PMI-PBA

1
 Table of Contents
Module 1 – What is the PMI-PBA?
Module 2 – How to qualify and the take the PMI-PBA Examination
Module 3 – Domain 1 - Needs Assessment
Module 4 – Domain 2 - Planning
Module 5 – Domain 3 - Analysis
Module 6 – Domain 4 - Traceability and Monitoring
Module 7 – Domain 5 - Evaluation
Module 8 – Knowledge and Skills
Module 9 – Examination Tips and Tricks

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 Module 1

What is the PMI-PBA?

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 PMI-PBA
PMI Professional in Business Analysis (PMI-PBA)SM
• BA is a topic of growing importance in PM.

• PM practitioners increasingly embrace BA as a technique for uncovering business

needs, managing requirements, and creating effective solutions to business
problems.

• The number of BA jobs is predicted to increase 19% by 2022, according to the

U.S. Bureau of Labor Statistics.

• This research indicates a growing need for skilled professionals.

• Performing BA on projects and programs allows organizations to implement

desired changes and achieve strategic objectives.

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 Course Name
PMI Professional in Business Analysis (PMI-PBA)SM
• The PMI-PBA credential recognizes an individual’s expertise in BA, and using
these tools and techniques to improve the overall success of projects.

• The PMI-PBA highlights your expertise in BA. It spotlights your ability to work
effectively with stakeholders to define their business requirements, shape the
output of projects and drive successful business outcomes.

• In addition, the PMI-PBA credential carries a high level of professional

credibility. It requires a combination of BA training, experience working on
projects, and examination on business analysis principles, practices, tools, and
techniques. This global credential also supports individuals in meeting the needs
of organizations that rely on business analysis practitioners to play key roles on
their project teams.
•

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 Course
WhatName
is Business Analysis?
• Business Analysis is the evaluation of an organization’s needs—followed by the
identification and management of requirements—to arrive at a solution. In short,
it is the discipline of working with stakeholders to define an organization’s
requirements in order to shape the output of projects and ensure they deliver the
expected business benefit.

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 Course
Who Name
performs Business Analysis?
• Business Analysis is the evaluation of an organization’s needs—followed by the
identification and management of requirements—to arrive at a solution. In short,
it is the discipline of working with stakeholders to define an organization’s
requirements in order to shape the output of projects and ensure they deliver the
expected business benefit.

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 Course
How Name
is BA related to Project Management?
• Project management is the application of knowledge, skills, tools and techniques
to project activities to meet project requirements. Requirements are an inherent
aspect of Project Management (and Program Management) and Business
Analysis is an important function that identifies, analyzes, and manages those
requirements in order to ensure the goal of the project is achieved.

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 Course Name of Requirement
Definition
• ―a condition or capability that is required to be present in a product, service, or
result to satisfy a contract or other formally imposed specification.‖

• ―They represents something that can be met by a product or service, and can
address a need of the business, person, or group of people.‖

Source : PMBOK 5th Edition

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 Course Name Point
Discussion
• Do you agree with the PMBOK definition of a requirement?

• How do you define the word?

• How is the word requirement looked upon in your organization?

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 Course
How Name
is BA related to Requirements Management?
• Business analysis is a discipline of the broader practice of Requirements
Management. Risk, complexity, change, stakeholder and communications
management are components of Requirements Management but are only useful if
you successfully identify and plan for them within the project and/or program
plan.

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 Course
Why Name
does the PMI-PBA focus specifically on BA?
• The influence Requirements Management practices have on projects is evident.
As the emphasis on Requirements Management and its relevance to project
success continues to rise, so too does the importance of having skilled individuals
dedicated to this function within a project team. Business analysis is a critical
function that helps define business requirements in order to shape the output of
projects and drive successful business outcomes. In order to ensure the quality of
requirements and projects, it is crucial that individuals be skilled and
knowledgeable in industry standards and best practices.

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 Module 1 End
What is the PMI-PBA?

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 Module 2

How to qualify and take the PMI-PBA Examination

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 Course
How toName
qualify and take the PMI-PBA Examination

• Overview of the PMI-PBA Credential

• PMI-PBA Application & Payment
• PMI Audit Process
• Exam Policies and Procedures
• PMI Appeals Procedure
• Continuing Certification Requirements (CCR) Program

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 Course NameSM Examination Content Outline
PMI-PBA
• The following table identifies the proportion of questions from each domain that
will appear on the examination. These percentages are used to determine the
number of questions related to each domain and task that should appear on the
multiple-choice format examination.

Domain Percentage of Items on Test (Weight)

1. Needs Assessment 18%

2. Planning 22%
3. Analysis 35%
4. Traceability and Monitoring 15%

5. Evaluation 10%

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 Module 2 End
How to qualify and take the PMI-PBA Examination

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 Module 3

Domain 1 - Needs Assessment

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 Course
DomainName
1: Needs Assessment
• The Needs Assessment domain includes activities related to understanding a
business problem or opportunity and evaluating various inputs to help develop
an effective solution.

• Task 1: Identify Problem or Opportunity

• Task 2: Assess Current State of the Organization
• Task 3: Recommend Action to Address Business Needs
• Task 4: Assemble the Business Case

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 Course NameDefinitions
PMI-PBA
• A project is a temporary endeavor undertaken to create a unique product, service,
or result.

• A program is a group of related projects, subprograms, and program activities

managed in a coordinated way to obtain benefits not available from managing
them individually.

• A needs assessment may be formally requested by a business stakeholder,

mandated by an internal methodology, or recommended by a business analyst
prior to initiating a program or project.

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 Course
Why Name
Perform Needs Assessments?
• help the organization understand a business problem or opportunity in greater
detail

• ensure that the right problem is being solved

Tools and Techniques:

Gap Analysis - Identifying and deciding on the steps that need to be taken to
move from the current situation.

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 Course
Task Name
1: Define the business problem or opportunity
• understand the current environment
• analyze the information uncovered
• identify problems and opportunities
• make sure that you address the root problem, not their effects

Identify Stakeholders
Definition of a Stakeholder: an individual, group, or organization that may affect, be
affected by, or perceive itself to be affected by a decision, activity, or outcome of a
program or project.

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 RACI
Course Name
Stands for Responsible, Accountable, Consulted and Informed

• Both project managers and business

analysts have an interest in
stakeholder identification and RACI
analysis

• To better understand who to involve in

the needs assessment phase, the
business analyst develops a RACI
matrix to determine the roles and
levels of responsibility.

23
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 Course Name the Problem or Opportunity
Investigate
• No requirements gathering, only solution assessment
• Establish a better understanding –As is or current state

Tools and Techniques:

Process modeling - document current ―as is‖ processes of the business

Observation - monitor the business performing their work in order to discover

elements of the current ―as-is‖ process

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 Course
GatherName
Relevant Data to Evaluate the Situation
• understand the magnitude of the problem or opportunity
• Also known as ―sizing up‖ the situation

Tools and Techniques:

Benchmarking - comparison of the metrics or processes from one organization

against a similar organization in the industry

Pareto analysis - A technique used for decision making based on the Pareto
Principle, known as the 80/20 rule.

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 Course
DraftName
the Situation Statement
• Document the current problem that needs to be solved or the opportunity to be
explored.
• If the situation statement is unknown, or wrong, or if the stakeholders have a
different idea of the situation, there is a risk that the wrong solution will be
identified.

