This presentation covers the BABOK (Business Analysis Body of Knowledge by IIBA), but we will focus on the first three knowledge areas. Those knowledge areas are Planning and Monitoring, Communication and Management and Enterprise Analysis.

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ESSENTIAL BUSINESS
ANALYSIS SKILLSANALYSIS SKILLS
PART 1
Presented by:
Terry AldebertTerry Aldebert
Procept Associates Ltd.
Senior Consultant / Instructor
Copyright v2008‐ 0.04 Procept Associates Ltd. 1
Agenda
• Introductions
• Essential Business Analysis Skills – Part 1
• Planning and Monitoring
• Communication and Management
• Enterprise Analysis
• Questions
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Introduction
• Premier provider of professional training
programsprograms
• Niche strategic consulting
• Three specialty areas: Project Management,
Business Analysis and ITIL
• Partner with 5 universities across Canada
• Accredited by PMI, IIBA and ISEB
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Introduction Cont.
• Based on the BABoK 2.0 Draft
• Briefly covers all sections
• The BABoK is available on the IIBA website if
you would like more information
• Not a “process”
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Requirements Planning
and Monitoringand Monitoring
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Learning Objectives
• Appreciate the importance of planning
• Become acquainted with the process for
completing a Stakeholder Analysis and
communication plan
• Be familiarized with different estimation
techniques
• Understand the basics of a requirements
management plan
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Intro to Knowledge Area
• Typically related to project management
activitiesactivities
• Planning BA activities
• Monitor activities throughout project
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Planning
• Closely related to Project Management
activitiesactivities
• Ensures alignment with project
management plan
• Determine:
• Stakeholders
• Most appropriate business analysis activities
• Time to complete all activities
• Communication plan
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Stakeholders Analysis
• Document team roles
• Determine which the BA will utilize
• Aid PM in assigning individuals to roles
• Categorize stakeholders
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RACI Matrix Template
Role
Project
Deliverable/Activity
Project Leadership Project Team Members Project Sub‐Teams External Contributors
Role #2 Role #1 Role #2 Role #1 Role #2 Role #1 Role #2Role #1BA
RACI Matrix
/ y
Initiate Phase Activities
Plan Phase Activities
Execute Phase Activities
Project Scope
Business Case
Requirement Plan
Requirements Estimates
Design Document
C
R
R
R
C
Control Phase Activities
Close Phase Activities
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Test Scripts F

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Plan BA Activities
• Resist the temptation to jump into it
1. Identify BA deliverables
2. Determine scope
3. Determine BA activities that will be
completedcompleted
4. Estimate time for the activities
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Work Breakdown Structure
BUILDING PROJECT
Demolition Elevator
Power
Distribution
Telephone &
PA
Fencing
Site
Site
Development
Arch/Civil Mechanical Electrical Data/ Comm. Management
Project
Management
Foundations
Cladding &
Roofing
HVAC
Potable Water
Lighting
Fire Alarms
Data Network
Security
Monitors
Site
Preparation
Storm Water
Procure
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Estimating
• Analogous
Parametric
• Vendor bid analysis
Historic analysis• Parametric
• Bottom Up
• Rolling Wave
• Three‐point
estimating
• Historic analysis
• Expert Judgement
• Delphi
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Communication Plan
• Who, What, When, How
1. Determine each stakeholder’s
communication needs
2. Identify appropriate method or format of
communication for each stakeholder
3. Assess content of communication for each
4. Determine frequency & level of
formality
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Requirements Change Management
• Methodology within organization or not?
1. Choose or create requirement process
• including prioritization process and change
management
2. Design requirement traceabilityg q y
3. Determine requirement attributes
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Requirements
Communication andCommunication and
Management
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Learning Objectives
• Comprehend the value of requirements
traceabilitytraceability
• Understand what should be considered
when producing a requirements package
• Be familiar with requirement baselining and
the value of baselining
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Intro to Knowledge Area
• Managing output from the BA activities
• Ongoing throughout the life of the project
• Completed concurrently with tasks from
other knowledge areas
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Managing Requirement
Traceability
• Makes impact analysis more straight‐
forwardforward
• Ensures that scope is maintained
• Aids in ensuring that the solution meets the
stated requirements
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Prepare Requirements Package
• Different stakeholders require different
informationinformation
1. Determine format preferences
2. Select content
3 Identify level of formality3. Identify level of formality
4. Select presentation format
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Requirement Baselining
• Is a technique used on many objects
• Allows for a clear point of agreement
• Solidifies scope from a point in time
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Enterprise Analysis
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Learning Objectives
• Understand how to define a business need
• Be familiar with techniques used to define a
business need
• Know how to determine if a problem /
opportunity statement is SMART
• Be able to determine recommended
solutions
• Understand what is part of a Business
Case
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Intro to Knowledge Area
• Analysis of business problem or opportunity
D i i f ibili• Determining feasibility
• Often pre‐project activities
• May aid approval of a new project or
initiative
• Revisit if business problem changesRevisit if business problem changes
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Define the Business Need
• Describe the problem or opportunity that
analysis will be focused onanalysis will be focused on
1. Confirm the business strategy
2. Define the problem or opportunity
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Problem Analysis ‐ Fishbone
• Structured process for brainstorming
• Identifies root causes to the issue or
problem
• Starting point for further analysis
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Problem Analysis ‐ Fishbone
Methods Machinery
Drive too fast
Use wrong gears Under inflated the tires
Poor Gas Mileage
Drive too fast
Can’t hear engine
Impatience
Habit
Always late
Worn out air systems
Poor design
Of tire pressure
Carburetor adjustment required
Fuel mix too rich
Poor maintenance
No awareness Poor driving habits
No oil change
Money
Wrong octane gas
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People
Poor driving habits
Poor training
“When in Rome”
Improper lubrication
Wrong Oil
Don’t know right oil
No owner’s manual
Materials
Define the Business Need
• Describe the problem or opportunity that
analysis will be focused onanalysis will be focused on:
1. Confirm the business strategy
2. Define the problem or opportunity
3 Document the problem or opportunity3. Document the problem or opportunity
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Problem / Opportunity Statement
• Specific
• Measureable
• Achievable
• Relevant
• Timely
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Recommended Solution
• Determine solutions through feasibility
study or independentlystudy or independently
• depend on size of the initiative
1. Determine criteria to evaluate options
2. Identify potential solutions2. Identify potential solutions
3. Analyze each
4. Produce report
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Business Case
• Justification for project
Impacts to the business if project in• Impacts to the business if project in
undertaken
1. Identify and quantify benefits and costs
2. Complete Risk assessment
3. Select measurements for project success
4. Complete Business Case and present to
sponsor
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Business Case Document
• Executive Summary
• Introduction and Summaryy
• Project rational for preferred option
• Current business process
• Description of problem or opportunity
• Project Objectives
• Scope
• Business Benefits
• Costs• Costs
• Assumptions and Constraints
• Potential business, staff and technology impact analysis
• Implementation
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Business Case Document
• Approach
S l i i l i l• Solution implementation plan
• Financial metrics
• Privacy impact assessment
• Alternative evaluation criteria
• Key Selection Criterion
• Weighting
• Constraints and limitations
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Business Case Document
• Solution options and preferred alternative
• Description of each option considered• Description of each option considered
• Business benefits
• Alternative costs
• Assumptions
• Potential business and staff impact analysis
• Initial solution risk assessmentInitial solution risk assessment
• Risk assessment
• Risk response
• Conclusions and recommendations
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Any Questions?
• www.procept.com
• (800) 261‐6861
• aldebert@procept.com
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