BABOK VISUAL

STUDY GUIDE V2.0

As a business analyst, I
want a simple attractive
way to learn the BABOK
tasks and concepts.

Inside:
 Case studies covering the tasks of
Khaled Santina knowledge area
 Business Analysis tasks color poster
Master BA Trainer  BABOK 50 Techniques
 Short quiz for each knowledge area

Covering the BABOK Guide

Version 3 (2016) 2020 i4
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Instructions to Use This Book

1. Titles in the table of content have links, so you can click on a TOC topic to go to the topic page directly
2. The home icon in the footer of each page is linked to the TOC, so from any page you can go to the TOC
3. At the end of each section you will find a short quiz. Some questions are designed to encourage you to search
for additional information beyond this guide.

BABOK Visual Study Guide, Institute i4 Page 2

Table of Content
Chapter 1. Introduction 5 5.3 Prioritize Requirements 72
1.1 Purpose of the BABOK® Guide 6 5.4 Assess Requirements Changes 75
1.2 What is Business Analysis? 6 5.5 Approve Requirements 78
1.3 Who is a Business Analyst? 6 Chapter 6. Strategy Analysis 86
1.4 Structure of the BABOK® Guide 7 6.1 Analyze Current State 88
Chapter 2. Key Concepts 9 6.2 Define Future State 92
2.1 The Business Analysis Core Concept Model 10 6.3 Assess Risks 96
2.2 Key Terms 11 6.4 Define Change Strategy 99
2.3 Requirements Classification Schema 12 Chapter 7. Requirements Analysis and 108
Design Definition
Requirements State 14
7.1 Specify and Model Requirements 110
2.4 Stakeholders 15
7.2 Verify Requirements 114
2.5 Requirements and Designs 16
7.3 Validate Requirements 117
Chapter 3. Business Analysis Planning 20
and Monitoring 7.4 Define Requirements Architecture 120
3.1 Plan Business Analysis Approach 23 7.5 Define Design Options 123
3.2 Plan Stakeholder Engagement 26 7.6 Analyze Potential Value and Recommend 126
Solution
3.3 Plan Business Analysis Governance 29
Chapter 8. Solution Evaluation 135
3.4 Plan Business Analysis Information 32
Management 8.1 Measure Solution Performance 137
3.5 Identify Business Analysis Performance 35 8.2 Analyze Performance Measures 140
Improvements
8.3 Assess Solution Limitations 143
Chapter 4. Elicitation and 42
8.4 Assess Enterprise Limitations 146
Collaboration
8.5 Recommend Actions to Increase Solution 150
4.1 Prepare for Elicitation 44 Value
4.2 Conduct Elicitation 47
Chapter 9. Competencies 159
4.3 Confirm Elicitation Results 51
9.1 Analytical Thinking and Problem Solving 160
4.4 Communicate Business Analysis 54
9.2 Behavioural Characteristics 161
Information
9.3 Business Knowledge 162
4.5 Manage Stakeholder Collaboration 57
9.4 Communication Skills 163
Chapter 5. Requirements Life Cycle 64
Management 9.5 Interaction Skills 164

5.1 Trace Requirements 66 9.6 Tools and Technology 165

5.2 Maintain Requirements 69

BABOK Visual Study Guide, Institute i4 Page 3

Table of Content
Chapter 10. Techniques 170 10.32 Organizational Modelling 202
10.1 Acceptance and Evaluation Criteria 171 10.33 Prioritization 203
10.2 Backlog Management 172 10.34 Process Analysis 204
10.3 Balanced Scorecard 173 10.35 Process Modelling 205
10.4 Benchmarking and Market Analysis 174 10.36 Prototyping 206
10.5 Brainstorming 175 10.37 Reviews 207
10.6 Business Capability Analysis 176 10.38 Risk Analysis and Management 208
10.7 Business Cases 177 10.39 Roles and Permissions Matrix 209
10.8 Business Model Canvas 178 10.40 Root Cause Analysis 210
10.9 Business Rules Analysis 179 10.41 Scope Modelling 211
10.10 Collaborative Games 180 10.42 Sequence Diagrams 212
10.11 Concept Modelling 181 10.43 Stakeholder List, Map, or Personas 213
10.12 Data Dictionary 182 10.44 State Modelling 214
10.13 Data Flow Diagrams 183 10.45 Survey or Questionnaire 215
10.14 Data Mining 184 10.46 SWOT Analysis 216
10.15 Data Modelling 185 10.47 Use Cases and Scenarios 217
10.16 Decision Analysis 186 10.48 User Stories 218
10.17 Decision Modelling 187 10.49 Vendor Assessment 219
10.18 Document Analysis 188 10.50 Workshops 220
10.19 Estimation 189
10.20 Financial Analysis 190
10.21 Focus Groups 191
10.22 Functional Decomposition 192
10.23 Glossary 193
10.24 Interface Analysis 194
10.25 Interviews 195
10.26 Item Tracking 196
10.27 Lessons Learned 197
10.28 Metrics and Key Performance Indicators 198
10.29 Mind Mapping 199
10.30 Non-Functional Requirements Analysis 200
10.31 Observation 201

BABOK Visual Study Guide, Institute i4 Page 4

 Chapter 1:
Introduction

BABOK Visual Study Guide, Institute i4 Page 5

 1.1 Purpose of the BABOK® Guide
The BABOK can be defined as the set of knowledge that defines the business analysis standard. It is the
knowledge that guides business analysis practitioners on how to perform business analysis according to
generally accepted best practices.
The BABOK guide organizes the business analysis knowledge into a framework so it becomes easy for
practitioners and learners to access it. The BABOK content can be classified into two parts, the core
content and the extended content.
The BABOK core content is the business analysis tasks that are organized into knowledge areas. The rest
of the BABOK is called the extended content and this comprises The Business Analysis Key Concepts,
Underlying Competencies, Techniques, and Perspectives sections. The extended content helps us to
better understand and perform business analysis tasks.

Key Concepts
Extended
Content Competencies

BA Tasks
(Core Content)

Techniques
Perspectives

The BABOK is an important resource for business analysis practitioners to know the tasks and activities
they need to do, what competencies they should have, and what techniques they may use to support
their business analysis work.

1.2 What is Business Analysis?

BABOK definition: Business analysis is the practice of enabling change in an enterprise by
defining needs and recommending solutions that deliver value to stakeholders.
In other words, business analysis is the discipline focusing on identifying business needs, problems, and
opportunities, and on determining the appropriate solutions to address them. This may result in lunching
new projects and initiatives that may focus on systems development, process improvement,
organizational change, or some combination of the three. In addition, business analysis maybe
performed on different levels of the organization: strategic, tactical, and operational.

1.3 Who is a Business Analyst?

A business analyst can be described as anyone who performs the business analysis tasks, regardless of
his job title. The main role of the business analyst is to discover the important information related to
the initiative he is working on, analyze that information, then define needs, requirements, and solutions,
and facilitates stakeholder collaboration.

BABOK Visual Study Guide, Institute i4 Page 6

 1.4 Structure of the BABOK® Guide the BABOK knowledge is organized as follows:

Key Business Analysis

Concepts
Tasks
Planning and Monitoring
It includes important ideas for
understanding the BABOK. Elicitation and
BABOK

Tasks
Collaboration
Knowledge
Areas Requirements Life Cycle
Management
Tasks

These are groupings of the tasks.

Tasks that are related to the same
BA expertise are grouped in the
same knowledge area. The BABOK
defines 6 knowledge areas. Strategy Analysis Tasks

Requirements Analysis Tasks

Underlying and Design Definition

Competencies
Knowledge, skills, behaviours,
Solution Evaluation Tasks
characteristics, and personal
qualities that help one successfully
perform the role of the business
analyst. A task is a discrete piece of work that may be performed
formally or informally as part of business analysis. Each task in
the BABOK® Guide is presented in the following format:

Techniques Purpose is the reason for performing this task

Description explains what the task is

Ways that can be used to perform the Inputs are information consumed by the task
business analysis work. There are 50 and transformed to produce an output
most common techniques listed in this are key concepts needed to understand
section. Elements how to perform the task
A guideline provides instructions or on
Guidelines/Tools why or how to undertake a task. A tool is
something used to undertake a task.

Perspectives are the techniques that can be used to

Techniques perform the task.
people who are likely to participate in
Stakeholders performing the task or who will be
affected by it.
Descriptions of different themes
are the results produced by performing
where the business analysis maybe Outputs the task
performed. BABOK describes only 5
perspectives, but business analysis is
not limited to them.

BABOK Visual Study Guide, Institute i4 Page 7

 Business Analysis tasks grouped by knowledge areas:

Knowledge Areas

3. 4. 5. 6. 7. 8.
Business Elicitation and Requirements Strategy Requirements Solution
Analysis Collaboration Life Cycle Analysis Analysis and Evaluation
Planning and Management Design
Monitoring Definition

3.1 Plan
6.1 Analyze 7.1 Specify 8.1 Measure
Business 4.1 Prepare 5.1 Trace
Current and Model Solution
Analysis for Elicitation Requirements
State Requirements Performance
Approach

3.2 Plan 8.2 Analyze

4.2 Conduct 5.2 Maintain 6.2 Define 7.2 Verify
Stakeholder Performance
Elicitation Requirements Future State Requirements
Engagement Measures

3.3 Plan
4.3 Confirm 8.3 Assess
Business 5.3 Prioritize 6.3 Assess 7.3 Validate
Elicitation Solution
Analysis Requirements Risks Requirements
Results Limitations
Governance

3.4 Plan 4.4

Business Communicate 5.4 Assess 6.4 Define 7.4 Define 8.4 Assess
Analysis Business Requirements Change Requirements Enterprise
Information Analysis Changes Strategy Architecture Limitations
Management Information

8.5
3.5 Identify
Recommend
Business 4.5 Manage 7.5 Define
5.5 Approve Actions to
Analysis Stakeholder Design
Requirements Increase
Performance Collaboration Options
Solution
Improvements
Value

7.6 Analyze
Potential
Value and
Recommend
Solution
Note: KA and tasks numbers in this
chart follows the BABOK numbering

BABOK Visual Study Guide, Institute i4 Page 8

 Chapter 2:
Key Concepts

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2.1 The Business Analysis Core Concept Model™
The BACCM™ is a conceptual framework that consists of six concepts: change, need, solution, stakeholder,
value, and context. It is important for the BA to understand all of these concepts in relation to one another
and define them for every initiative.
The BACCM™ provides a common language describing the business analysis so that business analysts can
better understand each others. The BACCM™ is also useful as a tool for analysts to evaluate their work. If
any of the concepts or the relations among them is not clear for the analyst, this is an indicator that the
analysis work is not complete.

Need
A problem or
opportunity to be
addressed.

Change
Context represents the
changes that will take
is the environment
place in the
where the change is
enterprise as a result
taking place.
of implementing the
project.

BACCM
Value Solution
A specific way of
is the worth of the
satisfying one or
solution to a
more needs in a
stakeholder within a
context. They resolve
specific context. The
the problems or take
value can be tangible
advantage of the
or intangible
opportunities.

Business analysts should Stakeholder

assess value from the key
stakeholder’s point of view. are the people who
have a relationship to
the change, need, or Stakeholders are often defined and
solution. grouped according to these
relationships.

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2.2 Key Terms
These are terms that has their meaning in the BABOK as follows:

Term Meaning

Business Analysis The practice of enabling change in an enterprise by defining needs and
recommending solutions that deliver value to stakeholders

Business Analysis The broad and diverse sets of information that business analyst analyze, transform,
Information and report

Design Is a usable representation of a solution

Enterprise Is a system of one or more organizations and the solutions they use to pursue a
shared set of common goals

Organization An autonomous group of people under the management of a single individual or

board, that works towards common goals and objectives.

Plan Is a proposal for doing or achieving something

Requirements Is a usable representation of a need

Risk The effect of uncertainty on the value of a change, a solution, or the enterprise.

BABOK Visual Study Guide, Institute i4 Page 11

2.3 Requirements Classification Schema
A requirement can be defined as something needed, or a representation of what is needed. In business
analysis it is critical to answer the question of who needs what? and why it is needed? Although the question
is simple, but answering it is not always so. In business context, usually we have many whos, whats and
whys, and one major challenge is to achieve agreement between different stakeholders about the answers.
In every project, business analysts define a set of requirements that are related. This requirements definition
effort starts by defining high-level requirements related to the enterprise (business requirements), then
stakeholder requirements (expression of the stakeholder needs) and then solution requirements.

Business Statements of goals, objectives, and outcomes

requirements

Stakeholder The needs of stakeholders

requirements
Solution behavior and
Functional information to manage
Solution
requirements Conditions under which a
Non-functional solution remain effective or
solution qualities
Transition
Solution capabilities and the conditions to meet to
requirements facilitate transition from the current to future state

BABOK Visual Study Guide, Institute i4 Page 12

2.3 Requirements Classification Schema

Class Description Example

statements of goals, objectives, and

outcomes that describe why a change has Improving the customer support
Business
been initiated. They can apply to the whole services to increase customer
requirements: of an enterprise, a business area, or a satisfaction
specific initiative.

describe the needs of stakeholders that

must be met in order to achieve the
Stakeholder Customer wants to track the
business requirements. They may serve as
requirements: status of his support requests
a bridge between business and solution
requirements.

describe the capabilities and qualities of a

solution that meets the stakeholder
requirements. They provide the Solution will show three different
Solution appropriate level of detail to allow for the status of the customer support
requirements: development and implementation of the requests: Opened, In Process,
solution. Solution requirements can be Closed
divided into two sub-categories: Functional
and Non-functional

describe the capabilities that a solution Solution automatically changes

Functional must have in terms of the behavior and the status of a support request
information that the solution will manage, from Opened to In-Process when
requirements: a support agent is assigned to
and
work it

Non-functional do not relate directly to the behavior of

functionality of the solution, but rather Response time to support
requirements or
describe conditions under which a solution requests should be within 24-
quality of service must remain effective or qualities that a hours of reception
requirements: solution must have

describe the capabilities that the solution

must have and the conditions the
solution must meet to facilitate transition
from the current state to the future
state, but which are not needed once the While implementing the solution,
Transition support team needs to be
change is complete. They are
requirements: trained on using the new support
differentiated from other requirements
system and process
types because they are of a temporary
nature. Transition requirements address
topics such as data conversion, training,
and business continuity.

BABOK Visual Study Guide, Institute i4 Page 13

Requirements State
In addition to the requirements classification, every requirement has a specific state at a certain time.
However, this state may change when a business analysis task is performed on that requirement. Awareness
of the requirement state is important as it provides the business analyst with guidance and
recommendations about what has already taken place and what might be the logical next step in the
requirements development process. Below is a summary of the possible requirements states.

State Description

Specified Well-formed requirements documented using text, matrices, and models

Prioritized Having an attribute describing its relative importance or assigned priority to

stakeholders and the organization

Modelled Well-structured and represented using correct modeling notations

Approved Agreed to by stakeholders and ready for use in subsequent business

analysis or implementation efforts

Traced Having clearly defined and identified relationships to other requirements or

designs within the solution scope

Verified Requirements have been checked and are of sufficient quality to allow
further work to be performed.

Validated Demonstrated to deliver value to stakeholders; is within the solution scope

and is aligned with business goals/objectives

Maintained Formatted and suitable for long-term or future use by the organization;
may be saved as organizational process assets

BABOK Visual Study Guide, Institute i4 Page 14

2.4 Stakeholders
Stakeholders are people who have interest in the change and its outcome, and they are the major source of
requirements, constraints, and assumptions for the business analyst.
The stakeholders listed below are a number of generic stakeholders who will interact with the business
analyst across the initiative. However, in your initiative, there maybe other stakeholders in addition to those
listed below and can have different names.

Domain Subject
Business Analyst Customer Matter Expert End User

Responsible for the Uses the products, Has in-depth knowledge of a Directly interacts with the
execution of the business services, or solutions topic relevant to the business solution when it has been
analysis activities need or solution scope completed

Implementation
Operational Support Project Manager Regulator
Subject Matter Expert

Is responsible for designing Helps to keep the solution Manages the work required to Defines and enforces
and implementing potential functioning by providing deliver the solution while standards for developing
solutions and providing end-user support or day-to- balancing the project factors the solution or for the
specialist expertise day operational support (scope, budget, etc.) resulting solution itself

Sponsor Supplier Tester ???

Authorizes the solution Provides products or Verifies that the designed and Any individual
development work to be services to the organization constructed solution meets or group that a business
performed, and controls the the requirements and quality analyst is likely to interact
budget criteria for that solution with directly or indirectly

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2.5 Requirements and Designs
Requirements and designs are closely related. Many times, the distinction between requirement and design
is unclear. The main differentiator between them is their focus, where requirements are focused on the need,
designs are focused on the solution. Business analysts will use the same techniques to elicit, model, and
analyze requirements and designs on their projects.
Most of the times, a requirement leads to the development of a design, however, the design also may drive
the discovery and analysis of more requirements.

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Quiz: Key Concepts
1. What are the six core concepts that make up the 5. Which of the following is NOT a stakeholder defined in
Business Analysis Core Concept Model? the BABOK?

a) Change, Risk, Solution, Stakeholder, Value, and a) Domain SME.

Context. b) Implementation SME.
b) Change, Need, Solution, Stakeholder, Value, and c) Supplier.
Context. d) SME.
c) Change, Need, Constraint, Stakeholder, Value, and ___________________________________________________________
Context.
d) Change, Need, Solution, Stakeholder, Scope, and 6. The core concepts can be used by business analysts to
Context. consider the quality and completeness of the work being
___________________________________________________________ done. While planning or performing a task or technique,
business analysts can consider how each core concept is
2. Which of the following is an example of a functional addressed by asking questions such as:
requirement?
a) What are the contexts that we and the solution
a) 90% of support calls received at a customer are in?
service center must be resolved in less than 3 b) How the contexts will change to provide bigger
minutes. value for the stakeholders?
b) Pizza orders must be delivered within 45 minutes c) Where is the major gap in the contexts that may
90% of the time. be filled to avoid the change?
c) Once a an online order is confirmed, the system d) What are the contexts we need to change the
should notify the warehouse agent. stakeholders?
d) It must take no more than 15 seconds to perform __________________________________________________
a database search.
___________________________________________________________ 7. While Brenda, the business analyst, was reviewing the
stakeholders list with Karl, the project manager, a dispute
3. Ben, the BA, is working with a group of stakeholders happened between them about how the stakeholders
who have never worked with a BA before. They are should be named. Karl was insisting to use the naming
uncertain about the business analysis activities that Ben is found in the Project Management Standard while Brenda
performing and why they are being performed, insisted to restrict the naming to that used in the BABOK.
particularly where it involves their participation. They Who is right?
think that some of the activities are a waste of time. To
address their concerns, Ben decided to conduct a) Brenda is right, because the BA is the first person
performance analysis to ensure that his BA activities were to define stakeholders, and this should be taken
continuing to deliver value to those stakeholders. Which from the BABOK perspective
BA core concept is Ben addressing? b) Karl is right, because the project has broader
stakeholders than the business analysis, and that is
a) Need the reason why the PM standard should be
b) Value followed in this case
c) Stakeholders c) the dispute is useless, because the stakeholders
d) Context mentioned in the BABOK or other standards are
___________________________________________________________ just examples of common stakeholders. Those can
have different naming and types for each
4. Which of the following statements is true of Transition initiative. The most important is to have a
requirements? consistent way to define those stakeholders.
d) Both are right, and the dispute is useless. The BA
a) They are not needed once the change is complete can use whatever relevant to his initiative, and the
b) They must continue to be met indefinitely by the PM can change the naming whenever he include
long-term solution those information into his project documents.
c) They don’t exist in an agile implementation
d) They don’t need to be included in a traceability
matrix
__________________________________________________

BABOK Visual Study Guide, Institute i4 Page 17

Quiz Answers: Key Concepts
1. What are the six core concepts that make up the Business those requirements are not needed.
Analysis Core Concept Model?
a) Change, Risk, Solution, Stakeholder, Value, and Context. 5. Which of the following is NOT a stakeholder defined in the
b) Change, Need, Solution, Stakeholder, Value, and BABOK?
Context. a) Domain SME.
c) Change, Need, Constraint, Stakeholder, Value, and b) Implementation SME.
Context. c) Supplier.
d) Change, Need, Solution, Stakeholder, Scope, and d) SME.
Context.
Correct answer is D. The BABOK defines two types of
Correct answer is B. The Business Analysis Core SMEs, the Domain SME and the Implementation SME.
Concept Model includes six terms all are necessary and
equal. These are Change, Need, Solution, Stakeholder, 6. The core concepts can be used by business analysts to
Value, and Context consider the quality and completeness of the work being done.
While planning or performing a task or technique, business
2. Which of the following is an example of a functional analysts can consider how each core concept is addressed by
requirement? asking questions such as:
a) What are the contexts that we and the solution are in?
a) 90% of support calls received at a customer service b) How the contexts will change to provide bigger value for
center must be resolved in less than 3 minutes. the stakeholders?
b) Pizza orders must be delivered within 45 minutes 90% of c) Where is the major gap in the contexts that may be filled
the time. to avoid the change?
c) Once a an online order is confirmed, the system should d) What are the contexts we need to change the
notify the warehouse agent with order details. stakeholders?
d) It must take no more than 15 seconds to perform a
database search. Correct answer is A. The other answers (b, c, and d)
doesn’t make sense. The only logical choice is A. Here
Correct answer is C. remember that FR describes a is a set of useful questions related to the BACCM
solution behavior and information to manage. concepts for business analysts to check the quality of
their work:
3. Ben, the BA, is working with a group of stakeholders who have  What are the kinds of changes we are doing?
never worked with a BA before. They are uncertain about the
 What are the needs we are trying to satisfy?
business analysis activities that Ben is performing and why they
are being performed, particularly where it involves their  What are the solutions we are creating or
participation. They think that some of the activities are a waste of changing?
time. To address their concerns, Ben decided to conduct  Who are the stakeholders involved?
performance analysis to ensure that his BA activities were  What do stakeholders consider to be of value?
continuing to deliver value to those stakeholders. Which BA core  What are the contexts that we and the solution
concept is Ben addressing? are in?
a) Need
b) Value 7. While Brenda, the business analyst, was reviewing the
c) Stakeholders stakeholders list with Karl, the project manager, a dispute
d) Context happened between them about how the stakeholders should
be named. Karl was insisting to use the naming found in the
Correct answer is B. If you think about business analysis Project Management Standard while Brenda insisted to
as a solution for enabling change in the enterprise, restrict the naming to that used in the BABOK. Who is right?
then you can see that what Ben is doing is trying to
ensure that stakeholders are getting the value of the Correct answer is C. Any framework, whether business
business analysis. analysis or project management, should be customized
to our initiative, project and situation. It is not a
4. Which of the following statements is true of Transition requirement to use the same stakeholders naming of
requirements? the BABOK, but to have a common naming among the
a) They are not needed once the change is complete team and the people collaborating to make the
b) They must continue to be met indefinitely by the long- initiative successful.
term solution
c) They don’t exist in an agile implementation
d) They don’t need to be included in a traceability matrix
Correct answer is A. Transition requirements are only
needed for the transition from the current state to the
future state. Usually, once the solution is in operation,

BABOK Visual Study Guide, Institute i4 Page 18

 Chapter 3:
Business Analysis
Planning and
Monitoring

BABOK Visual Study Guide, Institute i4 Page 19

Introduction to Business Analysis Planning and Monitoring

In the Business Analysis Planning and Monitoring knowledge area, a business analyst plans how to approach
the business analysis effort. The approach is a set of processes, templates, and activities used to perform
business analysis in a specific context. The tasks of planning and monitoring organize and coordinate the
performance of all other business analysis tasks. These planning and monitoring activities take place
throughout the project life cycle. The results of this knowledge area guide the tasks found in the remaining
five knowledge areas and set the performance metrics to be used to evaluate all business analysis work.

A BA approach (Traditional or
Plan Business Analysis Agile) is chosen and a BA plan is
Approach developed (deliverables and time
estimation)

Stakeholders are defined and

Plan Stakeholder analyzed in terms of their influence
Business Engagement on, participation in, and attitude
towards BA activities

Analysis
Plan Business Analysis Defining how the business analysis
Planning and Governance related decisions will be made

Monitoring
Plan Business Analysis Defining how the business analysis
Tasks Information related information will be
organized and used
Management

Identify Business Defining how the business analysis

Analysis Performance will be monitored, measured and
improved
Improvement

BABOK Visual Study Guide, Institute i4 Page 20

Plan Business Analysis Approach
The business analyst defines and plans the business analysis approach. This means deciding how and when
business analysis tasks will be performed (the overall business analysis process), what techniques will be
used and what deliverables will be produced.
It is important to know the following:
• For one initiative, there are different possible business analysis approaches
• Organizational environment, where the initiative will take place, is a critical factor in selecting the business
analysis approach
• The business analysis approach is a subset of the overall project approach.
• The business analysis approach defines the set of processes, templates, guidelines, tools, techniques, and
activities used to perform business analysis on a project or initiative.

The purpose is to define an appropriate method to conduct

3.1 Plan Business Analysis Approach
business analysis activities.

Input
What is known about the need at the time of
Needs
planning will affect determining the approach

Predictive or adaptive approach? Which is more

Planning Approach
appropriate to your initiative?

Formality and Level of

Formal or informal? What level of formality? What
Detail of business
level of details is your planning approach?
analysis Deliverables

Business Analysis Describe the types of activities that the business

Activities analyst will perform

Elements
Determine when business analysis tasks need to be
Timing of business
performed and if their level of effort will vary over
analysis Work time

Consider the complexity and size of the change and

Complexity and Risk the risk of the effort to the organization. This affects
the approach selection.

The approach is reviewed and agreed upon by key

Acceptance
stakeholders. An official sign-off may be needed

Identifies the: method to be followed, activities that

Business Analysis will be performed , who will perform the activities, the
Output
Approach timing and sequencing of activities, the deliverables ,
the business analysis techniques

BABOK Visual Study Guide, Institute i4 Page 21

Plan Business Analysis Approach - Guidelines and Tools

02
Business Analysis
Performance Assessment
provides results of previous
assessments that should be
01
reviewed and incorporated Business Policies
into all planning approaches define the limits within which
decisions must be made.
They may be described by

05 regulations, contracts,
agreements, deals,
warranties, certifications, or
other legal obligations. These
Guidelines
Stakeholder Engagement policies can influence the
Approach and Tools
business analysis approach.
understanding the stakeholders and
their concerns and interests may
influence decisions made when
determining the business analysis

03
approach.

04 Expert Judgment
used to determine the optimal
Methodologies and Frameworks
business analysis approach. Expertise
shape the approach that will be used by may be provided from a wide range
providing methods, techniques, procedures, of sources including stakeholders on
working concepts, and rules. They may need to the initiative, organizational Centres
be tailored to better meet the needs of the of Excellence, consultants, or
specific business challenge. associations and industry groups.

Plan Business Analysis Approach - Stakeholders

Domain Subject Matter Expert: can be a

source of risk when their involvement is
required and availability is lacking. The
approach taken may depend on their
availability and level of involvement.

Project Manager: determines that the

approach is realistic for the overall schedule
and timelines. The business analysis approach
must be compatible with other activities.

Regulator: may be needed to provide

approval for aspects of the business analysis
approach or decisions made in tailoring the
process, especially in organizations where the
business analysis process is audited.

Sponsor: can provide needs and objectives

for the approach and ensures that
organizational policies are followed. The
selected approach may depend on availability
and involvement with the initiative.

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Plan Business Analysis Approach - Techniques
Brainstorming Lessons Learned
used to identify possible business analysis used to identify an enterprise’s previous
activities, techniques, risks and other experience (both successes and
relevant items to help build the business challenges) with planning business
analysis approach. analysis approach.

Business Cases Process Modelling

used to understand whether elements of used to define and document the
the problem or opportunity are especially business analysis approach.
time-sensitive, high-value, or uncertain

Document Analysis Reviews

used to review existing organizational used to validate the selected business
assets that might assist in planning the analysis approach with stakeholders.
approach.

Estimation Risk Analysis and Management

used to determine how long it may take to used to assess risks in order to select the
perform business analysis activities. proper business analysis approach.

Scope Modelling


Financial Analysis
used to assess how different approaches used to determine the boundaries of the
(and the supported delivery options) affect solution as an input to planning and to
the value delivered. estimating.

Functional Decomposition Survey or Questionnaire

used to break down complex business used to identify possible business analysis
analysis processes or approaches into more activities, techniques, risks and other
feasible components. relevant items to help build the business
analysis approach.

Interviews Workshops
used to help build the plan with an used to help build the plan in a team
individual or small group. setting

Item Tracking
used to track any issues raised during
planning activities with stakeholders. Can
also track risk related items raised during
discussions when building the approach.

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Plan Stakeholder Engagement
Effective business analysts recognize the importance of knowing, understanding, and involving the stakeholders of the
initiative. Stakeholder analysis should begin early when the business requirements are being developed. The resulting
stakeholder information is then revisited and revised throughout the initiative. Without up-to-date stakeholder analysis
information, it is not easy to elicit, validate, or approve requirements with the appropriate individuals or groups.

Identifying stakeholders late in the project is risky. This can lead to new requirements late in the initiative, revisions to
existing requirements, solution rework, and possibly even new solution work that was not scoped out or planned. Many
stakeholders who are not involved at the appropriate time tend to be dissatisfied and often do not buy into the resulting
solution.

The purpose is to plan an approach for establishing and maintaining effective

3.2 Plan Stakeholder Engagement working relationships with the stakeholders.

Input
Understanding the business need and the parts of the enterprise
Needs that it affects helps in the identification of stakeholders. The need
may evolve as stakeholder analysis is performed.

Incorporating the overall business analysis approach into the

Business Analysis stakeholder analysis, collaboration, and communication
Approach approaches is necessary to ensure consistency across the
approaches.

Identify all stakeholders (directly or indirectly impacted) and their

characteristics, then analyze the information to define the
Perform Stakeholder
following: role of each stakeholder in the initiative, the attitude
Analysis (positive or negative), Decision Making Authority within the
initiative, and Level of Power or Influence within the organization

Define how stakeholders will collaborate during the initiative.

Define Stakeholder Consider timing and frequency of collaboration, locations, tools
Elements
Collaboration and other factors. These can be documented in the form of a
stakeholder collaboration plan.

Define what information needs to be communicated with who,

how, and when. These can be documented in a stakeholder
Stakeholder
communication plan. business analysts build and review the plan
Communication Needs with stakeholders to ensure their communication requirements
are met

Contains: A list of the stakeholders, Their characteristics which

Stakeholder were analyzed, Roles and responsibilities for the change, The
Output Engagement Approach collaboration and communication approaches the business
analyst will utilize during the initiative

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Plan Stakeholder Engagement - Guidelines and Tools

01 02
Business Analysis Performance Change Strategy
Assessment
used for improved assessment of
provides results of previous stakeholder impact and the
assessments that should be development of more effective
reviewed and incorporated. stakeholder engagement strategies

Guidelines
and Tools

03
Current State Description
provides the context within which the
work needs to be completed. This
information will lead to more effective
stakeholder analysis and better
understanding of the impact of the
desired change.

Plan Stakeholder Engagement - Stakeholders

Customers: Regulator:
a source of external stakeholders. may require that specific stakeholder
representatives or groups be involved in the
business analysis activities.
Domain Subject Matter Expert: Sponsor:
may help to identify stakeholders and may may request that specific stakeholders be
themselves be identified to fulfill one or more involved in the business analysis activities.
roles on the initiative.
End User: Supplier:
a source of internal stakeholders. a source of external stakeholders.

Project Manager:
may be able to identify and recommend
stakeholders. Responsibility for stakeholder
identification and management may be shared
with the business analyst.

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Plan Stakeholder Engagement - Techniques
Brainstorming Risk Analysis and Management
used to produce the stakeholder list and used to identify risks to the initiative
identify stakeholder roles and resulting from stakeholder attitudes or the
responsibilities. inability of key stakeholders to participate in
the initiative.

Business Rules Analysis Scope Modelling

used to identify stakeholders who were the used to develop scope models to show
source of the business rules. stakeholders that fall outside the scope of
the solution but still interact with it in some
way.

Document Analysis Stakeholder List, Map, or Personas

used to review existing organizational assets used to depict the relationship of
that might assist in planning stakeholder stakeholders to the solution and to one
engagement. another.

Interviews Survey or Questionnaire

used to interact with specific stakeholders to used to identify shared characteristics of a
gain more information or knowledge about stakeholder group.
stakeholder groups.

Lessons Learned Workshops

used to identify an enterprise’s previous used to interact with groups of stakeholders
experience (both successes and challenges) to gain more information about stakeholder
with planning stakeholder engagement. groups.

Mind Mapping
used to identify potential stakeholders and
help understand the relationships between
them.

Organizational Modelling
used to determine if the organizational units
or people listed have any unique needs and
interests that should be considered.

Process Modelling
used to categorize stakeholders by the
systems that support their business
processes.

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Plan Business Analysis Governance
Business analysis governance is the road map for what decisions need to be made, when the decisions need
to be made, and who is responsible for actually making those decisions. The governance process also
directs the change control process, defining how changes will be analyzed, approved, documented, and
communicated.

The purpose is to define how decisions are made about

3.3 Plan Business Analysis Governance requirements and designs, including reviews, change control,
approvals, and prioritization.

Input
Incorporating the overall business analysis approach
Business Analysis
into the governance approach is necessary to ensure
Approach consistency across the approaches.

Identifying stakeholders and understanding their

communication and collaboration needs is useful in
Stakeholder
determining their participation in the governance
Engagement Approach approach. The engagement approach may be updated
based on the completion of the governance approach.

Define the roles of stakeholders in the decision making

process and escalation path when teams cannot reach a
Decision Making decision. Common roles are: participant in the
discussions, SME where experience and knowledge is
needed, reviewer of information, approver of decisions.

How changes will be requested (process), evaluated

Change Control (cost, benefits, risks), prioritized, documented,
Process communicated, who analyzes impacts, and who
Elements authorizes changes?

Determine the formality of the prioritization process,

Plan Prioritization
participants, process steps, techniques, and criteria ex.
Approach cost, risk, and value.

Determine the type of requirements and designs to be

Plan for Approvals approved, approvals timing, the process to follow, and
who will approve

Identifies the stakeholders who will have the

responsibility and authority to make decisions about
business analysis work including who will be responsible
Output
Governance Approach for setting priorities and who will approve changes to
business analysis information. It also defines the process
that will be utilized to manage requirement and design
changes across the initiative.

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Plan Business Analysis Governance - Guidelines and Tools

01 02
Business Analysis Performance Business Policies:
Assessment: define the limits within which
provides results of previous decisions must be made. They may
assessments that should be be described by regulations,
reviewed and incorporated into all contracts, agreements, warranties,
planning approaches. Guidelines certifications or other legal
and Tools obligations.

04 03
Legal/Regulatory Information: Current State Description:
describes legislative rules or provides the context within which
regulations that must be followed, the work needs to be completed.
and can be used to help develop a This information can help drive
framework that ensures sound how to make better decisions.
business decision making.

Plan Business Analysis Governance - Stakeholders

Domain Subject Matter Expert:

may be a possible source of a requested
change or may be identified as needing to
be involved in change discussions.

Project Manager:
works with the business analyst to ensure
that overall project governance aligns with
the business analysis governance approach.

Regulator:
may impose rules or regulations that need
to be considered when determining the
business analysis governance plan. May also
be a possible source of a requested change.
Sponsor:
can impose their own requirements for how
business analysis information should be
managed. Participates in change discussions
and approves proposed changes.

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Plan Business Analysis Governance - Techniques
Brainstorming Survey or Questionnaire
used to generate an initial list of potential used to identify possible decision-making,
stakeholder names who may need change control, approval, or prioritization
approval roles in the defined governance approaches and participants.
process.

Document Analysis Workshops

used to evaluate existing governance used to identify possible decision-making,
processes or templates. change control, approval, or prioritization
approaches and participants within a team
setting.

Interviews
used to identify possible decision-making,
change control, approval, or prioritization
approaches and participants with an
individual or small group.

Item Tracking
used to track any issues that arise when
planning a governance approach.

Lessons Learned
used to find if past initiatives have
identified valuable experiences with
governance that can be leveraged on
current or future initiatives.

Organizational Modelling
used to understand roles/responsibilities
within the organization in an effort to
define a governance approach that
involves the right stakeholders.

Process Modelling
used to document the process or method
for governing business analysis.

Reviews
used to review the proposed governance
plan with key stakeholders.

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Plan Business Analysis Information Management
Business analysts define their process for developing requirements and designs. They should consider how
they will approach requirements and design traceability, reuse, requirements storage and access, and the
requirements attributes to be applied. This information is formally documented in the business analysis
information management approach.
The purpose is to develop an approach for how
3.4 Plan Business Analysis Information Management business analysis information will be stored and
accessed.

Input
Incorporating the overall business analysis approach into the
Business Analysis
Information Management approach is necessary to ensure
Approach consistency across the approaches.

Identifying stakeholders and understanding their

Stakeholder
communication and collaboration needs is useful in
Engagement Approach determining their specific information management needs

Defines how business analyst manage changes to

requirements and designs, how decisions and approvals for
Governance Approach
business analysis deliverables will be made, and how priorities
will be set.

The business analyst determines how best to structure and

Organization of
organize the business analysis information in a way to be well
Business Analysis
structured to ensure it is easy to locate, not conflicted, or
Information duplicated

Appropriate level of detail to present information is

Level of Abstraction
determined based on each stakeholder's role

Tracing requirements can be a daunting task if it is not well

Plan Traceability
planned. The analyst ensures that the traceability approach is
Approach at a level of detail to add value without excessive overhead

Elements Some requirements are potential to be reused in other

Plan for Requirements initiatives like quality standards. Identify how best to structure,
Reuse store, and access requirements for future business analysis
efforts

Define how various tools will be used to capture and store

Storage and Access
business analysis information

Determine what attributes will be used to provide information

about requirements. Common requirements attributes include
Requirements Attributes
Absolute reference, Author, Complexity, Ownership, Priority,
Risks, Source, Stability, Status, and Urgency.

