: • BA Approach • Stakeholder Engagement and Analysis • BA Governance • BA Information Management • BA Performance Improvements

7. BA Approach

8. Stakeholder Engagement and Analysis

9. Stakeholder Engagement and Analysis (cont.) Stakeholder Map (example): THERE IS NO ‘S’ in RACI!

10. Stakeholder Engagement and Analysis (cont.) Communication Needs:

11. BA Governance

12. BA Information Management

13. BA Performance Improvements

14. Output: BA Work Plan • Background • <Project overview> • Problem Statement • Project Scope • In-Scope • Out-Scope • BA Approach • RACI and Stakeholder Engagement • Repository

15. Methodology • A sets of process, rules and templates that prescribes how business analysis is performed. The approach should be tailored to the needs of a specific objective even when a standard approach exist in an organisation. • Waterfall and Agile are called ‘approaches’ and not methodologies in BOK. • Types of “approaches”: • Change Driven – tends to place a great deal of emphasis on requirement prioritisation methods due to small scope of each iteration or release. It is difficult to identify all requirements in advance. • Encourages ‘little of everything’ and ‘just-in-time’. • Embraces change to requirements. • Emphasised on requirement prioritisation on each iteration. • Plan Driven – use more formality and more written documentation than change driven.

16. Framework Generic Plan Driven Stages:

17. Framework (cont.) Average 4 weeks/sprint Generic Change Driven Over layer: Sprint 0 ie. User Stories, Use Cases, Product Backlog Product Backlog Prioritisation Sprint 1 to N Ie. Sprint backlog, monitoring sprint progress, Retrospect / Increment report /”Done”

18. Average 4 weeks/sprint Sprint 0 ie. User Stories, Use Cases, Product Backlog Product Backlog Prioritisation Sprint 1 to N Ie. Sprint backlog, monitoring sprint progress, Retrospect / Increment report /”Done” A B C SB PB D E F Devt Team Product Owner A, C, E, F F, E, C, A

19. Prioritisation • Basis for Prioritsation: • Value – Cost-benefit analysis • Business/Technical Risks – selects which has the highest project risks • Implementation difficulty • Likelihood of success • Regulatory or policy compliance • Relationship to other requirements • Stakeholder agreement • Urgency – ie. Time sensitive

20. Methods of Prioritisation • Grouping - classify as low, medium or high priority • Ranking - put in order from most to least important • Timeboxing / Budgeting - distribute a limited resource such as time or money • Negotiation - reach stakeholder consensus on priority

21. Timeboxing / Budgeting • “All In” – Include all then drop one by one until under budget • “All out” - Add all until budget is reached • Selective – Identify high priority

22. Requirements Elicitation • “Elicitation” – to draw out or call forth requirements from and with stakeholders through collaboration to achieve a mutual goal. • It’s an ongoing activity and not confined to any one time, place or phase. • Elicitation can be formal or informal and planned or unplanned. • Elicitation vs. Gathering – • Elicitation – get/reuse then analyse • Gathering – get/reuse

23. Tasks Prepare – understand the scope of the elicitation activity, plan for supporting materials and logistics. Conduct - Draw out, explore and identify information relevant to the change. Confirm – check the information gathered during elicitation session for accuracy and consistency with other information. Ie. Playback, meeting minutes, scribe results, etc. Communicate – ensure stakeholders have a shared understanding of BA information. Ie. Package requirements Collaborate – Encourage stakeholders to work towards a common goal

24. Next Session • What are Requirements attributes • How do I write proper requirements • What is MoSCoW • Characteristics of good requirements • Techniques for requirements elicitation