The format of a situation statement is as follows:

Problem (or opportunity) of “a”

Has the effect of “b”

With the impact of “c”

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 Course
ObtainName
Stakeholder Approval - Situation Statement
• When a formal situation statement and its approval are skipped, it is difficult to
determine whether the essence of the current situation has been captured.

• The business analyst initiates and facilitates the approval process

• The business analyst leverages skills such as facilitation, negotiation, and

decision making to lead stakeholders through this process

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 Task 2: Assess Current State of the Organization
Course Name
Assess Organizational Goals and Objectives

SMART
Specific
Measurable
Achievable
Realistic
Time-Bound

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 Course Name

• Strengths and Weakness

– Internal
• Opportunities and Threats
– External

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 Course NameCriteria
Relevant
Tools and Techniques:

Root Cause Analysis - technique used to determine the basic underlying reason
that causes a variance, defect, or risk

Five Whys - ask for the cause of a problem up to five times or five levels deep to
truly understand it

Fishbone Diagrams - snapshots of the current situation and high-level causes

of why a problem is occurring.

Interrelationship Diagrams - Visualizes complex problems that have

seemingly unwieldy relationships among multiple variables.

Process Flows - document and analyze current and future processes

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 5 Whys
Course Name

• Ask for the cause of a problem

up to five times or five levels
deep to truly understand it
• Ask why it occurs until the root
cause becomes clearer

31
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 Fishbone Diagram
Course Name

• Also known as an Ishikawa

Diagram or Cause and Effect
Diagram

32
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 Interrelationship Diagram
Course Name

• Visualize complex problems

with unwieldy relationships
Element
among multiple variables One
• Technique is not sufficient for
understanding all root causes
Element
Two

Element Three

33
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 Process Flow
Course Name

• Primarily to document and

analyze current and future
processes
• Analyze the ways a current
process contributes to a given
problem

34
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 Course Name Required Capabilities Needed
Determine
to Address the Situation
Tools and Techniques:

Capability Table -

Affinity Diagram-

Benchmarking

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 Capability Table
Course Name

36
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 Affinity Diagram
Course Name

37
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 Benchmarking
Course Name

Three Types
• Casual review
• Study of the major variables
• Reverse-engineering

38
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 Course
AssessName
Current Capabilities of the Organization

Perhaps the path to improvement is at your fingertips?

• Process flows – Analyzing the current state leads to improvement

opportunities

• Capability frameworks - A collection of the organizations capabilities supply

you with the answer you need.

Identify Gaps in Organizational Capabilities

• any gaps or missing capabilities that exist between the current and needed states
are the capabilities that need to be added

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 Course
Task Name
3: Recommend Action to Address Business Needs

• Include a High-Level Approach for Adding Capabilities - a

suggested path for adding the capabilities

• Provide Alternative Options for Satisfying the Business

Need – A recommendation should include all of the most viable
options

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 Course Name
Identify Constraints, Assumptions, and
Risks for Each Option

• Constraints - limitations on a team’s options to execute a

program or project and may be business- or technical-related

• Assumptions - factors that are considered to be true, real, or

certain, without actual proof or demonstration.

• Risks - uncertain events or conditions that may have a positive

or negative effect on one or more project objectives if they occur

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 Course Name
Assess Feasibility and Organizational
Impacts of Each Option
• Operational Feasibility - how well the proposed solution fits the business
need

• Technology/System Feasibility - whether or not the technology and

technical skills exist or can be affordably obtained

• Cost-Effectiveness Feasibility - high-level feasibility estimate

• Time Feasibility - Can be delivered within time constraints?

• Assess Factors - How well do these options contribute to the goals and
objectives?

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 Recommend the Most Viable Option
Course Name

Weighted Ranking

43
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 Course Name
Conduct Cost-Benefit Analysis
for Recommended Option

• Payback Period (PBP) - the time needed to recover a project investment

• Return on Investment (ROI) - percentage return on an initial project

investment

• Internal Rate of Return (IRR) - projected annual yield of a project

investment

• Net Present Value (NPV) - future value of expected project benefits

expressed in the value those benefits have at the time of investment

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 Course
Task Name
4: Assemble the Business Case
• Problem/Opportunity - What is prompting the need for
action?

• Analysis of the Situation - How does potential solution

supports and contributes to the organizational goals and
objectives?

• Recommendation – Supply various options and state why one

is recommended and why the others are not.

• Evaluation – A plan for measuring benefits realization

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 Course
ValueName
of the Business Case

• a living document that is constantly referenced throughout a

program or project of work

• necessary to review and update based on what is discovered as a

program or project progresses over time

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 Module 3 End
Domain 1 - Needs Assessment

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Course
QuizName
– Needs Assessment
#1
Which step is not considered part of defining a business problem or opportunity?

a. Obtain stakeholder approval for the situation statement

b. Initiate the requirements management process
c. Gather relevant data to evaluate the situation and provide appropriate solution
d. Investigate the problems or opportunities available

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Course
QuizName
– Needs Assessment
#2
RACI is a technique that you use to assist with

a. Stakeholder Analysis
b. Risk Analysis
c. Communication Plan
d. Financial Planning

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Course
QuizName
– Needs Assessment
#3
Within a power-interest grid, the group with the strongest interest
and highest power are located

a. On the lower, right-hand side of the grid

b. On the lower, left-hand side of the grid
c. On the upper, left-hand side of the grid
d. On the upper, right-hand side of the grid

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Course
QuizName
– Needs Assessment
#4
Which element listed is not to be found within the acronym SMART

a. Specific
b. Measurable
c. Accurate
d. Relevant
e. Time-Bound

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Course
QuizName
– Needs Assessment
#5
The acronym SWOT stands for Strengths, Weaknesses,
Opportunities and Threats

a. True
b. False

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Course
QuizName
– Needs Assessment
#6
Where does this technique the 5 Whys originate from?

a. ITIL
b. Balanced Scorecard
c. Toyota Production System
d. Emotional Intelligence

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Course
QuizName
– Needs Assessment
#7
Which name is not associated with the technique Root-Cause Analysis?

a. Fishbone Diagram
b. Root Cause Diagram
c. Ishikawa Diagram
d. Cause and Effect Diagram

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Course
QuizName
– Needs Assessment
#8
With which other technique is the interrelationship diagram most associated?

a. Root Cause Diagram

b. Ishikawa Diagram
c. Cost Benefit Analysis
d. Prototyping

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Course
QuizName
– Needs Assessment
#9
Within a process diagram, a trigger is not necessarily needed.

a. True
b. False

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Course
QuizName
– Needs Assessment
#10
An affinity diagram assists in identifying patters

a. True
b. False

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 Module 4

Domain 2 – Business Analysis Planning

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 Course
DomainName
2: Business Analysis Planning
• The Planning domain focuses on the preparation required to effectively manage
the business analysis activities that will occur within the project. This includes
establishing tools, policies, and procedures for the requirements management
plan, requirements traceability, change management, document control, and
acceptance criteria.

• Task 1: Conduct or Refine the Stakeholder Analysis

• Task 2: Create the Business Analysis Plan
• Task 3: Plan the Business Analysis Work

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 Course Name
The Importance of Business Analysis Planning
Rationale

• Sets expectations with the sponsor, project team, and key stakeholders
• Ensures that roles are identified, understood, and communicated
• Achieves buy-in
• Support estimation of the BA activities
• Creates an efficiently run BA process

Business Analysis Planning and Project Management Planning

• Business analysis planning and scheduling is not performed independent of

project management scheduling activities

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 Course
Task1:Name
Conduct or Refine the Stakeholder Analysis
Stakeholder analysis is often conducted during the planning phase so that the
project team can understand the stakeholder impacts and influences on the business
analysis process as early as possible.