Includes the defined approach for how business analysis

Output Information
information will be stored, accessed, and utilized during the
Management Approach change and after the change is complete.

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Plan Business Analysis Information Management - Guidelines and Tools

01 02
Business Analysis Performance Business Policies
Assessment define the limits within which
provides results of previous decisions must be made. They may
assessments that should be be described by regulations,
reviewed and incorporated into all contracts, agreements, warranties,
planning approaches. Guidelines certifications, or other legal
and Tools obligations.

04 03
Legal/Regulatory Information Information Management Tools
describes legislative rules or each organization uses some tools
regulations that must be followed, to store, retrieve, and share
and helps determine how business business analysis information. These
analysis information will be may be as simple as a whiteboard,
managed. or as complex as a global wiki or
robust requirements management
tool.

Plan Business Analysis Information Management - Stakeholders

Domain Subject Matter Expert

may need to access and work with business
analysis information, and will be interested in
a more specific view of business analysis
information which relates to their area of
expertise.

Regulator
may define rules and processes related to
information management.

Sponsor
reviews, comments on, and approves
business analysis information.

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Plan Business Analysis Information Management - Techniques
Brainstorming
used to help stakeholders uncover their
business analysis information management
needs.

Interviews
used to help specific stakeholders uncover
their business analysis information
management needs.

Item Tracking
used to track issues with current information
management processes.

Lessons Learned
used to create a source of information for
analyzing approaches for efficiently
managing business analysis information.

Mind Mapping
used to identify and categorize the kinds of
information that need to be managed.

Process Modelling
used to document the process or method for
managing business analysis information.

Survey or Questionnaire
used to ask stakeholders to provide input
into defining business analysis information
management.

Workshops
used to uncover business analysis
information management needs in a group
setting.

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Identify Business Analysis Performance Improvements
After setting up business analysis plans, it is important to determine how to measure and control business
analysis performance against those plans. To monitor and improve performance, it is necessary to establish
the performance measures, conduct the performance analysis, report on the results of the analysis, and
identify any necessary preventive, corrective, or developmental actions. Performance analysis should occur
throughout an initiative.

The purpose is to assess business analysis

3.5 Identify Business Analysis Performance Improvements work and to plan to improve processes
where required.

Input
Identifies business analysis deliverables that will be
Business Analysis produced, activities that will need to be performed
Approach (including when they will be performed and who will be
performing them), and techniques that will be used.

Performance Objectives Describe the desired performance outcomes that an

(external) enterprise or organization is hoping to achieve

Reports on business analysis performance can be

Performance Analysis informal and verbal, or formal, depending on the context
of a particular organization or initiative

Assessment measures may be both quantitative and

qualitative. Some possible measures are: Accuracy and
Completeness of work products, BA Knowledge and skills,
Assessment Measures Effectiveness (work products were easy to use),
Organizational Support, Significance (benefit obtained
from the work products), Timeliness of deliverables, and
Elements Strategic (whether objective are met or not).

The analysis may be performed on the business analysis

Analyze Results process, resources involved, and deliverables compared
against the defined measures

Engage the appropriate stakeholder to identify the

following actions: Preventive: to reduce the probability of
Recommend Actions for
an event with a negative impact, Corrective: to reduce the
Improvement negative impact of an event, Improvement: to increase
the probability or impact of events with a positive impact.

Includes a comparison of planned versus actual

Business Analysis performance, identifying the root cause of variances from
Output Performance the expected performance, proposed approaches to
Assessment address issues, and other findings to help understand the
performance of business analysis processes

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Identify Business Analysis Performance Improvements - Guidelines and Tools

01
Organizational Performance
Standards
may include performance metrics
or expectations for business
analysis work mandated by the
organization. Guidelines
and Tools

Identify Business Analysis Performance Improvements - Stakeholders

Domain Subject Matter Experts

should be informed about the business analysis
activities in order to set expectations regarding their
involvement in the work and to elicit their feedback
regarding possible improvements to the approach.

Project Manager
is accountable for the success of a project and must be
kept informed of the current status of business analysis
work. If potential problems or opportunities for
improvement are identified, the project manager must
be consulted before changes are implemented to
assess whether those changes will have an impact on
the project. They may also deliver reports on business
analysis performance to the sponsor and other
stakeholders.

Sponsor
may require reports on business analysis performance
to address problems as they are identified. A manager
of business analysts may also sponsor initiatives to
improve the performance of business analysis activities.

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Plan Business Analysis Information Management - Techniques
Brainstorming Reviews
used to generate ideas for improvement used to identify changes to business analysis
opportunities. processes and deliverables that can be
incorporated into future work.

Interviews Risk Analysis and Management

used to gather assessments of business used to identify and manage potential
analysis performance. conditions or events that may impact
business analysis performance.

Item Tracking Root Cause Analysis

used to track issues that occur during the used to help identify the underlying cause of
performance of business analysis for later failures or difficulties in accomplishing
resolution. business analysis work.

Lessons Learned Survey or Questionnaire

used to identify recommended changes to used to gather feedback from stakeholders
business analysis processes, deliverables, about their satisfaction with business analysis
templates, and other organizational process activities and deliverables.
assets that can be incorporated into the
current initiative and future work.
Metrics and Key Performance Indicators Workshops
(KPIs) used to gather assessments of business
used to determine what metrics are analysis performance and generate ideas for
appropriate for assessing business analysis improvement opportunities.
performance and how they may be tracked.

Observation
used to witness business analysis
performance.

Process Analysis
used to analyze existing business analysis
processes and identify opportunities for
improvement.

Process Modelling
used to define business analysis processes
and understand how to improve those
processes to reduce problems from hand-
offs, improve cycle times, or alter how
business analysis work is performed to
support improvements in downstream
processes.

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Scenario: Business Analysis Planning and Monitoring
To ensure that her business analysis effort is successful, Cathy - the business analyst who is assigned for the
upgrade of the accounting system in her company - is doing Business Analysis Planning, mainly identifying
the collection of tasks that need to be completed. For the key stakeholders, Cathy knows that successful
business analysis, means that deliverables are turned in on time.

Cathy doesn’t need to think about the BA planning approach, since her organization prefers always the
traditional approach that relies on detailed planning in advance (predictive approach) and the nature of
projects doesn’t involve unusual risk or complexity. This methodology has a strong influence on the activities
that will be performed and the sequence of those activities. For example, using a the predictive approach
means that analysis will need to be completed before development can begin.

The BA plan that Cathy will develop should contain a list of tasks to be completed as well as the time
estimates for each task. As an experienced BA, Cathy makes a distinction between the actual time needed to
complete a task and the lapse time (duration) needed to complete the task and agree with the PM on which
should be documented in the work plan. The plan will also clarifies what deliverables will be produced? The
deliverables represent the main outcome of the Business Analysis effort that result in customers' needs
being met. These deliverables must be clearly outlined in the BA plan to guide stakeholders on what to
expect. Cathy identified the Business Analysis deliverables to include Requirements Specification Documents,
Business Case, Process Models, Data Models and so on.

Although Cathy is responsible for creating the business analysis plan but she always seek input from key
project team members like the Project Manager, SMEs and the technical team. In her project, consulting the
technical team is required to judge the feasibility of requirements to determine how work will be carried out.
In addition, key stakeholders always want to be able to see the estimated amount of time needed to
complete the analysis effort.

Part of Cathy’s planning is identify who are the stakeholders. In her case, the team that create and validate
the deliverables produced by the BA are just part of the stakeholders. She needs these stakeholders to be
available during the course of the project. She will consider them in her plan by outlining the roles and
responsibilities of each of the stakeholders and the time commitment that will be required of them.

As part of developing a comprehensive plan, Cathy’s should include the approach for managing and
governing requirements, mainly, how will requirements be traced and prioritized? How will requirements be
approved during the course of the project and the change control process?

As for the communication, Cathy indicated how the she intends to receive, access and distribute
information. When will communication happen? Who will the communication be sent to and in what format?
She used the 5 Ws & H of communication (Who, What, Why, Where, When & How of communication). The
plan should also indicate the frequency of communication.

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Scenario Highlights: Business Analysis Planning and Monitoring
From the previous scenario, we can draw the following
ideas to connect to the tasks of the BAPM knowledge area:

Introduction
- Cathy is the business analyst for the
upgrade of the accounting system Identify Business Analysis
- She is planning the business analysis Performance Improvements
effort The main Business analysis performance
measure is doing the tasks on time
Plan Business Analysis Approach
Cathy:
- is identifying the BA tasks that need to be
completed Plan Business Analysis Information
- is estimating the time for each task Management
- agrees with the PM on which time Cathy will include in her plan the
estimation should be documented in the following:
work plan - how will requirements be traced
- Identified the following BA deliverables:
 Requirements Specification
Documents
 Business Case Plan Business Analysis Governance
 Process Models Cathy will include in her plan the
 Data Models following:
- Will follow the predictive approach for BA - How will requirements be prioritized
planning, and this means: - How will requirements be approved
 detailed planning in advance - What is the change control process?
 analysis will be completed before
development can begin
- Will seek input from key project team
members like the Project Manager, SMEs
and the technical team

Plan Stakeholder Engagement

Cathy:
- Identified the team that create and
validate the deliverables and the PM as
key stakeholders
- She is outlining the roles and
responsibilities of each them and the
time commitment that will be required of
them
- She documented how the she intends to
receive, access and distribute information
- When will communication happen?
- Who will the communication be sent to
and in what format?
- the frequency of communication

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Quiz: Business Analysis Planning and Monitoring
1. Which of the following is an element of the Plan d) Adaptive
Stakeholder Engagement task? __________________________________________________

a) Identify stakeholders 6. When considering the benefits obtained from the

b) Determine communication frequency business analysis work products against the investments
c) Determine communication formality expended to produce them, the business analysis
d) Consider geographic distribution of stakeholders assessment measure is called:
__________________________________________________
a) Significance
2. If a BA decides on a business analysis approach where b) Corrective
solution iterations are defined to arrive at a best solution, c) Objective
what type of business analysis approach is this? d) Effectiveness
__________________________________________________
a) Recursive
b) Analytical 7. Based on the business analysis performance results, it is
c) Adaptive decided to use video conferencing to replace the face to
d) Predictive face meetings with remote stakeholders. The purpose is
__________________________________________________ to reduce the cost of business analysis effort. This action
is better categorized as:
3. What are the inputs to the Plan Business Analysis
Governance task? a) Preventive
b) Corrective
a) Business Analysis Approach and Stakeholder c) Improvement
Engagement Approach d) Subjective
b) Business Analysis Approach and Conduct __________________________________________________
Elicitation
c) Communicate Business Analysis Information and 8. A technique that is useful across all planning and
Stakeholder Engagement Approach monitoring tasks to find if past initiatives have identified
d) Assess Risks and Plan Business Analysis Approach valuable experiences that can be used in planning for the
__________________________________________________ current initiative is:

4. Which of the following is not a common requirements a) Process Modelling

attribute? b) Questions and Surveys
a) Absolute reference c) Lessons Learned
b) Preference d) Mind Mapping
c) Priority
d) Complexity
__________________________________________________

5. Boris, the BA is working in a highly-regulated

government department. He is working on a project that
involves the replacement of 15 legacy reporting systems
with a single system. There are many stakeholder groups
that he needs to consult with in order to make sure their
requirements are elicited and documented. Patricia, the
project sponsor, has stated that the new single system,
the existing users and new users of the new system, and
the processes by which the different user groups will use
the system must be well defined before the solution is
even built. What type of business analysis approach
should Boris employ?

a) Recursive
b) Comprehensive
c) Predictive

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Quiz Answers: Business Analysis Planning and Monitoring
1. Which of the following is an element of the Plan Stakeholder built. What type of business analysis approach should Boris
Engagement task? employ?
a) Identify stakeholders
b) Determine communication frequency a) Recursive
c) Determine communication formality b) Comprehensive
d) Consider geographic distribution of stakeholders c) Predictive
d) Adaptive
Correct answer is A. the other options are not elements
of this task, however, you consider them when Correct answer is C. Predictive approaches are often
planning for stakeholder communication needs, which preferred in situations where requirements can
is an element of this task. effectively be defined ahead of implementation.

2. If a BA decides on a business analysis approach where solution 6. When considering the benefits obtained from the business
iterations are defined to arrive at a best solution, what type of analysis work products against the investments expended to
business analysis approach is this? produce them, the business analysis assessment measure is
a) Recursive called:
b) Analytical
c) Adaptive a) Significance
d) Predictive b) Corrective
c) Objective
Correct answer is C. When a solution is being built in d) Effectiveness
iterations, the approach followed is the adaptive
approve. Correct answer is A. Significance means considering
the benefit obtained from the work products and
3. What are the inputs to the Plan Business Analysis Governance assessing whether the cost, time, and resource
task? investments expended to produce the work products
a) Business Analysis Approach and Stakeholder were justified for the value they delivered.
Engagement Approach
b) Business Analysis Approach and Conduct Elicitation 7. Based on the business analysis performance results, it is
c) Communicate Business Analysis Information and decided to use video conferencing to replace the face to face
Stakeholder Engagement Approach meetings with remote stakeholders. The purpose is to reduce the
d) Assess Risks and Plan Business Analysis Approach cost of business analysis effort. This action is better categorized
as:
Correct answer is A. The BABOK defines two inputs to
the Plan Business Analysis Governance task, these are a) Preventive
the Business Analysis Approach and the Stakeholder b) Corrective
Engagement Approach. c) Improvement
d) Subjective
4. Which of the following is not a common requirements
attribute? Correct answer is B. Corrective actions establishes ways
a) Absolute reference to reduce the negative impact of an event.
b) Preference
c) Priority 8. A technique that is useful across all planning and monitoring
d) Complexity tasks to find if past initiatives have identified valuable
experiences that can be used in planning for the current initiative
Correct answer is B. Common requirements attributes is:
are Absolute reference, Author, Complexity,
a) Process Modelling
Ownership, Priority, Risks, Source, Stability, Status, and
b) Questions and Surveys
Urgency. c) Lessons Learned
d) Mind Mapping
5. Boris, the BA is working in a highly-regulated government
department. He is working on a project that involves the
replacement of 15 legacy reporting systems with a single system. Correct answer is C. Lessons Learned document
There are many stakeholder groups that he needs to consult with successes and failures of past initiatives.
in order to make sure their requirements are elicited and
documented. Patricia, the project sponsor, has stated that the
new single system, the existing users and new users of the new
system, and the processes by which the different user groups will
use the system must be well defined before the solution is even

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 Chapter 4:
Elicitation and
Collaboration

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Introduction to Elicitation and Collaboration
Elicitation and Collaboration defines how business analysts work with stakeholders to elicit requirements and
understand stakeholder needs and concerns. This knowledge area also addresses ongoing collaboration and
communication during all business analysis activities.

The scope and technique for an

elicitation activity are identified,
Prepare for Elicitation stakeholders are prepared, and
logistics are handled

The elicitation activity takes place to

Conduct Elicitation discover the needed information
Elicitation
and Confirm Elicitation The information resulted from the
elicitation activity are compared
Results with the source or another results
Collaboration
Tasks Communicate Business Business analysis information is
communicated with the appropriate
Analysis Information stakeholders

Manage Stakeholder Problems and reasons that prevent

stakeholders from collaborating
Collaboration properly are resolved

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Prepare for Elicitation
This task involves clarifying the scope of the selected elicitation technique, gathering any supporting
materials, and scheduling all the people and equipment needed during the elicitation activity.

The purpose is to understand the scope of the elicitation activity,

4.1 Prepare for Elicitation select appropriate techniques, and plan for supporting materials and
resources.

Input
Guides the preparation in terms of the scope and
purpose of elicitation activities. Elicitation can be used to
Needs discover the needs, but in order to get started there must
be some need that exists—even if it has not yet been
fully elicited or understood.

Understanding stakeholders' communication and

Stakeholder
collaboration needs, helps plan and prepare appropriate
Engagement Approach and effective elicitation events

Determine the type of business analysis information to be

Understand the Scope
discovered during the elicitation activity and the possible
of Elicitation techniques

The techniques used depend on cost and time

Select Elicitation
constraints, information sources and their access,
Techniques organization’s culture and the desired outcomes

Identify the activity's goals, participants and roles,

Elements Set Up Logistics scheduled resources (people, rooms, tools), locations,
communication channels, techniques, languages.

Documents that include needed information, ex: existing

Secure Supporting
system documents, business rules, polices, regulations,
Material and contracts

Educate stakeholders on how an elicitation technique

Prepare Stakeholders works or what information is needed, ask them to review
the supporting material

Used for each elicitation activity. It includes logistics,

Output Elicitation Activity Plan scope of the elicitation activity, selected techniques, and
supporting materials.

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Prepare for Elicitation - Guidelines and Tools

01 02
Business Analysis Approach Business Objectives
sets the general strategy to be used describe the desired direction
to guide the business analysis work. needed to achieve the future state.
This includes the general They can be used to plan and
methodology, types of stakeholders prepare elicitation events, and to
and how they should be involved, develop supporting materials.
Guidelines
list of stakeholders, timing of the
and Tools
work, expected format and level of
detail of elicitation results, and
identified challenges and
uncertainties.
03
04 Existing Business Analysis
Information
may provide a better
Potential Value
understanding of the goals of the
describes the value to be realized by
elicitation activity, and aid in
implementing the proposed future preparing for elicitation.
state, and can be used to shape
elicitation events.

Prepare for Elicitation - Stakeholders

Domain Subject Matter Expert

provides supporting materials as well as
guidance about which other sources of
business analysis information to consult. May
also help to arrange research, experiments,
and facilitated elicitation.

Project Manager
ensures that the appropriate people and
resources are available to conduct the
elicitation.

Sponsor
has the authority to approve or deny a
planned elicitation event, and to authorize
and require the participation of specific
stakeholders.
Conduct Elicitation

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Prepare for Elicitation - Techniques
Brainstorming
used to collaboratively identify and reach
consensus about which sources of business
analysis information should be consulted and
which elicitation techniques might be most
effective.
Data Mining
used to identify information or patterns that
require further investigation.

Document Analysis
used to identify and assess candidate sources
of supporting materials.

Estimation
used to estimate the time and effort required
for the elicitation and the associated cost.

Interviews
used to identify concerns about the planned
elicitation, and can be used to seek authority
to proceed with specific options.

Mind Mapping
used to collaboratively identify and reach
consensus about which sources of business
analysis information should be consulted and
which elicitation techniques might be most
effective.
Risk Analysis and Management
used to identify, assess, and manage
conditions or situations that could disrupt the
elicitation, or affect the quality and validity of
the elicitation results. The plans for the
elicitation should be adjusted to avoid,
transfer, or mitigate the most serious risks.
Stakeholder List, Map, or Personas
used to determine who should be consulted
while preparing for the elicitation, who
should participate in the event, and the
appropriate roles for each stakeholder.

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Conduct Elicitation
There are a number of ways to elicit requirements. The most common elicitation technique is a face-to-face
meeting with one or more stakeholders to obtain information regarding their needs. However, elicited
information doesn’t have to come directly from people. It can also come indirectly, based on the business
analyst research and review of existing documents and other data.

There are three common types of elicitation:

• Collaborative: involves direct interaction with stakeholders, and relies on their experiences, expertise, and
judgment.
• Research: involves systematically discovering and studying information from materials or sources that are
not directly known by stakeholders involved in the change. Research can include data analysis of
historical data to identify trends or past results.
• Experiments: involves identifying information that could not be known without some sort of controlled
test. Some information cannot be drawn from people or documents—because it is unknown.
Experiments can help discover this kind of information. Experiments include observational studies, proofs
of concept, and prototypes.

The purpose is to draw out, explore, and identify

4.2 Conduct Elicitation
information relevant to the change

Input
Includes the planned elicitation activities and techniques,
activity logistics (for example, date, time, location,
Elicitation Activity Plan
resources, agenda), scope of the elicitation activity, and
available sources of background information

Keep focused on producing the intended information.

Consider the agenda, goals, scope, output, who provides
Guide Elicitation Activity
the info, who will use the info, and how the info will be
used
Elements
Record the information produced for later reference and
Capture Elicitation
use. Elicitation is frequently iterative and takes place in a
Outcomes series of sessions

Elicitation Results Captured information in a format that is specific to the

Output
(unconfirmed) elicitation activity.

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Conduct Elicitation - Guidelines and Tools

01 02
Business Analysis Approach Existing Business Analysis
influences how each elicitation Information
activity is performed, as it identifies may guide the questions posed
the types of outputs that will be during elicitation and the approach
needed based on the approach. used to draw out information from
various stakeholders.
Guidelines

04
and Tools

Supporting Materials
includes any materials to prepare
both the business analyst and
03
participants before elicitation, as well Stakeholder Engagement
as any information, tools, or Approach
equipment to be used during the provides collaboration and
elicitation. communication approaches that
might be effective during elicitation.

Conduct Elicitation - Stakeholders

Customer Implementation Subject Matter Expert

will provide valuable business analysis designs and implements a solution and
information during elicitation. provides specialist expertise, and can
participate in elicitation by asking clarifying
questions and offering alternatives.
Domain Subject Matter Expert
has expertise in some aspect of the situation Sponsor
and can provide the required business authorizes and ensures that the stakeholders
analysis information. Often guides and assists necessary to participate in elicitation are
the business analyst in identifying involved.
appropriate research sources, and may help
to arrange research, experiments, and Any stakeholders
facilitated elicitation. could have relevant knowledge or experience
to participate in elicitation activities.
End User
the user of existing and future solutions, who
should participate in elicitation.

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Conduct Elicitation - Techniques
Benchmarking and Market Analysis Focus Groups
used to compare a specific process, system, used to identify and understand ideas and
or product with a similar organization or attitudes from a group.
industry standard. Market analysis is used to
determine what customers want and what
competitors provide.
Brainstorming Interface Analysis
used to generate many ideas from a group of used to understand the interaction, and
stakeholders in a short period, and to characteristics of that interaction, between
organize and prioritize those ideas. two entities, such as two systems, two
organizations, or two people or roles.

Business Rules Analysis Interviews

used to identify the rules that govern used to ask questions of stakeholders to
decisions in an organization and that define, uncover needs, identify problems, or discover
constrain, or enable organizational opportunities.
operations.

Collaborative Games Mind Mapping

used to develop a better understanding of a used to generate many ideas from a group of
problem or to stimulate creative solutions. stakeholders in a short period, and to
organize and prioritize those ideas.

Concept Modelling Observation

used to identify key terms and ideas of used to gain insight about how work is
importance and define the relationships currently done, possibly in different locations
between them. and in different circumstances.

Data Mining Process Analysis

used to identify relevant information and used to understand current processes and to
patterns. identify opportunities for improvement in
those processes.

Data Modelling Process Modelling

used to understand entity relationships used to elicit processes with stakeholders
1010 during elicitation. during elicitation activities.

Document Analysis Prototyping

used to review existing systems, contracts, used to elicit and validate stakeholders'
business procedures and policies, standards, needs through an iterative process that
and regulations. creates a model of requirements or designs.

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Conduct Elicitation - Techniques
Survey or Questionnaire
used to elicit business analysis information,
including information about customers,
products, work practices, and attitudes, from
a group of people in a structured way and in
a relatively short period of time.
Workshops
used to elicit business analysis information,
including information about customers,
products, work practices, and attitudes, from
a group of people in a collaborative,
facilitated way.

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Confirm Elicitation Results
Confirming elicitation results involves sharing the results with those who participated in the activity to be
sure you got it right. The confirmation can be formal (requires sign off) or informal like capturing the ideas
discussed on a whiteboard documents and giving everyone the chance to make corrections on-the-fly.

The purpose is to check the information gathered during an

4.3 Confirm Elicitation Results elicitation session for accuracy and consistency with other
information.

Input
Elicitation Results Captured Information in a format specific to the
(unconfirmed) elicitation activity

The business analyst may lead follow-up meetings

Compare Elicitation
where stakeholders correct the elicitation results.
Results Against Source
Stakeholders may also confirm the elicitation results
Information independently.
Elements
Business analysts compare results collected through
Compare Elicitation
multiple elicitation activities to confirm that the
Results Against Other
information is consistent and accurate, identify
Elicitation Results variations and resolve them with stakeholders.

Integrated output that the business analyst and other

Elicitation Results stakeholders agree correctly reflects captured
Output
(confirmed) information and confirms that it is relevant and useful
as an input to further work.

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Confirm Elicitation Results - Guidelines and Tools

01
Elicitation Activity Plan
used to guide which alternative
sources and which elicitation
results are to be compared.

Guidelines
and Tools

02
Existing Business Analysis
Information
can be used to confirm the results
of elicitation activities or to
develop additional questions to
draw out more detailed
information.

Confirm Elicitation Results - Stakeholders

Domain Subject Matter Experts

people with substantial knowledge,
experience, or expertise about the business
analysis information being elicited, or about
the change or the solution, help to confirm
that elicitation results are correct, and can
help to identify omissions, inconsistencies
and conflicts in elicitation results. They can
also confirm that the right business analysis
information has been elicited.

Any stakeholder
all types of stakeholders may need to
participate in confirming elicitation results.

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Confirm Elicitation Results - Techniques
Document Analysis
used to confirm elicitation results against
source information or other existing
documents.

Interviews
used to confirm the business analysis
information and to confirm that the
integration of that information is correct.

Reviews
used to confirm a set of elicitation results.
Such reviews could be informal or formal
depending on the risks of not having correct,
useful, and relevant information.

Workshops
used to conduct reviews of the drafted
elicitation results using any level of formality.
A predetermined agenda, scripts, or scenario
tests may be used to walk through the
elicitation results, and feedback is requested
from the participants and recorded.

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Communicate Business Analysis Information
After the business analysis information are ready to be communicated, the business analyst shares that
information with key stakeholders for their review, understanding, and approval. Information are
communicated with specific objective in mind and are shared in the right format for each stakeholder.

The purpose is to ensure stakeholders have a shared

4.4 Communicate Business Analysis Information
understanding of business analysis information.

Input
Business Analysis Any Kind of information at any level of detail that is used
Information as an input or output of business analysis work.

Describes stakeholder groups, roles, and general needs

Stakeholder
regarding communication of business analysis
Engagement Approach information.

Information packages may be prepared to: communicate

Determine Objectives requirements, assess quality and planning, evaluate
and Format of alternatives, review and approve, inputs on design,
Communication conform to contract.
To help decide how to present requirements, business
analysts ask questions like: Who is the audience of the
package? What they need to know? What preferred
communication style they prefer? Possible forms for
Elements packages may include: Formal Documentation based on
templates used by the organization, Informal
Documentation, and Presentations

Stakeholders are given the opportunity to review the

package, ask questions, and raise any concerns. Common
Communicate Business
communication platforms are: Group collaboration,
Analysis Package Individual collaboration, E-mail or other non-verbal
methods

Business Analysis Business analysis information is considered

Output
Information communicated when the target stakeholders have
(communicated) reached an understanding of its content and implications.

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Communicate Business Analysis Information - Guidelines and Tools

01 02
Business Analysis Approach Information Management
describes how the various types of Approach
information will be disseminated helps determine how business
rather than what will be analysis information will be
disseminated. It describes the level packaged and communicated to
of detail and formality required, Guidelines stakeholders.
frequency of the communications, and Tools
and how communications could be
affected by the number and
geographic dispersion of
stakeholders.

Communicate Business Analysis Information - Stakeholders

End User Implementation Subject Matter Expert

needs to be communicated with frequently needs to be aware of and understand the
so they are aware of relevant business business analysis information, particularly
analysis information. requirements and designs, for
implementation purposes.

Customer Tester
needs to be communicated with frequently
needs to be aware of and understand the
so they are aware of relevant business business analysis information, particularly
analysis information. requirements and designs for testing
purposes.

Domain Subject Matter Expert Any stakeholder

needs to understand the business analysis all types of stakeholders will likely need to be
information as part of confirming and communicated with at some point during the
validating it throughout the change initiative. change initiative.

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Communicate Business Analysis Information - Techniques
Interviews
used to individually communicate information to stakeholders.

Reviews
used to provide stakeholders with an opportunity to express feedback, request required adjustments,
understand required responses and actions, and agree or provide approvals. Reviews can be used
during group or individual collaboration.

Workshops
used to provide stakeholders with an opportunity to express feedback and to understand required
adjustments, responses, and actions. They are also useful for gaining consensus and providing
approvals. Typically used during group collaboration.
Stakeholders

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Manage Stakeholder Collaboration
Effective business analysts encourage a spirit of collaboration and teamwork with their stakeholders across
the initiative. It is important that stakeholders are kept engaged and supportive, otherwise, the business
analysis efforts may become ineffective. Managing stakeholder collaboration is an ongoing task for the
business analyst.

The purpose is to encourage stakeholders

4.5 Manage Stakeholder Collaboration
to work towards a common goal.

Input
Stakeholder Describes the types of expected engagement with
Engagement Approach stakeholders and how they might need to be managed

Business Analysis Provides key information about the effectiveness

Performance of business analysis tasks being executed, including those
Assessment focused on stakeholder engagement.

Stakeholders participate in business analysis activities that

may require time and resource commitments. They agree
Gain Agreement on
upon these commitments as early in the initiative as
Commitments possible. Commitments can be communicated formally or
informally
Elements
Ensure that SMEs and stakeholders are participating
Monitor Stakeholder effectively, attitudes and interest are constant or
Engagement improving, elicitation results are confirmed on time,
agreements & commitments are maintained

Genuine stakeholder engagement requires that all

Output Collaboration stakeholders involved feel that they are heard, their
opinions matter, and their contributions are recognized.

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Manage Stakeholder Collaboration - Guidelines and Tools

01 02
Business Analysis Approach Business Objectives
describes the nature and level of describe the desired direction
collaboration required from each needed to achieve the future state.
stakeholder group to perform They can be used to focus diverse
planned business analysis activities. stakeholders on a common vision of
Guidelines the desired business outcomes.

04
and Tools

Risk Analysis Results

stakeholder-related risks will need

03
to be addressed to ensure
stakeholder collaboration activities
are successful.

01
Future State Description
defines the desired future state
and the expected value it
Recommended Actions delivers which can be used to
communicating what should be done to improve focus diverse stakeholders on
the value of a solution can help to galvanize the common goal.
support and focus stakeholders on a common goal.

Manage Stakeholder Collaboration - Stakeholders

All stakeholders
all types of stakeholders who might be
involved in collaboration during change.

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Manage Stakeholder Collaboration - Techniques
Collaborative Games
used to stimulate teamwork and collaboration by temporarily immersing participants in a safe and fun
situation in which they can share their knowledge and experience on a given topic, identify hidden
assumptions, and explore that knowledge in ways that may not occur during the course of normal
interactions.

Lessons Learned
used to understand stakeholders' satisfaction or dissatisfaction, and offer them an opportunity to help
improve the working relationships.

Risk Analysis and Management

used to identify and manage risks as they relate to stakeholder involvement, participation, and
engagement.

Stakeholder List, Map, or Personas

used to determine who is available to participate in the business analysis work, show the informal
relationships between stakeholders, and understand which stakeholders should be consulted about
different kinds of business analysis information.

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Scenario: Elicitation and Collaboration
Marvin is recently assigned as the business analyst for a CRM project with the objective of improving the
productivity of the sales and marketing teams. Marvin is planning his next elicitation activity to understand
the challenges being faced by the team, however there is one problem kept in Marvin’s head while he is
doing the planning, the initiative involves large number of stakeholders located across multiple locations
and Marvin was looking for the best the elicitation technique for the situation. After thorough thinking he
decided that Survey and questionnaire would be his best choice since he will be able to address many
stakeholders in a relatively short time and get the information he needs.

Before Marvin had his questionnaire distributed to stakeholders, he took the following steps:

• Identified the sample group of stakeholders

• Agreed with the HR to handle the distribution and collection by email

• Write the survey questions

• Tested the questionnaire with one stakeholder

Marvin’s plan to get responses was 5 business days from the questionnaire’s distribution, however, he only
received responses from half of the stakeholders. Marvin had to meet with the HR department to motivate
them do some follow up to get more responses in the next 3 business days.

Within one week, Marvin received enough responses from the sample group and started documenting the
results by collating the responses, summarizing the results, evaluating the details and identifying any
emerging themes.

On the other hand, Marvin was able to conduct an interview with the Marketing head, and had the
questionnaire results compared to the interview results, and upon comparison he found some differences
between what the marketing team is saying and what the marketing head believes are real challenges.

Preparing a report about the challenges extracted from the questionnaire, Marvin sent the report to the
Marketing Head to prioritize them according to the department strategy for the next 3 years.

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Scenario Highlights: Elicitation and Collaboration

From the previous scenario, we can draw

the following ideas to connect to the tasks
of the Elicitation and Collaboration
knowledge area:

Introduction
Marvin is recently assigned as the business
analyst for a CRM project with the objective Confirm Elicitation Results
of improving the productivity of the sales Marvin compared the questionnaire
and marketing teams. results to the interview results conducted
with the Marketing head and found some
differences
Prepare for Elicitation
- Marvin is planning his next elicitation
activity to understand the challenges Communicate Business Analysis
being faced by the team Information
- The initiative involves large number of Marvin prepared a report (communication
stakeholders located across multiple format) about the challenges extracted
locations and Marvin was looking for the from the questionnaire. The report is sent
best elicitation technique for the situation the to the Marketing Head to prioritize
- Marvin decided that using a them (communication objective)
Questionnaire would be his best choice according to the department strategy for
since he will be able to address many the next 3 years.
stakeholders in a relatively short time and
get the information he needs Manage Stakeholder Collaboration
- Before Marvin had his questionnaire When responses from many stakeholders
distributed to stakeholders, he took the haven’t been received on time, Marvin met
following steps: the HR people to motivate them to follow
 Identified the sample group of up with the questionnaire participants to
stakeholders
get more responses in the next 3 business
 Agreed with the HR to handle the
days.
distribution and collection by email
 Write the survey questions
 Tested the questionnaire with one
stakeholder

Conduct Elicitation
Within one week, Marvin received enough
responses from the sample group and
started documenting the results by
collating the responses, summarizing the
results, evaluating the details and
identifying any emerging themes.

BABOK Visual Study Guide, Institute i4 Page 59

Quiz: Elicitation and Collaboration
1. Which of the following is not a typical technique used and Presentations
to Conduct Elicitation _______________________________________________________

a) Focus Groups 6. Benchmarking, Collaborative Games, Data Mining,

b) Data mining Document Analysis, and Interface Analysis are best
c) Brainstorming described as:
d) Vendor assessment
_______________________________________________________ a) Planning techniques
b) Communication techniques
2. Jan is about to embark on an elicitation activity with c) Elicitation techniques
stakeholders in the Goldcrest Company. She has done her d) Collaboration techniques
research and feels that she understands the scope of the _______________________________________________________
elicitation activity. She has identified the key stakeholders
and has selected 3 elicitation techniques to utilize during 7. To avoid conditions that may negatively impact
elicitation. She has arranged the date, time and location elicitation activities and quality, a business analyst may
for the elicitation and she has prepared various models perform:
and documents that she feels will be useful during the
elicitation. The planned elicitation activity is only days a) Risk Analysis and Management
away. What should Jan do next? b) Root cause analysis
c) Stakeholder analysis
a) She should analyze the impact of the solution on d) Scope modelling
Goldcrest's existing infrastructure _______________________________________________________
b) She should compare the elicitation results against
source information 8. During an elicitation session, the stakeholder spent
c) She should monitor the participation and most of the time talking about things that are out of
performance of stakeholders elicitation scope. What could be the reason?
d) She should prepare the stakeholders for the
elicitation activity a) The stakeholder knowledge is extremely rich
_______________________________________________________ b) The BA haven’t guided the session properly
c) An agile approach is being followed
3. Which are the following is not a task of the Elicitation d) The technique being used was brainstorming
and Collaboration knowledge area?

a) Prepare for Elicitation

b) Communicate Business Analysis Information
c) Validate Requirements
d) Manage Stakeholder Collaboration
_______________________________________________________

4. Which are the 3 common types of elicitation?

a) Collaborative, Research, Experiments

b) Brainstorming, Document Analysis, Mind Mapping
c) Teamwork, Investigation, Trial
d) Root Cause Analysis, SWOT analysis, Options
Analysis
_______________________________________________________

5. Forms for communicating business analysis information

includes?

a) Reviews, approvals, and references

b) Collaborative, Research, Experiments
c) Reuse and one time communication
d) Formal Documentation, Informal Documentation,

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Quiz Answers: Elicitation and Collaboration
1. Which of the following is not a typical technique used to experiments:
Conduct Elicitation
a) Focus Groups 5. Forms for communicating business analysis information
b) Data mining includes?
c) Brainstorming
d) Vendor assessment a) Reviews, approvals, and references
b) Collaborative, Research, Experiments
Answer is D: vendor assessment is not an elicitation c) Reuse and one time communication
technique. An elicitation technique is a method for d) Formal Documentation, Informal Documentation, and
discovering information. While the focus group, data Presentations
mining, and brainstorming are commonly used to
obtain information, vendor assessment is used to Answer is D: these are mentioned in the Communicate
assess potential value provided by vendor solution. Business Analysis Information task.

