2. Certificate in Business Analysis
Foundations of Business Analysis
– High level introduction to the disciples and practices of
Business Analysis
Leadership in Business Analysis
– Focuses on practicing the soft skills associated with
Business Analysis such as: conflict management,
communications, leading and facilitation
Tools and Techniques in Business Analysis
– Focuses on practicing the hard skills associated with
Business Analysis such as: charting, data analysis, process
modeling
2 2
6. Case Study Work Due Week 6
Teams of 5-6
Select a study area:
– Strategic / Fact Finding / Information Knowledge /
Process Knowledge / Solution Knowledge
Research this area and produce a synopsis
report with examples or case studies
showing how these techniques are
employed.
6 6
7. BA Tools & Techniques
Focus Groups Document Analysis
Interviews Business Rules
Observation Functional Decomposition
Requirement Workshops Interface Analysis
Root Cause Analysis Process Modeling
Structured Walkthrough Scenarios & Use Cases
Surveys/Questionnaires Sequence & State Diagrams
User Stories
Strategic Information Process Solution
Fact Finding
Analysis Knowledge Knowledge Knowledge
Benchmarking Acceptance Criteria
Brainstorming Data Dictionary/Glossary
Data Flow Diagram Estimating
Decision Analysis Lessons Learned Process
SWOT Analysis Data Modeling
Organization Modeling Metrics & KPIs
Non-functional Requirements
Problem Tracking
Prototyping
Risk Analysis
Scope Modeling
Vendor Assessment
7 7
8. Case Study Work due Week 11
Teams of 5-6 (Different team composition)
Identify a project (An idea for improving an
existing process) and develop a proposal
identifying how you would use Business
Analysis practices to solve the problem.
– Enterprise Analysis, Business Requirements
Elicitation, Requirements Analysis and Proposed
Solution
8 8
9. Introduction to Business Analysis
Learning Outcomes:
1. What is a Business Analysis?
2. The Business Analyst’s responsibilities
3. How does the BA relate to the PM?
9 9
10. Business Analysts –
Why are they growing in importance?
Delivery of business solutions in an orderly, cost
effective manner NEEDS trained Business Analysts
to succeed
– Cost overruns, poor performance of business solutions are
usually caused by poorly understood and loosely managed
requirements
– With outsourcing there is a greater need to effectively
document requirements that are universally understood
– The formation of the BABOK is proof that the profession has
come into its own
10 10
11. What is a Business Analyst?
BA’s come with many titles….
Systems Analyst Requirements
Engineer
Business Systems Analyst Business
Architect
Process Analyst
Enterprise
Product Mgr. Analyst
11 11
12. Where do they fit?
BA’s act as a bridge between the business
and the delivery team to ensure usability of
the product
Quality
Assurance
Domain
SME’s Project
Business
Manager
Analyst
Testing
Group Information
Architect
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13. What does a BA do?
Works within the business domain (the business
area undergoing analysis) to produce solutions
(create capability for the business) from business
requirements within the constraints of time, cost and
regulations
The goals of the Organization are sometimes
documented in a Business Case – The BA must
transform those goals into detailed requirements
Wait a minute doesn’t that sound like what a project
management does?
13 13
14. The Big Picture
Risk
Schedule Budget
Quality Resources
Scope /
Requirements
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15. What does a BA do?
The Big Difference:
The Business Analyst elicits, analyzes,
validates and documents requirements
The Business Analyst focuses on the solution
(Product or Service) to ensure that it meets
the needs of the organization
15 15
16. What is Business Analysis?
The set of tasks, knowledge, & techniques required to identify business needs
& determine solutions to business problems. Solutions often include a systems
development component, but may also consist of process improvement or
organizational change.