Tools and Techniques:

Brainstorming-

Organizational Charts-

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 Techniques for Identifying Stakeholders
Course Name

Brainstorming
• Used to identify a list of
ideas in a short period of
time
• Conducted in a group
environment
• Led by a facilitator

62
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 Techniques for Identifying Stakeholders
Course Name

Organizational Charts
• Helps with stakeholder
discovery

63
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 Course Name
Determine Stakeholder Characteristics
• Attitude - to identify which stakeholders support the project and proposed solution and
which stakeholders do not.

• Complexity - Helps when quantifying and planning the number of requirement sessions to
conduct.

• Culture - Can impact how the business analyst proposes communicating with stakeholders

• Experience - Elicitation may be completed more efficiently when stakeholders have prior
experience

• Level of Influence - Helps evaluate the positive and negative factors

• Location and Availability – Helps determine the best approach for collaboration

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 Course Name
Techniques for Grouping or Analyzing
Stakeholders

• Job Analysis - The technique used to identify the job

requirements and competencies needed to perform effectively in
a specific job or role.

• Persona Analysis - A technique that is conducted to analyze a

class of users or process workers

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 Course Name
Assemble the Stakeholder Analysis Results

• Document the results of the analysis in a way that can be shared with the project
manager, project team, and sponsor.

• Could be considered sensitive in nature - exercise care when

distributing

• Stakeholder characteristics provide the project team with insights for

determining how best to collaborate

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 Course Name
Task 2: Create the Business Analysis Plan
• Created to document how the business analysis process will be performed

• Can be formal or informal

• Plan templates may exist

• Not all information may be known at the time – Based on assumptions

• In some situations, planning in the execution phase may be preferable

Business Analysis Plan vs. Requirements Management Plan

A requirements management plan is a component of the project management plan

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 Course Name
What to Include in the Business Analysis Plan
• Determining the Proper Level of Detail
• Balancing between flexibility and management
• Do not sacrifice good management practices for flexibility.

• Understand the Project Context

Project size Project Type of project Risk level Risk tolerance distribution of
complexity stakeholders
Project Project life cycle Constraints Market Technology Detail and
timelines conditions trends formality
Time to BA experience
market

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 Course Name
What to Include in the Business Analysis Plan

• Understand How the Project Life Cycle Influences Planning Decisions

• Predictive -

minimizing Scope up-front Time and cost for

uncertainty entire project
BA work up-front Deliverables defined Scope change
at beginning carefully managed
One Need and solution Plan-
implementation don’t change Driven/Waterfall

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 Course Name
What to Include in the Business Analysis Plan

• Understand How the Project Life Cycle Influences Planning Decisions

• Iterative/Incremental -

Project is split into phases Project work is performed

sequentially
High-level scope is defined up- Rolling wave
front
Product developed iteratively BA work performed up-front
Requirements management Need and solution can change
time-boxed during the project

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 Course Name
What to Include in the Business Analysis Plan

• Understand How the Project Life Cycle Influences Planning Decisions

• Adaptive -

Business value Time and cost Quick iterations

over uncertainty fixed per iteration
Detailed scope Changes are Business value
per iteration expected iteratively
BA work constant Need and solution Change-
evolving driven/Agile

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 Course Name
What to Include in the Business Analysis Plan

• Ensure the Team is Trained on the Project Life Cycle

• Project teams and key stakeholders may require training if they have not worked
previously with a selected project life cycle.

• The business analyst should be aware of the experience levels of the stakeholders
and identify areas where coaching or training may need to be provided to assist
the stakeholder through the requirement activities.

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 Course Name
Leverage Past Experiences When Planning

• Lessons Learned- shows how project events were addressed or

should be addressed for the purpose of improving future
performance

• Retrospectives - Meetings that are scheduled on a regular basis

or conducted when a body of work is completed, such as the
conclusion of an iteration or at the end of a project phase within
an adaptive life cycle.

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Course Name
Plan for Elicitation
• Issues to Consider

Stakeholder group characteristics Project life cycle

and dynamics
Characteristics of the technique Type of project

Time constraints Budget

Location of stakeholders
Number of stakeholders
Level of detail required
Types of requirement deliverables

Techniques that are familiar

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Course Name
Plan for Elicitation
• Strategies for Sequencing Elicitation Activities

Business value to be gained Greater risks

Many project unknowns Technical challenges
Dependencies Required third-party
resources
Limited number of
resources

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 Course Name
Plan for Analysis

• Occurs at a high level

• Which techniques are best suited?

• How should the work be performed?

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Course Name
Define the Requirements Prioritization Process

When requirements prioritization will occur The likelihood that priorities will change
Stakeholders who will be involved in the prioritization Techniques that will be used for
process prioritization
Criteria that will be used to prioritize Stakeholders who will approve the
prioritization decisions

• Value. Addressing high-value requirements first

• Cost. Evaluating requirements based on financial costs or opportunity costs.
• Difficulty. How difficult to fulfill?
• Regulatory. Addressing regulatory or legislative requirements first.
• Risk. Implementing high-risk requirements first.

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Course Name
Define the Traceability Approach
• Types of requirements to be traced
• Level of detail to trace to
• Relationships that will be established and maintained
• Requirement attributes to be tracked
• Requirement states that drive the requirements life cycle (for example,
approve, defer, reject, etc.)
• Tools used to perform the traceability
• Process decisions regarding how traceability will be established and
maintained.

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Course Name
Define the Communication Approach
• Types of requirements and requirements-related information that will be
communicated
• Who requires communications and what information they expect
• Stakeholder preferences for receiving information (e.g., summary level or
detail)
• Preferred delivery methods for distributing or accessing requirements and
requirement related information
• Level of formality required in the communication
• Tools, including requirement repositories, which stakeholders will need
access to.

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Course Name
Define the Decision-Making Process
• Types of decisions that will be made, including how requirements will be
approved
• Roles and authority levels, for example, who is involved in the
discussions and who makes decisions, etc.
• Process to follow when consensus cannot be reached and requirements-
related issues need to be escalated
• Required turn-around time for a decision to be reached
• How decisions are documented and communicated, including
requirements signoff
• Special tools or techniques that may be used to help teams evaluate
alternatives, for example, decision analysis, decision modeling, decision
trees etc.

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 Course Name
Define the Requirements Verification and
Validation Processes

• Requirements verification - process of reviewing

requirements and models to ensure they meet quality standards.

• Requirements validation – The process of ensuring that all

requirements accurately reflect the intent of the stakeholder and
that each requirement aligns to one or more business
requirements

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Course Name
Define the Requirements Change Process
• Change Control

How requirement How changes will be How change

changes will be reviewed management
proposed decisions will be
documented
How requirement How changes to
changes will be requirements-
communicated related information
will be completed

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Course Name
Define the Requirements Change Process
• Roles and Responsibilites

Responsibility for Responsibility for

proposing impact analysis
changes
Roles that
participate in Responsibility for
change approving
discussions changes

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Course Name
Define the Solution Evaluation Process
• Evaluation criteria and acceptance levels
• Qualitative and quantitative evaluation activities to be performed
• How the solution will be evaluated?
• When and how often evaluation will be performed?
• Evaluation techniques that will be used, for example, focus groups,
observations, surveys, etc.
• Will any special measurement tools will be required?
• How results will be analyzed and reported.