2. Jan is about to embark on an elicitation activity with 6. Benchmarking, Collaborative Games, Data Mining, Document
stakeholders in the Goldcrest Company. She has done her Analysis, and Interface Analysis are best described as:
research and feels that she understands the scope of the
elicitation activity. She has identified the key stakeholders and a) Planning techniques
has selected 3 elicitation techniques to utilize during elicitation. b) Communication techniques
She has arranged the date, time and location for the elicitation c) Elicitation techniques
and she has prepared various models and documents that she d) Collaboration techniques
feels will be useful during the elicitation. The planned elicitation
activity is only days away. What should Jan do next? Answer is C: All are elicitation techniques
a) She should analyze the impact of the solution on
Goldcrest's existing infrastructure 7. To avoid conditions that may negatively impact elicitation
b) She should compare the elicitation results against source activities and quality, a business analyst may perform:
information
c) She should monitor the participation and performance a) Risk Analysis and Management
of stakeholders b) Root cause analysis
d) She should prepare the stakeholders for the elicitation c) Stakeholder analysis
activity d) Scope modelling

Answer is D: In preparing for elicitation, the business Answer is A: Risk Analysis and Management is used to
analyst should ensure that there is buy-in from all identify, assess, and manage conditions or situations that
necessary stakeholders, and may need to educate could disrupt the elicitation, or affect the quality and
stakeholders on how an elicitation technique works or validity of the elicitation results.
what information is needed.
8. During an elicitation session, the stakeholder spent most of
3. Which are the following is not a task of the Elicitation and the time talking about things that are out of elicitation scope.
Collaboration knowledge area? What could be the reason?
a) Prepare for Elicitation
b) Communicate Business Analysis Information a) The stakeholder knowledge is extremely rich
c) Validate Requirements b) The BA haven’t guided the session properly
d) Manage Stakeholder Collaboration c) An agile approach is being followed
d) The technique being used was brainstorming
Answer is C: Elicitation and Collaboration knowledge
area comprises tasks related to elicitation, Answer is B: The business analyst should have guided the
communication, and collaboration. Validate elicitation activity to keep it focused on the
requirements is a task of part of the Requirements predetermined scope.
Analysis and Design Definition knowledge area.

4. Which are the 3 common types of elicitation?

a) Collaborative, Research, Experiments
b) Brainstorming, Document Analysis, Mind Mapping
c) Teamwork, Investigation, Trial
d) Root Cause Analysis, SWOT analysis, Options Analysis

Answer is A: The BABOK® Guide lists three common

types of elicitation: collaborative, research, and

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 Chapter 5:
Requirements Lifecycle
Management

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Introduction to Requirements Life Cycle Management

Requirements Life Cycle Management defines how the business analyst approaches managing and
maintaining requirements. Tasks and techniques for managing changes, conflicts, and issues related to
requirements are also described. Business analysts perform requirement management tasks as part of
requirements development.

Relationships between
Trace Requirements requirements are documented

Maintain Requirements Requirements are updated

Requirements
Life Cycle The importance of requirements are
Prioritize Requirements identified and documented
Management
Tasks
Assess Requirements Impacts of needed or requested
change are assessed and decisions
Changes are made

Requirements are approved by

Approve Requirements decision makers

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Trace Requirements
Requirements traceability provides the business analyst with the ability to identify and document the lineage
of each requirement and design. A requirement’s lineage includes its relationship to other project
requirements, to work products, and to the solution components. When business analysts say that they can
trace a requirement or design, they are telling you that they can look at that specific requirement or design
and all other requirements and designs to which it is related.

Requirements traceability begins with each project’s business needs. The business needs are used to
determine the business requirements. In turn, the business requirements are decomposed into the more
detailed stakeholder requirements level. Stakeholder requirements get broken down once more into the
detailed solution requirements that transition the project team from requirements definition to solution
design and development. All of the requirements that make up a project’s solution scope should trace back
to one or more business needs for that project.

The purpose is to ensure that requirements and designs at different levels are
5.1 Trace Requirements aligned to one another, and to manage the effects of change to one level on
related requirements.
May be traced to other requirements (including goals,
objectives, business requirements, stakeholder
Requirements requirements, solution requirements, and transition
requirements), solution components, visuals, business
Input rules, and other work products.

May be traced to other requirements, solution

Designs
components, and other work products.

Consider the value that each link is supposed to deliver,

its nature and use. The effort of tracing grows significantly
Level of Formality
when the number of requirements or level of formality
increases

There are several types of relationships that the business

Elements Relationships analyst considers when defining the traceability approach:
Derive, Depends, Satisfy, and Validate

Requirements traceability is documented and maintained

in accordance with the methods identified by the
Traceability Repository
business analysis approach. Management tools are useful
with large number of requirements

Have clearly defined relationships to other requirements,

solution components, or releases, phases, or
Requirements (traced)
iterations, within a solution scope, such that coverage and
the effects of change are clearly identifiable.
Output
Clearly defined relationships to other requirements,
solution components, or releases, phases, or
Designs (traced)
iterations, within a solution scope, such that coverage and
the effects of change are clearly identifiable.

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Trace Requirements - Guidelines and Tools

01 02
Domain Knowledge Information Management
knowledge of and expertise in the Approach
business domain needed to provides decisions from planning
support traceability. activities concerning the
traceability approach.
Guidelines

04
and Tools

03
Requirements Management
Tools/Repository
used to store and manage
business analysis information. The
Legal/Regulatory Information
tool may be as simple as a text
describes legislative rules or
document or as complex as a
regulations that must be followed.
dedicated requirements
These may need to be considered
management tool.
when defining traceability rules.

Trace Requirements - Stakeholders

Customers Operational Support

are affected by how and when requirements traceability documentation provides another
are implemented, and may have to be reference source for help desk support.
consulted about, or agree to, the traceability
relationships. Project Manager
traceability supports project change and
Domain Subject Matter Expert
scope management.
may have recommendations regarding the
set of requirements to be linked to a solution
component or to a release. Sponsor
is required to approve the various
End User relationships.
may require specific dependency
relationships that allow certain requirements Suppliers
to be implemented at the same time or in a are affected by how and when requirements
specific sequence. are implemented.

Implementation Subject Matter Expert

Tester
traceability ensures that the solution being
needs to understand how and where
developed meets the business need and
requirements are implemented when
brings awareness of dependencies between
creating test plans and test cases, and may
solution components during implementation.
trace test cases to requirements.

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Trace Requirements - Techniques
Business Rules Analysis
used to trace business rules to requirements
that they support, or rules that support
requirements.

Functional Decomposition
used to break down solution scope into
smaller components for allocation, as well as
to trace high-level concepts to low-level
concepts.

Process Modelling
used to visually show the future state
process, as well as tracing requirements to
the future state process.

Scope Modelling
used to visually depict scope, as well as trace
requirements to the area of scope the
requirement supports.

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Maintain Requirements
Requirements can and will change on projects, even while the requirements are being developed. Maintaining
requirements focuses on the current requirements for the project, as well as possibly reusing some of those
requirements on other projects and initiatives downstream. Requirements are maintained so they stay current
and correct across the project life cycle, particularly after an approved change.
Some requirements developed for a particular project might also be candidates for long-term use or reuse by
the organization. The requirements that are chosen to be maintained might relate to infrastructure, hardware,
software, or operational capabilities that the organization must meet on an ongoing basis versus just for a
particular project.
Requirements that can be reused on other projects must be named, defined, and easily available to other
business analysts in the organization. These requirements are stored and managed in a requirements
repository. Some organizations save and maintain all ongoing, operational requirements to assist support and
maintenance teams in evaluating possible impacts of changes to the deployed solutions and systems.
The purpose is to retain requirement accuracy and consistency
5.2 Maintain Requirements throughout and beyond the change during the entire requirements life
cycle, and to support reuse of requirements in other solutions.

Include goals, objectives, business requirements,

stakeholder requirements, solution requirements, and
Requirements
transition requirements. These should be maintained
throughout their life cycle.
Input

Designs Can be maintained throughout their life cycle, as needed.

Requirements are maintained so that they remain correct

and current after an approved change. They should be
Maintain Requirements
clearly named and defined, and easily available to
stakeholders.

An attribute may change even though the requirement

Elements Maintain Attributes
does not.

Requirements that are candidates for long-term use by

the organization are identified, clearly named, defined,
Reusing Requirements
and stored in a manner that makes them easily
retrievable.

Defined once and available for long-term usage by the

organization. They may become organizational process
Requirements
assets or be used in future initiatives. In some cases, a
(maintained) requirement that was not approved or implemented may
Output be maintained for a possible future initiative.

May be reusable once defined. For example, as a self-

Designs (maintained) contained component that can be made available for
possible future use.

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Maintain Requirements - Guidelines and Tools

01
Information Management
Approach
indicates how requirements will
be managed for reuse.

Guidelines
and Tools

Maintain Requirements - Stakeholders

Domain Subject Matter Expert Regulator

references maintained requirements on a maintained requirements are likely to be
regular basis to ensure they are accurately referenced to confirm compliance to
reflecting stated needs. standards.

Implementation Subject Matter Expert Tester

utilizes maintained requirements when maintained requirements are used by testers
developing regression tests and conducting to aid in test plan and test case creation.
impact analysis for an enhancement.

Operational Support
maintained requirements are likely to be
referenced to confirm the current state.

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Maintain Requirements - Techniques
Business Rules Analysis
used to identify business rules that may be
similar across the enterprise in order to
facilitate reuse.

Data Flow Diagrams

1001 used to identify information flow that may be
similar across the enterprise in order to
facilitate reuse.

Data Modelling
used to identify data structure that may be
1010 similar across the enterprise in order to
facilitate reuse.

Document Analysis
used to analyze existing documentation
about an enterprise that can serve as the
basis for maintaining and reusing
requirements.

Functional Decomposition
used to identify requirements associated with
the components and available for reuse.

Process Modelling
used to identify requirements associated with
the processes that may be available for
reuse.

Use Cases and Scenarios

used to identify a solution component that
may be utilized by more than one solution.

User Stories
used to identify requirements associated with
the story that may be available for reuse.

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Prioritize Requirements
Requirements prioritization determines the relative importance of requirements in order to gain maximum
value to each other and to implement the overall solution scope. Ranking the requirements by their
importance to stakeholders is the way most business analysts perform this task.
There are many ways to prioritize requirements. The requirements prioritization scheme needs to be
planned and defined for the business analysis team prior to eliciting requirements information at any level of
detail. The priority of a specific requirement or group of requirements may alter over time as the context and
level of detailed knowledge changes.

The purpose is to rank requirements in the order of relative

5.3 Prioritize Requirements
importance to stakeholders.

Input
Any requirements in the form of text, matrices, or
Requirements
diagrams that are ready to prioritize.

Any designs in the form of text, prototypes, or diagrams

Designs
that are ready to prioritize.

Basis of prioritization is agreed upon by relevant

stakeholders. Typical prioritization factors are: Benefit,
Basis for Prioritization
Penalty, Cost, Risk, Dependencies, Time Sensitivity,
Stability, Regulatory or Policy Compliance

Prioritization is an assessment of relative value. Each

Challenges of
Elements stakeholder may value something different. When this
Prioritization occurs, there may be conflict amongst stakeholders.

Priorities may shift as the context evolves and as more

information becomes available. As the requirements are
Continual Prioritization
further refined, prioritization is done at a more granular
level.

Prioritized or ranked requirements are available for

Requirements
additional work, ensuring that the highest valued
(prioritized) requirements are addressed first.

Output
Prioritized or ranked designs are available for additional
Designs (prioritized) work, ensuring that the highest valued designs are
addressed first.

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Prioritize Requirements - Guidelines and Tools

02
Change Strategy
provides information on costs, timelines, and
value realization which are used to determine

01 priority of requirements.

Business Constraints
regulatory statutes, contractual
obligations and business policies that
03
Domain Knowledge
may define priorities. knowledge and expertise of the
business domain needed to

07
support prioritization.
Guidelines
and Tools
Solution Scope
considered when prioritizing
requirements to ensure scope is
04
Governance Approach
managed.
outlines the approach for
prioritizing requirements.

06
Requirements Management
Tools/Repository
05
including a requirements attribute for Requirements Architecture
prioritization can help the business analyst to utilized to understand the relationship with
sort and access requirements by priority. other requirements and work products.

Prioritize Requirements - Stakeholders

Customer Project Manager

verifies that the prioritized requirements will uses the prioritization as input into the
deliver value from a customer or end-user project plan and into the allocation of
perspective. The customer can also negotiate requirements to releases.
to have the prioritization changed based on
relative value. Regulator
can verify that the prioritization is consistent
End User with legal and regulatory constraints.
verifies that the prioritized requirements will
deliver value from a customer or end-user
perspective. Sponsor
verifies that the prioritized requirements will
Implementation Subject Matter Expert deliver value from an organizational
provides input relating to technical perspective.
dependencies and can negotiate to have the
prioritization changed based on technical
constraints.

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Prioritize Requirements - Techniques
Backlog Management Risk Analysis and Management
used to compare requirements to be used to understand the risks for the basis of
prioritized. The backlog can be the location prioritization.
where the prioritization is maintained.

Business Cases Workshops

used to assess requirements against used to gain an understanding of
identified business goals and objectives to Stakeholders basis of prioritization or
determine importance. priorities in a facilitated group setting.

Decision Analysis
used to identify high-value requirements.

Estimation
used to produce estimates for the basis of
prioritization.


Financial Analysis
used to assess the financial value of a set of
requirements and how the timing of delivery
will affect that value.

Interviews
used to gain an understanding of a single or
small group of Stakeholders' basis of
prioritization or priorities.

Item Tracking
used to track issues raised by Stakeholders
during prioritization.

Prioritization
used to facilitate the process of prioritization.

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Assess Requirements Changes
One thing is certain when it comes to developing requirements—at some point in time, those requirements
are going to change. Ideally, the changes are handled in a consistent, formal fashion by using a change
request to initiate the process of assessing and decision making. This task is performed when a proposed
change identifies new needs or possible solutions to those needs. The proposed change must be assessed
before action is taken to approve, deny, or modify the request.
Business analysts view proposed requirements and design changes relative to the solution value, the current
set of requirements, and the level of risk. Experienced business analysts should ask the following questions
when assessing a proposed change. Does the proposed change: Align with the overall strategy? Affect the
value delivered to the business or the stakeholders? Impact the timeline or resources required to deliver the
value? Alter any risks, opportunities, or constraints?
The answers to these questions drive the outcome of assessing the proposed change. When assessing a
proposed change, remember to use the decision-making and change control approaches defined in the
governance approach that was created by the task Plan Business Analysis Governance as part of Business
Analysis Planning and Monitoring.

The purpose is to evaluate the implications of proposed

5.4 Assess Requirements Changes
changes to requirements and designs.

Input Can be identified at any time and impact any aspect of

business analysis work or deliverables completed to
Proposed Change date. There are many triggers for a proposed change
including business strategy changes, stakeholders, legal
requirements, or regulatory changes.

May need to be assessed to identify the impact of a

Requirements
proposed modification.

May need to be assessed to identify the impact of a

Designs
proposed modification

Determine the formality of the assessment process based

Assessment Formality on the information available, the apparent importance of
the change, and the governance process.

Assess the impact of the proposed change by

considering: Benefit, Cost, Impact (number of customers
Elements Impact Analysis
or business processes affected), Schedule, Urgency
(importance).

Who and how decision is made about the change, is

determined by the Plan business analysis Governance. All
Impact Resolution
impacts and resolutions resulting from the change
analysis are to be documented & communicated.

Requirements Change The recommendation to approve, modify, or deny a

Assessment proposed change to requirements.
Output
Designs Change The recommendation to approve, modify, or deny a
Assessment proposed change to one or more design components.

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Assess Requirements Changes - Guidelines and Tools
Change Strategy
describes the purpose and
direction for changes, 01 02
establishes the context for Domain Knowledge
the change, and identifies knowledge of and expertise in
the critical components the business domain is needed
for change. to assess proposed requirements
changes.

Solution Scope
06 Guidelines
and Tools 03
must be considered when assessing Governance Approach
changes to fully understand the impact provides guidance regarding the
of a proposed change. change control and decision-
making processes, as well as the

05
roles of Stakeholders within this
process.

Requirements Architecture
requirements may be related to each other,
therefore the business analyst examines and
04
Legal/Regulatory Information
analyzes the requirement relationships to describes legislative rules or regulations that
determine which requirements will be must be followed. These may impact
impacted by a requested requirements requirements and must be considered when
change. making changes.

Assess Requirements Changes - Stakeholders

Customer Project Manager

provides feedback concerning the impact the reviews the requirements change assessment
change will have on value. to determine if additional project work is
required for a successful implementation of
the solution.
Domain Subject Matter Expert Regulator
has expertise in some aspect of the situation changes are likely to be referenced by
and can provide insight into how the change auditors to confirm compliance to standards.
will impact the organization and value.

End User Sponsor

uses the solution or is a component of the accountable for the solution scope and can
solution, and can offer information about the provide insight to be utilized when assessing
impact of the change on their activities. change.

Operational Support Tester

provides information on both their ability to consulted for establishing impact of the
support the operation of the solution and proposed changes.
their need to understand the nature of the
change in the solution in order to be able to
support it.

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Assess Requirements Changes - Techniques
Business Cases Item Tracking
used to justify a proposed change. used to track any issues or conflicts
discovered during impact analysis.

Business Rules Analysis Risk Analysis and Management

used to assess changes to business policies used to determine the level of risk associated
and business rules, and develop revised with the change.
guidance.

Decision Analysis Workshops

used to facilitate the change assessment used to gain an understanding of the impact
process. or to resolve changes in a group setting.

Document Analysis
used to analyze any existing documents that
facilitate an understanding of the impact of
the change.

Estimation
used to determine the size of the change.

Financial Analysis

 used to estimate the financial consequences

of a proposed change.

Interface Analysis
used to help business analysts identify
interfaces that can be affected by the
change.

Interviews
used to gain an understanding of the impact
on the organization or its assets from a
single or small group of Stakeholders

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Approve Requirements
This final task holds the business analyst responsible for communicating, obtaining agreement on, and
getting approval of the requirements and designs. After receiving approval, business analysis work can
proceed or actual solution construction can begin.
Requirements communication tends to be iterative and ongoing in nature. It is usually done in parallel with
most of the other business analysis tasks found in the BABOK® Guide. Requirements communication can be
formal or informal in nature and includes conversations, notes, documents, presentations, and discussions
with stakeholders.
Approval of requirements and designs may also be formal or informal. Predictive approaches usually
perform approvals of requirements and designs at the end of project phases or during change control
meetings. On the other side, adaptive approaches approve requirements when construction and
implementation of the solution meeting the requirements are ready to be done.

The purpose is to obtain agreement on and approval of

5.5 Approve Requirements requirements and designs for business analysis work to continue
and solution construction to proceed.

Input
A set of requirements that have been verified to be of
Requirements (verified) sufficient quality to be used as a reliable body of work for
further specification and development.

A set of designs that have been determined as ready to

Designs
be used for further specification and development.

Understand who holds decision-making responsibility and

Understand Stakeholder
who possesses authority for sign-off. Also influential
Roles stakeholders to consult and inform

The business analyst facilitates communication between

Conflict and Issue
Elements stakeholders in areas of conflict so that each group has
Management an improved appreciation for the needs of others.

Review the requirements with the accountable individuals

Gain Consensus and request approval, indicating their agreement with the
solution or design described.

Keep accurate records of current approval status.

Track and
Stakeholders should be able to determine what
Communicate Approval requirements and designs are approved.

Requirements Requirements that are agreed to by stakeholders and are

(approved) ready for use in subsequent business analysis efforts.
Output
Designs that are agreed to by stakeholders and are ready
Designs (approved) for use in subsequent business analysis or solution
development efforts.

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Approve Requirements - Guidelines and Tools

02
Change Strategy Governance Approach
provides information
which assists in
managing stakeholder
01 identifies the Stakeholders who
have the authority and
responsibility to approve
consensus regarding the business analysis information,
needs of all Stakeholders and explains when such
approvals will take place and
how they will align to
organizational policies.

Solution Scope
05 Guidelines
and Tools
must be considered when
approving requirements to
accurately assess alignment and

03
completeness.

Legal/Regulatory Information

04 describes legislative rules or regulations

that must be followed. They may
impact the requirements and designs
Requirement Management approval process.
Tools/Repository
tool to record requirements approvals.

Approve Requirements - Stakeholders

Customer Project Manager

may play an active role in reviewing and responsible for identifying and managing
approving requirements and designs to risks associated with solution design,
ensure needs are met. development, delivery, implementation. May
manage the project plan activities pertaining
Domain Subject Matter Expert to review and/or approval.
may be involved in the review and approval Regulator
of requirements and designs as defined by external or internal party providing opinions
stakeholder roles and responsibilities. on the relationship between stated
requirements and specific regulations, either
End User
formally in an audit, or informally as inputs to
people who use the solution, or who are a
requirements life cycle management tasks.
solution component, and may be involved in
the review, validation, and prioritization of Sponsor
requirements and designs. responsible to review and approve the
business case, solution or product scope, and
Operational Support all requirements and designs.
responsible for ensuring that requirements
are supportable within the constraints Tester
imposed by technology standards and responsible for ensuring quality assurance
organizational capability plans. may have a standards are feasible within the business
role in approving requirements. analysis information. For example,
requirements have the testable characteristic.

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Approve Requirements - Techniques
Acceptance and Evaluation Criteria
used to define approval criteria.

Decision Analysis
used to resolve issues and gain agreement.

Item Tracking
used to track issues identified during the
agreement process.

Reviews
used to evaluate requirements.

Workshops
used to facilitate obtaining approval.

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Scenario: Requirements Lifecycle Management
Bob is a Senior Business Analyst for an international chemicals and energy company based in
Johannesburg. Bob’s work with internal departments in order to understand and document their
requirements in business terms. In one of his projects, Bob has documented the following requirement:

“The finance user must be able to enter the code of the tax category on a purchase order line item”

While analysing this requirement, Bob was wondering how the user will know the category code that the
item belongs to? Especially that many categories are expected to be there. So, he decided that another
requirement should exists, which is:

“The user must be able lookup in a list that includes all product items provided by the company along with
a defined tax category and tax category code”

Now Bob is confident that the finance user can do the first task of entering the tax category code. But
those two requirements are related to each other and this relation should be documented. Bob recoded
the relationship between the two requirements in a traceability matrix where he keeps all requirements
relations to ensure that if a future change occurred to one requirement he can assess how this change will
affect the other related requirements. The relationship type documented was “Depends”, which means that
first requirement depends on the second requirement because the user cannot perform the task if he
doesn’t have the right information. Without this proper documentation, requirements may not be aligned
and mostly will result in building solution with many gaps.

Another thing Bob wanted to do is prioritizing those requirements. After consulting the stakeholder who
have the authority to decide about the importance of requirements, the stakeholder asked Bob to give that
requirement a very high priority. Bob added a “very high” priority level to both requirements.

A week later, the stakeholder informed Bob about changes in the tax regulations where a unified tax rate
will be applied to all the company products and another rate will be applied to the services. Bob knew that
this change will mostly affect all the tax related requirements. Going back to his traceability matrix, Bob
could quick identify all requirements related to the tax, looking into them and modifying them according
to the new regulations. The requirement that enable the finance user to enter the code of the tax category
is restated as follows:

“The finance user must be able to identify whether the tax category on a purchase order line item is
product or service”

Obviously, the other requirement about the tax category list is deleted, as it is no more needed.

After this change to the requirements, Bob communicated the updated requirements with the decision
maker and get approval.

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Scenario Highlights: Elicitation and Collaboration

From the previous scenario, we can draw the

following ideas to connect to the tasks of the
RLCM knowledge area:

Introduction
- Bob is a Senior Business Analyst for an
international chemicals and energy
company
- Bob’s work with internal departments in Prioritize Requirements
order to understand and document their After consulting the right stakeholder Bob
requirements recorded the requirement’ priority as
“very high”
Trace Requirements
- Bob recoded the relationship between
the two requirements in a traceability
matrix Assess Requirements Changes
- The relationship type documented was - Changes in the tax regulations affected
“Depends” all the tax related requirements
- The change is obligatory because it is a
Maintain Requirements regulation compliance issue
- Tax related requirements are updated
be aligned with the tax regulations
- Some requirements are restated, some
are deleted Approve Requirements
Bob communicated the updated
requirements with the decision maker and
get approval

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Quiz: Requirements Life Cycle Management
1. Which of the following is not typically a factor that d) Its purpose is to ensure that business,
influences prioritization? stakeholder, and solution requirements and
designs are aligned to each other and that the
a) Penalty solution implements them
b) Benefit ________________________________________________________
c) Stability
d) Requirements gathering 5. Enid is a junior business analyst on a complex project
________________________________________________________ involving the implementation of a web-based HR
system. She has gathered requirements from HR,
2. Which of the following is not an example of Finance, the COO and the union members. These
maintaining requirements for re-use? stakeholders were very pleased with how she conducted
the requirements workshop because they felt that they
a) Defining requirements for website templates that were finally being heard after 5 years of status quo. Her
can be applied to multiple government elicitation results were in the form of various
departments spreadsheets, PowerPoint presentations and Word
b) Converting pensioners’ phone numbers from a 7- documents. Given the complexity and time constraints of
digit format to a 10-digit format in a database to the project, Enid handed over these elicitation results to
allow easier searching and reporting the implementation team so they could get started on
c) A housing development company developing building the solution. The development team lead
standard questions to ask home buyers to assist reviewed the requirements (which were in very loose and
in the configuration of their new house (eg. rough shape) to make sense of the scope of what was
Number of bedrooms, which lot in the being requested. Given the project time constraints, the
neighbourhood they want, what kind of flooring development team lead went back to Enid and
they want) suggested that she work with the stakeholders to
d) A multi-national retail company rolling out a prioritize the requirements because much of it likely
negotiation skills workshop that will be delivered could not be met within the timelines. In addition,
to sales staff in Europe first, then North America, because the requirements were so loosely written, the
then Latin America and Africa and Asia. development team lead, suggested Enid to focus on the
________________________________________________________ requirements that were well-written, well-understood
and agreed-upon by all stakeholder and had a low risk
3. Which of the following should the BA consider when of changing. What prioritization factor is being
assessing a proposed change to a requirement? suggested?

a) Affects value delivered to the business or a) Risk

stakeholder groups b) Time-sensitivity
b) Aligns with overall strategy c) Dependencies
c) Impacts time to deliver or resources required to d) Stability
deliver the value
d) All of the above
________________________________________________________

4. Which of the following is not correct for the

Requirements Life Cycle Management knowledge area:

a) It describes the tasks that BAs perform to

manage and maintain requirements and design
info from inception to retirement
b) Its tasks describe establishing meaningful
relationships between related requirements &
designs, assessing changes to requirements &
designs, and analyzing & gaining consensus on
change
c) It ensures that the requirements collectively
support one another to fully achieve the
objectives

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Quiz Answers: Requirements Life Cycle Management
1. Which of the following is not typically a factor that 4. Which of the following is not correct for the
influences prioritization? Requirements Life Cycle Management knowledge area:

a) Penalty a) It describes the tasks that BAs perform to manage

b) Benefit and maintain requirements and design info from
c) Stability inception to retirement
d) Requirements gathering b) Its tasks describe establishing meaningful
relationships between related requirements &
Answer is D: a, b, and c are all common basis for designs, assessing changes to requirements &
prioritizing requirements. Usually the factors of designs, and analyzing & gaining consensus on
prioritization are agreed upon by relevant stakeholders change
as defined in the business analysis governance c) It ensures that the requirements collectively
approach. support one another to fully achieve the
objectives
2. Which of the following is not an example of d) Its purpose is to ensure that business, stakeholder,
maintaining requirements for re-use? and solution requirements and designs are aligned
to each other and that the solution implements
a) Defining requirements for website templates that them
can be applied to multiple government
departments Answer is C: This is the purpose of Define
b) Converting pensioners’ phone numbers from a 7- Requirements Architecture task.
digit format to a 10-digit format in a database to
allow easier searching and reporting 5. Enid is a junior business analyst on a complex project involving
c) A housing development company developing the implementation of a web-based HR system. She has
gathered requirements from HR, Finance, the COO and the
standard questions to ask home buyers to assist in
union members. These stakeholders were very pleased with how
the configuration of their new house (eg. Number she conducted the requirements workshop because they felt that
of bedrooms, which lot in the neighbourhood they they were finally being heard after 5 years of status quo. Her
want, what kind of flooring they want) elicitation results were in the form of various spreadsheets,
d) A multi-national retail company rolling out a PowerPoint presentations and Word documents. Given the
negotiation skills workshop that will be delivered complexity and time constraints of the project, Enid handed over
to sales staff in Europe first, then North America, these elicitation results to the implementation team so they
then Latin America and Africa and Asia. could get started on building the solution. The development
team lead reviewed the requirements (which were in very loose
and rough shape) to make sense of the scope of what was being
Answer is B: in this choice, there isn’t any indication requested. Given the project time constraints, the development
that this requirement will be used in any other initiative team lead went back to Enid and suggested that she work with
throughout the organization, or even within the same the stakeholders to prioritize the requirements because much of
initiative. All other answers indicated a situation of it likely could not be met within the timelines. In addition,
requirements to be reused repeatedly. because the requirements were so loosely written, the
development team lead, suggested Enid to focus on the
3. Which of the following should the BA consider when requirements that were well-written, well-understood and
agreed-upon by all stakeholder and had a low risk of changing.
assessing a proposed change to a requirement?
What prioritization factor is being suggested?
a) Risk
a) Affects value delivered to the business or
b) Time-sensitivity
stakeholder groups
c) Dependencies
b) Aligns with overall strategy
d) Stability
c) Impacts time to deliver or resources required to
deliver the value
Answer is D: Stability is related to the likelihood that
d) All of the above
the requirement will change, either because it requires
further analysis or because stakeholders have not
Answer is D: when a change is proposed to
reached a consensus about it.
requirements, the business analyst must assess how
the change will affect solution value, if it is aligned with
the overall change strategy, and other important
impacts.

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 Chapter 6:
Strategy Analysis

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Introduction to Strategy Analysis
Strategy Analysis focuses on how the business analyst identifies the business needs driving an initiative by
performing problem definition and analysis. In addition to defining and refining these strategic or tactical
needs, the business analyst is responsible for defining a feasible solution scope that can be implemented by
the business. This work may also include developing a business case or feasibility study for a proposed
project. Typically, the tasks in this knowledge area occur prior to or early in the initiative or project. The
business analyst’s task list for this knowledge area includes translating business strategy into proposed new
business or enterprise solutions.

Define the business needs and

Analyze Current State describe the current state where
the needs exist

Define objectives and describe the

Define Future State future state if the need is met
Strategy
Analysis
Tasks Assess Risks
Identify the risks within the change
and in the future state

Determine the best strategy to

Define Change Strategy enable the change and meet the
business needs

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Analyze Current State
The business analyst and key stakeholders must understand and be able to articulate why a change is needed. The
business need “defines a problem or opportunity of strategic or tactical importance to be addressed.” The business need
driving the change must be documented and agreed upon. A business analyst must understand the current state of the
enterprise today relative to this proposed change in order to have a context for the change. Remember, not every
project gets started because an organization is having a problem. Organizations often consider adding new or changing
existing capabilities based on new market opportunities, customer feedback, newly available technologies, or changing
legal and regulatory requirements.

To understand: Why an enterprise needs to change some aspect? What

6.1 Analyze Current State would be affected by the change?

Input Elicitation Results

Used to define and understand the current state.
(confirmed)

The problem or opportunity faced by an enterprise or

Needs organization often launches business analysis work to better
understand these needs.

Define the business needs (the problems and opportunities of

Business Needs strategic importance faced by the enterprise)

Assess if the reporting structure may aid or limit a potential

Organizational Structure
change. Identify if cultural changes are required and whether
and Culture stakeholders are satisfied with it.

Use a capability-centric view of the enterprise when looking for

Capabilities and
innovative solutions or process-centric view to improve the
Processes current activities.

Understand how IT supports people in executing processes,

Technology and
Elements making decisions, and in interactions with suppliers and
Infrastructure customers.

Identification of relevant policies may shape the scope of the

Policies solution space and constraint the types of action that can be
pursued.

Understand how all of these elements of the current state fit

Business Architecture together and support one another in order to recommend
effective changes

Identify enterprise assets used in the current state. Resources can

Internal Assets be tangible or intangible, such as financial resources, brands,
reputation.

External influences on the enterprise may not participate in a

External Influencers change but present constraints, dependencies, or drivers on the
current state.

The context of the enterprise’s scope, capabilities, resources,

Current State Description performance, culture, dependencies, infrastructure, external
influences, and significant relationships between these elements.
Output
The problem, opportunity, or constraint that is defined based on
Business Requirements an understanding of the current state.

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Analyze Current State - Guidelines and Tools

02
Enterprise Limitation

01
Business Analysis used to understand the challenges that
Approach exist within the enterprise.
guides how the business
analyst undertakes an

03
Organizational Strategy
analysis of the current state. an organization will have a
set of goals and objectives
which guides operations,

07
establishes direction, and
provides a vision for the
future state. This can be
Guidelines
Stakeholder Analysis Results implicitly or explicitly
and Tools
stakeholders from across the stated.
organization will contribute to
Solution Limitation
an understanding and analysis
of the current state. 04 used to understand the
current state and the
challenges of existing
solutions.

06
05
Solution Performance Goals
measure the current performance
Solution Performance Measures of an enterprise or solution, and
describe the actual performance of existing serve as a baseline for setting
solutions. future state goals and measuring
improvement.

Analyze Current State - Stakeholders

Customer Project Manager

makes use of the existing solution and might may use information on current state as input
have input about issues with a current to planning.
solution.
Domain Subject Matter Expert Regulator
has expertise in some aspect of the current can inform interpretations of relevant
state. regulations that apply to the current state in
the form of business policies, business rules,
procedures, or role responsibilities.
End User
directly uses a solution and might have input Sponsor
about issues with a current solution. might have context for performance of
existing solutions.
Implementation Subject Matter Expert
has expertise in some aspect of the current Supplier
state. might be an external influencer of the current
state.
Operational Support
directly involved in supporting the operations
Tester
of the organization and provides information
able to provide information about issues with
on their ability to support the operation of an
any existing solutions.
existing solution, as well as any known issues.

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Analyze Current State - Techniques
Benchmarking and Market Analysis Focus Groups
provides an understanding of where there are solicits feedback from customers or end users
opportunities for improvement in the current about the current state.
state. Useful frameworks include 5 Forces
analysis, PEST, STEEP, CATWOE, and others.

Business Capability Analysis Functional Decomposition

identifies gaps and prioritizes them in relation breaks down complex systems or
to value and risk. relationships in the current state.

Business Model Canvas Interviews

provides an understanding of the value facilitate dialogue with stakeholders to
proposition that the enterprise satisfies for its understand the current state and any needs
customers, the critical factors in delivering evolving from the current state.
that value, and the resulting cost and revenue
streams.
Business Cases Item Tracking
used to capture information regarding the tracks and manages issues discovered about
business need and opportunity. the current state.

Concept Modelling Lessons Learned

used to capture key terms and concepts in enables the assessment of failures and
the business domain and define the opportunities for improvement in past
relationships between them. initiatives, which may drive a business need
for process improvement.

Data Mining Metrics and Key Performance Indicators

used to obtain information on the (KPIs)
performance of the enterprise. assesses performance of the current state of
an enterprise.

Document Analysis Mind Mapping

analyzes any existing documentation about used to explore relevant aspects of the
the current state, including documents current state and better understand relevant
created during the implementation of a factors affecting the business need.
solution, training manuals, issue reports.


Financial Analysis Observation
used to understand the profitability of the may provide opportunities for insights into
current state and the financial capability to needs within the current state that have not
deliver change. been identified previously by a stakeholder.

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Analyze Current State - Techniques
Organizational Modelling Scope Modelling
describes the roles, responsibilities, and helps define the boundaries on the current
reporting structures that exist within the state description.
current state organization.

Process Analysis Survey or Questionnaire

identifies opportunities to improve the helps to gain an understanding of the current
current state. state from a large, varied, or disparate group
of stakeholders.

Process Modelling SWOT Analysis

describes how work occurs within the current
solution.
S W evaluates the strengths, weaknesses,
opportunities, and threats to the current state
O T enterprise.

Risk Analysis and Management Vendor Assessment

identifies risks to the current state. determines whether any vendors that are part
of the current state are adequately meeting
commitments, or if any changes are needed.

Root Cause Analysis Workshops

provides an understanding of the underlying engage stakeholders to collaboratively
causes of any problems in the current state in describe the current state and their needs.
order to further clarify a need.

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Define Future State
Future state definition includes the new and/or modified capabilities required to address the business need. The
business analyst determines whether the organization’s existing capabilities can meet the business need or whether
additional capabilities and conditions are necessary.
The future state can also be simple changes to existing components of an organization, such as changing a step in a
process or removing a feature from an existing application. Change may be needed to any component of the enterprise,
including (but not limited to): business processes, functions, organization structures, staff competencies, application
systems, data and information.
The purpose is to determine the set of necessary conditions to meet the
6.2 Define Future State business need.

The problems, opportunities, or constraints that the future state

Business Requirements
will address.
Input
A future state can be described in terms of business objectives
Business Goals and
or goals related to the change. Objectives must be specific,
Objectives measurable, attainable, realistic and timely (SMART).

Decisions should be made about the range of solutions that will

Scope of Solution Space
be considered to meet the business goals and objectives.

Are aspects of the current and future states that may not be
Constraints
changed by the solution, or mandatory elements of the design.

Organizational Structure Elements of the organizational structure and culture may need to
Elements
and Culture change to support the future state.

Identify new kinds of activities or changes in the way activities

Capabilities and Processes
will be performed to realize the future state.

Technology and If current technology and infrastructure are insufficient to meet

Infrastructure the business need, identify the changes necessary.

If current policies are insufficient to meet the business need,

Policies
identify the changes necessary for the future state.

The elements of future state should support one another and

Business Architecture
contribute to meeting the business goals and objectives.

Identify existing resources that will used as is, need to be

Internal Assets
modified, or that new resources need to be developed.

Identify the assumptions that suggests that the delivery of a new

Identify Assumptions
capability will meet a business need.

The potential value of the change must be evaluated to see if it

Potential Value
is sufficient to justify a change. Value = Benefits - Costs

The desired direction that the business wishes to pursue in order

Business Objectives
to achieve the future state.
Output The future state description includes boundaries of the proposed
new, removed, and modified components of the enterprise. The
Future State Description description might include the desired future capabilities, policies,
resources, dependencies, infrastructure, external influences, and
relationships between each element.

The value that may be realized by implementing the proposed

Potential Value
future state.