16 Source: Business Analysis Body of Knowledge® 16
17. How does the BA relate to the PM?
Throughout the life cycle of a project the
Business Analyst and the Project Manager
will work closely to deliver the project under
the constraints of time and cost. The Project
Manager will rely heavily on the Business
Analyst in relation to the scope
(Requirements) of the project since the
Business Analyst must ensure that the
stakeholders of the solution are satisfied
17 17
18. Comparison of Certifications
Project Manager Business Analyst
PMI – Proj. Mgmt. Inst. IIBA – Intl. Inst. of Business
PMP + CAPM Analysis
designation CBAP designation
Thousands of PMP’s Hundreds of CBAP’s
PMBoK version 4 BABoK version 2
Experience Req’d Experience Req’d
Professional Dev. Req’d Professional Dev. Req’d
Certification Exam Certification Exam
Maintain standing Maintain standing
18 18
20. PM/BA Interactions – Integration Mgmt.
Project Manager Business Analyst
Develop the Project Involved in Strategy
Charter Involved in Business Case
Develop PM Plan Involved in Feasibility
Direct/Manage Exec. Activities are usually on the
Monitor/Control Work critical path
Perform Change Evaluates the impact of
Control change requests –
Close Project recommends alternatives
Involved with lessons
learned
20 20
21. PM/BA Interactions – Scope Mgmt.
Project Manager Business Analyst
Collect Requirements Elicits Requirements
Define Scope Manages Requirements
Create WBS Analyzes Requirements
Verify Scope Involved in Def’n of Scope
Control Scope Involved in trade-off
analysis for change requests
Develop WBS for BA
activities
21 21
22. PM/BA Interactions – Time Mgmt.
Project Manager Business Analyst
Define Activities Develops the BA Approach
Sequence Activities Defines BA Activities
Est. Activity Resources Sequences BA Activities
Est. Activity Durations Estimates BA Activities
Develop Schedule Reports status of BA
Control Schedule Activities
Identifies time impacts of
change requests
22 22
23. PM/BA Interactions – Cost Mgmt.
Project Manager Business Analyst
Estimate Costs Involved in initial
Determine Budget cost/benefit analysis
Control Costs Provides BA costs
Involved in costs impacts of
change requests
23 23
24. PM/BA Interactions – Quality Mgmt.
Project Manager Business Analyst
Plan Quality Establishes performance
Perform Quality criteria (user advocate)
Assurance Establishes acceptance
Perform Quality Control criteria
Monitors product/service
adherence to criteria
throughout the project
Identifies impact of change
requests
Leads testing activities
24 24
25. PM/BA Interactions – HR Mgmt.
Project Manager Business Analyst
Develop HR Plan Identify key resources
Acquire Project Team (Stakeholders, SME’s)
Develop Project Team Ensure that project
Manage Project Team performance and
acceptance criteria is
understood
Lead information sessions
regarding interactions with
other business processes
25 25
26. PM/BA Interactions - Communications
Project Manager Business Analyst
Identify Stakeholders First to deal with
Plan Communications Stakeholders
Distribute Information Prepares and
Manage Stakeholder communicates requirements
Expectations Addresses Stakeholder
Report Performance concerns and requests
Develops product/service
performance reports for PM
26 26
27. PM/BA Interactions – Risk Mgmt.
Project Manager Business Analyst
Plan Risk Mgmt. Identifies internal and
Identify Risks external risks
Perform Qualitative Participates in Qualitative
Risk Analysis and Quantitative Risk
Perform Quantitative Analysis
Risk Analysis Identifies alternative Risk
Plan Risk Responses mitigation scenarios
Participates in Risk
Monitor + Control Risks
monitoring
27 27
28. PM/BA Interactions – Procurement Mgmt.
Project Manager Business Analyst
Plan Procurements Identifies Procurement
Conduct Procurements requirements
Administer Evaluates alternative
Procurements sources
Close Procurements Evaluates performance of
product/service vs
acceptance criteria
28 28
29. PM/BA Attributes and Abilities
Project Manager Business Analyst
Organized Analytical
Thinking
Problem Solving Problem Solving
Leadership Behavioral Understanding
Decision Making Business Acumen
Open Communicator Trusted Advisor
Thorough Methodical Analyzer
Methodical
Walk the Talk
29 29
30. BA Techniques – Tools of the Trade
Acceptance and Evaluation Criteria Definition Brainstorming
Benchmarking
Structured Walkthrough
Business Rule Analysis
Data Dictionary and Glossary
SWOT Analysis Data Flow Diagrams
Scope Modeling Sequence Diagrams
Decision Analysis Document Analysis
Estimation Data Modeling
Focus Groups
Functional Decomposition State Diagrams
Vendor Assessment
Interface Analysis
Lessons Learned Process
Interviews
Metrics + Key Performance Indicators Process Modeling Prototyping
Non-functional Requirements Analysis Risk Analysis
Observation Problem Tracking Requirements Workshops
Organizational Modeling User Stories Root Cause Analysis
Scenarios and Use Cases Survey/Questionnaire
30 30
31. BA – Techniques
Acceptance and Evaluation Criteria Definition:
– To define the requirements that must be met in order for a solution to be
considered acceptable to key stakeholders.
Benchmarking
– Benchmark studies are performed to compare the strengths and
weaknesses of an organization against peers and competitors
Brainstorming
– Brainstorming is an excellent way to foster creative thinking about a
problem. The aim of brainstorming is to produce numerous new ideas, and
to derive from them themes for further analysis.
Business Rules Analysis
– To define the rules that govern decisions in an organization and that
define, constrain or enable organizational operations.
Data Dictionary and Glossary
– A data dictionary or glossary defines key terms and data relevant to a
business domain.