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Course Name
Task 3: Plan the Business Analysis Work
Determine Who Plans the Business Analysis Effort

• The overlap that exists between business analysis planning and project management
planning is a source of confusion.

• The business analysis role is progressing

• Hybrid roles are not uncommon

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Course Name
Discussion Point

Discuss the role of a project manager and a business analyst and

how they differ.

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 Course Name
Build the Business Analysis Work Plan
• Identify the Deliverables
• Determine the Tasks and Activities
• Determine the Timing and Sequencing of Tasks
• Determine the Roles and Responsibilities
• Identifying the Resources
• Estimate the Work

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 Course Name
Identify the Deliverables

• What deliverables will be produced?

• How deliverables will be used by other team members and key stakeholders?
• How changes to deliverables will be managed?
• Required formality of the deliverables?
• How deliverables will be accessed and by whom?
• Tools that are required to produce, maintain, or store deliverables?
• Whether requirements will be reused on future projects.

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 Course Name
Determine the Tasks and Activities

• Decomposition model - An analysis model used to break down a high-level

object into smaller more discrete parts.

Determine the Timing and Sequencing of Tasks

Availability of resources Needs of downstream
required recipients
Relationship of project work to Contractual and statement of
other organizational work work obligations
Training dependencies Staffing and new hire needs
Risk Complexity of tasks

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 Determine the Roles and Responsibilities
Course Name

Responsible
Accountable
Consulted
Informed

90
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 Course Name
Build the Business Analysis Work Plan
• Identifying the Resources - The business analyst can lend their expertise and
personal insight to the project manager as they work collaboratively to determine
the optimal number of subject matter experts to engage on the business analysis
activities

• Estimate the Work

Project size and Selected project life Amount of solution Number of

complexity cycle ambiguity stakeholders
Types of elicitation Location of Schedule and budget Known assumptions
techniques stakeholders constraints
Number of BA Formality and level of Experience level of
deliverables detail the project team

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Assemble the Business Analysis Work Plan
Course Name

Factors

• Complexity of the business

analysis effort

• Size of the project

• Amount of business analysis work

being tracked, and

• Type of project life cycle.

92
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 Course Name
Document the Rationale for the Business Analysis
Approach
• For the project team, understanding the rationale behind the chosen business
analysis approach provides context and helps answer questions regarding why
the work is being conducted and why it is being performed in a specific manner.

Review the Business Analysis Plan with Key

Stakeholders
Key stakeholders are needed for the following roles
• Responsibility for approving, prioritizing, or validating requirements;
• Responsibility for a role in the change control process;
• Management responsibility for staff participating in the requirement activities
• Responsibility for serving as a subject matter expert on the project.

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Course Name
Obtain Approval of the Business Analysis Plan
Approval helps reduce the following risks

• Stakeholders do not support the business analysis process once it starts.

• Project team underestimates the amount of time that business analysis activities will
take.
• Funding allocated to the requirements phase of the project is inadequate.
• Key stakeholders underestimate the level of involvement or participation necessary for
the requirement activities.
• Key resources are unavailable to participate in requirement activities, when required.
• Stakeholder expectations with regard to how requirements are documented and
communicated are missed.

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 Module 4 End
Domain 2 – Business Analysis Planning

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 Course
Quiz Name
- Business Analysis Planning
#1
Business analysis planning is also known as the approach

a. True
b. False

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 Course
Quiz Name
- Business Analysis Planning
#2
A stakeholder is

a. The person who is responsible for the budget

b. Your team
c. The CEO
d. Anyone who is effected by the initiative

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 Course
Quiz Name
- Business Analysis Planning
#3
The brainstorming session should not

a. Be under 30 minutes
b. Be planned in advance
c. Require the ideas to be judged for merit
d. Be facilitated

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 Course
Quiz Name
- Business Analysis Planning
#4
Which element is not an attribute of a metric?

a. Clear
b. Relevant
c. Economical
d. Adequate
e. Qualifiable

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 Course
Quiz Name
- Business Analysis Planning
#5
Which organizational structure allows for a Project Manager
to control her own budget?

a. Functional
b. Weak-Matrix
c. Strong-Matrix
d. None of the above

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 Course
Quiz Name
- Business Analysis Planning
#6
Identify the element which is not a stakeholder type

a. Leading
b. Supportive
c. Nominative
d. Resistant
e. Unaware

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 Course
Quiz Name
- Business Analysis Planning
#7
When setting up the Business Analysis plan, we talk about assigning roles
and responsibilities. Which tool or technique could help in this process?

a. Ishikawa Diagram
b. RACI Diagram
c. Affinity Diagram
d. Entity Relationship Diagram

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 Course
Quiz Name
- Business Analysis Planning
#8
Which element is not seen as being part of the requirements
prioritization process?

a. Value
b. Consistency
c. Difficulty
d. Regulatory
e. Risk

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 Course
Quiz Name
- Business Analysis Planning
#9
In an adaptive project life cycle, in comparison to a predictive model,
no planning is required.

a. True
b. False

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 Course
Quiz Name
- Business Analysis Planning
#10
Which elements are considered part of an incremental project life cycle?

a. BA work performed up-front

b. Need and solution can change during the project
c. Deliverables defined at beginning
d. Scope change carefully managed
e. BA work constant

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 Module 5

Domain 3 – Requirements Elicitation & Analysis

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 Course
DomainName
3: Requirements Elicitation & Analysis
• The Analysis domain centers on requirements management activities. Tasks
include the elicitation, analysis, decomposition, acceptance, approval,
specification, and validation of the requirements for a product or project.

• Task 1: Plan for Elicitation

• Task 2: Prepare for Elicitation
• Task 3: Conduct Elicitation Activities
• Task 4: Document Outputs from Elicitation Activities
• Task 5: Complete Elicitation
• Task 6: Elicitation Issues and Challenges
• Task 7: Analyze Requirements

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 Course
DomainName
3: Requirements Elicitation & Analysis
• The Analysis domain centers on requirements management activities. Tasks
include the elicitation, analysis, decomposition, acceptance, approval,
specification, and validation of the requirements for a product or project.

• Task 8: Model and Refine Requirements

• Task 9: Document the Solution Requirements
• Task 10: Validate Requirements
• Task11: Verify Requirements
• Task 12: Approval Sessions
• Task 13: Resolve Requirements-Related Conflicts

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 Course
WhatName
it Means to Elicit Information
• Elicitation – Bringing forth

• Elicitation Is More than Requirements Collection or Gathering

• Requirements are not ready and waiting in the stakeholders’ minds or in
documents within the business community
• Some stakeholders may not even know their needs

• Importance of Eliciting Information

• Support executive decision making
• Apply influence successfully.
• Assist in negotiation or mediation
• Resolve conflict
• Define problems

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 Course
Task Name
1: Plan for Elicitation
Develop the Elicitation Plan
• What information to elicit. What does the business analyst need to know in
order to define the problem, solve the problem, or answer the question?
• Where to find that information. Where is that information located: in what
document, from what source, in whose mind? Identify who has the
information or where it is located.
• How to obtain the information. What method will be used to acquire the
information from the source?
• Sequencing the Elicitation Activities. In what order should the elicitation
activities be sequenced to acquire the needed information?