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Define Future State - Guidelines and Tools

01
Current State Description
provides the context within
02
which the work needs to be Metrics and Key Performance
completed. It is often used as a Indicators (KPIs)
starting point for the future the key performance indicators
state. Guidelines and metrics which will be used to
and Tools determine whether the desired
future state has been achieved.

03
Organizational Strategy
describes the path, method, or
approach an enterprise or
organization will take to achieve its
desired future state. This can be
implicitly or explicitly stated.

Define Future State - Stakeholders

Customer Project Manager
might be targeted purchasers or consumers might have input on what is a reasonable and
in a future state who might or might not be manageable desired future state.
ready or able to consume a new state.
Domain Subject Matter Expert Regulator
provides insight into current state and ensures that laws, regulations, or rules are adhered
potential future states. to in future state and their interpretations are
included in future state description

End User Sponsor

expected to use, or be a component of, a helps determine which business needs to address
solution that implements the future state. and sets the business objectives that a future state
will achieve. Authorizes and ensures funding
Implementation Subject Matter Expert Supplier
provides information regarding the feasibility might help define the future state if they are
of achieving the future state. supporting delivery of the change or deliver any
part of the future state operation.
Operational Support Tester
directly involved in supporting the operations responsible for ensuring an envisioned future state
of the enterprise and provides information on can be sufficiently tested and can help set an
their ability to support the operation of a appropriate level of quality to target.
proposed future state.

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Define Future State - Techniques
Acceptance and Evaluation Criteria Decision Modelling
used to identify what may make the future used to model complex decisions regarding
state acceptable and/or how options may be Y future state options.
evaluated.
N

Balanced Scorecard


Financial Analysis
used to set targets for measuring the future used to estimate the potential financial
state. returns to be delivered by a proposed future
state.

Benchmarking and Market Analysis Functional Decomposition

used to make decisions about future state used to break down complex systems within
business objectives. the future state for better understanding.

Brainstorming Interviews
used to collaboratively come up with ideas used to talk to stakeholders to understand
for the future state. their desired future state, which needs they
want to address, and what desired business
objectives they want to meet.

Business Capability Analysis Lessons Learned

used to prioritize capability gaps in relation to used to determine which opportunities for
value and risk. improvement will be addressed and how the
current state can be improved upon.

Business Cases Metrics and Key Performance Indicators

used to capture the desired outcomes of the (KPIs)
change initiative. used to determine when the organization has
succeeded in achieving the business
objectives.

Business Model Canvas Mind Mapping

used to plan strategy for the enterprise by used to develop ideas for the future state and
mapping out the needed infrastructure, understand relationships between them.
target customers, financial cost structure, and
revenue streams in the desired future state.

Decision Analysis Organizational Modelling

used to compare the different future state used to describe the roles, responsibilities,
options and understand which is the best and reporting structures that would exist
choice. within the future state organization.

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Define Future State - Techniques
Process Modelling
used to describe how work would occur in
the future state.

Prototyping
used to model future state options and could
also help determine potential value.

Scope Modelling
used to define the boundaries of the
enterprise in the future state.

Survey or Questionnaire
used to understand stakeholders' desired
future state, which needs they want to
address, and what desired business objectives
they want to meet.

SWOT Analysis
S W used to evaluate the strengths, weaknesses,
opportunities, and threats that may be
O T exploited or mitigated by the future state.

Vendor Assessment
used to assess potential value provided by
vendor solution options.

Workshops
used to work with stakeholders to
collaboratively describe the future state.

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Assess Risks
During Strategy Analysis, the business analyst analyzes and manages the risks relative to the current state,
the future state, and the change strategy. The business analyst looks at the possible consequences if the
negative risk occurs, the impact of the consequences, the actual likelihood of the risk occurring, and the
potential timeframe when the risk might occur.

6.3 Assess Risks Understand the undesirable consequences of internal and external
forces on the enterprise during transition to, or in the future state.

Describing the desired direction needed to achieve the

Business Objectives future state can be used to identify and discuss potential
risks.
Input
An understanding of what the various stakeholders
Elicitation Results
perceive as risks to the realization of the desired future
(confirmed) state.

Factors inside of the enterprise (internal) and factors

Influences outside of the enterprise (external) which will impact the
realization of the desired future state

Describing the value to be realized by implementing the

Potential Value proposed future state provides a benchmark against
which risks can be assessed

Depending on their priority, requirements will influence

Requirements
the risks to be defined and understood as part of solution
(prioritized) realization

Even when it is not possible to know all that will occur as

Unknowns a result of a particular change strategy, it is still possible
to estimate the impact of unknown

Constraints, If they are related to an aspect of a change, they can be

Assumptions, and restated as a risk by identifying the event or condition
Dependencies that could occur because of them.

Risks are expressed as conditions that increase the

Negative Impact to
Elements likelihood or severity of a negative impact to value.
Value Estimate risk likelihood and impact.

How much uncertainty a stakeholder or an enterprise is

Risk Tolerance willing to take on. Attitude toward risk: Risk aversion,
neutrality, Risk-seeking

Based on the analysis of risks, business analysts

Recommendation
recommend a course of action.

An understanding of the risks associated with achieving

Output the future state, and the mitigation strategies which will
Risk Analysis Results
be used to prevent those risks, reduce the impact of the
risk, or reduce the likelihood of the risk occurring.

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Assess Risks - Guidelines and Tools

02
Business Policies

01
Business Analysis define the limits within which decisions must
Approach be made. These may mandate or govern
guides how the business aspects of risk management.
analyst analyzes risks.

03
Change Strategy
provides the plan to

07
Stakeholder transition from the
Engagement current state to the future state and
Approach achieve the desired business outcomes.
understanding stakeholders This approach must be assessed to
Guidelines
and stakeholder groups understand risks associated with the
and Tools
helps identify and assess the change.
potential impact of internal
and external forces.

04
06 Current State Description
provides the context within which the
work needs to be completed. It can be
Identified Risks used to determine risks associated with
can be used as a starting point for more thorough risk
assessment. These can come from Risk Analysis Results,
from elicitation activities, from previous business
05 the current state.

Future State Description

analysis experience, or based on expert opinion.
determines risks associated with the future state.

Assess Risks - Stakeholders

Domain Subject Matter Expert Regulator

provides input to the risk assessment based identifies any risks associated with
on their knowledge of preparation required in adherence to laws, regulations, or rules.
their area of expertise.

Implementation Subject Matter Expert Sponsor

provides input to the risk assessment based needs to understand risks as part of
on their knowledge of preparation required in authorizing and funding change.
their area of expertise.

Operational Support Supplier

supports the operations of the enterprise and there might be risk associated with using
can identify likely risks and their impact. a supplier.

Project Manager Tester

helps to assess risk and is primarily identifies risks in the change strategy,
responsible for managing and mitigating risk from a validation or verification
to the project. perspective.

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Assess Risks - Techniques
Brainstorming Risk Analysis and Management
used to collaboratively identify potential risks used to identify and manage risks.
for assessment.

Business Cases Root Cause Analysis

used to capture risks associated with used to identify and address the underlying
alternative change strategies. problem creating a risk.

Decision Analysis Survey or Questionnaire

used to assess problems. used to understand what stakeholders think
might be risks and the various factors of
those risks.

Document Analysis Workshops

used to analyze existing documents for used to understand what stakeholders think
potential risks, constraints, assumptions, and might be risks and the various factors of
dependencies. those risks.


Financial Analysis
used to understand the potential effect of
risks on the financial value of the solution.

Interviews
used to understand what stakeholders think
might be risks and the various factors of
those risks.

Lessons Learned
used as a foundation of past issues that
might be risks.

Mind Mapping
used to identify and categorize potential risks
and understand their relationships.

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Define Change Strategy
The business analyst should look into different possible approaches of how the change can or should be taken, then
recommends the most appropriate approach or change strategy. To generate alternative change strategies, the business
analyst asks questions like: What is the context of the change? How big is the change? Can the enterprise make the
change or only part of it? Is there more than one transition state needed?
Change strategies may involve taking change into phases, and therefore include only some components of a complete
solution at each phase. For each transition state along the path to reaching the future state, the change strategy should
clarify which parts of the solution are completed and which are not, as well as which parts of the value can be realized
and which cannot.

6.4 Define Change Strategy develop and assess alternative approaches to the change, and then
select the recommended approach

Provides context about the current state, and includes

Current State
assessments of internal and external influences to the
Description enterprise under consideration.
Input
Future State Description Provides context about the desired future state.

Risk Analysis Results Describe identified risks and exposure of each risk

Understanding stakeholders' communication and

Stakeholder collaboration needs can help identify change-related
Engagement Approach activities that need to be included as part of the change
strategy

It defines the solution boundaries, and is described in

Solution Scope enough detail to enable stakeholders to understand new
capabilities a change will deliver

Difference between current and future state. Can the

Gap Analysis enterprise meet its needs using its existing structure,
resources, capabilities, technology?

It assess the enterprises capacity to make the change, use

Elements Enterprise Readiness
and sustain the solution, and realize value from the
Assessment solution.

It is a high-level plan of key activities and events that will

Change Strategy be used to transform the enterprise from the current state
to the future state.

Release planning is concerned with determining which

Transition States and
requirements to include in each release, phase, or iteration
Release Planning of the change

The approach that the organization will follow to guide

Change Strategy
change.
Output
The solution scope that will be achieved through execution
Solution Scope
of the change strategy.

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Define Change Strategy - Guidelines and Tools

01
Solution Recommendations
identifying the possible solutions
02
which can be pursued in order to Design Options
achieve the future state, which describe various ways to
includes the recommendations of satisfy the business needs.
various subject matter experts Guidelines Each option will come with its
(SMEs), helps the business analyst and Tools own set of change challenges
determine the types of changes to and the change strategy will
the organization. be impacted by the option
selected as well as the specific
change approach that will be
used.

03
Business Analysis Approach
guides how the business analyst
defines a change strategy.

Define Change Strategy - Stakeholders

Customer Project Manager

might be consuming the solution that results responsible for managing change and planning
from the change. Can also be involved in a the detailed activities to complete a change and
change as testers or focus group members. responsible for the project scope.
Domain Subject Matter Expert Regulator
have expertise in some aspect of the change. ensures adherence to laws, regulations, or rules
during and at the completion of the change.

End User Sponsor

uses a solution, is a component of the authorizes and ensures funding for solution
solution, or is a user temporarily during the delivery, and champions the change.
change.
Implementation Subject Matter Expert Supplier
have expertise in some aspect of the change. might help implement the change or be part of
Operational Support the solution once the change is completed.
directly involved in supporting the operations
of the enterprise, and provide information on Tester
their ability to support the operation of a responsible for ensuring that the change will
solution during and after a change. function within acceptable parameters,
accomplish the desired result, and deliver
solutions that meet an appropriate quality.

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Define Change Strategy - Techniques
Financial Analysis


Balanced Scorecard
used to define the metrics that will be used to used to understand the potential value
evaluate the effectiveness of the change associated with a change strategy, and
strategy. evaluate strategies against targets set for
return on investments.

Benchmarking and Market Analysis Focus Groups

used to make decisions about which change used to bring customers or end users
strategy is appropriate. together to solicit their input on the solution
and change strategy.

Brainstorming Functional Decomposition

used to collaboratively come up with ideas used to break down the components of the
for change strategies. solution into parts when developing a change
strategy.

Business Capability Analysis Interviews

used to prioritize capability gaps in relation to used to talk to stakeholders in order to fully
value and risk. describe the solution scope and change
scope, and to understand their suggestions
for a change strategy.

Business Cases Lessons Learned

used to capture information about the used to understand what went wrong in past
recommended change strategy and other changes in order to improve this change
potential strategies that were assessed but strategy.
not recommended.

Business Model Canvas Mind Mapping

used to define the changes needed in the used to develop and explore ideas for change
current infrastructure, customer base, and strategies.
financial structure of the organization in order
to achieve the potential value.

Decision Analysis Organizational Modelling

used to compare different change strategies used to describe the roles, responsibilities,
and choose which is most appropriate. and reporting structures that are necessary
during the change and are part of the
solution scope.

Estimation Process Modelling

used to determine timelines for activities used to describe how work would occur in
within the change strategy. the solution scope or during the change.

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Define Change Strategy - Techniques
Scope Modelling
used to define the boundaries on the solution
scope and change scope descriptions.

SWOT Analysis
S W used to make decisions about which change
strategy is appropriate.
O T

Vendor Assessment
used to determine whether any vendors are
part of the change strategy, either to
implement the change or to be part of the
solution.

Workshops
used in work with stakeholders to
collaboratively develop change strategies.

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Scenario: Strategy Analysis
A retail business wants to be able to do market analysis to see what are the top major Canadian cities (by $
spend) for spend on its automotive products and services. When customers come to its retail stores for
automotive parts and services, the clerks manually enter details about the customers’ purchases into a
database. The company knows that it needs to collect customer postal codes in order to be able to report
on purchases by location. The different postal codes can then be grouped to identify purchases by major
Canadian city. The system allows the clerks in the stores to type in the postal codes manually – in some
cases they enter “n/a” if the customer is from the US. Roger, a BA working on a report for the market
analysis initiative identifies a capability gap that currently prevents the company from being able to report
on purchases by city. This gap is in the lack of data and information.

Roger defined the goal of the initiative as enabling the company to better understand the dynamics
involved in selecting and targeting customers for its products. The decisions based on the new insights will
optimize the company’s marketing spending minimum by 20% after the project cost is discounted. another
value may result from the initiative is increasing company sales Changes needed are defined as follows:
data and information of the company’s customer locations, data repository and reporting system, and
modification in the sales and marketing processes to include the data collection as a step in the process.

During a requirements workshop focused on the insights expected from the initiative and the data needed
to get that insight, some stakeholders agreed that the customer postal code information is definitely
needed, however, they were not certain that this is the only type of information needed to yield the
insights. Roger detected this uncertainty and documented it as risk in the initiative that may cause the
value not be realized.

By the time stakeholders were on to decide whether to go or not go for this initiative, they asked roger to
provide them with different approaches to take the initiative. After some effort, Roger came with two
feasible options for key stakeholders to choose from, the first is building the whole solution in one project
and this to be operated by the company, and the other option was to contract a specialized market
analysis company to perform do the analysis for six months, and after that time, the company will be more
confident about the type of data needed and whether the insights are useful as expected.

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Scenario Highlights: Strategy Analysis

From the previous scenario, we can draw the following

ideas to connect to the tasks of the Strategy Analysis
knowledge area:

Introduction
- Roger is a BA for an automotive
products and services company Assess Risks
- He is involved in a market analysis Information other than customer postal
initiative that will enhance decision
code may be needed for the value to be
making related to marketing
realized and need to be met

Analyze Current State

- Roger identified a capability gap that Define Change Strategy
currently prevents the company from - Roger came with two feasible options
being able to report on purchases by for taking the change:
city. This gap is in the lack of data and  the first is building the whole
information. solution in one project and this to
be operated by the company,
 the other option was to contract a
specialized market analysis
Define Future State
company to perform do the
- Roger defined the goal of the initiative
analysis for six months, and after
as enabling the company to better
that time, the company will be
understand the dynamics involved in
more confident about the type of
selecting and targeting customers for its
data needed and whether the
products.
insights are useful as expected
- The decisions based on the new insights
will optimize the company’s marketing
spending minimum by 20% after the
project cost is discounted.
- Another value may result from the
initiative is increasing company sales
- Changes needed are defined as follows:
 data and information of the
company’s customer locations,
 data repository and reporting
system, and
 modification in the sales and
marketing processes to include the
data collection as a step in the
process.

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Quiz: Strategy Analysis
1. Why would Financial Analysis be used as a other companies whether the new products were
technique in the Assess Risk task? affordable, whether they were of high quality and what
their cost-benefit analysis has shown. What type of
a) It is used to understand the potential effect of the technique is Joe applying in order to determine the gap
risks on the financial value of the solution between his current solution and new alternatives?
b) It is used to determine the sunk costs on
preparing the business case a) Business Cases
c) It is used to perform a cost-benefit analysis on b) Process Modeling
conducting a requirements workshop versus c) Root Cause Analysis
interviews d) Benchmarking
d) None of the above ______________________________________________________
______________________________________________________
5. Which of the following is not a general attitude toward
2. A retail business wants to be able to do market risk?
analysis to see what are the top major Canadian cities
(by $ spend) for spend on its automotive products and a) Risk-aversion
services. When customers come to its retail stores for b) Risk management
automotive parts and services, the clerks manually enter c) Neutrality
details about the customers’ purchases into a database. d) Risk-seeking
The company knows that it needs to collect customer ______________________________________________________
postal codes in order to be able to report on purchases
by location. The different postal codes can then be 6. A common test for assessing objectives is to ensure
grouped to identify purchases by major Canadian city. that they are SMART. SMART is an acronym that stands
The system allows the clerks in the stores to type in the for: specific, measurable, _________ , realistic and timely
postal codes manually – in some cases they enter “n/a” if a) Accessible
the customer is from the US. Bill, a BA working on a b) Achievable
report for the market analysis initiative identifies a c) Attainable
capability gap the currently prevents the company from d) Available
being able to report on purchases by city. What is this
gap?

a) A gap in functions
b) A gap in training
c) A gap in data and information
d) A gap in processes
______________________________________________________

3. Which of the following is an external influencer that

might present constraints, dependencies or drivers on
the current state?

a) Suppliers
b) Training
c) Business Case
d) Enterprise Architecture
______________________________________________________

4. Joe owns a Canadian company that manufactures

furniture. Lately the cost of finishes (paints and
varnishes) has been increasing and he is finding it
difficult to afford. He is looking for alternative, more
affordable finishes. Recently he attended a conference of
furniture design and manufacturing. He met several
European companies that have found innovative, eco-
friendly finishes. He started asking around asking these

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Quiz Answers: Strategy Analysis
1. Why would Financial Analysis be used as a technique in 4. Joe owns a Canadian company that manufactures furniture.
the Assess Risk task? Lately the cost of finishes (paints and varnishes) has been
increasing and he is finding it difficult to afford. He is looking
a) It is used to understand the potential effect of the risks for alternative, more affordable finishes. Recently he attended a
on the financial value of the solution conference of furniture design and manufacturing. He met
b) It is used to determine the sunk costs on preparing the several European companies that have found innovative, eco-
business case friendly finishes. He started asking around asking these other
c) It is used to perform a cost-benefit analysis on companies whether the new products were affordable, whether
conducting a requirements workshop versus interviews they were of high quality and what their cost-benefit analysis
d) None of the above has shown. What type of technique is Joe applying in order to
determine the gap between his current solution and new
Answer is A: Business analysts estimate a total risk alternatives?
level from the aggregated set of risks, indicating the
overall potential impact for the risks being assessed. In a) Business Cases
b) Process Modeling
some cases overall risk level can be quantified in
c) Root Cause Analysis
financial terms or other measures. d) Benchmarking

Answer is D: The objective of benchmarking is to

2. A retail business wants to be able to do market analysis to
see what are the top major Canadian cities (by $ spend) for evaluate enterprise performance and ensure that the
spend on its automotive products and services. When enterprise is operating
customers come to its retail stores for automotive parts and efficiently. The results from the benchmark study may
services, the clerks manually enter details about the customers’ initiate change within an organization.
purchases into a database. The company knows that it needs to
collect customer postal codes in order to be able to report on 5. Which of the following is not a general attitude toward risk?
purchases by location. The different postal codes can then be
grouped to identify purchases by major Canadian city. The a) Risk-aversion
system allows the clerks in the stores to type in the postal codes b) Risk management
manually – in some cases they enter “n/a” if the customer is c) Neutrality
from the US. Bill, a BA working on a report for the market d) Risk-seeking
analysis initiative identifies a capability gap the currently
prevents the company from being able to report on purchases Answer is B: How much uncertainty a stakeholder or
by city. What is this gap? an enterprise is willing to take on in exchange for
potential value is referred to as risk tolerance or
a) A gap in functions
attitude. In general, there are three broad ways of
b) A gap in training
c) A gap in data and information describing attitude toward risk:
d) A gap in processes • Risk-aversion: An unwillingness to accept much
uncertainty; there may be a preference to either
Answer is C: While analyzing current state, business avoid a course of action which carries too high a
analysts try to identify gaps in the enterprise. The level of risk, or to invest more (and therefore
nature of those gaps can be related to the business accept a lower potential value) to reduce the risks.
processes, technology, structure, etc. • Neutrality: some level of risk is acceptable,
provided the course of action does not result in a
loss even if the risks occur.
3. Which of the following is an external influencer that might • Risk-seeking: A willingness to accept or even take
present constraints, dependencies or drivers on the current on more risk in return for a higher potential value.
state?

a) Suppliers 6. A common test for assessing objectives is to ensure

b) Training that they are SMART. SMART is an acronym that stands
c) Business Case for: specific, measurable, _________ , realistic and timely
d) Enterprise Architecture a) Accessible
b) Achievable
Answer is A: Sources of external influence on the c) Attainable
enterprise include: Industry Structure, Competitors, d) Available
Customers, Suppliers, Political and Regulatory
Environment, Technology, and Macroeconomic
Factors.

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 Chapter 7:
Requirements Analysis
and Design Definition

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Introduction to Requirements Analysis and Design Definition
Requirements Analysis and Design Definition describes how the business analyst progressively elaborates to
define, refine, prioritize, and organize requirements. In essence, the business analyst takes the elicited
information and makes sense of it to derive the real requirements for the project. This knowledge area also
focuses on graphically modeling the requirements and resulting designs as well as documenting them.
When performing these tasks, the business analyst should ensure the feasibility of the requirements while
defining, describing, and refining the characteristics of an acceptable solution.

Specify and Model Analyze elicitation results and

Requirements transform them into requirements

Check if requirements meet quality

Verify Requirements characteristics

Requirements
Check if requirements are aligned
Analysis and Validate Requirements with the scope and have value

Design
Define Requirements Organize requirements
Definition Architecture

Tasks
Find what solution alternative is
Define Design Options there

Analyze Potential Value

Recommend the best design
and Recommend alternative
Solution

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Specify and Model Requirements
The business analyst analyzes the elicitation results and creates representations of those results. The
stakeholder requirements are typically defined and decomposed into the more detailed solution
requirements. The requirements architecture drives how the business analyst accomplishes this work by
defining the combination of text, charts, diagrams, and models that will be used.

The purpose is to analyze, synthesize, and refine elicitation

7.1 Specify and Model Requirements
results into requirements and designs.

Input
Modelling can begin with any elicitation result and may
Elicitation Results (any lead to the need for more elicitation to clarify or expand
state) upon requirements. Elicitation and modelling may occur
sequentially, iteratively, or concurrently.

A model is a descriptive and visual way to convey

information to a specific audience to support analysis,
Model Requirements communication, and understanding. Business analysts
choose from one or more of the following modelling
formats:

Business analysis information is decomposed into

Analyze Requirements components to examine what to change, to stay, is
missing, unnecessary, constraint, assumption
Elements

Various attributes can be specified for each requirement

Represent Requirements
or set of requirements. These are selected when planning
and Attributes information management

Implement the The level of abstraction of a requirement varies based on

Appropriate Levels of the type of requirement and audience for the
Abstraction requirement.

Output Requirements (specified Any combination of requirements and/or designs in the

and modelled) form of text, matrices, and diagrams.

Business analysts should use any combination of models • Activity Flow: models represent a sequence of
best suited to meet stakeholder needs. Each modelling actions, events, or a course that may be taken.
technique has strengths and weaknesses. Model Techniques include Process Modelling, Use Cases and
categories that should be considered include: Scenarios, and User Stories.
• People and Roles: models represent organizations, • Capability: models focus on features or functions of
groups of people, roles, and their relationships within an enterprise or a solution. Techniques include
an enterprise and to a solution. Techniques include Business Capability Analysis, Functional
Organizational Modelling, Roles and Permissions Decomposition, and Prototyping.
Matrix and Stakeholder List, Map, or Personas. • Data and Information: models represent the
• Rationale: models represent the ‘why’ of a change. characteristics and the exchange of information within
Techniques include Decision Modelling, Scope an enterprise or a solution. Techniques include Data
Modelling, Business Model Canvas, Root Cause Dictionary, Data Flow Diagrams, Data Modelling,
Analysis, and Business Rules Analysis. Glossary, State Modelling, and Interface Analysis.

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Specify and Model Requirements - Guidelines and Tools

02
Modelling
Notations/Standards
allow requirements and
designs to be precisely
01 Modelling Tools
specified, as is appropriate for the software products that facilitate
audience and the purpose of the models. drawing and storing matrices and
Standard templates and syntax help to diagrams to represent
ensure that the right information is requirements. This functionality
provided about the requirements. may or may not be part of
requirements life cycle
Guidelines management tools.
and Tools

Solution Scope
05
the boundaries of the solution provide the
boundaries for the requirements and designs
models.
03
Requirements Architecture

04
the requirements and
interrelationships among them can
be used to ensure models are
Requirements Life Cycle Management Tools complete and consistent.
software products that facilitate recording, organizing,
storing, and sharing requirements and designs.

Specify and Model Requirements - Stakeholders

Any stakeholder
business analysts may choose to perform this
task themselves and then separately package
and communicate the requirements to
stakeholders for their review and approval, or
they might choose to invite some or all
stakeholders to participate in this task.

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Specify and Model Requirements - Techniques
Acceptance and Evaluation Criteria Decision Modelling
used to represent the acceptance and used to represent decisions in a model in
evaluation criteria attributes of requirements. Y order to show the elements of decision
making required.
N

Business Capability Analysis Functional Decomposition

used to represent features or functions of an used to model requirements in order to
enterprise. identify constituent parts of an overall
complex business function.

Business Model Canvas Glossary

used to describe the rationale for A-Z used to record the meaning of relevant
requirements. --- business terms while analyzing requirements.
---

Business Rules Analysis Interface Analysis

used to analyze business rules so that they used to model requirements in order to
can be specified and modelled alongside identify and validate inputs and outputs of
requirements. the solution they are modelling.

Concept Modelling Non-Functional Requirements Analysis

used to define terms and relationships used to define and analyze the quality of
relevant to the change and the enterprise. service attributes.

Data Dictionary Organizational Modelling

used to record details about the data used to allow business analysts to model the
1001

involved in the change. Details may include roles, responsibilities, and communications
definitions, relationships with other data, within an organization.
origin, format, and usage.

Process Modelling
Data Flow Diagrams
1001 used to visualize data flow requirements.
used to show the steps or activities that are
performed in the organization, or that must
be performed to meet the desired change.

Data Modelling Prototyping

used to model requirements to show how used to assist the stakeholders in visualizing
1010 data will be used to meet stakeholder the appearance and capabilities of a planned
information needs. solution.

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Specify and Model Requirements - Techniques
Roles and Permissions Matrix
used to specify and model requirements
RAC I concerned with the separation of duties
among users and external interfaces in
utilizing a solution.

Root Cause Analysis

used to model the root causes of a problem
as part of rationale.

Scope Modelling
used to visually show a scope boundary.

Sequence Diagrams
used to specify and model requirements to
show how processes operate and interact
with one another, and in what order.

Stakeholder List, Map, or Personas

used to identify the stakeholders and their
characteristics.

State Modelling
used to specify the different states of a part
of the solution throughout a life cycle, in
terms of the events that occur.

Use Cases and Scenarios

used to model the desired behaviour of a
solution, by showing user interactions with
the solution, to achieve a specific goal or
accomplish a particular task.

User Stories
used to specify requirements as a brief
statement about what people do or need to
do when using the solution.

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Verify Requirements
Requirements verification is a quality check of the analyzed requirements. This task involves making sure
your requirements are correct and complete and that they meet the quality standards defined for them.
Requirements verification can be thought of as an internal check by the business analysis team and the
involved stakeholders to make sure the requirements are ready to be seen out in public. Out-in-public
requirements are ready for formal review and approval so they can be used as the basis for subsequent
project work, such as design and implementation.

The purpose is to ensure that requirements and designs

7.2 Verify Requirements specifications and models meet quality standards and are usable
for the purpose they serve.

Input
Requirements Any requirement, design, or set of those may be verified
(specified and to ensure that text is well structured and that matrices
modelled) and modelling notation are used correctly.

While quality is ultimately determined by the needs of the

Characteristics of
stakeholders who will use the requirements or the
Requirements and
designs, acceptable quality requirements exhibit many of
Designs Quality the following characteristics:

Verification activities are typically performed iteratively

Verification Activities
throughout the requirements analysis process.
Elements

Checklists may include a standard set of quality elements

Checklists
that business analysts use to verify the requirements

A set of requirements or designs that is of sufficient

Output Requirements (verified)
quality to be used as a basis for further work.

Characteristics of Requirements and Designs Quality mentioned in the BABOK

Atomic Self-contained and capable of being understood independently of other requirements
Complete Enough to guide further work and at the appropriate level of detail for work to continue.
Consistent Aligned with the stakeholders needs and not conflicting with other requirements.
Concise Contains no extraneous and unnecessary content.
Feasible Reasonable and possible within the agreed-upon risk, schedule, and budget
Unambiguous Clearly stated
Testable Able to verify that the requirement or design has been fulfilled.
Prioritized Ranked, grouped, or negotiated in terms of importance against other requirements.
Understandable Represented using common terminology of the audience.

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Verify Requirements - Guidelines and Tools

01
Requirements Life Cycle
Management Tools
some tools have functionality to
check for issues related to many
of the characteristics, such as
atomic, unambiguous, and Guidelines
prioritized. and Tools

Verify Requirements - Stakeholders

All stakeholders
the business analyst, in conjunction with the
domain and implementation subject matter
experts, has the primary responsibility for
determining that this task has been
completed. Other stakeholders may discover
problematic requirements during
requirements communication. Therefore, all
stakeholders could be involved in this task.

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Verify Requirements - Techniques
Acceptance and Evaluation Criteria
used to ensure that requirements are stated
clearly enough to devise a set of tests that
can prove that the requirements have been
met.

Item Tracking
used to ensure that any problems or issues
identified during verification are managed
and resolved.

Metrics and Key Performance Indicators

(KPIs)
used to identify how to evaluate the quality
of the requirements.

Reviews
used to inspect requirements documentation
to identify requirements that are not of
acceptable quality.

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Validate Requirements
Validating requirements ensures that your requirements align to the business requirements and the business
objectives for the initiative. By definition, valid requirements contribute directly or indirectly to the project’s
business case. Validating requirements requires that the business analyst understand how stakeholders look
at the future state. Stakeholders’ conflicting needs and expectations are usually exposed through the
validation process.

The purpose is to ensure that all requirements and designs align to

7.3 Validate Requirements
the business requirements and support the delivery of needed value.

Input

any requirement, design, or set of those may be verified

Requirements (specified
to ensure that text is well structured and that matrices
and modelled) and modelling notation are used correctly.

Stakeholders may have assumed that certain benefits will

result from the implementation of a requirement. These
Identify Assumptions
assumptions are identified and defined so that associated
risks can be managed.

Business analysts define the evaluation criteria that will be

used to evaluate how successful the change has been
Define Measurable
Elements after the solution is implemented. Target metrics can be
Evaluation Criteria developed to reflect the achievement of the business
objectives

When requirements do not align, either the future state

Evaluate Alignment with
must be re-evaluated and the solution scope changed, or
Solution Scope the requirement removed from the solution scope.

Validated requirements and designs are those that can be

demonstrated to deliver benefit to stakeholders and align
Output Requirements with the business goals and objectives of the change. If a
(validated) requirement or design cannot be validated, it either does
not benefit the organization, does not fall within the
solution scope, or both.

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Validate Requirements - Guidelines and Tools

01
Business Objectives
ensure the requirements deliver

02
the desired business benefits.

Future State Description

helps to ensure the
requirements that are part of
the solution scope do help

04 Guidelines achieve the desired future

state.
and Tools
Solution Scope
ensures the requirements that provide
benefit are within the scope of the
desired solution.

03
Potential Value
can be used as a benchmark against
which the value delivered by
requirements can be assessed.

Validate Requirements - Stakeholders

All stakeholders
the business analyst, in conjunction with the
customer, end users, and sponsors, has the
primary responsibility for determining
whether or not requirements are validated.
Other stakeholders may discover problematic
requirements during requirements
communication. Therefore, virtually all
project stakeholders are involved in this task.

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Validate Requirements - Techniques
Acceptance and Evaluation Criteria
used to define the quality metrics that must
be met to achieve acceptance by a
stakeholder.

Document Analysis
used to identify previously documented
business needs in order to validate
requirements.

Financial Analysis

 used to define the financial benefits

associated with requirements.

Item Tracking
used to ensure that any problems or issues
identified during validation are managed and
resolved.

Metrics and Key Performance Indicators

(KPIs)
used to select appropriate performance
measures for a solution, solution component,
or requirement.

Reviews
used to confirm whether or not the
stakeholder agrees that their needs are met.

Risk Analysis and Management

used to identify possible scenarios that would
alter the benefit delivered by a requirement.

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Define Requirements Architecture
Requirements should not be a collection disorganized information. Requirements need to be structured and
organized into a cohesive set of information that is complete, comprehensive, consistent, and
understandable to stakeholders. The BA is responsible for deciding how to structure the individual
requirements, group those requirements, and show the relationships between them.
A good requirements architecture targets consistency, repeatability, and a high level of requirements quality.
The requirements should collectively support each other and produce a useful outcome for the stakeholders.

The purpose is to ensure that the requirements collectively

7.4 Define Requirements Architecture support one another to fully achieve the objectives.

Input
Information
Defines how the business analysis information (including
Management
requirements and models) will be stored and accessed.
Approach

Every requirement should be stated once, and only once,

Requirements (any
and incorporated into the requirements architecture so
state) that the entire set may be evaluated for completeness.

Must be considered to ensure the requirements

Solution Scope architecture is aligned with the boundaries of the desired
solution.

A viewpoint is a set of conventions that define how

Requirements
requirements will be represented, how these
Viewpoints and Views representations will be organized and related.

An architectural framework is a collection of viewpoints

Template Architectures that is standard across an industry, sector, or
organization.

Structuring requirements according to different

Elements Completeness
viewpoints helps ensure its completeness.

Relate and Verify Requirements may be related to each other in several

Requirements ways when defining the requirements architecture. These
Relationships relations should be defined.

Business Analysis The business analysis information architecture is a

Information component of the requirements architecture. Understand
Architecture it to ensure the full set of requirements is complete

Requirements The requirements and the interrelationships among them,

Output
Architecture as well as any contextual information that is recorded.

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Define Requirements Architecture - Guidelines and Tools

01
Architecture Management
Software
02
modelling software can help to Legal/Regulatory
manage the volume, complexity, Information
and versions of the relationships describes legislative rules or
within the requirements Guidelines regulations that must be
architecture. followed. They may impact
and Tools
the requirements architecture
or its outputs. Additionally,
contractual or standards-
based constraints may also
need to be considered.

Methodologies and Frameworks

03 a predetermined set of models, and

relationships between the models, to
be used to represent different
viewpoints.

Define Requirements Architecture - Stakeholders

Domain Subject Matter Expert,

Implementation Subject Matter Expert,
Project Manager, Sponsor, Tester
may assist in defining and confirming the
requirements architecture.

Any stakeholder
may also use the requirements architecture
to assess the completeness of the
requirements.

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Define Requirements Architecture - Techniques
Data Modelling
used to describe the requirements structure
1010 as it relates to data.

Functional Decomposition
used to break down an organizational unit,
product scope, or other elements into its
component parts.

Interviews
used to define the requirements structure
collaboratively.

Organizational Modelling
used to understand the various
organizational units, stakeholders, and their
relationships which might help define
relevant viewpoints.

Scope Modelling
used to identify the elements and boundaries
of the requirements architecture.

Workshops
used to define the requirements structure
collaboratively.

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Define Design Options

When the business analyst assesses one or more solutions, he ensures to evaluate the solution or solutions
relative to the approved stakeholder and solution requirements for the project. If the requirements are not
yet approved, the BA will not be able to make a final decision on whether the solution meets the
requirements, addresses the business need, and provides value to the business.
The BA may find himself assessing multiple design options to determine which option is the best. The option
that the BA chooses must meet the stakeholder and solution requirements and address the business need.
Each option will be evaluated and compared with the requirements, as well as with other options. The BA is
in search of the design option that delivers the most value to the business, so he will compare the
advantages and disadvantages of each proposed solution.
The purpose is to define the solution approach, identify opportunities to improve
7.5 Define Design Options the business, allocate requirements across solution components, and represent
design options that achieve the desired future state.

Input
Describes the approach that will be followed to transition
Change Strategy to the future state. This may have some impact on design
decisions in terms of what is feasible or possible.

Only validated requirements are considered in design

options. Knowing the requirement priorities aids in the
Requirements suggestion of reasonable design options. Requirements
(validated, prioritized) with the highest priorities might deserve more weight in
choosing solution components to best meet them as
compared to lower priority requirements.

The full set of requirements and their relationships is

Requirements
important for defining design options that can address
Architecture the holistic set of requirements.

Describe whether solution components will be built,

Define Solution
purchased, or a combination of both. Assess approaches
Approaches merits for each design option

Compare opportunities associated with each design

Identify Improvement
option e.g.: Increase Efficiencies, Improve Access to
Opportunities Information, Additional Capabilities
Elements
Assign requirements to solution components and
Requirements Allocation releases. Assess the trade-offs between alternatives to
maximize benefits and minimize costs.

Describe Design A design option usually consists of many design

Options components, each described by a design element.

Describe various ways to satisfy one or more needs in a

Output context. They may include solution approach, potential
Design Options
improvement opportunities provided by the option, and
the components that define the option.

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Define Design Options - Guidelines and Tools

01
Existing Solutions
existing products or services,

02
often third party, that are
considered as a component
of a design option.

Future State Description

identifies the desired state of
the enterprise that the
design options will be part

Solution Scope
04 Guidelines
and Tools
of, and helps to ensure
design options are viable.

defines the boundaries when

selecting viable design options.