31 31
32. BA - Techniques
Data Flow Diagrams
– To show how information is input, processed, stored, and output from a
system.
Data Modeling
– The purpose of a data model is to describe the concepts relevant to a
domain, the relationships between those concepts, and information
associated to them.
Decision Analysis
– To support decision-making when dealing with complex, difficult, or
uncertain situations
Document Analysis
– Document analysis is a means to elicit requirements by studying available
documentation on existing and comparable solutions and identifying
relevant information.
Estimation
– Estimating techniques forecast the cost and effort involved in pursuing a
course of action
32 32
33. BA - Techniques
Focus Groups
– A focus group is a means to elicit ideas and attitudes about a specific product, service
or opportunity in an interactive group environment. The participants share their
impressions, preferences and needs, guided by a moderator.
Functional Decomposition
– To decompose processes, functional areas, or deliverables into their component parts
and allow each part to be analyzed independently.
Interface Analysis
– To identify interfaces between solutions and/or solution components and define
requirements that describe how they will interact.
Interviews
– An interview is a systematic approach designed to elicit information from a person or
group of people in an informal or formal setting by talking to an interviewee, asking
relevant questions and documenting the responses.
Lessons Learned Process
– The purpose of the lessons learned process is to compile and document successes,
opportunities for improvement, failures, and recommendations for improving the
performance of future projects or project phases
33 33
34. BA - Techniques
Metrics and Key Performance Indicators
– The purpose of metrics and key performance indicators are to measure the
performance of solutions, solution components, and other matters of interest to
stakeholders.
Non-functional Requirements Analysis
– The purpose of non-functional requirements is to describe the required qualities of a
system, such as its usability and performance characteristics. These supplement the
documentation of functional requirements, which describe the behavior of the system.
Observation
– Observation is a means of eliciting requirements by conducting an assessment of the
stakeholder’s work environment. This technique is appropriate when documenting
details about current processes or if the project in intended to enhance or change a
current process.
Organizational Modeling
– Organizational Modeling is used to describe the roles, responsibilities, and reporting
structures that exist within an organization and to align those structures with the
organization’s goals.
Problem Tracking
– Problem tracking provides an organized approach to tracking, management, and
resolution of defects, issues, problems, and risks throughout business analysis
activities. Management of issues is important so they can be resolved in a timely
manner to ensure success.
34 34
35. BA - Techniques
Process Modeling
– To understand how work that involves multiple roles and departments is performed
Prototyping
– Prototyping details user interfaces requirements and integrates them with other
requirements such as use cases, scenarios, data and business rules. Stakeholders
often find prototyping to be a concrete means of identifying, describing and validating
their interface needs.
Requirements Workshops
– A requirements workshop is a structured way to capture requirements. A workshop
may be used to scope, discover, define, prioritize and reach closure on requirements
for the target system. Well-run workshops are considered one of the most effective
ways to deliver high quality requirements quickly. They promote trust, mutual
understanding, and strong communications among the project stakeholders and
project team and produce deliverables that structure and guide future analysis
Risk Analysis
– To identify and manage areas of uncertainty that can impact an initiative, solution, or
organization
Root Cause Analysis
– The purpose of root cause analysis is to determine the underlying source of a
problem.
35 35
36. BA - Techniques
Scenarios and Use Cases
– Scenarios and use cases are written to describe how an actor interacts
with a solution to accomplish one or more of the actor’s goals, or to
respond to an event.
Scope Modeling
– Scope models are used to describe the scope of analysis or the scope of
the solution.
Sequence Diagrams
– Sequence diagrams are used to model the logic of usage scenarios, by
showing the information passed between objects in the system through the
execution of the scenario.
State Diagrams
– A state diagram shows how the behavior of a concept, entity, or object
changes in response to events.
Structured Walkthrough
– Structured walkthroughs are performed to communicate, verify and
validate requirements.
36 36
37. BA - Techniques
Survey/Questionnaires
– A survey is a means of eliciting information from many people, sometimes
anonymously, in a relatively short period of time. A survey can collect
information about customers, products, work practices and attitudes. A
survey may also be referred to as a questionnaire.
SWOT Analysis
– A SWOT analysis is valuable tool to quickly analyze various aspects of the
current state of the business process undergoing change.
User Stories
– User Stories are a brief description of functionality that users need from a
solution to meet a business objective.
Vendor Assessment
– To assess the ability of a potential vendor to meet commitments regarding
a product or service.
37 37
38. What is a requirement?
Definition:
“ A condition or capability needed by a
stakeholder to solve a problem or achieve an
objective”
(Source IIBA BABOK)
38 38
39. Who do BA’s Support?
The BA works with a number of different
stakeholders:
BA
Customer Domain End
SME’s User
Implementation
SME’s Supplier Regulator
Developers,
Systems Arch.