Finding Information
• .Individuals in the elicitation plan should be identified by role rather than name
• good practice to try to identify at least two sources for each topic or question

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Task 1: Plan for Elicitation - Sequencing the Elicitation Activities
Course Name

• Prepare for Elicitation

• Determine the Objectives
• Determine the Participants
• Determine the Questions for
the Session

111
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 Course
Task Name
3: Conduct Elicitation Activities
• Introduction - sets the stage, sets the pace, and establishes the
overall purpose for the elicitation session
• Body - where the questions are asked and the answers are given.
• Close - provides a graceful termination to the particular session.
• Follow-Up - where the information is consolidated and
confirmed with the participants.

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 Course
Task Name
3: Conduct Elicitation Activities
Types of Questions - sets the stage, sets the pace, and establishes
the overall purpose for the elicitation session
• Open-ended question - answer in any way they desire
• Closed-ended question – yes or no, number
• Contextual question- the subject at hand
• Context-free question - may be asked in any situation

Listening - Active listening is the act of listening completely with all senses

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 Elicitation Techniques
Course Name

Brainstorming Brainstorming
• Used to identify a list of
ideas in a short period of
time
• Conducted in a group
environment
• Led by a facilitator

114
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 Course Name Techniques
Elicitation
Document Analysis - used to analyze existing documentation and identify
information relevant to the requirements.

Pros Cons
Information is subjective documentation may not be available

Possible unique information existing documentation may be out

of date
Written info provides background Workarounds listed as common
business practices
Good source for structure and
capability info
Written info better than people’s
memory

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 Course Name Techniques
Elicitation
Facilitated Workshops - structured way that is used to capture requirements

Prepare Conduct Post Workshop

Identify critical Elicit, analyze and Follow up on action

stakeholders document items
requirements
Define agenda Obtain consensus Complete
documentation
Schedule & send out Validate activity with
info goals
Schedule pre workshop
interviews

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 Course Name Techniques
Elicitation
Focus Groups

• Used to gain feedback on completed work or prototypes

• Members are pre-screened for focus group purpose
• 8 to 12 participants are optimal
• The business analyst should watch reactions

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 Course Name Techniques
Elicitation
Interviews
Two Types – Structured and unstructured
Two Approaches – Synchronous and asynchronous

Pros when Live

Undivided attention of the interviewee

Can see reactions

More comfortable setting

But most are virtual, where interviewees multitask during the interview, use of inferior
technology, etc.

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 Course Name Techniques
Elicitation
Observation

Passive Active
observation observation

Participatory
Simulation
observation

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 Course Name Techniques
Elicitation
Prototyping

Low Fidelity High Fidelity

(pen & paper) (product representation)
Wireframes Throwaway prototypes

Mockups of interface screens Evolutionary prototypes

Architectural renderings

Floor plan

Sketches of a new product

Any design that is evolving

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 Course Name Techniques
Elicitation
Questionnaires and Surveys

Pros Cons

Quick No clarification opportunity

Diverse population Closed end is sometimes

meaningless
Large amount of data Sample size too small

Tips:
• Send out reminders
• Get executive support

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 Task 4: Document Outputs from Elicitation Activities
Course Name

You choose the means Just capture it!

• Either formally or
informally
• When the elicitation
results are analyzed, the
results are documented
into the deliverables

122
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 Task 5: Complete Elicitation
Course Name

When are you done?

• Stakeholder Approval
• Model completed
• Successful dry run
• Objective reached
• Solution identified

123
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 Course
Task Name
6: Elicitation Issues and Challenges

Conflicting
viewpoints

No
stakeholder Conflicting
time for information
elicitation

Stakeholders
don't say what
they want

Stakeholders Unstated or
who are assumed
resistant to stakeholder
change information

No
stakeholder
focus

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 Course
Task Name
7: Analyze Requirements
• Analysis Defined - process of examining, breaking down, and synthesizing
information to further understand it, complete it, and improve it.

• Thinking Ahead about Analysis

• Determining which types of models would be most beneficial
• Which techniques to choose from?
• Any existing models that can be used?

• What to Analyze?
• Conduct analysis on the outputs of elicitation activities
• Elicitation spurns oon more elicitation

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 Course
Task Name
8: Model and Refine Requirements
• Description of Models - a structured representation of information
• Purpose of Models – A picture is like a 1000 words
• Types of Models

Interface models -
Data models - used in a process
understanding specific
or a system
systems
Entity relationship diagram
Report table
Data flow diagram
System interface table
Data dictionary
User interface flow
State table
Wireframes
State diagram
Display-action-response

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 Course
Task Name
8: Model and Refine Requirements
Scope models - structure and organize the Process models
features, functions, and boundaries Process flow
Goal and business objectives model
Use case
Ecosystem map
User story
Context diagram
Feature model
Organizational chart Rule models - enforces
Use case diagram policies

Decomposition model Business rules catalog

Fishbone diagram Decision tree

Interrelationship diagram Decision table
SWOT

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 Task 8: Model and Refine Requirements
Course Name
Use Models to Refine
Selection of Models Requirements
• Methodology – formality and
depth required
• Type of Project –processes,
software, etc.
• Project life cycle timing
• Categories of models needed
• Levels of abstraction – How
much date required?

128
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 Task 8: Model and Refine Requirements
Course Name

Modeling Languages
• Business process modeling
notation (BPMN)
• Requirements modeling language
(RML)
• System modeling language
(SysML)
• Unified modeling language (UML)
• Various other modeling languages

129
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 Scope Models
Course Name
Goal Model and Business
Objective Model
• Cover goals, business problems,
business objectives, success
metrics, and high-level features
• Show where the project value
comes from
• Can be created at any time during
the project
• Provide a structure to specify
business requirements

130
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 Scope Models
Course Name

Ecosystem Map
• Diagram that shows all the
relevant systems
• Boxes for systems and lines for
relationships
• Used to understand all of the
systems
• Does not contain specific
requirements about these
interfaces

131
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 Scope Models
Course Name

Context Diagram
• Shows all of the direct system and
human interfaces to systems
within a solution
• Shows the system under
development in the center as a
circle
• Used to specify the scope of the
project
• Summarizes the product scope
and related information

132
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 Scope Models
Course Name

Feature Model
• A visual representation of all of
the features of a solution .
• Can be horizontal or vertical.
• Level 1 (L1) features, followed by
Level 2 (L2) features
• Helpful to show how features are
grouped together
• Show sets of requirements

133
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 Scope Models
Course Name

Use Case Diagram

• Shows all of the in-scope use cases
for a system
• Can be used to summarize the
scope of a solution
• Can indicate that out of scope
• Help the project team plan and
track progress in building a
solution

134
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 Process Models
Course Name

Process Flow
• Also called swimlane diagrams,
process maps, process diagrams,
or process flow charts
• Visually depict the tasks that
people perform in their jobs
• Particularly useful for facilitating
conversations during elicitation
• Can be traced back to the process
flow steps to see if there are
requirements missing

135
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 Process Models
Course Name

Use Case
• Describes a set of scenarios
• Series of activities, actions, and
reactions taking an actor from
initiation to the goal
• Used when there are complex back
and forth interactions between
users and systems
• Help to identify functional and
nonfunctional requirements

136
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 Process Models
Course Name

• Describes the functionality needed User Story

in a solution
• Needs to be independent,
negotiable, valuable, estimable,
small and testable
• Focus on what the user is looking
to accomplish and from her point
of view.
• Serves as a functional grouping of
requirements

137
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 Rule Models
Course Name

Business Rules Catalog

• Table of business rules and related
attributes
• Are not processes or procedures
but behavioral constraints
• Should be maintained in a
repository
• Could lead to necessary functional
requirements

138
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 Rule Models
Course Name

Decision Tree
• Decision points where each
branch represents a different
choice
• The far right denotes the outcome
• Used to model complex branching
logic
• Used to identify and represent
business rules

139
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 Rule Models
Course Name

Decision Table • Tabular format where the upper

rows in the table represent the
decision points and the bottom
rows in the table represent the
outcomes
• Each outcome row is marked to
indicate which choice combination
is valid
• Each column of the table is a
business rule

140
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 Data Models
Course Name
Entity Relationship
• Also called a business data
Diagram
diagram
• Displays the cardinality
relationship
• Cornerstone model for a project
that has a data management
component
• Traced to data flow diagrams,
ecosystem maps, data dictionaries,
and state transition models

141
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 Data Models
Course Name

Data Flow Diagrams

• Illustrates the relationships
between systems, actors and data.
• Data stores show where
information is conceptually stored
• Can be used to describe the
movement of data between actors
and systems
• Relate to requirements through
the business data objects and
processes.