03
Requirements (traced)
define the design options that best fulfill
known requirements.

Define Design Options - Stakeholders

Domain Subject Matter Expert Supplier

provides the expertise within the business to provides information on the functionality
provide input and feedback when evaluating associated with a particular design option.
solution alternatives, particularly for the
potential benefits of a solution.

Implementation Subject Matter Expert

use their expertise in terms of the design
options being considered to provide needed
input about the constraints of a solution and
its costs.

Operational Support
can help evaluate the difficulty and costs of
integrating proposed solutions with existing
processes and systems.

Project Manager
plans and manages the solution definition
process, including the solution scope and any
risks associated with the proposed solutions.

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Define Design Options - Techniques
Benchmarking and Market Analysis Vendor Assessment
used to identify and analyze existing used to couple the assessment of a third
solutions and market trends. party solution with an assessment of the
vendor to ensure that the solution is viable
and all parties will be able to develop and
maintain a healthy working relationship.
Brainstorming Workshops
used to help identify improvement used to help identify improvement
opportunities and design options. opportunities and design options.

Document Analysis
used to provide information needed to
describe design options and design elements.

Interviews
used to help identify improvement
opportunities and design options.

Lessons Learned
used to help identify improvement
opportunities.

Mind Mapping
used to identify and explore possible design
options.

Root Cause Analysis

used to understand the underlying cause of
the problems being addressed in the change
to propose solutions to address them.

Survey or Questionnaire
used to help identify improvement
opportunities and design options.

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Analyze Potential Value and Recommend Solution

The final task in the Requirements Analysis and Design definition knowledge area is estimating and
modelling the potential value of each design option and figuring out which option is the most appropriate
option for the enterprise. Potential value is typically analyzed many times over the course of a change.
Remember the “do nothing” option may also be the best recommendation based upon what you know.
The business value of design options and solution approaches changes depending on how requirements are
implemented. Some solution implementation approaches cost more money but take less time to perform,
such as purchasing a proven commercial product versus developing own software application. On the other
side, some solution implementation approaches are low cost but may eliminate capabilities in the initial
deployment. These low-cost alternatives fail to provide end users with the complete functionality needed to
do their jobs.

The purpose is to estimate the potential value for

7.6 Analyze Potential Value and Recommend Solution each design option and to establish which one is
most appropriate to meet the enterprise’s
requirements.
Input
Can be used as a benchmark against which the value
Potential Value
delivered by a design can be evaluated.

Need to be evaluated and compared to one another to

Design Options
recommend one option for the solution.

Determine benefits based on the analysis of the benefit

Expected Benefits that stakeholders desire and the possible benefit. These
are calculated and aggregated.

Expected costs can include: timeline, effort, purchase or

Expected Costs implementation costs, operating costs, maintenance,
physical & human resources

Elements The potential value of a solution is based on its benefits

Determine Value and costs. It can be positive or negative. It includes
tangible and intangible benefits & costs

Assess Design Options Assessment is based on the potential value. It may

and Recommend become necessary to re-evaluate the initial allocation of
Solution design elements to components.

Identifies the suggested, most appropriate solution based

Solution on an evaluation of all defined design options. The
Output Recommendation recommended solution should maximize the value
provided to the enterprise.

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Analyze Potential Value and Recommend Solution - Guidelines and Tools

02
Business Objectives
used to calculate the
expected benefit. 01 Current State Description
provides the context within
which the work needs to be
completed. It can be used to

05
identify and help quantify
the value to be delivered
from a potential solution.
Solution Scope Guidelines
defines the scope of the solution and Tools
that is being delivered so that a
relevant evaluation can be made
that is within the scope boundaries.

03
04 Future State Description
describes the desired future state
Risk Analysis Results
that the solution will be part of in
the potential value of design options includes
order to ensure the design
an assessment of the level of risk associated
options are appropriate.
with the design options or initiative.

Analyze Potential Value and Recommend Solution - Stakeholders

Customer Project Manager

represents the market segments affected by manages the selection process so that when
the requirements and solutions, and will be effecting the change they are aware of
involved in analyzing the benefit of those potential impacts on those supporting the
requirements and costs of the design change, including the risks associated with
options. the change.
Domain Subject Matter Expert
Regulator
may be called upon for their domain
may be involved in risk evaluation
knowledge to assist in analyzing potential
concerning outside regulatory bodies or
value and benefits, particularly for those
place constraints on the potential benefits.
requirements where they are harder to
identify.
Sponsor
End User
approves the expenditure of resources to
provides an insight into the potential value of
purchase or develop a solution and approve
the change.
the final recommendation. The sponsor will
want to be kept informed of any changes in
Implementation Subject Matter Expert potential value or risk, as well as the resulting
may be called upon for their expertise in opportunity cost, as he/she may prefer
implementing the design options in order to another course of action.
identify potential costs and risks.

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Analyze Potential Value and Recommend Solution - Techniques
Acceptance and Evaluation Criteria Focus Groups
used to express requirements in the form of used to get stakeholder input on which
acceptance criteria to make them most useful design options best meet the requirements,
when assessing proposed solutions and and to evaluate a targeted, small group of
determining whether a solution meets the stakeholders’ value expectations.
defined business needs.
Backlog Management Interviews
used to sequence the potential value. used to get stakeholder input on which
design options best meet the requirements,
and to evaluate individual stakeholders’ value
expectations.

Brainstorming Metrics and Key Performance Indicators

used to identify potential benefits of the (KPIs)
requirements in a collaborative manner. used to create and evaluate the
measurements used in defining value.

Business Cases Risk Analysis and Management

used to assess recommendations against used to identify and manage the risks that
business goals and objectives. could affect the potential value of the
requirements.

Business Model Canvas Survey or Questionnaire

used as a tool to help understand strategy used to get stakeholder input on which
and initiatives. design options best meet the requirements,
and to identify stakeholders’ value
expectations.

Decision Analysis SWOT Analysis

used to support the assessment and ranking
of design options.
S W used to identify areas of strength and
weakness that will impact the value of the
O T solutions.

Estimation Workshops
used to forecast the costs and efforts of used to get stakeholder input on which
meeting the requirements as a step towards design options best meet the requirements,
estimating their value. and to evaluate stakeholders’ value
expectations.


Financial Analysis
used to evaluate the financial return of
different options and choose the best
possible return on investment.

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Scenario: Requirements Analysis and Design Definition
After meeting with the finance department, Whitney the business analyst, had some elicitation results in his
notebook and is analysing those information to extract and document requirements. The elicitation session
were focused on the purchase order process, which included 7 steps, all are recorded and confirmed and
ready for specification and modelling.

The first thing Whitney did, was drawing the process diagram to provide a high-level view of the process.
However, the diagram doesn’t include all the details of the process, so he added a description of the steps
after the diagram.

Two of the requirements that has been documented were stated as follows:

A) The finance user must be able to enter a dollar amount that exceeds the standard tax amount on a
purchase order line item and

B) A validation rule must be enforced on a purchase order to ensure that standard tax amounts are not
exceeded.

Whitney were reviewing the requirements and discovered that these two are not consistent, so he modified
the first requirement to become as follows:

“The finance user must be able to enter a dollar amount that doesn’t exceed the standard tax amount on a
purchase order line item”

Another kind of check Whitney made was asking what is the value for each requirement and whether it is
aligned with the solution scope. For requirements A and B it was easy for him to answer the question, since
both of them enable the company to comply with the governmental tax regulations.

Now, it is time for Whitney to document those requirements in the right places. So he did the following:

The process model is stored in the high-level requirements group that is useful for the management
stakeholders

The detailed process description was documented in the low-level requirements group, that is used by the
SMEs and technical team

Later, Whitney was comparing two approaches to his solution, the first was to build the whole solution by
his company and the second was to contract it to a specialized IT solutions vendor. Comparing both
solutions, there were the following advantages of both approaches:

Approach 1:40% less cost

Approach 2: shorter implementation time (around half the time), less technical risks due to experience level
of the vendor’s team

Whitney recommendation was to take option A, as it delivers bigger value to the organization.

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Scenario Highlights: Requirements Analysis and Design Definition

From the previous scenario, we can draw the

following ideas to connect to the tasks of the
RAADD knowledge area:

Introduction
- Whitney is a business analyst working
on the update for a finance solution Define Design Options
initiative in his company - Approach 1:40% less cost
- Approach 2: shorter implementation
time (around half the time), less
technical risks due to experience level
Specify and Model Requirements of the vendor’s team
- Whitney represented the purchase
order process using the process Analyze Potential Value and
modeling technique to provide a high- Recommend Solution
level view of the process - Whitney recommendation was to take
- Detailed description of the purchase option A, as it delivers bigger value to
order process steps was developed the organization

Verify Requirements
- Whitney discovered that some
requirements are not consistent

Validate Requirements
Whitney ensured that two of the
requirements are aligned with the
business need and defined their value
enable the company to comply with the
governmental tax regulations

Define Requirements Architecture

- High-level requirements group that is
useful for the management
stakeholders
- Low-level requirements group, that is
used by the SMEs and technical team

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Quiz: Requirements Analysis and Design Definition
1. Why would the Review technique be used as a way to order (eg. Item#, product code, product description,
validate requirements? quantity, unit price). He states that a purchase line item
a) To perform due diligence to make sure the cannot exist without a purchase order header. Which
requirements are well written viewpoint is being applied as part of the requirements
b) To identify possible scenarios that would alter the architecture?
benefit delivered by a requirement a) Business process models
c) To ensure that requirements can be traced b) Data models and information
d) To confirm whether or not the stakeholder agrees c) Audit and security
that their needs are met d) User interactions
________________________________________________________ ________________________________________________________

2. When you specify and model requirements, 7. Which of the following is not an example of
____________ models focus on features or functions of an requirements quality when performing the Verify
enterprise or solution. Requirements task?
a) activity flow a) Testable
b) interface b) Unambiguous
c) capability c) Repeatable
d) data and information d) Concise
________________________________________________________
3. Which of the following is NOT used as guidelines and
tools for defining design options? 8. When a solution is made up of a product or service
a) Existing solutions that is normally maintained by a third party, which
b) Requirements (traced) solution approach does this describe?
c) Solution scope
d) Business constraints a) Hybrid
________________________________________________________ b) Create
c) Purchase
4. Sami is a stakeholder who approves the expenditure of d) Omit
resources to purchase or develop a solution and approve ________________________________________________________
the solution recommendation. What type of stakeholder
is Sami: 9. Trevor is a new junior business analyst and is interested
a) Sponsor in practicing various diagramming techniques for
b) Domain SME functional decomposition. His supervisor, a senior
c) Project Manager business analyst, has asked Trevor to practice three
d) Customer different techniques for representing decomposition
________________________________________________________ results. Which of the following techniques will Trever not
be practicing?
5. Which task involves checking for completeness and
unambiguity of requirements? a) Cause-Effect diagram
a) Verify Requirements b) Value Stream diagram
b) Specify and Model Requirements c) Component diagram
c) Validate Requirements d) Flow diagram
d) None of the above
________________________________________________________

6. When Beatrix the BA models requirements for the

purchase order component of a solution, he describes the
header information that shall be contained in a purchase
order (eg. PO#, vendor#, customer name, customer
address, PO date). He also describes the line item
information that shall be contained on such a purchase

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Quiz Answers: Requirements Analysis and Design Definition
1. Why would the Review technique be used as a way to validate value or risk, as well as the resulting opportunity cost,
requirements? as he/she may prefer another course of action.
a) To perform due diligence to make sure the requirements
are well written
b) To identify possible scenarios that would alter the 5. Which task involves checking for completeness and
benefit delivered by a requirement unambiguity of requirements?
c) To ensure that requirements can be traced a) Verify Requirements
d) To confirm whether or not the stakeholder agrees that b) Specify and Model Requirements
their needs are met c) Validate Requirements
d) None of the above
Answer is D: The overall goal of implementing the
requirements is to achieve the stakeholders' desired Answer is A: Verifying requirements ensures that the
future state. Reviews can be used to confirm if this requirements and designs have been defined correctly.
state is achieved. Being correct means many things including being
complete and unambiguous.
2. When you specify and model requirements, ____________
models focus on features or functions of an enterprise or 6. When Beatrix the BA models requirements for the purchase
solution. order component of a solution, he describes the header
a) activity flow information that shall be contained in a purchase order (eg. PO#,
b) interface vendor#, customer name, customer address, PO date). He also
c) capability describes the line item information that shall be contained on
d) data and information such a purchase order (eg. Item#, product code, product
description, quantity, unit price). He states that a purchase line
Answer is C: To Specify and Model Requirements, item cannot exist without a purchase order header. Which
business analysts may use different modelling viewpoint is being applied as part of the requirements
categories including the capability models. This architecture?
modeling category is intended to focus on features or a) Business process models
functions of an enterprise or a solution. Example of b) Data models and information
c) Audit and security
techniques used to represent capabilities include
d) User interactions
Business Capability Analysis, Functional Decomposition,
and Prototyping.
Answer is C: Data models and information viewpoints
are used to describe the entities, classes or data
objects and the relationships among them.
3. Which of the following is NOT used as guidelines and tools for
defining design options?
a) Existing solutions 7. Which of the following is not an example of requirements
b) Requirements (traced) quality when performing the Verify Requirements task?
c) Solution scope a) Testable
d) Business constraints b) Unambiguous
c) Repeatable
d) Concise
Answer is D: constraints are considered when assessing
design options and recommending solutions, and this
Answer is C: Repeatable is not one of the requirements
step is performed during the task of Analyze Potential
quality characteristics motioned in the BABOK.
Value and Recommend Solution. When performing the
Define Design Options task, we focus on defining the
possible options rather than assessing those options.

4. Sami is a stakeholder who approves the expenditure of

resources to purchase or develop a solution and approve the
solution recommendation. What type of stakeholder is Sami:
a) Sponsor
b) Domain SME
c) Project Manager
d) Customer

Answer is A: The Sponsor approves the expenditure of

resources to purchase or develop a solution and
approve the final recommendation. The sponsor will
want to be kept informed of any changes in potential

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Quiz Answers: Requirements Analysis and Design Definition
8. When a solution is made up of a product or service that is
normally maintained by a third party, which solution approach
does this describe?
a) Hybrid
b) Create
c) Purchase
d) Omit

Answer is C: Solution approaches include: create,

purchase, and Combination of both. When solution
components are usually products or services owned
and maintained by third parties, it means that the
approach selected for this component is the purchase
approach.

9. Trevor is a new junior business analyst and is interested in

practicing various diagramming techniques for functional
decomposition. His supervisor, a senior business analyst, has
asked Trevor to practice three different techniques for
representing decomposition results. Which of the following
techniques will Trever not be practicing?
a) Cause-Effect diagram
b) Value Stream diagram
c) Component diagram
d) Flow diagram

Answer is C: A wide variety of diagramming techniques

can be used to represent functional decomposition,
including Cause-Effect, Component diagram, and Flow
diagram. Value stream diagram (or mapping) is a
complete, fact-based, time-series representation of the
stream of activities required to deliver a product or
service. It is categorized as a process modelling
technique.

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 Chapter 8:
Solution Evaluation

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Introduction to Solution Evaluation
The Solution Evaluation knowledge area describes the tasks that business analysts perform to assess the
performance of and value delivered by a solution in use by the enterprise, and to recommend removal of
barriers or constraints that prevent the full realization of the value.
While there may be some similarities to the activities performed in Strategy Analysis, or Requirements
Analysis and Design Definition, important distinction between the Solution Evaluation knowledge area and
other knowledge areas is the existence of an actual solution. It may only be a partial solution, but the
solution or solution component has already been implemented and is operating in some form. Solution
Evaluation tasks that support the realization of benefits may occur before a change is initiated, while current
value is assessed, or after a solution has been implemented.

Measure Solution Defining performance measures

and collect data about the solution
Performance performance

Analyze Evaluating the solution

Performance performance using the data
collected
Measures
Solution
Assess Solution Looking for problems within
Evaluation Limitations
solution that may affect the value
and performance

Tasks
Assess Enterprise Looking for problems outside the
solution that may affect the value
Limitations and performance

Recommend
Actions to Making recommendations to deal
with the problems and performance
Increase Solution issues
Value

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Measure Solution Performance
The first task in the Solution Evaluation knowledge area is defining performance measures for collecting
solution performance data and measuring the performance of a newly deployed or an existing solution.
Performance is typically measured using key performance indicators (KPIs), project goals and objectives,
process performance targets, or software application testing.

The purpose is to define performance measures and use the

8.1 Measure Solution Performance data collected to evaluate the effectiveness of a solution in
relation to the value it brings.

Input
The measurable results that the enterprise
wants to achieve. Provides a benchmark
Business Objectives
against which solution performance can be
assessed.

A solution (or component of a solution) that

Implemented Solution exists in some form. It may be an operating
(external) solution, a prototype, or a pilot or beta
solution.

Determine if current measures exist and

Define Solution ensure their accuracy. Business goals,
Performance Measures objectives, and business processes are
common sources of measures.

Ensure that the assessment of solution

Validate Performance performance is useful. Business analysts
Elements
Measures validate the performance measures and any
influencing criteria with stakeholders.

When collecting performance measures,

Collect Performance business analysts consider: Volume or Sample
Measures Size, Frequency and Timing, and Currency of
the measurements

Measures that provide information on how

Solution Performance
Output well the solution is performing or potentially
Measures could perform.

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Measure Solution Performance - Guidelines and Tools

01
Change Strategy
the change strategy used or in use

02
to implement the potential value.

Future State Description

boundaries of the proposed
new, removed, or modified
components of the enterprise,

Solution Scope
04 Guidelines
and Tools
and the potential value
expected from the future
state.
the solution boundaries to measure
and evaluate.

03
Requirements (validated)
a set of requirements that have
been analyzed and appraised to
determine their value.

Measure Solution Performance - Stakeholders

Customer Project Manager

may be consulted to provide feedback on responsible for managing the schedule and
solution performance. tasks to perform the solution measurement.
For solutions already in operation, this role
may not be required.
Domain Subject Matter Expert
a person familiar with the domain who can Sponsor
be consulted to provide potential responsible for approving the measures used
measurements. to determine solution performance. May also
provide performance expectations.
End User
contributes to the actual value realized by
the solution in terms of solution Regulator
performance. They may be consulted to an external or internal group that may dictate
provide reviews and feedback on areas such or prescribe constraints and guidelines that
as workload and job satisfaction. must be incorporated into solution
performance measures.

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Measure Solution Performance - Techniques
Acceptance and Evaluation Criteria Observation
used to define acceptable solution used either to provide feedback on
performance. perceptions of solution performance or to
reconcile contradictory results.

Benchmarking and Market Analysis Prototyping

used to define measures and their acceptable used to simulate a new solution so that
levels. performance measures can be determined
and collected.

Business Cases Survey or Questionnaire

used to define business objectives and used to gather opinions and attitudes about
performance measures for a proposed solution performance. Surveys and
solution. questionnaires can be effective when large or
disparate groups need to be polled.

Data Mining Use Cases and Scenarios

used to collect and analyze large amounts of used to define the expected outcomes of a
data regarding solution performance. solution.

Decision Analysis Vendor Assessment

used to assist stakeholders in deciding on used to assess which of the vendor’s
suitable ways to measure solution performance measures should be included in
performance and acceptable levels of the solution’s performance assessment.
performance.

Focus Groups
used to provide subjective assessments,
insights, and impressions of a solution’s
performance.

Metrics and Key Performance Indicators

(KPIs)
used to measure solution performance.

Non-Functional Requirements Analysis

used to define expected characteristics of a
solution.

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Analyze Performance Measures
Analyzing performance measures typically begins once the constructed solution or part of it is deployed and
in operational use. The business analyst will look at the collected performance data and compare it to the
KPIs or measures defined in the earlier task to see if variance exists between the target and actual
performance, identify any possible risks in the solution performance, and observe for any trends in the
performance.

The purpose is to provide insights into the performance

8.2 Analyze Performance Measures
of a solution in relation to the value it brings.

Input
describes the value that may be realized by
implementing the proposed future state. It
Potential Value
can be used as a benchmark against which
solution performance can be evaluated.

measures and provides information on how

Solution Performance
well the solution is performing or potentially
Measures could perform.

Business analyst examines the measures

Solution Performance previously collected in order to assess their
versus Desired Value ability to help stakeholders understand the
solution’s value.

Performance measures may uncover new risks

to solution performance and to the enterprise.
Risks
These are identified and managed like other
risks.

Consider the time period when the data was

Elements Trends collected to guard against variances and
skewed trends.

Business analysts test and analyze the data

collected by the performance measures to
Accuracy
ensure their accuracy by asking if data is
reproducible and repeatable?

If significant variances between expected and

actual performance are detected, root cause
Performance Variances
analysis may be necessary to determine the
causes of variance.

Results of the analysis of measurements

Output Solution Performance collected and recommendations to solve
Analysis performance gaps and leverage opportunities
to improve value.

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Analyze Performance Measures - Guidelines and Tools

01
Change Strategy
the change strategy that was used
or is in use to implement the
potential value. 02
Future State Description
boundaries of the proposed
new, modified, or removed
components of the

04
enterprise and the potential
Guidelines
value expected from the
and Tools
Solution Scope future state.
the solution boundaries to
measure and evaluate.

03
Risk Analysis Results
the overall level of risk and the planned
approach to modifying the individual risks.

Analyze Performance Measures - Stakeholders

Domain Subject Matter Expert

can identify risks and provide insights into
data for analyzing solution performance.

Project Manager
within a project, responsible for overall risk
management and may participate in risk
analysis for new or changed solutions.

Sponsor
can identify risks, provide insights into data
and the potential value of a solution. They
will make decisions about the significance of
expected versus actual solution performance.

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Analyze Performance Measures - Techniques
Acceptance and Evaluation Criteria Survey or Questionnaire
used to define acceptable solution used to determine expected value of a
performance through acceptance criteria. solution and its perceived performance.
The degree of variance from these criteria will
guide the analysis of that performance.

Benchmarking and Market Analysis

used to observe the results of other
organizations employing similar solutions
when assessing risks, trends, and variances.

Data Mining
used to collect data regarding performance,
trends, common issues, and variances from
expected performance levels and understand
patterns and meaning in that data.

Interviews
used to determine expected value of a
solution and its perceived performance from
an individual or small group's perspective.

Metrics and Key Performance Indicators

(KPIs)
used to analyze solution performance,
especially when judging how well a solution
contributes to achieving goals.

Observation
used to observe a solution in action if the
data collected does not provide definitive
conclusions.

Risk Analysis and Management

used to identify, analyze, develop plans to
modify the risks, and to manage the risks on
an ongoing basis.

Root Cause Analysis

used to determine the underlying cause of
performance variance.

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Assess Solution Limitations
This task identifies the root causes of underperforming and ineffective solutions and solution components.
This task is closely linked to another task in the Solution Evaluation knowledge area—assessing the
enterprise limitations. The tasks are often done concurrently at any point during the solution life cycle.

The purpose is to determine the factors internal to

8.3 Assess Solution Limitations the solution that restrict the full realization of value.

Input
A solution that exists. The solution may or may
Implemented Solution not be in operational use; it may be a prototype.
(external) The solution must be in use in some form in order
to be evaluated.

Results of the analysis of measurements collected

Solution Performance and recommendations to solve for performance
Analysis gaps and leverage opportunities to improve
value.

Identify solution components that have

Identify Internal Solution
dependencies on other components, determine if
Component
there is anything about them that limit solution
Dependencies performance and value realization.

Examine instances where the outputs from the

Investigate Solution
Elements solution are below an acceptable level of quality
Problems or where the potential value is not being realized.

Review identified problems in order to assess the

effect they may have on the operation of the
Impact Assessment
organization or the ability of the solution to
deliver its potential value.

A description of the current limitations of the

Output Solution Limitation
solution including constraints and defects.

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Assess Solution Limitations - Guidelines and Tools

01 02
Change Strategy
Risks Analysis Results
the change strategy used or in use to
the overall level of risk and the
implement the potential value.
planned approach to
modifying the individual risks.

Guidelines
and Tools

03
Solution Scope
the solution boundaries to measure and
evaluate.

Assess Solution Limitations - Stakeholders

Customer Regulator
is ultimately affected by a solution, and a person whose organization needs to be
therefore has an important perspective on its consulted about the planned and potential
value. A customer may be consulted to value of a solution, as that organization may
provide reviews and feedback. constrain the solution, the degree to which
actual value is realized, or when actual value
Domain Subject Matter Expert is realized.
provides input into how the solution should
perform and identifies potential limitations to Sponsor
value realization. responsible for approving the potential value
of the solution, for providing resources to
End User develop, implement and support the
uses the solution, or is a component of the solution, and for directing enterprise
solution, and therefore contributes to the resources to use the solution. The sponsor is
actual value realized by the solution in terms also responsible for approving a change to
of solution performance. An end user may be potential value.
consulted to provide reviews and feedback
on areas such as workload and job Tester
satisfaction. responsible for identifying solution problems
during construction and implementation; not
often used in assessing an existing solution
outside of a change.

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Assess Solution Limitations - Techniques
Acceptance and Evaluation Criteria Risk Analysis and Management
used both to indicate the level at which used to identify, analyze, and manage risks,
acceptance criteria are met or anticipated to as they relate to the solution and its potential
be met by the solution and to identify any limitations, that may impede the realization
criteria that are not met by the solution. of potential value.

Benchmarking and Market Analysis Root Cause Analysis

used to assess if other organizations are used to identify and understand the
experiencing the same solution challenges combination of factors and their underlying
and, if possible, determine how they are causes that led to the solution being unable
addressing it. to deliver its potential value.

Business Rules Analysis Survey or Questionnaire

used to illustrate the current business rules used to help perform problem analysis.
and the changes required to achieve the
potential value of the change.

Data Mining
used to identify factors constraining
performance of the solution.

Decision Analysis
used to illustrate the current business
decisions and the changes required to
achieve the potential value of the change.

Interviews
used to help perform problem analysis.

Item Tracking
used to record and manage stakeholder
issues related to why the solution is not
meeting the potential value.

Lessons Learned
used to determine what can be learned from
the inception, definition, and construction of
the solution to have potentially impacted its
ability to deliver value.

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Assess Enterprise Limitations
Assessing enterprise limitations identifies the root causes of factors external to a solution and describes how
those factors can limit a solution’s value realization potential. Frequently, solutions operate across
organizational boundaries within the enterprise with many interactions and interdependencies. Enterprise
limitations may include factors such as culture, operations, technical components, stakeholder interests, or
reporting structures.
Enterprise limitations can be assessed at any time during the solution life cycle, from component
development to full solution implementation. Existing, operational solutions can also be assessed if the need
arises.

The purpose is to determine how factors external

8.4 Assess Enterprise Limitations
to the solution are restricting value realization.

Input
The current internal environment of the solution including
Current State
the environmental, cultural, and internal factors
Description influencing the solution limitations.

Implemented (or A solution that exists. The solution may or may not be in
Constructed) Solution operational use; it may be a prototype. The solution must
(external) be in use in some form in order to be evaluated.

Results of the analysis of measurements collected and

Solution Performance recommendations to solve performance gaps and
Analysis leverage opportunities to improve value.

Evaluate the extent to which the culture can accept a

Enterprise Culture
solution and the enterprise’s ability and willingness to
Assessment adapt to needed cultural changes

It provides insight into how the solution affects a

Stakeholder Impact
particular stakeholder group. Consider their functions,
Elements Analysis locations, and concerns.

Assess how the organization’s structure is impacted by a

Organizational Structure solution. The use of a solution and the ability to adopt a
Changes change can be enabled or blocked by formal and informal
relationships among stakeholders.

Determine if an enterprise is able to adapt to or effectively

use a solution. Consider policies and procedures,
Operational Assessment
processes, training needs, human resource practices, risk
tolerances, and technologies that support a solution.

A description of the current limitations of the enterprise

Output Enterprise Limitation including how the solution performance is impacting the
enterprise.

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Assess Enterprise Limitations - Guidelines and Tools

Business Objectives
01 02
are considered when measuring and Change Strategy
determining solution performance. the change strategy used or in
use to implement the potential
value.

05 Guidelines
and Tools
Solution Scope
the solution boundaries
to measure and evaluate.

03
04 Future State Descriptions
boundaries of the proposed
new, removed, or modified
Risk Analysis Results
components of the enterprise,
the overall level of risk and the
as well as the potential value
planned approach to modifying
expected from the future state.
the individual risks.

Assess Enterprise Limitations - Stakeholders

Customer Regulator
people directly purchasing or consuming the one or many governmental or professional
solution who may interact with the entities that ensure adherence to laws,
organization in the use of the solution. regulations, or rules; may have unique input
to the organizational assessment, as relevant
Domain Subject Matter Expert regulations must be included in the
provides input into how the organization requirements. There may be laws and
interacts with the solution and identifies regulations that must be complied with prior
potential limitations. to (or as a result of) a planned or
implemented change.
End User
Sponsor
people who use a solution or who are a
authorizes and ensures funding for a solution
component of the solution. Users could be
delivery, and champions action to resolve
customers or people who work within the
problems identified in the organizational
organization.
assessment.

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Assess Enterprise Limitations - Techniques
Benchmarking and Market Analysis Observation
used to identify existing solutions and used to witness the enterprise and solution
enterprise interactions. interactions to identify impacts.

Brainstorming Organizational Modelling

used to identify organizational gaps or used to ensure the identification of any
stakeholder concerns. required changes to the organizational
structure that may have to be addressed.

Data Mining Process Analysis

used to identify factors constraining used to identify possible opportunities to
performance of the solution. improve performance.

Decision Analysis Process Modelling

used to assist in making an optimal decision used to illustrate the current business
under conditions of uncertainty and may be processes and/or changes that must be
used in the assessment to make decisions made in order to achieve the potential value
about functional, technical, or procedural of the solution.
gaps.
Document Analysis Risk Analysis and Management
used to gain an understanding of the culture, used to consider risk in the areas of
operations, and structure of the organization. technology, finance, and business.

Interviews Roles and Permissions Matrix

used to identify organizational gaps or used to determine roles and associated
RAC I permissions for stakeholders, as well as
stakeholder concerns.
stability of end users.

Item Tracking Root Cause Analysis

used to ensure that issues are not neglected used to determine if the underlying cause
or lost and that issues identified by may be related to enterprise limitations.
assessment are resolved.

Lessons Learned
used to analyze previous initiatives and the
enterprise interactions with the solutions.

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Assess Enterprise Limitations - Techniques
Survey or Questionnaire
used to identify organizational gaps or
stakeholder concerns.

SWOT Analysis
S W used to demonstrate how a change will help
the organization maximize strengths and
O T minimize weaknesses, and to assess
strategies developed to respond to identified
issues.
Workshops
used to identify organizational gaps or
stakeholder concerns.

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Recommend Actions to Increase Solution Value
When solution performance is not satisfactory, the business analyst recommends ways to improve solution
performance and value realization. The solution or the organization may require adjustment in order to use
the solution more effectively and realize additional value from its use.

The purpose is to understand the factors that create

8.5 Recommend Actions to Increase Solution Value differences between potential value and actual
value, and to recommend a course of action to align
them.
Input
A description of the current limitations of the enterprise
Enterprise Limitation including how the solution performance is impacting the
enterprise.

A description of the current limitations of the solution

Solution Limitation
including constraints and defects.

In some cases, the performance of the solution is

Adjust Solution considered acceptable but may not support the business
Performance Measures goals. An analysis effort to identify more appropriate
measures may be required.
Elements
Recommendations often describe ways to increase
solution performance. But sometimes, the reason for low
Recommendations
performance justifies taking no action, adjust external
factors, or expectations.

Recommended Recommendation of what should be done to improve the

Output
Actions value of the solution within the enterprise.

Some common examples of recommended actions • Avoid Waste: remove those activities that do
include: not add value and minimize those activities that
• Do Nothing: in case the value of a change is do not contribute to the final product directly.
low, risks of a change are high, or resources are • Identify Additional Capabilities: ex. new
not enough. solution features
• Organizational Change: this includes: changes • Retire the Solution: when technology is
to the organizational structure or personnel, job obsolete, services are being outsourced, or
functions, automating or simplifying the work, solution is not fulfilling business goals.
and improving access to information. • Other factors include: • when solution ongoing
• Reduce Complexity of Interfaces: applicable cost is higher than a new investment • other
when work is transferred between systems or opportunity cost is less and value is higher •
people. necessity: maintaining existing solution become
• Eliminate Redundancy: if different stakeholders impractical or impossible • sunk cost: when
have common needs, it can be met with a single investments are made but few results are
solution obtained

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Recommend Actions to Increase Solution Value - Guidelines and Tools

01 02
Business Objectives Current State Description
are considered in evaluating, provides the context within which
measuring, and determining the work needs to be completed. It
solution performance. can be used to assess alternatives
and better understand the
Guidelines potential increased value that
and Tools could be delivered. It can also help
highlight unintended
consequences of alternatives that
may otherwise remain undetected.

03
Solution Scope
the solution boundaries to
measure and evaluate.

Recommend Actions to Increase Solution Value - Stakeholders

Customer Regulator
people directly purchasing or consuming the one or many governmental or professional
solution and who may interact with the entities that ensure adherence to laws,
organization in the use of the solution. regulations, or rules. Relevant regulations
must be included in requirements.
Domain Subject Matter Expert
provides input into how to change the Sponsor
solution and/or the organization in order to authorizes and ensures funding for
increase value. implementation of any recommended
actions.
End User
people who use a solution or who are a
component of the solution. Users could be
customers or people who work within the
organization.

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i4
Recommend Actions to Increase Solution Value - Techniques
Data Mining Survey or Questionnaire
used to generate predictive estimates of used to gather feedback from a wide variety
solution performance. of stakeholders to determine if value has
been met or exceeded, if the metrics are still
valid or relevant in the current context, and
what actions might be taken to improve the
Decision Analysis solution.
used to determine the impact of acting
on any of the potential value or
performance issues.


Financial Analysis
used to assess the potential costs and
benefits of a change.

Focus Groups
used to determine if solution
performance measures need to be
adjusted and used to identify potential
opportunities to improve performance.

Organizational Modelling
used to demonstrate potential change
within the organization's structure.

Prioritization
used to identify relative value of different
actions to improve solution
performance.

Process Analysis
used to identify opportunities within
related processes.

Risk Analysis and Management

used to evaluate different outcomes
under specific conditions.

BABOK Visual Study Guide, Institute i4 Page 147

Scenario: Solution Evaluation
In a meeting for key stakeholders of the online pizza ordering solution, the sponsor was trying to conclude
the idea of the solution to the participants saying “explaining When ordering a pizza online, the customer
can specify the quantity of each size of pizza being ordered, the toppings on each pizza the type of crust,
the method of payment and delivery address and time. The online order can be placed from any computer
or mobile device with internet access. This is in contrast to the traditional phone ordering method where
the customer may be put on hold for long periods of time, waiting for a representative to take their order
and pose a risk that the order will be taken incorrectly.”

Fred the business analyst of the initiative were trying to understand how the solution performance will be
assessed, so he asked: If you were to evaluate the solution performance of the online solution, what
measures would you think will be of most importance?

After getting different opinions, organizing those ideas, the participants agreed to use the following
measure:

Quantitative measures:
 Cost to the pizza company for each transaction
 Speed to place an order
 Rate of order accuracy
Qualitative measures:
 Level of control that the customer has
Fred developed a plan to collect data about those parameters to be able to measure performance and
after two months the results was as follows:

Measure Target Actual

Cost to the pizza company for each 30% less than in-shop 35% less than in-shop
transaction transaction transaction

Speed to place an order 2 minutes 5 minutes

Rate of order accuracy 98% 99%

Level of control that the customer has Very High Very High

Fred was wondering why the “Speed to place an order” was far from the target, so he started his
assessments to see what problems may cause the order speed to be extended. On Fred’s checklist was:
 Online order process
 The online catalogue usability and easiness
 The website speed and response time
 Internet connection to the servers processing the order
 The material inventory status
Upon investigations, Fred was able to identify the problem in the material inventory operation where
not all ingredients are available all the time, which cause the customer to re-start the order from scratch
when the system notifies him at the end of the process that the selection is not available due to
shortage in material and ask him to choose another pizza with different ingredients.
Fred’s recommendation was to increase the level of inventory status monitoring to avoid this problem
and decrease the actual speed of order placing.