Change Agents, Project Tester Sponsor
Trainers, Manager
Usability Pros
39 39
40. Definitions and Roles
The Requirements describe WHAT needs to be
delivered (Provided by the BA)
– The Requirements are then handed over to a technical delivery
group in order for them to develop technical specifications
The Specifications describe HOW it will be delivered
(Provided by the Technical Solution Team)
The BA must then confirm that all of the requirements
have been included in the Specifications
(This is called Allocation)
(This is the first step in Requirements Traceability)
40 40
41. What is a requirement?
Requirements come in many forms:
– Business Requirement – a higher-level statements of
goals, objectives or needs of the organization
– Stakeholder Requirement – statements of needs for
particular stakeholders or classes of stakeholders
– Solution Requirements – describes the characteristics of a
solution that meets business and stakeholder requirements.
Functional – describes the behavior and information that the
solution must manage
Non-Functional – describes the environmental conditions
under which the solution must remain effective and qualities
that the systems must have
– Transitional Requirements – describes the capabilities
needed to get from the current state of the enterprise to the
future state that will not be needed once the transition is
complete
41 41
42. The BA’s Role (Master of Requirements)
To act as the intermediary between the
business unit(s) (clients), stakeholders and
the solution delivery team
Solutions usually are focused on:
– Improving efficiency
– Addressing customer expectations
– Delivering necessary capability
42 42
43. The BA’s Responsibilities - Needs
Understands the business capability that the
organization needs to develop in order to achieve its
goals (what is needed) (Enterprise Analysis)
Understands the stakeholders who need to
participate in the development of this capability
Participates in Business Case Development
Gathers, analyzes, documents requirements and
presents them in a meaningful form to all
stakeholders to ensure completeness (Elicitation,
Analysis)
Prepares the formal Business Requirements
Document
Tailor the documents so they are understood by the
resources who are charged with developing and
delivering the solution
43 43
44. The BA’s Responsibilities - Delivery
Determines the Solution approach to be followed
(Requirements Mgmt.)
Facilitates the development of the solution with the
solution delivery team
Ensures that the solution remains consistent with the
formal Business Requirements Document
(Traceability)
Participates actively in solution risk assessment,
prototyping, testing and change management
Monitors the solution to ensure that it achieves the
desired performance characteristics (Validation)
44 44
45. The BA’s Responsibilities - Deliverables
Business Case development
Sourcing Activities – RFP’s
BA’s Activity planning - Estimating
Requirements documents - BRD
Modeling – Data Flow
Charting – Process Flow (As is, To Be)
Ensure Requirements are satisfied thru
testing
Acceptance of the solution
45 45
47. Enterprise Analysis
Look at the Big Picture
Analyze what the business needs to satisfy
its goals
Look into potential options and evaluate
them for profitability and do-ability
Provide the initial scope statement to direct
future activities
47 47
48. Requirements Planning
Stipulate the deliverables that the BA will be
responsible to produce
Identifies the time and cost elements for the
project plan
Outlines how the requirements will be
tracked and managed after the initial scope
has been approved
48 48
49. Requirements Elicitation
Identifies the types of elicitation activities to
be performed
Gathers requirements by executing against
the elicitation plan
May require many repeat activities to ensure
that all stakeholders are interviewed
49 49
50. Requirements Analysis
Review the requirements to ensure that they
are complete and comprehensive
Ensure that any conflicting requirements are
resolved between the stakeholders
Organize the requirements into logical
groupings and prioritize the requirements into
acceptable phases for delivery
50 50
51. Requirements Documentation
Produce understandable requirements in
formats relevant to each type of stakeholder
Breakdown a large topic into building blocks
showing relationships and dependencies
Produce diagrams and charts where
necessary to convey complex information
– Process models, Activity diagrams, Use cases,
– Data Flow Diagrams, Entity Relationship
Diagrams…
51 51
52. Requirements Communication
Inform the stakeholders using
demonstrations, presentations and any other
means necessary to ensure that they each
commonly understand the requirements
Ensure that sign-off is achieved prior to
commencing the next stage of work
52 52
53. Requirements Implementation
Ensure that outsourced functionality is
verified
Ensure that adequate testing is performed
Ensure that risk assessment is performed
Provide support for data conversion and
other transition activities
53 53
54. Requirements Management
Conduct traceability activities to ensure that
the all requirements are delivered throughout
the project phases
– Ensure that no extra functionality is allowed to be
included in the scope without going through the
change management process
Engage in Trade-off assessment when
multiple options for delivery of a solution are
available
54 54
55. Recap:
What is a BA
How the BA’s role is compared to the PM role
What knowledge a PM is required to possess
Where the BA fits in the project environment
55 55