142
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 Data Models
Course Name

Data Dictionary
• Shows data fields and attributes of
those fields
• Common attributes include name,
description, size, and validation
rules
• Used to specify very detailed
aspects of data
• Captures very detailed
requirements and their business
rules

143
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 Data Models
Course Name
State Table and State
Diagram
• Model the valid states of an object
• Allows for transitions between
states
• Help business analysts specify the
life cycle of an object in the
solution
• Models that stand alone and do
not require additional
requirements

144
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 Interface Models
Course Name

– Report Table

145
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 Interface Models
Course Name

Report Table
• Model that captures the detailed
level requirements for a single
report
• Attributes should be specified
alongside a prototype
• Helpful to provide additional
details
• Represents the actual report
requirements

146
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 Interface Models
Course Name

System Interface Table

• Model of attributes that captures
all of the detailed level
requirements for a single system
interface
• Includes attributes such as source
system, target system, volume of
data passed, security or other
rules
• Detailed enough to represent the
actual interface requirements

147
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 Interface Models
Course Name

User Interface Flow

• Displays specific pages or screens
within a functional design
• Used in the solution definition
stage of a project
• Help track all of the screens that
need to be further defined
• Does not reflect individual
requirements statements.

148
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 Interface Models
Course Name

Wireframes
• Used with screen mockups
• Broken down into user interface
elements
• Helpful when there is a user
interface for a solution
• Contain user interface
requirements and do not need
further specification

149
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 Interface Models
Course Name
Display-Action-
Response
• Compatibility. Minimize information
necessary
• Consistency. Assists with human
computer interfaces
• Memory. Minimize short-term
memory
• Structure. Displays the structure of the
system
• Assists with feedback and user
workload

150
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 Course
Task Name
9: Document the Solution Requirements
• Why Documentation is Important

Baseline to validate the stakeholder needs Baseline definition of the solution

Primary input to the design team Basis for user manuals

Supporting detail for contractual Starting point for the evolution of the
agreements solution
Foundation for reusability Baseline for an audit

• Business Requirements Document

• Goals, objectives, and higher-level needs of the organization
• Provides the rationale for a new project

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 Course
Task Name
9: Document the Solution Requirements
• The Solution Documentation – Various forms can be used
• Deck of user stories
• Set of use cases
• List of items on a product backlog
• Functional requirements specification
• system or software requirements specification

Just to name a few……

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 Course
Task Name
9: Document the Solution Requirements
• Requirements – Written at different levels of detail and are associated with
different requirement types

• Categorization - Used to help group and structure requirements within the

documentation
• Scope filter – in scope/out of scope
• Functional filter - Elements not fitting are discarded
• Prioritization filter - which requirements stay or are removed
• Testability filter - what needs to be tested. What has been tested

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 Course
Task Name
9: Document the Solution Requirements
• Requirements Specification – Needs to specify all circumstances, conditions,
actions, reactions, results, and error conditions that could possibly occur in the
defined solution

• Documenting Assumptions – Definition: a factor that is considered to be

true, real, or certain, without proof or demonstration. The business analyst
identifies a contingency for each documented assumption so there is a course of
action should that assumption turn out to be false.

• Documenting Constraints – Definition: A limiting factor that affects the

execution of a project .

Two types:
• Solution constraints & Project constraints

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 Task 9: Document the Solution Requirements
Course Name
Guidelines for Writing Functional
Requirements Requirements
• Condition
• Subject
• Imperative
• Active verb
• Object
• Business rule & Outcome
(optional)
Unambiguous, Precise, Consistent, Correct, Complete, Feasible, Traceable, Testable

155
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 Task 9: Document the Solution Requirements
Course Name

MoSCoW
• Must haves (fundamental to
project success)
• Should haves (important, but the
project success does not rely on
them)
• Could haves (can easily be left out
without impacting the project)
• Won’t haves (not delivered this
time around)

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 Course
Task Name
9: Document the Solution Requirements
• Prioritization Schemes

• Multivoting - provides a process for participants to apply votes to a

list of items to determine an answer based on number of votes received.

• Weighted ranking - Begins in business analysis planning and entails a

decision on key criteria

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 Course
Task Name
9: Document the Solution Requirements
• Technical Requirements Specification – May contain
• Wireframes
• Screen mockups
• Data models and schema
• Process flows
• Other methods
• Use Cases
• User Stories
• Backlog Items

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 Course
Task Name
10: Validate Requirements
• The Concept of Continual Confirmation
• Not an activity that is performed once at the end of the requirements process
• Confirmation is not approval
• Helpful to demonstrate parts of the solution as it is being completed
• Break the exercise into small, self-contained units

• Requirements Walkthrough
• Intended to receive confirmation that the requirements as stated are valid
• Think about the stated solution ahead of time, better preparing their
feedback
• Keep it non-emotional
• Discuss with the stakeholders to ensure it’s representative

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 Course
Task Name
11: Verify Requirements
Verification - the process of reviewing the requirements for errors and quality
• Peer Review
• a formal or informal review of the requirements by the peers of the BA
• Purpose is to ensure compliance with organizational standards
• Inspection
• In a predictive environment, this takes place prior to final approval
• The inspection is performed by peers who participated in the creation and
documentation of the requirements

Task 12: Approval Sessions

• are conducted separately from confirmation sessions
• When signatures are sought, then the Business owner, Solution team
• Recipient and BA

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 Course
Task Name
13: Resolve Requirements-Related Conflicts
Conflicts are inevitable. Let’s figure out ways to get past them…

• Delphi
• Experts on the subject participate in this technique anonymously
• The responses are summarized and are then recirculated

• Multivoting
• Team decides how many items will be on the final list
• When votes are tallied, the results are posted. If consensus, the process ends

• Weighted Ranking
• options are listed, ranked, and voted upon
• The option with the highest score wins

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 Module 5 End
Domain 3 - Requirements
Elicitation & Analysis

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Course
QuizName
– Requirements Elicitation & Analysis
#1
Functional and Non-Functional Requirements are considered to be what
type of requirements?

a. Business Requirements
b. Stakeholder Requirements
c. Solution Requirements
d. Transition Requirements

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Course
QuizName
– Requirements Elicitation & Analysis
#2
Generic benchmarking results in the weakest opportunity for improvement

a. True
b. False

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Course
QuizName
– Requirements Elicitation & Analysis
#3
Within Business Analysis, what is seen as being the common term for elicitation?

a. Striving forth
b. Performing verification
c. Bringing forth
d. Conducting validation

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Course
QuizName
– Requirements Elicitation & Analysis
#4
Which element is not recognized as a question category?

a. Closed
b. Contextual
c. Categorized
d. Open

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Course
QuizName
– Requirements Elicitation & Analysis
#5
Document Analysis concerns itself with Organizational Process Assets

a. True
b. False

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Course
QuizName
– Requirements Elicitation & Analysis
#6
The facilitated workshop is comprised of

a. Document Analysis
b. Root-Cause Analysis
c. Persona Analysis
d. Stakeholder Analysis
e. C and D
f. None of the above

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Course
QuizName
– Requirements Elicitation & Analysis
#7
When completing passive observation, when noticing an inconsistency in
the processes of customer-facing staff, should this be seen as an improvement
opportunity?

a. It can be a problem as customers could become confused or frustrated

because of the different approaches.
a. It is not a problem unless there is a drop in sales so it should be left alone.
b. It can be a problem as the business rules call for consistency.
c. It is not a problem unless the customer complains.