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Scenario Highlights: Solution Evaluation
From the previous scenario, we can draw the
following ideas to connect to the tasks of the
Solution Evaluation knowledge area:

Introduction
- Fred is the BA for the online pizza
ordering solution
- The initiative currently is in its final
stages and Fred is collaborating with the Assess Enterprise Limitations
stakeholders to define the performance Fred decided to check the following:
measures and evaluation its
• Internet connection to the servers
performance
processing the order
• The material inventory status
Measure Solution Performance Fred detected a problem with the
- Fred identified the solution measures to material inventory operation that is
be: affecting the order process and solution
Quantitative measures: performance
• Cost to the pizza company for each
transaction
• Speed to place an order Recommend Actions to Increase
• Rate of order accuracy Solution Value
Qualitative measures: Fred’s recommendation was to increase
• Level of control that the customer has the level of inventory status monitoring
to avoid this problem and decrease the
actual speed of order placing.
Analyze Performance Measures
- Fred collected data about the
performance measures and discovered
that one of them is below the target.
(Speed to place an order is 5 minutes
instead of 2 minutes)

Assess Solution Limitations

Fred decided to check the following:
• Online order process
• The online catalogue usability and
easiness
• The website speed and response time

BABOK Visual Study Guide, Institute i4 Page 149

Quiz: Solution Evaluation
1. To be considered accurate and reliable, the results 5. OC Transpo’s bus fleet includes a large proportion of
of performance measures should be: double-decker buses. These double-decker buses have
been in operation for about five years. It was found that
a) Validated and consistent the new buses break down less often than to old
b) Reproducible and repeatable “accordion” buses and are ideal for the ease of boarding
c) Precise and complete for passengers with wheelchairs and strollers. OC
d) Vast and targeted Transpo has conducted some solution evaluation,
________________________________________________________ evaluating the value that the double-decker buses
provide. During peak hours (early weekday mornings
2. During Solution Evaluation, if a BA is evaluating how a and late weekday afternoons), most of the passengers
solution or solution component is fulfilling the need, the are students and full-time workers who need to get
BA is addressing which BA Core Concept: downtown or return home. The buses have performed
well in terms of transporting large numbers of these
a) Change passengers every day, reducing the number of cars on
b) Need the freeway. During off-peak hours (the middle of the
c) Solution day), most of the passengers are senior citizens and
d) Stakeholder parents with young children. After doing some solution
________________________________________________________ evaluation on this group of stakeholders, it was found
that the double-decker buses can only hold up to one
3. Ashley and Terry are looking to buy a tiny house in a wheelchair and one stroller due to space limitations. The
rural area. Ashley is concerned about the upfront cost of rest of the bus is pretty empty. Which task was
the home, maintenance costs and the costs of adding performed in the solution evaluation?
upgrades such as new eco-friendly flooring, and solar
panels on the roof. Terry acceptance criteria focus a) Measure Solution Performance
around the eco-friendliness and energy efficiency of the b) Assess Enterprise Limitations
house. While shopping for a house, they narrowed down c) Assess Solution Limitations
their choices to three options: 1) an affordable fixer- d) Recommend Actions to Increase Solution Value
upper in a sunny location, 2) a home that has most of ________________________________________________________
the comfort and efficiency features they want but is
$3000 over budget and 3) a home that already has eco- 6. Which of the following is an input to the Measure
friendly flooring and solar panels but would cost extra to Solution Performance task?
expand its size. Ashley and Terry are trying to be
objective in making their choice. What is a possible way a) Communications Plan
that they can measure solution performance? b) Business Objectives
c) Requirements (Approved)
a) Find ideas for how they could re-decorate the d) Change Strategy
home
b) Bring Rufus, their puppy to see how he enjoys the
three homes
c) Determine how big of a mortgage they would
need
d) Rate each home on a scale of how well each
meets their criteria for cost, energy efficiency and
eco-friendliness
________________________________________________________

4. What are the inputs of the Recommend Actions to

Increase Solution Value task?

a) Solution Limitations and Enterprise Limitations

b) Financial Limitations and Enterprise Limitations
c) Stakeholder Concerns and Solution Limitations
d) Business Analysis Approach and Enterprise
Limitations

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Quiz Answers: Solution Evaluation
1. To be considered accurate and reliable, the results of
performance measures should be: 4. What are the inputs of the Recommend Actions to Increase
Solution Value task?
a) Validated and consistent
b) Reproducible and repeatable a) Solution Limitations and Enterprise Limitations
c) Precise and complete b) Financial Limitations and Enterprise Limitations
d) Vast and targeted c) Stakeholder Concerns and Solution Limitations
d) Business Analysis Approach and Enterprise Limitations
Answer is B: The accuracy of performance measures is essential
to the validity of their analysis. Business analysts test and Answer is A: current limitations of the solution including
analyze the data collected by the performance measures to
constraints and defects, and limitations of the enterprise
ensure their accuracy. To be considered accurate and reliable,
the results of performance measures should be reproducible including how the solution performance is impacting the
and repeatable. enterprise, are both inputs to the task Recommend
Actions to Increase Solution Value
2. During Solution Evaluation, if a BA is evaluating how a
solution or solution component is fulfilling the need, the BA is 5. OC Transpo’s bus fleet includes a large proportion of double-
addressing which BA Core Concept: decker buses. These double-decker buses have been in
operation for about five years. It was found that the new buses
a) Change break down less often than to old “accordion” buses and are
b) Need ideal for the ease of boarding for passengers with wheelchairs
c) Solution and strollers. OC Transpo has conducted some solution
d) Stakeholder evaluation, evaluating the value that the double-decker buses
provide. During peak hours (early weekday mornings and late
Answer is B: in the context of Solution Evaluation, the weekday afternoons), most of the passengers are students and
full-time workers who need to get downtown or return home.
Need concept implies evaluating how a solution or
The buses have performed well in terms of transporting large
solution numbers of these passengers every day, reducing the number
component is fulfilling the need. of cars on the freeway. During off-peak hours (the middle of
the day), most of the passengers are senior citizens and parents
3. Ashley and Terry are looking to buy a tiny house in a rural with young children. After doing some solution evaluation on
area. Ashley is concerned about the upfront cost of the home, this group of stakeholders, it was found that the double-decker
maintenance costs and the costs of adding upgrades such as buses can only hold up to one wheelchair and one stroller due
new eco-friendly flooring, and solar panels on the roof. Terry to space limitations. The rest of the bus is pretty empty. Which
acceptance criteria focus around the eco-friendliness and task was performed in the solution evaluation?
energy efficiency of the house. While shopping for a house,
they narrowed down their choices to three options: 1) an a) Measure Solution Performance
affordable fixer-upper in a sunny location, 2) a home that has b) Assess Enterprise Limitations
most of the comfort and efficiency features they want but is c) Assess Solution Limitations
$3000 over budget and 3) a home that already has eco-friendly d) Recommend Actions to Increase Solution Value
flooring and solar panels but would cost extra to expand its
size. Ashley and Terry are trying to be objective in making their
Answer is C: remember that assessing solution
choice. What is a possible way that they can measure solution
performance? limitations task is intended to identify the root causes for
under-performing and
a) Find ideas for how they could re-decorate the home ineffective solutions and solution components.
b) Bring Rufus, their puppy to see how he enjoys the three
homes
c) Determine how big of a mortgage they would need
d) Rate each home on a scale of how well each meets
their criteria for cost, energy efficiency and eco-
friendliness

Answer is D: Acceptance and Evaluation Criteria can be

used to define acceptable solution performance.
Acceptance criteria are used to define the requirements,
outcomes, or conditions that must be met in order for a
solution to be considered acceptable to key
stakeholders. Evaluation criteria are the measures used
to assess a set of requirements in order to choose
between multiple solutions.

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Quiz Answers: Solution Evaluation
5. OC Transpo’s bus fleet includes a large proportion of double- c) Requirements (Approved)
decker buses. These double-decker buses have been in d) Change Strategy
operation for about five years. It was found that the new buses
break down less often than to old “accordion” buses and are Answer is B: Business objectives are the measurable
ideal for the ease of boarding for passengers with wheelchairs results that the enterprise wants to achieve. This input
and strollers. OC Transpo has conducted some solution
provides a benchmark against which solution
evaluation, evaluating the value that the double-decker buses
provide. During peak hours (early weekday mornings and late performance can be assessed.
weekday afternoons), most of the passengers are students and
full-time workers who need to get downtown or return home.
The buses have performed well in terms of transporting large
numbers of these passengers every day, reducing the number
of cars on the freeway. During off-peak hours (the middle of
the day), most of the passengers are senior citizens and parents
with young children. After doing some solution evaluation on
this group of stakeholders, it was found that the double-decker
buses can only hold up to one wheelchair and one stroller due
to space limitations. The rest of the bus is pretty empty. Which
task was performed in the solution evaluation?

a) Measure Solution Performance

b) Assess Enterprise Limitations
c) Assess Solution Limitations
d) Recommend Actions to Increase Solution Value

Answer is C: remember that assessing solution

limitations task is intended to identify the root causes for
under-performing and
ineffective solutions and solution components.

6. Which of the following is an input to the Measure Solution

Performance task?

a) Communications Plan
b) Business Objectives

BABOK Visual Study Guide, Institute i4 Page 152

 Chapter 9:
Competencies

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9.1 Analytical Thinking and Problem Solving

This skills set is required for business analysts to analyze problems and opportunities, identify which
changes may deliver the most value, and work with stakeholder to understand the impacts of changes. It
is also important for rapidly understanding various types information and identifying which are relevant,
and to identify the best ways to present information to their stakeholders.

• Adapting and modifying knowledge

Learning • Absorbing new variety of information quickly.
• Types: Visual, Auditory, and Kinesthetic learning.

Creative
Thinking
Systems
Thinking • Generating New ideas Decision
and alternatives Making
• Combining, changing,
• Understanding how the people, and reapplying
processes, and technology within an existing concepts or Understanding the criteria of
organization interact ideas decision making, and helping
• Understanding system properties, others make decisions
behavior, and component
interaction

Conceptual
Thinking

Understanding the linkage between

Analytical Visual
Thinking
contexts, needs, changes, etc. How
information fits into the larger picture,
what details are important, linking factors
Thinking and Communicating
complex concepts into
that are not easily defined
Problem visual representations,
large amount of
information and

Solving
complex connections
between them

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9.2 Behavioural Characteristics

Behavioural characteristics are not unique to business analysis but they have been found to increase
personal effectiveness in the practice of business analysis. These characteristics exist at the core of every
business analyst's skill set. Each of the behavioural characteristics described here can impact the
outcome of the practitioner's efforts.
The core competencies of behavioural characteristics focus on the skills and behaviours that allow a
business analyst to gain the trust and respect of stakeholders. Business analysts do this by consistently
acting in an ethical manner, completing tasks on time and to expectations, efficiently delivering quality
results, and demonstrating adaptability to changing needs and circumstances.

Prioritizing tasks, prioritizing information,

Organization and organize information to easily be accessed
Time Management and retrieved

Ethics
Personal
Accountability Trustworthiness
Allows to earn respect,
Behaving ethically,
Tasks are completed on time, Thinking of Ethical stakeholders have confidence
to the expectations, credibility impacts on others. that their information, ideas,
recommendations are
evaluated properly and fairly,
Honest and straight forward,
constantly do task on time
Adaptability within budget

Rapidly changing environment,

adapt behavior style, different
Behavioural
stakeholders have different
communication preferences,
change in goals and needs
Characteristics

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9.3 Business Knowledge

Business knowledge is required for the business analyst to perform effectively within their business,
industry, organization, solution, and methodology. Business knowledge enables the business analyst to
better understand the overarching concepts that govern the structure, benefits, and value of the
situation as it relates to a change or a need.

Experience with existing solution in the enterprise,

Solution Knowledge aware of existing solutions in the market

Methodology Industry
Knowledge Organization
Knowledge Knowledge
What are the methodologies in Trends, practices, structure,
use by the enterprise to competitors, challenges How decisions are made, its
approach changes goals and objectives, how they
do profits, how they operate

Business Acumen

Knows the fundamentals of business and

apply them in solutions; understand needs
Business
based on experience with similar
situations; aware of common business
practices, how challenges are addressed
Knowledge
and recommend solutions based on that
experience in new situations

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9.4 Communication Skills

Communication may be accomplished using a variety of delivery methods: verbal, non-verbal, physical,
and written. Most communication methods deal with words, while some methods deal with movements
and expressions. Words, gestures, and phrases may have different meanings to different individuals.
Effective communication involves both the sender and receiver possessing the same understanding of
the information being communicated. A shared glossary of terms and clear goals are effective tools to
avoid misunderstandings and the resulting complications.

Effective communication includes adapting communication styles and techniques to the knowledge
level and communication styles of recipients. Effective communicators understand how tone, body
language, and context change the meaning of words. Gaining an understanding of the terms and
concepts (prior to the exchange) can provide fruitful benefits.

Non-Verbal
Communication

Enables effective sending and

receiving of messages through the
body movement, postures, facial
expressions, gestures, eye contact;
Verbal moods, attitudes and feelings Written
Communication Communication
Choice of words, tone of
voice Correct words; broad
vocabulary; grammar and style;
terms understood by audience;
useful text, symbols, models
and sketches

Listening

Not only hearing the words but Communication

understanding their meaning,
effective listening is to demonstrate
to speaker that what he is saying is
important; active listening is
Skills
hearing plus interpreting beyond
the words plus summarizing and
repeating

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 9.5 Interaction Skills

Interaction skills are represented by the business analyst's ability to relate, cooperate, and communicate
with different kinds of people including executives, sponsors, colleagues, team members, developers,
vendors, learning and development professionals, end users, customers, and subject matter experts
(SMEs).

Business analysts are uniquely positioned to facilitate stakeholder communication, provide leadership,
encourage comprehension of solution value, and promote stakeholder support of the proposed
changes.

Facilitate interaction between stakeholder to make decision,

solve a problem, exchange ideas and information, reach an
agreement; Moderating discussions within a group to enable
them to articulate their point of view, understanding their views

Facilitation
Other business analysts PMs, SMEs; Recognizing team
dynamics is crucial, how they play a part; Building trust;
Team conflict resolution

Negotiation and Teamwork

Conflict Resolution Teaching

business analysts usually mediate

Effectively communicate
negotiations between
business analysis
stakeholder to reach common
information concepts, ideas
agreement; During this conflicts
and issue; Leading others to
occur difference in opinion
gain knowledge; Selecting
the most effective methods
(video, verbal, written,
Kinesthetic)

Leadership and
Influencing
Interaction
Motivating people to work together
Skills
towards shared goals; Understanding
stakeholder motives, needs and
capabilities; Guiding stakeholder during
investigation of needs, options and
solutions, building consensus

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9.6 Tools and Technology

Business analysts use a variety of software applications to support communication and collaboration,
create and maintain requirements artifacts, model concepts, track issues, and increase overall
productivity.

Requirements documentation is often developed using word processing tools, while the process of
developing business requirements may require the use of prototyping and simulation tools, as well as
specialized tools for modelling and diagramming.
Requirements management technologies support requirements workflow, approvals, baselining, and
change control. These technologies can also support the traceability between requirements and assist in
determining the impact of changes to requirements.

Interacting with the stakeholders and team members may require the use of communication and
collaboration tools, as well as presentation software in order to showcase ideas and generate discussion
among stakeholders and team members.

Modelling, Diagramming,
Business Analysis Tools
Documenting, Tracking and
and Technology storing

Communication Tools
and Technology

Video conferencing, E-White

boarding, Wikis, calendars,
document sharing

Office Productivity Tools

and Technology

Word processing, presentation,

spreadsheets, communication tools (email
Tools and
and IM), collaboration and KM, Hardware
(printers, projectors, photocopiers) Technology

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Quiz: Competencies

1. “Full and prompt disclosure of potential conflicts of c) Business analysis tools and technology
interest” is an effectiveness measure of which behavioural d) Facilitation
characteristic? ________________________________________________________

a) Personal accountability 5. Which of the following is not an example of industry

b) Trustworthiness knowledge?
c) Adaptability
d) Ethics a) Market trends
________________________________________________________ b) How to use a word-processing tool
c) Suppliers of a certain product or service
2. “Ensuring that participants in a discussion correctly d) Upcoming legislative rules governing how a
understand each other's positions” is an effectiveness product or service will be delivered
measure of which interaction skill? ________________________________________________________

a) Teamwork 6. Which of the following is not an effectiveness measure

b) Leadership and Influencing of Leadership and Influencing?
c) Facilitation
d) None of the above a) Ensuring that participants in a discussion correctly
________________________________________________________ understand each other's positions
b) Reduced resistance to necessary changes
3. Greg and Kerry are on a team that is developing an c) Effective use of collaboration techniques to
automated testing tool that will be used for end-to-end influence others
regression testing of a web-based application every time d) Re-framing issues so alternate perspectives can be
there is a new release of the application. Evan is a BA on understood and accommodated to influence
the project and wants to produce screenshots of the tool stakeholders towards shared goals.
for the various data combinations that will trigger email ________________________________________________________
notifications. Although the project is not currently in a
testing phase, Evan asks Greg and Kerry to run the 7. Which of the following is an effectiveness measure of
automated testing tool in order to set up the records in Adaptability?
the system with the different data combinations. This
saves a significant amount of time for the project and a) Complete preparation for meetings, interviews,
ensures consistency of data quality of the records and requirements workshops
produced. The automated testing tool was re-purposed b) Valuing and considering of points of view and
to solve a problem of resource time and availability. Evan approaches
demonstrated which competency: c) Ability to produce deliverables in a timely manner
d) Understanding terminology or jargon used in the
a) Creative Thinking organization
b) Learning
c) Conceptual Thinking
d) Visual Thinking
________________________________________________________

4. Rosie is conducting a requirements workshop. She

invited stakeholders from various groups of the
organization. Unfortunately, the workshop is going off the
rails. Jerry is trying to talk over the others in the room, but
he can’t get any time to speak. Susan has a strong
personality is getting a lot of time to speak. Rosie is in
agreement with everything Susan says. Diane has big
visions about what the solution will be and expresses
many of her “wants”. Which competency does Rosie need
to work on?

a) Leadership and influencing

b) Teamwork

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Quiz Answers: Competencies
1. “Full and prompt disclosure of potential conflicts of interest” many of her “wants”. Which competency does Rosie need to
is an effectiveness measure of which behavioural work on?
characteristic?
a) Leadership and influencing
a) Personal accountability b) Teamwork
b) Trustworthiness c) Business analysis tools and technology
c) Adaptability d) Facilitation
d) Ethics Answer is D: Practicing effective facilitations involves
encouraging participation from all attendees, establishing
Answer is D: One of the measures of effective ethical ground rules such as being open to suggestions, building
behaviour include full and prompt disclosure of potential on what is there, not dismissing ideas, and allowing
conflicts of interest others to speak and express themselves

2. “Ensuring that participants in a discussion correctly understand 5. Which of the following is not an example of industry
each other's positions” is an effectiveness measure of which knowledge?
interaction skill?
a) Market trends
a) Teamwork b) How to use a word-processing tool
b) Leadership and Influencing c) Suppliers of a certain product or service
c) Facilitation d) Upcoming legislative rules governing how a product or
d) None of the above service will be delivered

Answer is C: One of the measures of effective facilitation Answer is B: Industry knowledge involves understanding
include ensuring that participants in a discussion correctly of markets, products, customers, regulations, and other
understand each other's positions factors that impact or are impacted by the industry and
related industries. Using a word-processing tool is a skills
3. Greg and Kerry are on a team that is developing an under the “Office Productivity Tools and Technology.”
automated testing tool that will be used for end-to-end
regression testing of a web-based application every time there is 6. Which of the following is not an effectiveness measure of
a new release of the application. Evan is a BA on the project and Leadership and Influencing?
wants to produce screenshots of the tool for the various data
combinations that will trigger email notifications. Although the a) Strong resistance to necessary changes
project is not currently in a testing phase, Evan asks Greg and b) Articulation of a clear and inspiring vision of a desired
Kerry to run the automated testing tool in order to set up the future state
records in the system with the different data combinations. This c) Effective use of collaboration techniques to influence
saves a significant amount of time for the project and ensures others
consistency of data quality of the records produced. The d) Re-framing issues so alternate perspectives can be
automated testing tool was re-purposed to solve a problem of understood and accommodated to influence
resource time and availability. Evan demonstrated which stakeholders towards shared goals.
competency:

a) Creative Thinking Answer is A: Effective leadership and influencing involves

b) Learning reduced (not increased) resistance to necessary changes.
c) Conceptual Thinking
d) Visual Thinking

Answer is A: Creative thinking involves generating new

ideas and concepts as well as finding new or different
associations between existing ideas and concepts. It helps
overcome rigid approaches to problem solving by
questioning conventional approaches and encouraging
new ideas and innovations that are appropriate to the
situation.

4. Rosie is conducting a requirements workshop. She invited

stakeholders from various groups of the organization.
Unfortunately, the workshop is going off the rails. Jerry is trying
to talk over the others in the room, but he can’t get any time to
speak. Susan has a strong personality is getting a lot of time to
speak. Rosie is in agreement with everything Susan says. Diane
has big visions about what the solution will be and expresses

BABOK Visual Study Guide, Institute i4 Page 161

Quiz Answers: Competencies
7. Which of the following is an effectiveness measure of
Adaptability?

a) Complete preparation for meetings, interviews, and

requirements workshops
b) Valuing and considering of points of view and
approaches
c) Ability to produce deliverables in a timely manner
d) Understanding terminology or jargon used in the
organization

Answer is B: Adaptability is the ability to change

techniques, style, methods, and approach. Having the
curiosity to learn what others need and possessing the
courage to try a different behaviour is adapting to
situations and context. Valuing and considering other
points of view and approaches doesn’t necessarily means
you have to accept or adopt them, but being closed to
consider those views is a sign of being not flexible or
adaptable.

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 Chapter 10:
Techniques

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10.1 Acceptance and Evaluation Criteria Elements

What is it? Value attributes

A number of conditions we want them to be available in our optimum solution

Assessment
Why it is used?

- To assess if a solution is suitable for our needs

- To compare different solutions to decide which one better meets our needs
How it is applied?

- First start with defining the solution value attributes like cost, performance, functionality, usability, etc..
these are the characteristics of a solution that determine its value for stakeholders
- From the value attributes define the conditions or the measures to be used to assess a solution, this is
the acceptance or evaluation criteria. From one value attribute you may derive multiple conditions or
measures.
- Use the criteria to test or measure the solution and determine if it meets the conditions or how it rates
on each measure. For a solution assessment to be successful against acceptance or evaluation criteria,
it must be constructed in a measurable format

Example Evaluation Criteria

Evaluation Criteria Based on Value attributes Solution A Solution B Solution C

1 Measure 1: Fulfilling functional requirements 4 5 3

2 Measure 2: Fulfilling non-functional requirements 3 4 1
3 Measure 3: Open APIs 5 2 3
4 Measure 4: Effort to integrate current system 1 3 4
5 Measure 5: Total cost of ownership 3 4 1
6 Measure 6: Cost-Benefit ration 5 2 3
21 20 16

• Conditions to be met in a solution (Acceptance Criteria), or

• Measures used to assess a set of requirements (Evaluation Criteria)

Notes:

- Acceptance criteria is used when only one possible solution is being evaluated, and is tested as true/false
or pass/fail
- Evaluation Criteria is used when we have multiple solutions to compare. The criteria is measured using a
scale, for example from 1 to 10.

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10.2 Backlog Management Elements
Items in the
What is it? Backlog
A backlog is a list of items that represent the work to be done in an initiative. A
popular tool used in agile practices to document, communicate, and manage the Prioritization
remaining work.

Why it is used? Estimation

A backlog is used to document and manage requirements, their priority, and

estimation. Managing Changes
to the Backlog
How it is applied?

- Items in the Backlog: define and agree about the backlog items with the key decision makers
- Prioritization: Each item in the backlog should be prioritized so that the most important items are on
the top of the list
- Estimation: Each item in the backlog should be estimated so that the size of efforts needed for the
item is known
- Managing Changes to the Backlog: backlog items are managed by adding and removing items,
breaking down items into smaller parts, re-prioritizing and re-estimating items.

Notes:

- Backlog items may be any kind of item which may have work associated with it, example: a backlog
items may be use cases, user stories, functional requirements, non-functional requirements, designs, risk
items, change requests, defects, planned rework, maintenance, conducting a presentation, or
completing a document.

Example Backlog

ID Item Estimation Priority

7 As an unauthorized user I want to create a new account 3 1

1 As an authorized user I want to login 1 2

10 As an authorized user I want to logout 1 3

9 Create script to purge database 1 4

2 As an authorized user I want to see the list of items so that I can select one 2 5

4 As an authorized user I want to add a new item so that it appears in the list 5 6

3 As an authorized user I want to delete the selected item 3 7

5 As an authorized user I want to edit the selected item 5 8

6 As an authorized user I want to set a reminder for a selected item so that I am 8 9

reminded when item is due

8 As an administrator I want to see the list of accounts on login 2 10

Total 31

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10.3 Balanced Scorecard Elements
What is it? Learning and
Growth Dimension
A strategic planning and management tool that uses four dimensions: (1) learning
and growth (2) business process (3) customer (4) financial Business Process
Dimension
Why it is used?

- To set performance objectives for the organization based on the four Customer
Dimension
dimensions
- To measure organizational performance based on the defined objectives and Financial
dimensions Dimension
How it is applied? Measures or
- Determine the vision and the corporate strategy of the organization. Indicators
- Under each of the four dimensions, add objectives and measures that are aligned with the
organizational vision and strategy. You need to define specific objectives, measures, targets, and
initiatives.
- Monitor the actual performance of the organization in terms of the defined objectives, measures, and
targets

Financial Objectives Measures Targets Initiatives

To succeed financially, how
should we appear to our
shareholders?

Customer Objectives Measures Targets Initiatives

Vision And Strategy

To achieve our vision, how should

we appear to our customers?

Business Process Objectives Measures Targets Initiatives

To satisfy our shareholders and
customers, what business
processes must we excel at?

Learning and Growth Objectives Measures Targets Initiatives

To achieve our vision, how will we
sustain our ability to change and
improve?

Notes:

- Learning and Growth Dimension. Related to employee training and learning, product and service
innovation, and corporate culture.
- Business Process Dimension. Related to metrics that indicate how well the enterprise is operating
and if their products meet customer needs.
- Customer Dimension. Includes metrics on customer focus, satisfaction and delivery of value.
- Financial Dimension. What is financially necessary to realize the strategy? Examples of financial
measures indicate profitability, revenue growth, and added economic value.
- Measures or Indicators. There are two basic types of measures or indicators: lagging indicators that
provide results of actions already taken and leading indicators that provide information about future
performance. In order for measures to be meaningful they should be quantitative, linked to strategy,
and easily understood by all stakeholders.

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10.4 Benchmarking and Market Analysis Elements

What is it? Benchmarking

Benchmarking is comparing one aspect of our organization to other organizations

or standard, Market Analysis
Market analysis is analysing market information to get to some important
conclusions that is related to our business.

Why it is used?

To find opportunities for improvement or growth of the enterprise

How it is applied?

Market Analysis can be used to

1) Understand Customers
2) Understand
Competitors
65%

3) Determine
35% Trends

46
127 million

million 5) Define Business

Strategies
4) Identify Opportunities

To perform Benchmarking, a business analyst may do the following steps:

 Define areas in the enterprise to be studied
 Identify similar leader enterprises
 Do a survey to understand leader enterprises practices
 RFI (request for information) to gather information about certain capabilities
 Arrange visits to best organizations
 Determine gaps in the enterprise
 Propose projects to improve the enterprise

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10.5 Brainstorming Elements

What is it? Preparation

A group elicitation technique for generating ideas

Session
Why it is used?

To solve a problem, or identify solution features

Wrap-up
How it is applied?

- Preparing for the brainstorming session by identifying the objective and ideas evaluation criteria
- During session, the business analyst or the facilitator encourages participants to generate ideas to solve
the problem or think about solution features without criticism.
- Later in the session the ideas are discussed and evaluated.

Preparation

Define Area of
Interest (the Determine Time for Identify Establish Criteria
problem) the session Participants for evaluating ideas

Session

Participants Share Build on each Elicit as many ideas

Ideas Record Ideas others ideas as possible

Wrap-up

Discuss and Create a List of the Rate the Ideas using Distribute the Final
evaluate ideas Best Ideas the criteria list of ideas

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10.6 Business Capability Analysis Elements

What is it? Capabilities

A strategic planning tool to analyze what an enterprise is able to do
Why it is used? Using Capabilities
Identify the weaknesses in the enterprise capabilities to improve them
How it is applied? Performance
- Start by defining the enterprise capabilities at a high level then break them Expectations
down into smaller capabilities.
- Determine the value of using the capability to the enterprise and to its Risk Model
customers. Not all capabilities have the same importance for the enterprise or
customers.
- Determine the expected performance for each capability in order to get the Strategic Planning
value out it. Then evaluate the actual performance of the capability. The
performance gap is the difference between the current performance and the
Capability Maps
desired performance.
- Determine the risks that may happen due to the lack of performance in each
capability.
- The gaps identified in capabilities can be used in Strategic Planning to
- determine where that enterprise needs to go in order to accomplish its strategy.
- Capability Maps can be used to perform this exercise visually
Notes:
- Business capabilities describe the ability of an enterprise to act on or transform
something that helps achieve a business goal or objective.

Sample Capability Map Sample Capability Map Cell

Business value
Customer value
Government
Business Capital
Relations
Planning Management
Management Risk due to
the capability
performance
Capability
Customer Partner Product
Management Management Management

The color of this area indicates the

Performance Gap

Human High
Financial
Capital Training
Management
Management Medium
Low

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10.7 Business Cases Elements

What is it? Need Assessment

A study of a specific problem or opportunity focused on identifying the costs and

benefits of solving the problem or taking the opportunity Desired Outcomes
Why it is used?

- To justify an investment in solving a business problem or taking an opportunity Assess Alternatives

- To help decision makers choose the best alternative for investment among
different projects or approaches to take a project Recommended
Solution
How it is applied?

2. Describe the outcome or the results if the

need is fulfilled. Those should be measurable to
determine the success of the project and
revisited at different milestones in the project.

1. Identify the 3. Identify and

need (problem or assesses various
opportunity) and alternative
the relevant solutions to fulfill
business objective the need. Each
that must be met if alternative should
the need is met be assessed in

COSTS VS BENEFITS terms of its

(1) Scope,
(2) Feasibility,
4. Based on the assessment, (3) Assumptions,
recommend and describe the Risks, Constraints,
most desirable solution to fulfill (4) Value and
the need Financial Analysis

Notes: Value assessment includes an estimate of the costs to implement and operate the solution
alternative, as well as a quantified financial benefit from implementing the alternative. Benefits of a non-
financial nature (such as improved staff morale, increased flexibility to respond to change, improved
customer satisfaction, or reduced exposure to risk) are also important and add significant value to the
organization.

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10.8 Business Model Canvas Elements

What is it? Key Partnerships Channels

A visual technique that uses 9 blocks canvas to describe

how an enterprise creates, delivers, and captures value Key Activities Customer Segments
for and from its customers

Why it is used? Key Resources Cost Structure

- To identify the weaknesses or problems in the
enterprise by assessing each block in the canvas Value Proposition Revenue Streams
- To serve as a blueprint for implementing a business
strategy by identifying how the strategy will affect
Customer
each of the 9 blocks in the canvas
Relationships
How it is applied?

- Draw a canvas of 9 blocks as shown in the figure

- Analyze the enterprise in terms of each block to discover weaknesses or
- Identify what is needed in terms of each block to implement the business strategy

Key Key Value Customer Customer

Partnerships Activities Proposition Relationships Segments
Who are our key What key activities What a customer What type of What customer
partners/suppliers are needed to is willing to relationships and segments are we
and Why we need create, deliver, exchange for methods of creating values
them? and maintain the having building those for? Who are our
value to their needs met? relations are most important
customers. Can be products, relevant to our customers?
services, or business
bundles of both.
Key Resources Channels
The assets needed Through which
to execute the channels that our
business model: customers want to
Physical, financial, be reached?
intellectual, and
human assets

Cost Structure Revenue Streams

What are the most costs in our business? What are the different revenue streams our
Which key resources/ activities are most expensive? business have?
How much does every stream contribute to the
overall revenues?

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10.9 Business Rules Analysis Elements

What is it? Definitional rules

Business policies and rules guide the day-to-day operation of the business and its
processes, and shape operational business decisions. Behavioural rules

Why it is used?

- Analysis is used to identify, express, validate, refine, and organize the rules that shape day-to-day
business behaviour and guide operational business decision making.
- When business rules are not defined and shared widely across an organization and are unwritten, it
causes inconsistency in production, processes, quality, and customer/employee experiences, and this
leads to a degradation in performance.
How it is applied?

Analysis of business rules involves: Sources of business rules may be either

- Capturing them from sources explicit (for example, documented business
- Expressing them clearly policies, regulations, or contracts) or tacit
- Validating them with stakeholders (for example, undocumented stakeholder
- Refining them to best align with business goals know-how)
- Organizing them so they can be effectively managed
and reused

Definitional Rules are those that shape

concepts, or produce knowledge or
information. Example: A customer must be
considered a Preferred Customer if they
place more than 10 orders per month.

Behavioural Rules are

people rules - even if the
behaviour is automated.
They serve to shape
(govern) day-to-day
business activity. They do
so by placing some
obligation or prohibition
on conduct, action,
practice, or procedure.
Example: An order must
not be placed when the
billing address provided
by the customer does not
match the address on file
with the credit card
provider.

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10.10 Collaborative Games Elements

What is it? Game Purpose

A group elicitation technique inspired by game play

Process
Why it is used?

To encourage participants in an elicitation activity to collaborate in building a joint

understanding of a problem or a solution. The games are used to help the Outcome
participants share their knowledge and experience on a given topic, identify hidden
assumptions, and explore that knowledge in ways that may not occur during the
course of normal interactions.
How it is applied?

- Purpose: Identify game purpose (the problem to be solved or the topic to be explored)
- Process: Play the game.
- Opening: Participants learn the rules and generate ideas
- Exploring: Participants connect and test their ideas, and experiment new ideas
- Closing: Participants assess ideas and choose the most useful ones
- Outcome: Participants and facilitator determine any decisions or actions that need to be taken as a
result of what the participants have learned.

Example Collaborative Game - Affinity Maps

Target Customer Product Name Participants write down features on

Customer Need sticky notes, put them on a wall, and
then move them closer to other features
that appear similar in some way.
Used to help identify related or similar
product/solution features or themes.

Market Key Benefit Competition Unique Parking lot

Category Differentiator

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10.11 Concept Modelling Elements

What is it? Noun Concepts

A repository of business vocabulary related to the knowledge of specific business

domain Verb Concepts
Why it is used?

To support the expression of natural language statements related to a domain, and Other Connections
supply their meanings (semantics). A concept model identifies the correct choice of
terms to use in communications. It is especially important where high precision and
subtle distinctions need to be made.
How it is applied?

- A concept model starts with a glossary of the core noun concepts of a domain. The concepts are
defined clearly
- Then verb concepts are added to provide connections between the noun concepts
- A visual diagram including the noun concepts and their relationships is developed so that the concepts
are well organized and their relations are clear
- Other Connections like categorizations, classifications, and roles may be used to enrich the meanings

Notes:

- Noun concepts are the main constituents of the concept model.

- Verb concepts provide basic structural connections between noun concepts.
- The business analysis core concept model is an example of a concept model for the business analysis
domain.

Sample Concept Map for a Library

Borrower Library Genre

owns describes
holds issues
employs
Book

Library Card Librarian may be

gets makes
charged

Assessment Fiction Non-Fiction

has

Fee Amount

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10.12 Data Dictionary Elements

What is it? Data Elements

A dictionary of data elements, their definitions, meanings, and allowable values

Primitive Data
Why it is used? Elements

- To standardize the definition and enable a common interpretation of data Composite

elements. Elements
- To communicate stakeholder requirements with the technical team so they can
easily design a relational database or data structure to meet those requirements
How it is applied?

- Identify data elements (objects or entities) in a solution or system and their relationships to each
others (this is called data modelling)
- Each data element is recorded in a separate column of a table
- The following information are recorded about each data element ( these are called Primitive Data
Elements):
- Name: a unique name for the data element
- Aliases: alternate names for the data element
- Values/Meanings: a list of acceptable values for the data element.
- Description: the definition of the data element in the context of the solution.
- Composite data elements are built using data elements to build composite structures.

Notes:

- A data dictionary is often used in conjunction with an entity relationship diagram (see Data Modelling)
and may be extracted from a data model.

Primitive Data Data Element 1 Data Element 2 Data Element 3

Elements
Name First Name Middle Name Last Name

Alias Given Name Middle Name Surname

Values Minimum 2 Can be omitted Minimum 2

characters characters
Description First Name Middle Name Family Name

Composite Customer Name = First Name + Middle Name + Family

Name

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10.13 Data Flow Diagrams Elements
What is it? Externals (Entity,
A visual modelling technique that represents the data flow perspective of a Source, Sink)
solution
Why it is used? Data Store
- Data flow diagrams show where data comes from, which activities process the
data, and if the output results are stored or utilized by another activity or Process
external entity.
- To discover processes and data
- For the verification of functional decompositions or data models. Data Flow
- To define the scope of a system and all of the systems, interfaces, and user
interfaces that attach to it.
How it is applied?
- The highest level of a data flow diagram is called the context diagram which represents the entire system.
- Draw a circle in the middle to represent the system
- Draw squares around the circle to represent external entities that interacts with the system (those
can be actors or other systems)
- Draw arrows between the squares and the circle to show the data flows to and from the system
- The next level of data flow diagrams is the level 1 diagram which illustrate the processes related to the
system with the respective input data, output transformed data, and data stores inside the system
- Further levels of the data flow diagram (level 2, level 3 and so forth) break down the major processes from
the level 1 diagram.
Notes:
Level 1 Diagram
- Different notations maybe used to Yourdon Notation
draw data flow diagrams. Common External External
notations include Gane-Sarson Agent Agent
Output Data
Notation and Yourdon Notation
- An external (entity, source, sink)
is a person, organization,
automated system, or any device Input Data
capable of producing data or
receiving data. An external is Data Data
named using a noun. Process Process
- A data store is a collection of data
where data may be read repeatedly
and whereit can be stored for
future use. Data
- A process transforms the data into Data Store
Process
an output, its name should contain Input Data Input Data
a verb and a noun.
- The movement of data between an
external, a process, and a data
External External
store is represented by data flows.
Agent Agent
The data flow is named using a
noun.

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10.14 Data Mining Elements
Requirements
What is it? Elicitation
A process that examines large amounts of data to discover patterns and
relationships Data Preparation:
Analytical Dataset
Why it is used?

To improve decision making by finding useful patterns and insights from data Data Analysis

How it is applied? Modelling

- Requirements Elicitation. The goal and scope of data mining is established in Techniques
terms of decision requirements for an important business decision
- Data Preparation: Analytical Dataset. Merging records from multiple tables or Deployment
sources into a single, wide dataset.

- Data Analysis. A wide variety of statistical measures are typically applied and visualization tools used
to see how data values are distributed, what data is missing, and how various calculated characteristics
behave.
- Modelling Techniques. There are a wide variety of data mining techniques for modelling like
classification and regression trees, linear and logistic regression, and neural networks.
- Deployment. Once a model has been built, it must be deployed to be useful. Data mining models can
be deployed in a variety of ways, either to support a human decision maker or to support automated
decision-making systems.