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Course
QuizName
– Requirements Elicitation & Analysis
#8
You want to create something so that the intended recipient gets the idea of that
of what you are trying to demonstrate and, most importantly, see an added value
in this proposition, most likely you will be performing.

a. Levels of abstraction
b. Progressive elaboration
c. Prototyping
d. Requirements Workshop

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Course
QuizName
– Requirements Elicitation & Analysis
#9
You are in the final stages of your assignment and are in the process of
preparing a decision-making document for your key stakeholders. Which type
of question(s) would be the most effective?

a. Probing questions
b. Open questions
c. Stakeholder questions
d. Closed questions

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Course
QuizName
– Requirements Elicitation & Analysis
#10
So when does elicitation end?

a. Before moving onto the solutions phase

b. When the project is over
c. When the requirements gathering starts
d. Once the decision for a solution has been made

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 Module 6

Domain 4 - Traceability and Monitoring

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 Course
DomainName
4: Traceability and Monitoring
• The Traceability and Monitoring domain includes the activities related to
managing the life cycle of requirements. The tasks within this domain comprise
the continuous monitoring and documenting of requirements as well as the
communication of the requirements status to stakeholders.

• Task 1: Traceability
• Task 2: Relationships and Dependencies
• Task 3: Approving Requirements
• Task 4: Baselining Approved Requirements
• Task 5: Monitoring Requirements Using a Traceability Matrix
• Task 6: The Requirements Life Cycle
• Task 7: Managing Changes to Requirements

*All Registered Trademarks and Service Marks are the property of the knowledgehut 174
 Course Name
• Task 1: Traceability
What is Traceability?

Business Project Project Product Product Test

needs objectives scope design development strategy

Epics or Related Use cases to High-level Models

Kanban
user functional acceptance >> Detailed and
Board
stories requirements tests and reversed diagrams

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 Course
Task Name
1: Traceability
• Benefits of Tracing Requirements
• Helps to ensure that each requirement adds business value
• Helps to meet customer expectation
• Helps to manage scope

• The Traceability Matrix

• a grid from the source to the deliverables that satisfy them
• supports the goal of business value by linking to the objectives

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 Task 1: Traceability
Course Name
Traceability Matrix Hierarchy

177
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 • Task 1: Traceability
Course Name

• Requirements Attributes
• Owner
• Requirement ID • Source
• Short textual description • Version
• Objectives • Date completed
• Product development stage • Stakeholder satisfaction
• WBS • Stability
• Status • Complexity
• Rationale for inclusion • Acceptance criteria
• Priority

178
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 Task 1:
Course Traceability
Name
Traceability Matrix
Hierarchy Advantages
• provides a logical order for the
requirements
• can be started as soon as the first
requirement is defined and
detailed
• no implied sequence

179
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 Course
Task Name
2: Relationships and Dependencies
• Subsets
• A requirement may be a subset of another requirement.

• Implementation Dependency
• Some requirements are dependent on the implementation of other
requirements before they can be implemented.

• Benefit or Value Dependency

• Sometimes the benefit of a requirement is unable to be realized unless
another requirement is implemented first

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 Course
Task Name
3: Approving Requirements
• Work Authorization System
• include process steps, documents, tracking systems, and approval levels

• Approval Levels – Different Types

• Approval vs. signoff – Stakeholder approves and sponsor signs off
• Reviewer vs. approver - can be different from project to project
• Approval authority vs. accountability - BA responsible for the requirements,
PM is accountable, and the sponsor is accountable for the entire project
• Rejection of requirements - can be different from project to project
• Change Control Board (CCB) and approval of changes - The ultimate source
for approving requirements, if one is in place

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 Course
Task Name
4: Baselining Approved Requirements
• What is a Requirements Baseline?
• the boundary that contains all of the approved requirements for the project,
project phase, iteration, increment, release, or any other part of a project.
• provides a mechanism for comparison
• Degree of formality depends oon the project life cycle and organizational
norms.

• Relationship of Requirements Baseline, Product Scope, and Project

Scope
• Project – work performed
• Product – features and functions

• Maintaining the Product Backlog

• The product owner is accountable for the product requirements

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 Course
Task Name
5: Monitoring Requirements Using a Traceability
Matrix

• Benefits of Using Traceability to Monitor Requirements

• More detailed requirements that surface are linked to the baselined
requirements
• Requirements have the detail needed to build the feature or set of features
• Work products created for each approved requirement
• Scope creep is prevented

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 Course
Task Name
6: The Requirements Life Cycle
What status possibilites do we have?

Approving a requirement but postponing Deferring a requirement to some

it to another project, iteration, or project unspecified future project, iteration, or
phase project phase

Replacing an approved requirement that Canceling an approved requirement

has not been started with another
requirement

Rejecting a requested requirement A combination of the others

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 Task 7: Managing Changes to Requirements
Course Name
Change Management as it
Relates to Business Analysis
• Part of the overall change control
process
• The BA takes an active role and
might be asked to determine
impact.
• Every logged change should be
approved, deferred or rejected

185
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 Course
Task Name
7: Managing Changes to Requirements
Change Control Tools and Techniques

• Configuration Management System (CMS)

• Includes documentation, a tracking process, and defined approval
levels necessary for authorizing changes
• Enables changes to one product plus its dependencies
• Allows for an easy and comprehensive access

• Version Control System (VCS)

• Tracks the history of revisions
• Could be a ssimple as an Excel sheet

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 Course
Task Name
7: Managing Changes to Requirements
• Impact Analysis - allows for changes within the project to be considered in an
integrated fashion

• Impact on the Requirements Baseline – An existing, new or set

requirement?

• Impact on whether a Proposed Change Conflicts with Other Requirements -

Looking for situations where requirements could be in conflict with one
another

• Impact on Business Analysis - Work that is currently in process

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 Course
Task Name
7: Managing Changes to Requirements
Impact on Project Management - Where can it be found?