Data Mining Process

Data Preparation Data Analysis Data Modelling

Building a Dataset Understanding Data Extract trends and build

Behavior and Identifying future forecasts
Patterns

Collecting Data from Sources

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10.15 Data Modelling Elements

What is it? Entity or Class

A visual modelling technique that represents the elements that are important
to the business (for example, people, places, things, and business
Attribute
transactions), the attributes associated with those elements, and the
significant relationships among them.
- The elements are also called entities, classes or data objects Relationship or
Association
Why it is used?
To understand a business domain, an enterprise, or solution from data
Diagrams
perspective.
How it is applied?
- Identify Entities or Classes. In a data model, the organization keeps data on entities (or classes or data
objects). An entity may represent something physical (such as a Warehouse), something organizational
(such as a Sales Area), something abstract (such as a Product Line), or an event (such as an
Appointment). An entity contains attributes and has relationships to other entities in the model.
- Define Attributes. An attribute defines a particular piece of information associated with an entity,
including how much information can be captured in it, its allowable values, and the type of information
it represents. Attributes can be described in a data dictionary.
- Identify Relationships or Associations among entities. Specifications for a relationship typically
indicate the number of minimum and maximum occurrences allowed on each side of that relationship
- Use Diagrams to show entities, attributes, and relationships. The diagram in a data model is called an
entity-relationship diagram (ERD). In a class model, the diagram is called a class diagram.

Entity Relationship Diagram

Entity Book
Unique Identifier ENT001
Attribute 1 ISBN
Attribute 2 Title A loan can be
related to many
Attribute 3 Author books (at least one
Loan
book is needed) ENT004
Cardinality Name
A book can be Due Date
Entity related to only
Any number from Book Copy one loan
one to many ENT002
Entity Copy #
Any number from Patron
Zero to many
ENT005
Entity Loan 1
Zero to One
Reservation Loan 2
ENT003 Loan 3
Entity
Name Name
Only One
Date Reserved Library Card #

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10.16 Decision Analysis Elements

What is it? Components of

Decision Analysis
A quantitative evaluation of the outcomes that result from a set of choices in
a specific situation
Decision Matrices
Why it is used?
To help making the best decision among multiple options by determining
the value of the outcomes of each decision option under conditions of Decision Trees
uncertainty.
How it is applied?
Trade-offs
- Define the Components of Decision Analysis:
- Decision to be Made or Problem Statement
- Decision Maker
- Alternative: a possible proposition or course of action
- Decision Criteria: how the alternatives will be evaluated
- Evaluate alternatives using the criteria
Notes:
There are a number of decision analysis tools available to assist the business analyst in making decisions:
- Decision Matrices A simple decision matrix checks whether or not each alternate meets each criterion
being evaluated, and then totals the number of criteria matched for each alternate.
- Decision Trees is a method of assessing the preferred outcome where multiple sources of uncertainty
may exist.
- Trade-offs is relevant whenever a decision problem involves multiple, possibly conflicting, objectives.
Because more than one objective is relevant, it is not sufficient to simply find the maximum value for
one variable (such as the financial benefit for the organization).

Decision Tree
 I want to make a decision of where $13,000
to invest my $10k to make the
50%
maximum return.
 I have the options either to buy Buy 10
stocks or to save in bank. $10,900 Stocks
 If I buy stocks, there is 50% chance 50%
Cost = $100
(uncertainty) to gain 30% so the $9,000
total will be $13k, but there is also Invest
50% chance (uncertainty) to lose $10,000
10% so the total will be $9k,. In both
cases I will have to pay $100
administrative fees.
$10,300 Save in Interest = 3%
 If I save the money in a bank, I will
gain 3%. Bank $10,300
 The value of the outcome of the
stock buying option = 50% x 13k +
50% x 9k -$100 = $10,900
 The value of the outcome of the
bank saving option = 10k + (10k x
3%) = $10,300

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10.17 Decision Modelling Elements

What is it? Types of Models

and Notations
A representation of how data and knowledge are combined to make a decision
Why it is used?
Decision modelling shows how repeatable business decisions are made. Those models are later used by
people or systems to make decisions once the information needed are available. Decision modelling
involves understanding and using the relevant business rules to make decisions.
How it is applied?
There are several Types of Models and Notations that are used in decision modelling:
- Decision Tables: Identify the business rules that are related to the decision being modelled. From the
business rules, extract the conditions that need to be met and their value ranges. Indicate the decision
outcomes based on the corresponding values.
- Decision Trees: Identify the related business rules. Each path on a decision tree leaf node is a single
rule. Each level in the tree represents a specific data element; the downstream branches represent the
different conditions that must be true to continue down that branch.
- Decision Requirements Diagrams: shows how a complex decision is broken down into individual
sub-decision so that each can be separately modelled or described and the model can show how those
pieces combine to make an overall decision.

Decision Table Notes:

Eligibility Rules If you are confused about the difference
between decision modelling and decision
Loan Amount Age Eligibility
analysis, here is the answer: Decision
> 18 Eligible
<= 1000 analysis is performed to make the best
<= 18 Ineligible decision among possible multiple options.
> 21 Eligible That means all the options maybe be right
1000 – 2000
<= 21 Ineligible decisions, however, we need to know which
>= 25 Eligible one is the best. Example, as a student who
> 2000 finished my primary school, which secondary
< 25 Ineligible
school should I join? School A or School B? so
you perform decision analysis to evaluate
Knowledge Decision Requirements both options and decide. Decision modelling
Source Diagram is useful for decisions that are governed by
specific business rules. Example, as a
secondary school admission employee, I can
Business decide whether a students can be accepted to
Decision the school or not by checking the age and
Knowledge
primary school records. If the student is 18
year old or above and successfully finished
the primary school, I will accept him or her,
Business otherwise the student is rejected. As a
Decision Input Data
Knowledge
business analyst I want to create a model to
show how that decision is made, and the
model will be used by others to make
Input Data decisions repeatedly.

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10.18 Document Analysis Elements

What is it? Preparation

An elicitation technique to examine available materials that describe either the

business environment or existing organizational assets Document Review
and Analysis
Why it is used?

- To gather background information in order to understand the context of a Record Findings

business need. Example marketing studies, industry guidelines or standards,
company memos, and organizational charts.
- Researching existing solutions documents to validate how those solutions are currently implemented.
Example operation manuals.
- To validate findings from other elicitation efforts such as interviews and observations

How it is applied?

Preparation Document Review Record Findings

and Analysis
Consider whether or not Conduct a detailed review When information elicited
the source's content is of document's content and through document analysis
relevant, current, genuine, record relevant notes, is used in a work product,
credible, and identifying any conflict or the business analyst
understandable duplicates in notes, and considers if the content and
note any gaps in level of detail is appropriate
knowledge for the intended audience,
and if the material should
be transformed into visual
forms or decision tables in
order to help improve
understanding

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10.19 Estimation Elements
Methods
What is it?
Forecasting the cost and effort involved in pursuing a course of action. Accuracy of the
Why it is used? Estimate
Estimation has different uses in business analysis like estimating the effort needed to Sources of
perform business analysis for an initiative, the benefits of a solution, the cost of a Information
project, the impact of a potential risk, or to determine the size of a proposed change Precision and
in an initiative. Reliability of
How it is applied? Estimates
Different Methods can be used to perform an estimation depending on the Contributors to
information and time available: Estimates

Top-down: estimating Bottom-up: using the Parametric estimation Rolling Wave.

the components at a lowest-level elements of Uses a calibrated Repeated refined
high level in a a hierarchical parametric model of the estimates throughout
hierarchical breakdown. breakdown to examine element attributes. For an initiative or project
the work in detail and example, if one has are performed.
estimate the individual historical data available, Providing detailed
Delphi Estimation. cost or effort, and then which indicates it takes estimates for near-term
Uses a combination of summing across all 24 hours to develop activities (such as an
expert judgment, and elements to provide an one use case, one can iteration of the work)
history. There are overall estimate. estimate that it will take and extrapolate it for
several variations on 480 hours for the remainder scope of
this process, but they all Rough Order of developing 20 use cases work.
include individual Magnitude (ROM). A
estimates, sharing the high-level estimate, PERT. Each component of the estimate is given
estimates with experts, generally based on three values: 1. Optimistic estimate, or best-case
and having several limited information, scenario, 2. Pessimistic estimate, or worst-case
rounds until consensus which may have a very scenario, and 3. Most likely estimate. The 3 values
is reached. wide confidence are computed as a weighted average: (Optimistic +
interval. Pessimistic + (4 times Most Likely))/6.

- Accuracy of the Estimate. is a measure of uncertainty that evaluates how an estimate is expected to be
close to the actual value. It can be expressed as a ratio or percentage, example the solution cost is $2M
±20%. ROM estimates are often no more than +50% to −50% accurate, Definitive estimates are accurate
within 10% or less.
- Sources of Information. Some common sources of information used for estimation include:
- Analogous Situations. Using an element (project, initiative, risk, or other) like the element being
estimated.
- Organization History. Prior experiences of the organization with similar work.
- Expert Judgement. Estimating relies on the expertise of those who have performed the work in the
past.
- Precision and Reliability of Estimates. Is how close the estimates are to each other when multiple
estimates are made for a particular attribute.
- Contributors to Estimates. The estimators of an element are frequently those responsible for that
element. The estimate of a team is usually more accurate than the estimate of one individual, since it
incorporates the expertise of all team members.

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10.20 Financial Analysis Elements

What is it? Cost of the Change

The assessment of the expected financial viability, stability, and benefit realization
of an investment option. Total Cost of
Ownership (TCO)
Why it is used?

To calculate the: Value Realization

- Cost of the Change, which includes the expected cost of building or acquiring
the solution components and the expected costs of transitioning the enterprise Cost-Benefit
from the current state to the future state. This may include hardware, software, Analysis
staff, and training.
Financial
- Total Cost of Ownership (TCO), which is the total cost to acquire, use, and
Calculations
support the solution for the foreseeable future, example for 5 years.
- Value Realization. Value is typically realized over time. The planned value could be expressed on an
annual basis, or as a cumulative value over a specific time period.
- Cost-Benefit Analysis, which is a prediction of the expected total benefits minus the expected total costs

How it is applied?

A combination of standard Financial Calculations are used to understand different perspectives about
when and how different investments deliver value. Financial software, including spreadsheets, typically
provide pre-programmed functions to correctly perform these financial calculations.
- Return on Investment (ROI) of a planned change is expressed as a percentage measuring the net benefits
divided by the cost of the change.
- Discount Rate is the assumed interest rate used in present value calculations. In general, this is similar to
the interest rate that the organization would expect to earn if it invested its money elsewhere.
- Present Value (PV) is the today’s value of a future money. Example, a $5M that will be earned after 2 years
from now, worth around $4.2M today if the interest rate is 10%.
- Net Present Value (NPV) is the present value of the benefits minus the original cost of the investment
- Internal Rate of Return (IRR) is the interest rate at which an investment breaks even, i.e. NPV is 0
- Payback Period refers to the amount of time it takes to recover the cost of an investment, i.e. reaching a
breakeven point. No standard formula for calculating the PP. Period is expressed in years or months.

Return on
= (Total Benefits – Cost of the Investment) / Cost of the Investment.
Investment
Formulas

= Sum of (Net Benefits in that period / (1 + Discount Rate for that

Present Value period)) for all periods in the cost-benefit analysis.

Net Present Value = Present Value – Cost of Investment

Internal Rate of NPV= 0 = (-1 x Original Investment) + Sum of (net benefit for that
Return period / (1 + IRR) for all periods)

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10.21 Focus Groups Elements
Focus Group Assign a Moderator
What is it? Objective and Recorder
A group elicitation technique in the form of a discussion
during which feedback is collected from participants on a Conduct the Focus
Focus Group Plan
Group
specific subject.

Why it is used? After the Focus

Participants
Group
To elicit ideas and opinions about a specific product,
service, or opportunity in an interactive group Discussion Guide
environment. The participants, guided by a moderator,
share their impressions, preferences, and needs. A focus
group can be utilized at various points in an initiative to
capture information or ideas.

How it is applied? Prepare a plan. The plan

defines activities that include:
Define the objective purpose, location, logistics,
of the focus group participants, budget, timelines,
and outcomes.
Select participants who
are willing to both offer
their insights and
perspectives and listen to
the opinions of the
After the Focus other participants. A
Group session, focus group
results are typically has 6 to
transcribed, the BA 12 attendees.
analyzes and
documents the FOCUS
participants’ GROUP
agreements and Prepare a
disagreements, looks Discussion Guide
for trends in the including script of
responses, and specific questions
creates a report that and topics for
summarizes the discussion.
results.

Conduct the Assign a Moderator

Focus Group and Recorder

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10.22 Functional Decomposition Elements

What is it? Decomposition

Objectives
Breaking down processes, systems, functional areas, or deliverables into their
simpler constituent parts Subjects of
Why it is used? Decomposition
Functional decomposition helps manage complexity and reduce uncertainty by
Level of
breaking down processes, systems, functional areas, or deliverables into their Decomposition
simpler constituent parts and allowing each part to be analyzed independently.
How it is applied? Representation of
Decomposition
The decomposition objective is defined to guide the decomposition process and Results
define the what, how deep, and how to decompose. For example, if my objective is
to manage the business analysis effort, I will decompose the business analysis work
into activities (subject), to reach into maximum 8 hours activities (level), using the
tree diagram (representation).

Notes:

- Possible Decomposition Objectives are: measuring and managing, designing, analyzing, estimating
and forecasting, reusing, optimizing, substitution, and encapsulation.
- Possible Subjects of Decomposition are: Business Outcomes, Work to be Done, Business Process,
Function, Business Unit, Solution Component, Activity, Products and Services, Decisions.
- Level of Decomposition. The process of functional decomposition continues until the business analyst
has just enough understanding and detail to proceed and can apply the results of decomposition in the
execution of other tasks.
- Representation of Decomposition Results. A wide variety of diagramming techniques can be used
to represent functional decomposition, including: Tree diagrams, Nested diagrams, Use Case diagrams,
Flow diagrams, State Transition diagrams, Cause-Effect diagrams, Decision Trees, Mind Maps,
Component diagram, Decision Model and Notation

Functional Decomposition Diagram

Function

Subfunction 1 Subfunction 2

Process 1.1 Process 1.2 Process 1.3 Process 2.1 Process 2.2 Process 2.3 Process 2.4

Activity 1.1.1 Activity 1.2.1 Activity 2.1.1

Activity 1.1.2 Activity 1.2.2 Activity 2.1.2

Activity 1.1.3

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10.23 Glossary Elements

What is it? None

A list of terms and established definitions relevant to a business domain

Why it is used?

To provide a common understanding of terms that are used by stakeholders.

How it is applied?

A term is included in the glossary when:

- the term is unique to a domain,
- there are multiple definitions for the term,
- the definition implied is outside of the term's common use, or
- there is a reasonable chance of misunderstanding.

Consider the following when developing a glossary:

- Definitions should be clear, concise, and brief
- Acronyms should be spelled out if used in a definition
- Stakeholders should have easy and reliable access to glossaries
- The editing of a glossary should be limited to specific stakeholders

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10.24 Interface Analysis Elements
Preparing for
What is it? Identification
Identifying where, what, why, when, how, and for whom information is exchanged
between solution components or across solution boundaries Conduct Interface
Identification
Why it is used?

Most solutions require one or more interfaces to exchange information with other Define Interfaces
solution components, organizational units, or business processes, so it is important
to identify those interfaces and the information that needs to be exchanged.

How it is applied?

- Preparing for Identification. understand which interfaces need to be identified. Helpful techniques to
identify interfaces needed are document analysis, observation, scope modelling, context diagram, and
interviews
- Conduct Interface Identification.
- describe the function of the interface,
- assess the frequency of the interface usage,
- evaluate which type of interface may be appropriate, and
- elicit initial details about the interface.
- Define Interfaces. This includes:
- describing the inputs to and outputs from that interface, any validation rules, and events that
might trigger interactions.
- Identifying who will use the interface, what information is passed over the interface, and when
and where the interface takes place.
- defining the name of the interface, the coverage or span of the interface, the exchange method
between the two entities, the message format, and the exchange frequency.

Notes:

- Interface types include: user interfaces, people external to the solution such as stakeholders or
regulators, business processes, data interfaces between systems, application programming interfaces
(APIs), and any hardware devices.

Interface

Input Output
Validation or
Solution Solution
Transformation
Message Message

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10.25 Interviews Elements

What is it? Interview Goal Interview Logistics

An elicitation technique to obtain information from a
person or group of people by talking to the interviewee(s), Potential
asking relevant questions, and documenting the responses. Interviewees Interview Flow

Why it is used?
- To elicit stakeholder needs Interview Questions Interview Follow-up
- When people is the source of needed information
How it is applied?

Determine the
1 Interview Goal
›› predefined questions,
address any concerns raised
by the interviewees, practice
Identify Potential active listening to confirm
2 Interviewees who what the interviewee has said,
have the information take written notes or record
needed the interview as appropriate.
Close the interview by asking
Design Interview for areas that may have been
3 Questions. overlooked, provide contact
information for follow-up,
Open-ended questions
summarizing the session,
are used to elicit a
clarifying how results will be
dialogue or series of
used and thanking the
steps. Closed questions
interviewees for their time
are used to elicit a single
response such as yes, no,
or a specific number.
6 Interview
Follow-up

4 Set-up Interview
Logistics. 5 Interview Flow. Open the interview
by stating the purpose, confirming the
organize the information
and confirm results with the
Those include location, interviewees' roles, and explaining how interviewees as soon as
equipment, staff, if information from the interview will be possible after the interview
questions to be sent in recorded and shared. During the interview, to point out any missed or
advance or not. maintain focus on the established goals and ›› incorrectly recorded items.

Notes: There are two basic types of interviews used to elicit business analysis information:
- Structured Interview: in which the interviewer has a predefined set of questions.
- Unstructured Interview: in which the interviewer does not have a predetermined format or order of
questions. Questions may vary based on interviewee responses and interactions.
- Successful interviewing depends on factors such as:
- the interviewer’s experience in the domain, conducting interviews, and documenting discussions
- The rapport of the interviewee with the interviewer, and their readiness
- The degree of clarity in the interviewee’s mind about the goal of the interview

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10.26 Item Tracking Elements

What is it? Item Record

An organized approach to address stakeholder concerns by tracking them from the

initial recording to their closure. Item Management
Why it is used?

To capture and assign responsibility for issues and stakeholder concerns that pose Metrics
an impact to the solution. Stakeholders may identify such item types as actions,
assumptions, constraints, dependencies, defects, enhancements, and issues.

How it is applied?
Item Record
When a stakeholder concern is first raised, item is
recorded and assessed to determine if it is viable. If
viable, the concern is classified as a specific item
type so that it can be better tracked and controlled.

2 3
Item Management Metrics
an item is assigned to one or more stakeholders Information about the progress of items is
who are responsible for its resolution. Item useful for resolution or even used to define
Management is performed for each item so that metrics and key performance indicators
it is tracked to its closure or resolution tailored to the item tracking process.

Note: Item Record may contain all or any of the following attributes for item tracking. (a) Item Identifier: a
unique identifier (b) Summary: a brief description of the item (c) Category: a grouping of items with similar
properties (d) Type: the kind of item raised (e) Date Identified (f) Identified by (g) Impact: Possible
consequences. Impact can be assessed for time, cost, scope, or quality (h) Priority (i) Resolution date (j)
Owner (k) Resolver: the stakeholder assigned to resolve the item (l) Agreed Strategy: Such as accept, pursue,
ignore, mitigate, and avoid (m) Status: Such as open, assigned, resolved, and cancelled (n) Resolution
Updates: a running log of details about how the item’s resolution is proceeding (o) Escalation Matrix

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10.27 Lessons Learned Elements

What is it? None

Documenting successes and failures learned while performing business analysis in

an initiative, in addition to any foreseen opportunities for improvement and
recommendations for future initiatives

Why it is used?

To improve the performance of future projects or project phases

How it is applied?

Lessons Learned sessions can include a review of:

- business analysis activities or deliverables,
- the final solution
- technology introduced or eliminated
- impact to organizational processes
- performance expectations and results

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10.28 Metrics and Key Performance Indicators (KPIs) Elements

What is it? Indicators

A key performance indicator (KPI) is a measure of progress towards a strategic goal

or objective. Metrics
A metric is a quantifiable level of an indicator that an organization uses to
measure progress.
Structure
Why it is used?

To measure the performance of solutions, solution components, and other matters

of interest to stakeholders. Reporting

How it is applied?

- Identify the concern that will be addressed. This can be a concern about a need, value, output, etc.,
- Define the indicators that are required to measure the concern.
- Determine the target quantifiable levels to
be reached within a specified period, these
are the target metrics for the indicators.
- Determine the structure of the monitoring
and evaluation system. This includes
defining the data collection procedure, the
data analysis procedure, the reporting
procedure, and the collection of baseline
data.
- Decide how reporting will be done.
Reporting is the process of informing
stakeholders of metrics or indicators in
specified formats and at specified intervals.
Typically, reports compare the baseline,
current metrics, and target metrics with Target
calculations of the differences presented in Project Performance Indicators Metric
Metric
both absolute and relative terms. In most Schedule performance index 0.9 1.0
situations, trends are more credible and
important than absolute metrics. Visual Cost performance index 1.2 1.0
presentations tend to be more effective % of Project deliverables accepted 83% 95%
than tables, particularly when using with minor changes requested
qualitative text to explain the data. % of Project deliverables rejected 17% 5%
with major changes requested
A good indicator has six characteristics: % of approved scope changes 24% 10%
1) Clear: precise and unambiguous.
2) Relevant: appropriate to the concern.
% of tasks that were started but 33% 15%
3) Economical: available at reasonable cost.
not finished on time
4) Adequate: provides a sufficient basis on
which to assess performance. Example Project Performance Indicators and Metrics
5) Quantifiable: can be independently
validated.
6) Trustworthy and Credible: based on
evidence and research.

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10.29 Mind Mapping Elements

What is it? Main Topic

Mind mapping is a form of note taking that uses images, words, colour, and
connected relationships to apply structure and logic to thoughts, ideas, and Topics
information.

Why it is used? Sub-Topics

- To capture thoughts, ideas, and information
- To think through and generate ideas on complex concepts or problems, Branches
- To explore relationships between the various facets of a problem in a way that
inspires creative and critical thinking
- To present a consolidated view of complex concepts or problems Keywords

How it is applied?
Colour
- Start with the main topic of a mind map – the thought or concept that is being
articulated – in the centre of the diagram
- Add relevant topics around the main topic – ideas that expand on the main Images
topic. Their association with the main topic is expressed through a branch
(connected line) that has a keyword associated with it.
Overview

Easy for memory

Simple Fast Fun Strategies

Mind
Mapping

Sharing
Collaboration Ideas

Innovation

Thoughts

- Add Sub-topics to expand on each topic

- Branches are the associations between the main topic, topics, and sub-topics.
- Keywords are single words used to articulate the nature of the association
- Colour may be used to categorize, prioritize, and analyze topics, sub-topics, and their associations.
- Images can be used in mind maps to express larger volumes of information that are unable to be
expressed in short topic headings. Images are useful in stimulating creativity and innovation by
generating additional thoughts, ideas, and associations.

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10.30 Non-Functional Requirements Analysis Elements

What is it? Categories of Non-

Functional
Examining the requirements for a solution that define how well the functional Requirements
requirements must perform. Non-Functional Requirements (NFRs) are also known
as quality attributes or quality of service requirements. Measurement of
Why it is used? Non-Functional
Requirements
NFRs are used to judge the operation of a system rather than specific behaviours.
They augment the functional requirements of a solution, identify constraints on
those requirements, or describe quality attributes a solution must exhibit when Context of Non-
Functional
based on those functional requirements. Requirements
How it is applied?
Non-functional requirements are generally expressed in textual formats as declarative statements or in
matrices. Declarative non-functional requirements statements will typically have a constraining factor to
them. For example, errors must not exceed X per use of the process, transactions must be at least X%
processed after S seconds, or the system must be available X% of the time. Common categories of non-
functional requirements include:
Availability: degree to Portability: ease with Certification: ability to
01 which the solution is
operable and accessible
06 which a solution can be
transferred.
11 meet certain standards or
industry conventions.

Compatibility: degree to Reliability: functioning Compliance: regulatory,

02 which the solution operates
effectively with other
07 under stated conditions for
a specified period of time
12 financial, or legal
constraints.
solutions

Functionality: degree to Scalability: ability to grow Localization: dealing with

03 which the solution
functions meet user needs
08 or evolve to handle
increased amounts of work.
13 local languages, laws,
currencies, cultures

Maintainability: ease of Security: ability to protect Service Level Agreements:

04 maintenance.
09 the content or
components.
14 constraints of the organization
being served by the solution.

Performance Efficiency: Usability: ease with which Extensibility: the ability of

05 functioning with minimum
consumption of resources.
10 a user can learn to use the
solution.
15 a solution to incorporate
new functionality.

- Measurement of Non-Functional Requirements. NFRs must be quantified whenever possible. For

example: "The process must be easy to learn" can be expressed as "90% of operators must be able to
use the new process after no more than six hours of training",
- Context of Non-Functional Requirements. Depending on the category of non-functional
requirements, the context may have to be considered. For example, a regulatory agency may impose
context-impacting compliance and security requirements, or an organization that is expanding
operations abroad may have to consider localization and scalability requirements.

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10.31 Observation Elements
Observation
What is it?
Objectives
Eliciting information by viewing and understanding activities and their context. Also
known as job shadowing Prepare for
Observation
Why it is used?
Conduct the
- To monitor a business process for assessment Observation
- To improve a work process Session
- When stakeholders find it hard to explain what they do or what their
requirements are Confirm and
Present
How it is applied? Observation Results
The business analyst observes a stakeholder while doing his job or specific task, asks questions to
understand more, and define requirements by conducting an assessment of the stakeholder’s work and
environment.
Observations are of 2 types:
- Active/Noticeable observation – Observer asks questions during the process. May interrupt the work
flow but helps in gaining a quick understanding.
- Passive/Unnoticeable observation - Observer asks questions at the end. Does not cause interruption to
work.

Define Observation Objectives.

01
Example objectives are: understanding the activity
and its elements, identifying opportunities for
improvement, establishing performance metrics

02
Prepare for Observation.
Decide who should be viewed, performing
which activities, and at what times.

Conduct the Observation Session.

03
Explain session objective, assure it is not a
personal test, encourage sharing reasons and
concerns, watch participants, record what is
seen, ask questions as needed

Confirm and Present Observation Results.

04
Review the notes recorded, follow up to answer any
remaining questions. Findings are aggregated,
summarized, and analyzed. Needs and opportunities
for improvement are communicated to stakeholders.

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10.32 Organizational Modelling Elements
What is it? Types of
Roles
Organizational
A visual representation of the organizational unit
Models
Why it is used?
Interfaces
To define:
- the boundaries of the organizational unit (who is in the group),
Organizational
- the formal relationships between members (who reports to whom),
Charts
- the functional role for each person, and
- the interfaces (interaction and dependencies) between the unit and other units
or stakeholders Influences

How it is applied?
Determine which of the types of organizational models the organization follows.
Executive Functionally-oriented: group staff together based on shared
Function skills or areas of expertise and generally encourage a
standardization of work or processes within the organization.
Management Management Management Functional organizations are beneficial because they seem to
Function Function Function facilitate cost management and reduce duplication of work, but
are prone to develop communication and cross-functional
Staff Function Staff Function coordination problems (known informally as "silos").
Market-oriented: intended to serve particular customer groups,
Functionally-oriented
geographical areas, or projects rather than grouping employees
by skills. It permits the organization to meet the needs of its
CEO customers, but are prone to developing inconsistencies in how
work is performed and duplicate work in multiple areas.
Market 1 Market 2 Market 3
The Matrix Model: has separate managers for each functional
area and for each product, service, or customer group. Employees
R&D R&D R&D
report to a line manager (responsible for the performance and
efficiency of a type of work or function), and to a market manager
Production Production Production
(responsible for managing the product or service across multiple
functional areas). A challenge of the matrix model is that each
Marketing Marketing Marketing
employee has two managers (who are focused on different goals)
Market-oriented and accountability is difficult to maintain.

- Roles. Define the roles in the organizational unit. Each role

Area 1 Area 2
requires a certain set of skills and knowledge, has specific
Line
responsibilities
Line
Manager Manager - Interfaces. Identify the interactions of the organizational unit
with other units
Project Employee Employee - Organizational Charts. Are the fundamental diagram used in
Manager
organizational modelling
Project - Influences. Identify informal lines of authority, influence, and
Employee Employee
Manager communication. Determining all of the influencers is important in
Matrix planning communication and making provisions for user
acceptance.

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10.33 Prioritization Elements

What is it? Grouping

The process of determining the relative importance of business analysis

information. The importance may be based on value, risk, difficulty of Ranking
implementation, or other criteria.

Why it is used? Time

Boxing/Budgeting
Provides a framework for business analysts to facilitate stakeholder decisions and
to understand the relative importance of business analysis information. Negotiation
How it is applied?

- Grouping consists of classifying business analysis information according to

predefined categories such as high, medium, or low priority.
- Ranking consists of ordering business analysis information from most to least
important where each item is given a numerical rank.
- Time boxing or budgeting prioritizes business analysis information based on
the allocation of a fixed resource. Time boxing is used to prioritize requirements
based on the amount of work that the project team is capable of delivering in a
set period of time. Budgeting is used when the project team has been allocated
a fixed amount of money.
- The negotiation approach involves establishing a consensus among
stakeholders as to which requirements will be prioritized.

Determine importance of business analysis information based on

value, risk, difficulty of implementation, or other criteria.

Approaches to Prioritization

Grouping Budgeting/ Negotiation

Ranking
Time Boxing
BA information Stakeholder
BA information BA information
based on allocation consensus on
classified high, ordered from most
of a fixed resource requirements to be
medium, low priority to least important
(time or money) prioritized

Consider audience needs and opinions

Choose approach(es)

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10.34 Process Analysis Elements
Identify Gaps and
What is it?
Areas to Improve
Examining the various aspects of a business process including inputs, outputs,
steps, activities, data, and stakeholders. Identify Root Cause
Why it is used?
Generate and
- To assess the efficiency and effectiveness of a process Evaluate Options
- To identify opportunities for change and improvement

How it is applied? Common Methods

- Analyze the process using one of the Common Methods for process analysis (SIPOC or VSM)
- Identify Gaps and Areas to Improve between current and desired future state
- Identify Root Cause of the gaps and improvement areas
- Generate and Evaluate Options to solve for the gap or area of improvement

Value Stream Mapping (VSM)

- VSM is a method used in Lean methodologies.
- It involves the diagramming and monitoring of
inputs and application points for processing
SIPOC those inputs, starting from the front-end of the
- SIPOC is a process analysis method that supply chain. At each stage, the VSM gauges the
originates in the Six Sigma methodology. wait time for the inputs and the actual processing
- It is used to look at the process and understand times at the application points (also known as
the Suppliers, Inputs, Process, Outputs and conversion times). At the end of the supply chain,
Customers of the process being analyzed. the VSM depicts the logistics or distribution
- A SIPOC is a powerful tool used to process to the customer.
create dialogue about problems, opportunities, - VSM provides one picture of the end-to-end
gaps, root cause, and options and alternatives process, including both value-adding (the value
during process analysis. stream) and non-value-adding (waste) elements.

Suppliers Inputs Process Outputs Customers Supplier Customer

· Customer · Customer · Purchase · Order Details · Customer

(buyer) Information · Receipt (buyer) Electronic
Information Documents
· Cred Card · Inventory · Product · Order
Flow (Manual
Bureau Information Purchased Warehouse
· Paypal · Payment · Credit Bureau Information)
Method & · PayPal
Process Process Process Process
Details · Delivery
Service Activity - Activity - Activity - Activity -
Task Task Task Task
Data Data Data Data
Value
Step 1 Step 2 Step 3 Step 4 Step 5 Wait Time Adding time
time time time
Create Select Items Confirm Confirm View Time Time
Profile To Payment Delivery Receipt Processing /
Purchase Information Information Conversion
Time Time
Non-Value
SIPOC Model Adding time
Value Stream Map

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10.35 Process Modelling Elements
Types of Process
What is it?
Models and
A graphical representation of the sequential flow of work or activities. Notations

Why it is used? Flowchart

- Documenting current or future desired operational procedures
- Provides a basis for process analysis Business Process
- Describes the context of the solution or part of the solution Model and Notation
(BPMN)
How it is applied?

Can be constructed on multiple levels of details, each of which can be aligned to Activity Diagram
different stakeholder points of view. These levels exist to progressively decompose
a complex process into component processes, with each level providing increasing
detail and precision.
Process models generally include: Types of Process Models and Notations
- the participants in the process, - Flowcharts and Value Stream Mapping
- the business event that triggers the process, - Data Flow diagrams and Unified Modelling
- the steps or activities of the process, Language
- the paths (flows) and decision points - Business Process Model and Notation (BPMN
- the results of the process. - SIPOC and Value Stream Analysis

Flowchart Business Process Model and Activity Diagram

Are used commonly with non- Notation (BPMN) Is one of the use case realization
technical audiences and are good Provides an industry-standard diagrams defined in the Unified
for gaining both alignment with language for modelling business Modelling Language™ (UML®).
what the process is and context for processes in a form that is Originally designed to elaborate on
a solution. accessible by both business users a single use case, then adopted for
and technical developers. more general process modelling.

Swimlane for Role 1 SW for Role 2 Lane 1 Lane 2 Partition for Role 1 Partition 2

Start Start

Task 1 Task 1 Task 1

Task 2A Task 2B +
Task 2A Task 2B
I/O Task 2A Task 2B
Input/Output +
Sub-Process
I/O Task
I/O Task
Decision Task 3 Sub-
Decision

Decision
False Process Sub-Process
True
+ Task 3
False
Task 3

Data True
Stop End
Store

Flowchart Business Process Model and Notation Activity Diagram

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10.36 Prototyping Elements

What is it? Prototyping

Approach
A prototype is an early sample, model, or release of a product built to test solution
Why it is used? Prototyping
Examples
To elicit and validate stakeholder needs through an iterative process that creates a
model or design of requirements. It is also used to optimize user experience, to
Prototyping
evaluate design options, and as a basis for development of the final solution. Methods
How it is applied?
Prototypes can be non-working models, working representations, or digital depictions of a solution or a
proposed product. They can be used to mock up websites, serve as a partially working construct of the
product, or describe processes through a series of diagrams (such as workflow).
Prototyping Approach
- Throw-away. generated with simple tools (such as paper and pencil, a whiteboard, or software). Can be
an inexpensive tool to uncover or confirm requirements
- Evolutionary or Functional. This approach produces a working solution and usually requires a
specialized prototyping tool or language. These prototypes may be used in the final solution.

Luis finished work early Let’s check what’s 2 available groups of

today and wants to play available next me football!
football football
basketball
Tennis

I’m gonna check the Great! I’m in

game players

Storyboard
Prototyping Examples
- Proof of Concept, created to validate the design of a system without modelling the appearance
- Form Study Prototype, to explore the basic size, look, and feel of a product
- Usability Prototype, tests how the end user interacts with the system without including any property
- Visual Prototype. test the visual aspects of the solution without modelling the complete functionality
- Functional Prototype. Test software functionality, system qualities (ex. appearance), and workflow
Prototyping Methods
- Storyboarding: a sequence of user interactions with the solution presented with text and pictures
- Paper Prototyping: uses paper and pencil to draft an interface or process.
- Workflow Modelling: depicts a sequence of operations that are performed with focus on human aspect.
- Simulation: used to demonstrate solutions. May test various processes, scenarios, rules, data, & inputs.

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10.37 Reviews Elements

What is it? Objectives

Techniques
Why it is used?

Reviews are used to evaluate the content of a work product.

Participants
How it is applied?

- Different types of reviews are conducted for business analysis work products. Each is tailored to the
needs of the organization and business analyst, and uses these dimensions:
- Objectives: defining the purpose of the review, example to remove defects by inspecting requirements
documentation to identify requirements that are not of acceptable quality.
- Techniques: identifying either a formal or informal way to perform the review. Formal techniques
include: Inspection (The focus is to remove defects in a work product), Formal Walkthrough (also known
as Team Review), Single Issue Review (also known as Technical Review). Informal techniques include
Informal Walkthrough, Desk Check, Pass Around, Ad-hoc
- Participants: identifying who should take part in the review activity. Common roles in review are:
Author, reviewer, facilitator, scribe

Scribe
Author
Facilitator

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10.38 Risk Analysis and Management Elements

What is it? Risk Identification

The process of identifying areas of uncertainty that could negatively affect value,
analyzing and evaluating those uncertainties, and developing and managing ways Analysis
of dealing with the risks

Why it is used? Evaluation

- Important for making better decisions about change strategies and solution
recommendations Treatment
- Failure to identify and manage risks may negatively affect the value of the
solution when risks occur.
How it is applied?

- Risk Identification. Risks are discovered and identified through a combination of sources like expert
judgment, stakeholder input, experimentation, past experiences, and historical analysis of similar
initiatives and situations. Each risk can be described in the risk register that supports the analysis of
those risks and plans for addressing them.
- Analysis of a risk involves understanding the risk likelihood (probability) and consequences (impact) on
the potential value. The impact of any risk can be described in terms of cost, duration, solution scope,
solution quality, or any other factor agreed to by the stakeholders such as reputation, compliance, or
social responsibility.
- Evaluation. The risk analysis results are compared with the potential value of the change or of the
solution to determine if the level of risk is acceptable or not. An overall risk level may be determined by
adding up all the individual risk levels
- Treatment. approaches for dealing with risk include Avoid, Transfer, Mitigate, Accept, and Increase

Avoid Transfer Mitigate Accept

either the source of the risk is the liability for dealing with reduce the probability of the decide not to do anything
removed, or plans are the risk is moved to, or risk occurring or the possible about the risk. If the risk does
adjusted to ensure that the shared with, a third party. negative consequences if the occur, a workaround will be
risk does not occur risk does occur. developed at that time.

Notes:

- Risk management is an ongoing activity. Continuous consultation and communication with

stakeholders helps to both identify new risks and to monitor identified risks.

- The Increase approach is used for positive risks treatment where it is decided to take on more risk to
pursue an opportunity.

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10.39 Roles and Permissions Matrix Elements

What is it? Identifying Roles

A grid that defines all of the possible user roles, system operations, and the specific
permissions on those operations by role. Role names are represented in columns, Identifying
Activities
and system operations are in rows.

Why it is used? Identifying

Authorities
- As a requirements modelling technique to represent what actions are allowed by
each user in a system or solution Refinements
- As a requirements modelling technique to represent the responsibilities of
stakeholders in a business activities or processes
- As a planning tool for business analysis to document the collaboration and
responsibilities of stakeholders through the various business analysis activities

How it is applied?

- Identifying Roles. Identify roles for either internal or external stakeholders.

- Identifying Activities. Identify the activities related to a business function or a project.
- Identifying Authorities. Authorities are actions that identified roles are permitted to perform. For
each activity, the business analyst identifies the authorities for each role. Initiative level roles and
responsibilities may be identified in a RACI (Responsible, Accountable, Consulted, Informed) matrix.
Specific information technology system roles and responsibilities may be identified in a CRUD (Create,
Read, Update, and Delete) matrix.
- Refinements. This may include identifying which authorities can be delegated and if authority
inheritances are applicable.
Administrator
Role Group 1

Role Group 2

Roles and Permissions Matrix

Customer
Manager

Sales

Activity

Create new account x x x

Modify account x x x
Create order x x x x
View reports x x x
Create reports x x x

Roles and Permissions Matrix

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10.40 Root Cause Analysis Elements

What is it? The Fishbone

Diagram
A method of problem solving
Why it is used? The Five Whys
To identify and evaluate the underlying causes of a problem
How it is applied?
Root cause analysis uses four main activities:
- Problem Statement Definition: describes the issue to be addressed.
- Data Collection: gathers information about the nature, magnitude, location, and timing of the effect.
- Cause Identification: investigates the patterns of effects to discover the specific actions that contribute
to the problem.
- Action Identification: defines the corrective action that will prevent or minimize recurrence.
Two common approaches to the root cause analysis: The Fishbone Diagram and The Five Whys.

(a) The Fishbone Diagram

(also known as Ishikawa or
cause-and-effect diagram) Represent categories Category 1
2 of potential causes of Example: People
Category 2 the problem
Example: Process Capture the
Secondary Cause
Example: Skills
1 problem or effect
at the head

Tertiary Cause Effect

Example: Presentation Skills

Brainstorming
3 potential causes of
the problem and
capture them under
the appropriate
category.
Category N Category 2
Example: Tools

This tool helps to focus on the cause of the problem versus the solution and organizes ideas for further analysis

(b) The Five Whys

- Step 1. Write the problem on a flip chart or whiteboard.
- Step 2. Ask "Why do you think this problem occurs?" and capture the idea below the problem.
- Step 3. Ask "Why?" again and capture that idea below the first idea
- Continue with step 3 until you are convinced the actual root cause has been identified. This may take
more or less than five questions - the technique is called the five whys because it often takes that many
to reach the root cause, not because the question must be asked five times.
Note: The five whys can be used alone or as part of the fishbone diagram technique. Once all ideas are
captured in the diagram, use the five whys approach to drill down to the root causes.

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10.41 Scope Modelling Elements

What is it? Objectives

A visual representation of the features, processes, or functionality in scope for a

specific project, solution, or system. It may show what is in-scope, Out-of-scope, or Scope of Change
and Context
both.

Why it is used? Level of Detail

As basis for understanding the boundaries of:
- Scope of Control: what is being analyzed, roles and responsibilities, and what is Relationships
internal and external to the organization.
- Scope of Need: stakeholder needs, value to be delivered, functional areas, and
organizational units to be explored. Assumptions
- Scope of Solution: requirements met, value delivered, and impact of change.
- Scope of Change: actions to be taken, stakeholders affected or involved, and Scope Modelling
events to cause or prevent. Results
How it is applied?

- Objectives. Typical objectives of Scope Models are describing the span of control, relevance of
elements, and where effort will be applied.
- Scope of Change and Context. Defining the elements of the change and the context that is impacted
by the change, and the interaction with elements outside the scope. Common elements of the scope
include: the impacted business processes, functions, new capabilities, external and internal events, use
cases and situations to be supported, stakeholders and organizational roles impacted by the change.

- Level of Detail. A proper level of detail in describing the scope is helpful to avoid confusion of
stakeholders about what is included in the initiative.
- Relationships. Various diagramming techniques are available for exploring relationships between
scope elements including: Parent-Child or Composition-Subset, Function-Responsibility, Supplier-
Consumer, Cause-Effect, and Emergent.
- Assumptions. The validity of the Buying
scope model heavily relies on Agent
assumptions such as the definition
of needs, causality of outcomes, Offer Response to offer

impact of changes, applicability, and Homes

for Sale
Out of Scope
feasibility of the solution. The MLS
resulting scope model should Multiple Listing Search In Scope
include explicit statements of critical Services Criteria

assumptions and their implications.

- Scope Modelling Results. These Home Buyer
can be represented as: textual
descriptions of elements,
Purchase
App
Document
diagrams illustrating relationships Insurance Requirements
Insurance Policy
of elements, and matrices Documents
Agent
depicting dependencies between Property
elements. Address
Mortgage
Originator

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10.42 Sequence Diagrams Elements

What is it? Lifeline

A graphical modelling technique that shows the interaction between objects in a

sequential order i.e. the order in which these interactions take place. Activation Box
Why it is used?

To document and understand requirements related to the behavior of a new or Message

existing systems. It models the logic of usage scenarios by showing the information
passed between objects in the system through the execution of the scenario. Note:
a usage scenario is one way of how a user or actor interacts with a system.
How it is applied?

- Place the actors at the left side of the diagram and the objects of the system at the top. Draw a line
(Lifeline) starting from each object downwards. Use arrows to represent the message and responses
between the actors and the objects. Draw boxes (activation box) over the lifelines to indicate the period
between the messages start and the last corresponding response.

Withdrawal Customer
ATM Menu Form Account

Bank Account
Object 1 Object 2 Object 3
Holder
Actor
Name of the message
Select
Call
period an operation is executed

Withdraw
Option Synchronous
Message
Asynchronous
Display Withdrawal
Activation box Form
Message
Withdraw Amount
Execution Response
Specification
Withdrawal Confirmed

Destruction
Lifeline Sequence Diagram

- A lifeline represents the lifespan of an object during the scenario being modelled. A lifeline is drawn as
a dashed line that vertically descends from each object box to the bottom of the page.
- An activation box represents the period during which an operation is executed. A call to activate is
represented by an arrow with a solid arrowhead leading to the activation object. The lifeline can be
terminated with an X.
- A message is an interaction between two objects. A message is shown as an arrow coming from the
activation box of the object that sends the message to the activation box of the object that receives the
message. The name of the message is placed on top of the arrowed line. There are different types of
messages:
- Synchronous Call: transfers control to the receiving object. The sender cannot act until a return
message is received.
- Asynchronous Call: (also known as a signal) allows the object to continue with its own processing
after sending the signal. The object may send many signals simultaneously, but may only accept
one signal at a time.

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10.43 Stakeholder List, Map, or Personas Elements

What is it? Stakeholder Lists

Three different approaches that assists the business analyst in analyzing
stakeholders and their characteristics.
Stakeholder Maps
Why it is used?
Stakeholders analysis is important for the business analyst to identify all possible
Responsibility
sources of requirements and ensures that the stakeholder is fully understood so (RACI) Matrix
decisions made regarding stakeholder engagement, collaboration, and
communication are the best choices for the stakeholder and for the success of the
Personas
initiative.
How it is applied?
(1) Identify Stakeholders - authority level within the domain of change & organization
- attitudes toward or interest in the change
(2) Define their characteristics:
- attitudes toward the business analysis work and role
(3) Use the below approaches to document
- level of decision-making authority
information and analysis results

Stakeholder Lists include all the stakeholders Stakeholder Maps are diagrams that depict the
defined in the initiative. This list is central to relationship of stakeholders to the solution and to one
both stakeholder analysis activities and the another. Common types are (a) Stakeholder
planning work the business analyst performs for Matrix: maps the level of stakeholder influence against
elicitation, collaboration, and communication. his level of stakeholder Onion Diagram: indicates how
involved the stakeholders are with the solution
Personas are fictional characters or archetypes
that exemplifies the way a typical user interacts Stakeholder Matrix
High
with a product. Personas are helpful when Work closely with
there is a desire to understand the needs held Ensure stakeholder stakeholder to ensure that
remains satisfied. they are in agreement with
by a group or class of users.
Stakeholder
Influence of

and support the change.

Persona Name and Image Keep informed; stakeholder

Monitor to ensure
is likely to be very concerned
stakeholders interest or
and may feel anxious about
Traits and Needs Motivations Differentiators influence do not change
lack of control.
Characteristics Low
Low Impact on High
Stakeholder

Customers, suppliers,
regulators, and others.
Responsibility (RACI) Matrix to specify the level
of responsibility expected from each stakeholder Sponsors, executives,
domain SMEs, and
and/or group others who interact
Change Request Process RACI with the affected
group
Business Analyst R (Responsible)
End users, help
Executive Sponsor A (Accountable) desk, and others
Project Manager C (Consulted) whose work changes
Solution Delivery when the solution is
Tester I (Informed) delivered.
Developer C
Project team and others
Trainer A Onion Diagram directly involved with
… … creating the solution

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10.44 State Modelling Elements

What is it? State

A graphical modelling technique that shows the different possible states of an entity
within a system, describes how that entity changes from one state to another, and State Transition
what can happen to the entity when it is in each state. Note: An entity is an object
or concept within a system
State Diagram
Why it is used?

- To document the requirements related to the behavior of an entity or object State Tables
- To state the events responsible for change in object state
- To model the dynamic behavior of the system
- To understand the reaction of objects/classes to internal or external stimuli

How it is applied?

(1) Identify the initial state and the final states of the object
(2) Identify the possible states in which the object can exist
(3) Label the events which trigger these transitions

Initial State
State 1 State 2
Transition

State 3

State Transition Diagram Final State

- State Each of the object states is described with a name and the activities that could be performed
while in that state
- State Transition How the entity changes or transitions from one state to another could be determined
by the steps of a process, by business rules, or by information content. A transition is described in terms
of the event that causes the transition, conditions which determine whether or not the entity must
respond to that event, and actions that occur in association with the event.
- State Diagram A state diagram shows the life cycle of one entity
- State Tables A state table is a two-dimensional matrix showing states and the transitions between
them

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10.45 Survey or Questionnaire Elements

What is it? Prepare

An elicitation technique to obtain business analysis information including

information about customers, products, work practices, and attitudes from a group Distribute the
Survey or
of people in a structured way and in a relatively short period of time. Questionnaire
Why it is used?
Document the
- To collect information from a larger audience than other techniques such as Results
interviews
- When information is needed quickly, this technique can help since it does not
typically require significant time from the respondents.
- Effective and efficient when stakeholders are geographically dispersed

How it is applied?

Define survey objective and

target group, choose the Prepare
appropriate questions type
(open or closed), select the
sample group (respondents),
decide the distribution and
collection methods, set the target timeline for
response, write the questionnaire
Test
the survey or
Distribute questionnaire before
the Survey or distribution
Questionnaire

When distributing the survey or

questionnaire it is important to
communicate the survey's
objectives, how its results Document
will be used, as well as the Results
any arrangements for
confidentiality or
anonymity that have
Collect responses, summarize the results, evaluate
been made.
the details and identify any emerging themes,
formulate categories for encoding the data, and
break down the data into measurable increments.

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10.46 SWOT Analysis Elements

What is it? Strengths

A simple yet powerful tool of four questions to evaluate an organization's strengths,

weaknesses, opportunities, and threats to both internal and external conditions. Weaknesses
Why it is used?

- To evaluate an organization's current environment, Opportunities

- To share information learned with stakeholders,
- To identify the best possible options to meet an organization's needs, Threats
- To identify potential barriers to success and plan to overcome barriers,
- To adjust and redefine plans throughout a project as new needs arise,
- To identify areas of strength that will assist an organization in implementing new strategies,
- To develop criteria for evaluating project success based on a given set of requirements,
- To identify areas of weakness that could undermine project goals, and
- To develop strategies to address outstanding threats.

How it is applied?

- SWOT can be performed at any scale from the enterprise as a whole to a division, a business unit, a
project, or even an individual.

Strengths (S): anything that the

Opportunities Threats
 Opportunity  Threat assessed group does well. May
SWOT Matrix  Opportunity  Threat include experienced personnel,
 Opportunity  Threat effective processes, IT systems,
customer relationships, or any other
Strengths SO Strategies ST Strategies
internal factor that leads to success.
 Strength How can the group's How can the group use
 Strength strength be used to its strengths to ward off Weaknesses (W): actions or
 Strength exploit potential potential threats? Can functions that the assessed group
opportunities? SO the threats be turned does poorly or not at all.
strategies are fairly into opportunities? Opportunities (O): external factors
straightforward to
of which the assessed group may
implement.
be able to take advantage. May
include new markets, new
Weaknesses WO Strategies WT Strategies technology, changes in the
 Weakness Can the group use an Can the group
competitive marketplace, or other
 Weakness opportunity to eliminate restructure itself to
 Weakness or mitigate a weakness? avoid the threat? forces.
Does the opportunity Should the group Threats (T): external factors that
warrant the consider getting out of can negatively affect the assessed
development of new this market? WT group. They may include factors
capabilities? strategies involve worst-
such as the entrance into the
case scenarios.
market of a new competitor,
economic downturns, or other
forces.

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10.47 Use Cases and Scenarios Elements

What is it? Use Case Diagram

A use case describes the possible outcomes of an attempt to interact with a solution
to accomplish a particular goal. It details different paths that can be followed by a Use Case
Description
user to interaction with the system. The primary or basic flow represents the most
direct way to accomplish the goal of the use case successfully.
Alternative and exception flows document special circumstances and exceptions that result in a failure
to complete the goal of the use case.
Note: Scenarios are written as a series of steps performed by actors or by the solution that enable an actor
to achieve a goal. One use case comprises many scenarios.

Why it is used?

- To document requirements that addresses the interaction between a person or system and the solution.
- Use case diagrams can clarify scope and provide a high-level understanding of requirements

How it is applied?
A use case diagram depicts several use cases System

developed and used to describe the general Use Case 2

actor-solution interactions. Then each use case is Extension points: Use Case 4
written individually in details Call Use Case 3 <<include>>

Use Case Diagram is a graphical representation Actor 1

of the relationships between actors and one or <<extend>>
more use cases supported by the solution.
Relationships between actors and use cases are
called associations. An association line indicates Use Case 1 Use Case 3

that an actor has access to the functionality

represented by the use case. Actor 2 Use Case Diagram

Relationships between two use cases can be one

of two types: Example Use Case Description
- Extend: allows for the insertion of additional Name: Enroll in a Seminar
behavior into a use case. Goal: Enroll an existing student in a seminar for
- Include: allows for the use case to make use which she is eligible.
Actors: Student
of functionality present in another use case. Preconditions: The Student is registered at the
University.
Use Case Description includes: : Trigger: Student clicks Enroll button of a seminar
- Name: is unique and includes a verb and a noun Flow of Events:
 Student enters her name and student number
- Goal: description of a successful outcome of UC  System verifies the if student is eligible to
- Actors: person or system external to the solution. It is enroll in seminars.
given a unique name.  System displays list of available seminars.
 Student chooses a seminar or decides not to
- Preconditions: is any fact that must be true before the enroll at all.
use case can begin  System calculates and displays fees
 Student verifies the cost and either indicates
- Trigger: is an event that initiates the use case
she wants to enroll or not.
- Flow of Events: is the set of steps performed by the  System enrolls the student in the seminar and
actor and the solution during the execution of the use bills them for it.
 The system prints enrollment receipt.
case
Postconditions: The Student will be enrolled in
- Post-Conditions or Guarantees: is any fact that must be the course she wants if she is eligible and room is
true when the use case is complete available.

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10.48 User Stories Elements

What is it? Title (Optional)

A user story represents a small, concise statement of functionality or quality needed

to deliver value to a specific stakeholder. Statement of Value
Why it is used?

- User stories capture the needs of a specific stakeholder and enable teams to Conversation
define features of value to a stakeholder using short, simple documentation.
- As a basis of estimating and planning solution delivery, Acceptance Criteria
- As a basis for generating user acceptance tests,
- As a basis for additional analysis

How it is applied?

- Title (Optional) describes an activity the stakeholder wants to carry out with the system. Typically, it is
an active-verb goal phrase similar to the way use cases are titled.
- Statement of Value There is no mandatory structure for user stories. The most popular format
includes three components:
- Who: a user role or persona.
- What: a necessary action, behaviour, feature, or quality.
- Why: the benefit or value received by the user when the story is implemented.
- For example, "As a <who>, I need to <what>, so that <why>."
- "Given…When…Then" is another common format.
- Conversation The story itself doesn't capture everything there is to know about the stakeholder need
and the information in the story is supplemented by further modelling as the story is delivered.
- Acceptance Criteria A user story may be supported through the development of detailed acceptance
criteria
Example User Story Example Acceptance Criteria

GIVEN a user logging in to the

As a system administrator application,
I need the application to prevent WHEN the user attempts to login (with
invalid logins username ‘testuser’ and password
so that client information is ‘1234test’),
protected. THEN the user will not be logged on.
(Error message: ‘invalid password’.)

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10.49 Vendor Assessment Elements
Knowledge and
What is it? Expertise
Assesses the ability of a vendor to meet commitments regarding the delivery and
the consistent provision of a product or service. Licensing and
Pricing Models
Why it is used?
Vendor Market
Conducted to ensure that the vendor is reliable and that the product and service Position
meet the organization's expectations and requirements.
Terms and
How it is applied? Conditions
- When solutions are in part provided by external vendors (who may be involved
Vendor Experience,
in design, construction, implementation, or maintenance of the solution or Reputation, and
solution components), or when the solution is outsourced, there may be specific Stability
requirements in regard to the involvement of a third party.
- The assessment may be formal through the submission of a Request for
Information (RFI), Request for Quote (RFQ), Request for Tender (RFT), or Request
for Proposal (RFP).
When assessing a vendor, the following elements are considered:

Licensing and Vendor Market

Pricing Models Position

Terms and
Knowledge Conditions
and Expertise

Vendor Experience,
Reputation, and
Stability

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10.50 Workshops Elements
Prepare for the
What is it? Workshop
A group elicitation technique that brings stakeholders together in order to
collaborate on achieving a predefined goal Workshop Roles
Why it is used?
Conduct the
A workshop may be held for different purposes including planning, analysis, design, Workshop
scoping, requirements elicitation, modelling, or any combination of these. A
workshop may be used to generate ideas for new features or products, to reach Post Workshop
consensus on a topic, or to review requirements or designs. Wrap-up

How it is applied?

- Prepare for the Workshop define the purpose and desired outcomes,
identify the participants, facilitator and scribe, create an agenda,
determine how the outputs will be captured, schedule the session and
invite participants, arrange room logistics and equipment, send agenda Timekeeper
- Workshop Roles There are several roles involved in a successful
workshop: Sponsor (although not attending but does have ultimate
accountability for its outcome), Facilitator is the person who guides the
workshop, scribe (documents the decisions), timekeeper, participants
(key stakeholders and subject matter experts) Participants

Facilitator
Scribe

- Conduct the Workshop state the objective, establish ground rules, maintain focus on workshop's
purpose
- Post Workshop Wrap-up follow up on any open action items that were recorded at the workshop,
complete the documentation and distribute it to the workshop attendees and any stakeholders who
need to be kept informed of the work done.

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Quiz: Techniques
1. Which of the following is a limitation of the Business
Cases technique? a) Sequence Diagrams
b) Business Model Canvas
a) Frequently not updated once funding for the c) Root Cause Analysis
initiative is secured d) Decision Analysis
b) Provides a detailed analysis of costs and benefits
c) Requires special expertise to practice 6. Which of the following is not a limitation of the Lessons
d) Provides guidance for ongoing decision making Learned technique?
throughout the initiative
a) Honest discussion may not occur if participants try
2. Billy the BA is working on an engagement in the to assign blame during these sessions.
healthcare sector. He is using a BA technique that b) This technique is costly to execute.
bringing together a representative group of stakeholders c) Participants may be reluctant to document and
to collaborate on achieving a common goal. The goal is discuss problems.
to reduce patient wait times in the emergency room. He d) Proactive facilitation may be required to ensure
has brought together representatives from Finance, HR, that the discussions remain focused on solutions
emergency doctors and emergency room nurses to talk and improvement opportunities.
about the current problems, patient intake processes and
how to reduce patient wait times. 7. Which of the following roles is involved in a workshop?
He has a scribe to help him record the elicitation results.
The scribe is also playing time-keeper. What technique is a) Sponsor
described here? b) Facilitator
c) Scribe
a) Focus Group d) All of the above
b) Interview
c) Collaborative Games 8. Which technique makes use of a graphic
d) Workshops representation with a main topic, sub-topics, branches,
colour and images?
3. How can the Business Cases technique be used when
prioritizing requirements? a) Brainstorming
b) Functional Decomposition
a) It can be used to understand the technical c) Mind Mapping
dependencies between requirements d) All of the above
b) It can be used to understand the cost of
implementing requirements 9. Which of the following is not a variation of a data
c) It can be used to assess requirements against model?
business goals and objectives to determine
importance a) Conceptual Data Model
d) It can be used to understand if the requirement b) Contextual Data Model
conflicts with another requirement c) Logical Data Model
d) Physical Data Model
4. Brenda the BA is maintaining a list of items that still
need to be implemented as part of the overall solution. 10. Which of the following attributes is predicted in the
She is working with the stakeholders to track what is still Estimation technique?
outstanding, what needs to be de-scoped from the list
and how often the items need to be reviewed. What a) Costs of operating the solution
technique is described here? b) Quality of requirements
c) Opportunities presented by factors external to the
a) Business Cases organization
b) Concept Modelling d) Solution performance measures
c) Decision Analysis
d) Backlog Management

5. Which technique uses a fishbone diagram to identify

and organize possible causes of a problem?

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Quiz: Techniques
11. Suppose an interviewer does not have a a database search.
predetermined format of questions or order of questions.
What type of interview is being used in this elicitation
technique?

a) Structured Interview
b) Unstructured Interview
c) Ad-hoc Interview
d) Brainstorming Interview

12. Which of the following approaches can be used in the

Observation technique?

a) Passive/Unnoticeable
b) Interactive
c) Iterative/Incremental
d) Top-Down/Bottom-Up

13. “As a customer service agent at a retail store, Bobby

needs to be able to refund customers for items that they
are returning. Refunds need to be issued in the same
method in which the item was paid. For example, if the
customer paid for the item by credit card, Bobby needs to
be able to issue a credit against the same credit card.”
This is an example of which technique?

a) User Story
b) Use Case
c) Decision Modelling
d) Functional Decomposition

14. When applying the Interviews technique, successful

interviewing depends on all of the following, EXCEPT:

a) Skill of the interviewer in documenting discussions

b) Level of understanding of the domain by the
interviewer
c) The type of the interview (being structured or
unstructured)
d) Rapport of the interviewer with the interviewee

15. Which of the following is not an example of a non-

functional requirement?
a) 98% of sandwich orders within a given day at a
submarine sandwich chain restaurant must be
correct.
b) An airline’s flights must not be delayed by more
than 30 minutes 90% of the time over a given
month.
c) All existing seven-digit phone numbers must be
converted to ten-digit phone numbers that
include area code before the telemarketing team
will be able to use the new auto-dialer feature of
the solution.
d) It must take no more than 15 seconds to perform

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Quiz Answers: Techniques
1. Which of the following is a limitation of the Business Cases if exist.
technique?
4. Brenda the BA is maintaining a list of items that still need to be
a) Frequently not updated once funding for the initiative is implemented as part of the overall solution. She is working with
secured the stakeholders to track what is still outstanding, what needs to
b) Provides a detailed analysis of costs and benefits be de-scoped from the list and how often the items need to be
c) Requires special expertise to practice reviewed. What technique is described here?
d) Provides guidance for ongoing decision making
throughout the initiative a) Business Cases
b) Concept Modelling
Answer is A: A usual scenario that the business case is c) Decision Analysis
developed before the solution development starts to d) Backlog Management
justify the investment, and then it is not been updated.
It is highly recommended that the business case is Answer is D: Backlog management involves selecting
reviewed and re-approved before the next stage of the the work items that should be included in the backlog,
solution development can begin to ensure the value of determining how the work items should be tracked,
the change still as expected or maybe changed. reviewed, prioritized or removed.

2. Billy the BA is working on an engagement in the healthcare 5. Which technique uses a fishbone diagram to identify and
sector. He is using a BA technique that bringing together a organize possible causes of a problem?
representative group of stakeholders to collaborate on achieving
a common goal. The goal is to reduce patient wait times in the a) Sequence Diagrams
emergency room. He has brought together representatives from b) Business Model Canvas
Finance, HR, emergency doctors and emergency room nurses to c) Root Cause Analysis
talk about the current problems, patient intake processes and d) Decision Analysis
how to reduce patient wait times.
He has a scribe to help him record the elicitation results. The Answer is C: Root Cause Analysis technique may be
scribe is also playing time-keeper. What technique is described performed in two ways: the Fishbone Diagram (also
here? known as an Ishikawa or cause-and-effect diagram),
and the Five Whys questioning approach.
a) Focus Group
b) Interview
c) Collaborative Games 6. Which of the following is not a limitation of the Lessons
d) Workshops Learned technique?

a) Honest discussion may not occur if participants try to

Answer is D: Workshops bring stakeholders together in assign blame during these sessions.
order to collaborate on achieving a predefined goal. It b) This technique is costly to execute.
may be held for c) Participants may be reluctant to document and discuss
different purposes including planning, analysis, design, problems.
scoping, requirements elicitation, modelling, or any d) Proactive facilitation may be required to ensure that the
combination of these. discussions remain focused on solutions and
improvement opportunities.
3. How can the Business Cases technique be used when
prioritizing requirements? Answer is B: Lessons Learned is not costly to execute,
however, all the other options are realistic limitations of
a) It can be used to understand the technical dependencies this technique.
between requirements
b) It can be used to understand the cost of implementing 7. Which of the following roles is involved in a workshop?
requirements
c) It can be used to assess requirements against business a) Sponsor
goals and objectives to determine importance b) Facilitator
d) It can be used to understand if the requirement conflicts c) Scribe
with another requirement d) All of the above

Answer is C: When prioritizing requirements, the Answer is D: Sponsor, facilitator, scribe, timekeeper,
relative importance of each requirement can be and participants are the roles involved in a workshop.
assessed against identified business goals and
objectives. Those are simply found in the business case
but they may also be extracted from other documents

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Quiz Answers: Techniques
8. Which technique makes use of a graphic representation with a observer asks any questions as they arise while
main topic, sub-topics, branches, colour and images? observing an activity, and the Passive/Unnoticeable
approach where the observer does not interrupt the
a) Brainstorming
work during the activity.
b) Functional Decomposition
c) Mind Mapping
d) All of the above 13. “As a customer service agent at a retail store, Bobby needs to
be able to refund customers for items that they are returning.
Refunds need to be issued in the same method in which the item
Answer is C: Mind mapping is a form of note taking was paid. For example, if the customer paid for the item by
that captures thoughts, ideas, and information in a credit card, Bobby needs to be able to issue a credit against the
non-linear diagram. Mind maps use images, words, same credit card.” This is an example of which technique?
colour, and connected relationships to apply structure
and logic to thoughts, ideas, and a) User Story
information. b) Use Case
c) Decision Modelling
9. Which of the following is not a variation of a data model? d) Functional Decomposition

a) Conceptual Data Model Answer is B: A user story represents a small, concise

b) Contextual Data Model statement of functionality or quality needed to deliver
c) Logical Data Model value to a specific stakeholder. The most popular
d) Physical Data Model format of a user story includes three components:
Who, what, and why.
Answer is B: Conceptual, Logical, and Physical data
models are variations of data models. Contextual Data 14. When applying the Interviews technique, successful
Model is an equivalent of the Context Diagram which is interviewing depends on all of the following, EXCEPT:
a form of the Data Flow Diagram. a) Skill of the interviewer in documenting discussions
b) Level of understanding of the domain by the
10. Which of the following attributes is predicted in the interviewer
Estimation technique?
c) The type of the interview (being structured or
a) Costs of operating the solution unstructured)
b) Quality of requirements d) Rapport of the interviewer with the interviewee
c) Opportunities presented by factors external to the
organization Answer is C: The type of the interview used is not
d) Solution performance measures a factor in its success. Both type can be used and
Answer is A: The estimation technique is used to
be successful.
forecast the cost of creating and operating a solution,
15. Which of the following is not an example of a non-functional
in addition to its use in predicting other types of
requirement?
attributes such as the expected solution benefits and a) 98% of sandwich orders within a given day at a
potential risk impact. submarine sandwich chain restaurant must be correct.
b) An airline’s flights must not be delayed by more than 30
11. Suppose an interviewer does not have a predetermined minutes 90% of the time over a given month.
format of questions or order of questions. What type of c) All existing seven-digit phone numbers must be
interview is being used in this elicitation technique? converted to ten-digit phone numbers that include area
code before the telemarketing team will be able to use
a) Structured Interview the new auto-dialer feature of the solution.
b) Unstructured Interview d) It must take no more than 15 seconds to perform a
c) Ad-hoc Interview database search.
d) Brainstorming Interview
Correct answer is C. The statement looks to be as a
Answer is B: An Interview is called unstructured when transition requirement needed temporarily but once
the interviewer does not have a predetermined format the phone numbers are converted, it is no more
or order of questions. Questions may vary based on needed.
interviewee responses and interactions

12. Which of the following approaches can be used in the

Observation technique?

a) Passive/Unnoticeable
b) Interactive
c) Iterative/Incremental
d) Top-Down/Bottom-Up

Answer is A: There are two basic approaches for

observation, the Active/Noticeable approach where the

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 BABOK V3 Tasks
Business Analysis
Elicitation and Requirements Life Cycle Requirements Analysis
Planning and Strategy Analysis Solution Evaluation
Collaboration Management and Design Definition
Monitoring

Plan Business Analysis Prepare for Elicitation Trace Requirements Analyze Current State Specify and Model Measure Solution
Approach Requirements Performance
Inputs: Inputs: Inputs:
Inputs: · Needs · Requirements · Elicitation Results (confirmed) Inputs: Inputs:
· Needs · Stakeholder Engagement · Designs Needs · Elicitation Results (any state) · Business Objectives
Elements: Approach Elements: Elements: Elements: · Implemented Solution
1. Planning Approach of BA Elements: 1. Level of Formality 1. Business Needs 1. Model Requirements (external)
Deliverables 1. Understand the Scope of 2. Relationships 2. Organizational Structure and 2. Analyze Requirements Elements:
2. Formality and Level of Detail Elicitation 3. Traceability Repository Culture 3. Represent Requirements and 1. Define Solution Performance
3. Business Analysis Activities 2. Select Elicitation Techniques Outputs: 3. Capabilities and Processes Attributes Measures
4. Timing of BA Work 3. Set Up Logistics · Requirements (traced) 4. Technology and Infrastructure 4. Implement the Appropriate 2. Validate
5. Complexity and Risk 4. Secure Supporting Material · Designs (traced) 5. Policies Levels of Abstraction Performance Measures
6. Acceptance 5. Prepare Stakeholders 6. Business Architecture Outputs: 3. Collect Performance
Outputs: Outputs: Maintain Requirements 7. Internal Assets · Requirements (specified and Measures
· Business Analysis Approach · Elicitation Activity Plan 8. External Influencers modelled) Outputs:
Inputs: Outputs: · Solution Performance
· Requirements · Current State Description: Measures
Plan Stakeholder Conduct Elicitation · Business Requirements
Verify Requirements
· Designs
Engagement Elements: Analyze Performance
Inputs: Inputs:
1. Maintain Requirements · Requirements (specified and Measures
Inputs: · Elicitation Activity Plan
2. Maintain Attributes Define Future State modelled)
· Needs Elements:
3. Reusing Requirements Elements: Inputs:
· Business Analysis Approach 1. Guide Elicitation Activity
Outputs: Inputs: 1. Characteristics of · Potential Value
Elements: 2. Capture Elicitation Outcomes
· Requirements (maintained) · Business Requirements Requirements and Designs · Solution Performance
1. Perform Stakeholder Analysis Outputs:
· Designs (maintained Elements: Quality Measures
2. Define Stakeholder · Elicitation Results
1. Business Goals and Objectives 2. Verification Activities Elements:
Collaboration (unconfirmed)
2. Scope of Solution Space 3. Checklists 1. Solution Performance versus
3. Stakeholder Communication Prioritize Requirements
3. Constraints Outputs: Desired Value
Needs Confirm Elicitation 2. Risks
Inputs: 4. Organizational Structure and · Requirements (verified)
Outputs: 3. Trends
Results · Requirements Culture
· Stakeholder Engagement 4. Accuracy
· Designs 5. Capabilities and Processes
Approach Validate Requirements 5. Performance Variances
Inputs: Elements: 6. Technology and
Infrastructure Outputs:
· Elicitation Results 1. Basis for Prioritization
7. Policies Inputs: · Solution Performance
(unconfirmed) 2. Challenges of Prioritization
Plan BA Governance 8. Business Architecture · Requirements (specified and Analysis
Elements: 3. Continual Prioritization
1. Compare Elicitation Results Outputs: 9. Internal Assets modelled)
Inputs: Against Source Information · Requirements (prioritized) 10.Identify Assumptions Elements: Assess Solution
· Business Analysis Approach 2. Compare Elicitation Results · Designs (prioritized) 11. Potential Value 1. Identify Assumptions Limitations
· Stakeholder Engagement Against Other Elicitation Outputs: 2. Define Measurable Evaluation
Approach Results · Business Objectives Criteria Inputs:
Elements: Outputs: · Future State Description 3. Evaluate Alignment with · Solution Implemented
Assess Requirements · Potential Value Solution Scope
1. Decision Making · Elicitation Results (confirmed) Solution (external)
2. Change Control Process Changes Outputs: · Performance Analysis
3. Plan Prioritization Approach · Requirements (validated) Elements:
4. Plan for Approvals Communicate Business Inputs: 1. Identify Internal Solution
Outputs: Analysis Information · Requirements Assess Risks Component Dependencies
· Governance Approach · Designs Define Requirements
2. Investigate Solution Problems
· Proposed Change Inputs: Architecture 3. Impact Assessment
Inputs: Elements: · Business Objectives
Plan Business Analysis Outputs:
· Business Analysis Information 1. Assessment Formality · Elicitation Results (confirmed) Inputs: · Solution Limitation
Information · Stakeholder Engagement 2. Impact Analysis · Influences (Internal and · Information Management
Management Approach 3. Impact Resolution External) Approach
Elements: Outputs: · Potential Value · Requirements (any state) Assess Enterprise
Inputs: 1. Determine Objectives and · Requirements Change · Requirements (prioritized) Elements: Limitations
· Business Analysis Approach Format of Communication Assessment Elements: 1. Requirements Viewpoints and
· Stakeholder Engagement 2. Communicate Business · Designs Change Assessment 1. Unknowns Views Inputs:
Approach Analysis Package 2. Constraints, Assumptions, and 2. Template Architectures · Current State Description
· Governance Approach Outputs: Dependencies 3. Completeness · Implemented (or
Elements: · Business Analysis Information Approve Requirements 3. Negative Impact to Value 4. Relate and Verify Constructed) Solution
1. Organization of Business (communicated) 4. Risk Tolerance Requirements Relationships (external)
Analysis Information Inputs: 5. Recommendation 5. Business Analysis Information
· Requirements (verified) Outputs: · Solution Performance
2. Level of Abstraction Architecture
· Designs · Risk Analysis Results Analysis
3. Plan Traceability Approach Manage Stakeholder Outputs:
Elements: Elements:
4. Plan for Requirements Reuse Collaboration · Requirements Architecture
1. Understand Stakeholder 1. Enterprise Culture
5. Storage and Access
Roles Assessment
6. Requirements Attributes Inputs: Define Change Strategy
2. Conflict and Issue Define Design Options 2. Stakeholder Impact Analysis
Outputs: · Stakeholder Engagement Management 3. Organizational Structure
· Information Management Approach Inputs:
3. Gain Consensus Changes
Approach · Business Analysis · Current State Description Inputs:
4. Track and 4. Operational Assessment
Performance Assessment · Future State Description · Change Strategy
Communicate Approval Outputs:
Elements: · Risk Analysis Results · Requirements (validated,
Identify Business Outputs: · Enterprise Limitation
1. Gain Agreement on · Stakeholder Engagement prioritized)
Analysis Performance · Requirements (approved) · Requirements Architecture
Commitments Approach
Improvements · Designs (approved) Elements: Recommend Actions to
2. Monitor Stakeholder Elements:
Engagement 1. Solution Scope 1. Define Solution Approaches Increase Solution Value
Inputs: 3. Collaboration 2. Gap Analysis 2. Identify Improvement
· Business Analysis Approach Outputs: 3. Enterprise Readiness Opportunities Inputs:
· Performance Objectives · Stakeholder Engagement Assessment 3. Requirements Allocation · Enterprise Limitation
(External) 4. Change Strategy 4. Describe Design Options · Solution Limitation
Elements: 5. Transition States and Release Outputs: Elements:
1. Performance Analysis Planning · Design Options 1. Adjust Solution Performance
2. Assessment Measures Outputs: Measures
3. Analyze Results · Change Strategy Analyze Potential Value 2. Recommendations
4. Actions for Improvement · Solution Scope 3. Gain Consensus
Outputs: and Recommend
4. Track and
· Business Analysis Solution Communicate Approval
Performance Assessment Outputs:
Inputs: · Recommended Actions
· Potential Value
· Design Options
Elements:
1. Expected Benefits
2. Expected Costs
3. Determine Value
4. Assess Design Options and
Recommend Solution
Outputs:
· Solution Recommendation

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