Scope management plan Business analysis plan

Schedule management plan Cost management plan

Quality management plan Process improvement plan

Human resource management plan Communications management plan

Procurement management plan Risk management plan

Stakeholder management plan Scope baseline

Schedule baseline Cost baseline

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 Course
Task Name
7: Managing Changes to Requirements
• Recommending a Course of Action
• Change approved - BA completes documentation, and it’s added to the plan
• Change deferred – BA documents decision and rationale. Set future date
reminder
• Change rejected - BA documents decision and rationale. No future date
reminder
• More information required – Yet another round of elicitation and analysis

• Controlling Changes Related to Defects

• Raised after formal or informal audits
• Different process depending whether the life cycle is predictive or adaptive

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 Module 6 End
Domain 4 - Traceability and Monitoring

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 Course
Quiz Name
- Traceability and Monitoring
#1
You are the business analyst for your organization and you are completing
the manage requirements traceability process. You are tracking the requirements
to determine how the requirements are interrelated with one another and with
the actual delivery of the project scope. There are actually three reasons why the
business analyst should trace requirements. Which one of the following is not one
of the three reasons why trace requirements is useful?

a. Impact analysis
b. Requirements coverage
c. Requirements allocation
d. Quality control

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 Course
Quiz Name
- Traceability and Monitoring
#2
Impact Analysis is not concerned with a transformation from a current
state to a future state.

a. True
b. False

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 Course
Quiz Name
- Traceability and Monitoring
#3
You are the business analyst for a smaller project where there are few
requirements. Management would still like you to create a method to trace the
few requirements for this project. What type of matrix would be best in this
instance?

a. Requirements Structure matrix

b. Requirements traceability matrix
c. Coverage matrix
d. Requirements trace matrix

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 Course
Quiz Name
- Traceability and Monitoring
#4
You are the business analyst for your organization. Jill and Jane, two key
stakeholders in the project, are in disagreement over a requirement. What must
happen in this instance before formal approval can be offered?

a. The conflict will need to be resolved through research, resolution, or through

third-party mediation.
b. Jill and Jane will need to determine who has seniority in the company to
determine which requirement takes precedence.
c. The conflict will need to be removed from the solution scope until Jill and Jane
come to a solution.
d. The business analyst will need to make a decision on which requirement is
most appropriate.

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 Course
Quiz Name
- Traceability and Monitoring
#5
The best tool for maintaining a requirements baseline would be a

a. Requirement management plan

b. Delphi Method
c. Traceability Matrix
d. Weighted Index

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 Course
Quiz Name
- Traceability and Monitoring
#6
An impact analysis is carried out would be different for adaptive and
predictive lifecycles.

a. True
b. False

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 Course
Quiz Name
- Traceability and Monitoring
#7
Configuration management systems include a process that verifies an intended
outcome conforms to approved requirements, along with a scheme for
documenting any changes to the requirements

a. True
b. False

*All Registered Trademarks and Service Marks are the property of the knowledgehut 197
 Course
Quiz Name
- Traceability and Monitoring
#8
Which one of these elements is not found within a traceability matrix?

a. Requirement ID
b. Short textual description
c. Objections
d. WBS
e. Priority

*All Registered Trademarks and Service Marks are the property of the knowledgehut 198
 Course
Quiz Name
- Traceability and Monitoring
#9
When managing changes to requirements, which is a possible course of action?

a. Cancel change
b. Defer change
c. Revise change
d. Implement change

*All Registered Trademarks and Service Marks are the property of the knowledgehut 199
 Course
Quiz Name
- Traceability and Monitoring
#10
A CMS and VMS are both used for managing requirements

a. True
b. False

*All Registered Trademarks and Service Marks are the property of the knowledgehut 200
 Module 7

Domain 5 – Solution Evaluation

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 Course
DomainName
5: Solution Evaluation
The Evaluation domain includes activities that relate to the assessment of how well
the delivered solution fulfills the requirements and meets the business need. Tasks
within this domain include testing the solution, determining if there are gaps, and
obtaining sign-off.

• Task 1: Recommended Mindset for Evaluation

• Task 2: Plan for Evaluation of the Solution
• Task 3: Determine What to Evaluate
• Task 4: When and How to Validate Solution Results
• Task 5: Evaluate Acceptance Criteria and Address Defects
• Task 6: Facilitate the Go/No-Go Decision
• Task 7: Obtain Signoff of the Solution
• Task 8: Evaluate the Long-Term Performance of the Solution
• Task 9: Solution Replacement/Phase out

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 Course
Task Name
1: Recommended Mindset for Evaluation
• Evaluate Early and Often

• Treat Requirements Analysis, Traceability, Testing, and Evaluation as

Complementary Activities

• Evaluate with the Context of Usage and Value in Mind

• Confirm Expected Values for Software Solutions

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 Course
Task Name
2: Plan for Evaluation of the Solution
• What project or organizational goal, objective, or risk does this evaluation activity
monitor or track or confirm?
• Important to tie every evaluation activity and every individual metric to
organizational or project priorities

• Who will cover costs for the time and effort needed to conduct evaluation?
• Issues can appear long after the project has been closed. Remember from
project to production!

• Does the solution or its infrastructure have built-in measurement capabilities for
the evaluation criteria?
• Is this part of your process?

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 Course
Task Name
2: Plan for Evaluation of the Solution
• Are there already ways to extract measurement data to use in the evaluation?
• When data exists, it does not necessarily mean that it is available for
evaluation

• Is the chosen evaluation method effective and relatively inexpensive?

• This is why Google stays in beta for such a long time. They use their user
bast ot perform QA activites for them!

• Are there already existing ways to report and publish the results of an evaluation?
• Communication is key. Make sure you have the right platform to boradcast
information.

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 Course
Task Name
3: Determine What to Evaluate
• Consider the Business Goals and Objectives

• Consider Key Performance Indicators

• Consider Additional Evaluation Metrics and Evaluation Acceptance

Criteria

• Project Metrics as Input to the Evaluation of the Solution – differentiate

between solution and project metrics.

• Customer Metrics – Ensure both quantitative and qualitative metrics are

used

*All Registered Trademarks and Service Marks are the property of the knowledgehut 206
 Course
Task Name
3: Determine What to Evaluate
• Consider Additional Evaluation Metrics and Evaluation Acceptance
Criteria

• Sales and Marketing Metrics

• Operational Metrics and Assessments – can be functional, nonfunctional or

systems-based.

• Functionality – No additional review is required, other than to confirm that

the test coverage was sufficient

• Confirm that the Organization Can Continue with Evaluation

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 Course
Task Name
4: When and How to Validate Solution Results
• Surveys and Focus Groups
• Survey questions can solicit feedback about solution satisfaction
• Focus groups allow for individuals to offer thoughts and ideas about a topic
in a group setting and to discuss or qualify comments from other
participants.

• Results from Exploratory Testing and User Acceptance Testing

• The results are used to determine whether or not a product, service, or
solution is working as intended

• Results from Day-in-the-Life (DITL) Testing

• Consists of a set of use case scenarios or several user stories or functional
requirements
• Do the features match the need specified? Yes/No

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 Course
Task Name
4: When and How to Validate Solution Results
• Results from Integration Testing
• Does the solution perform in context of other ongoing business and systems
operations?

• Expected vs. Actual Results for Nonfunctional Requirements

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 Expected vs. Actual Results for Functionality
Course Name

210
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 Outcome Measurements and Financial
Course Name
Calculation of Benefits

211
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 Course
Task Name
5: Evaluate Acceptance Criteria and
Address Defects
• Comparison of Expected vs. Actual Results
• Acceptance criteria should be defined in advance

• Examine Tolerance Ranges and Exact Numbers

• Within project management, estimated vs. actual is applied (Earned Value)
• What is the minimum acceptable value?

• Log and Address Defects

• When a defect is found during evaluation, it should be addressed by
additional requirements analysis, impact analysis, and change requests, as
applicable.

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 Task 6: Facilitate the Go/No-Go Decision
Course Name

RACI
• Who needs to approve?
• Should be made in-person, when
possible
• Give the stakeholders information
in advance
• Go means Go
• No-go means no or deferred

213
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 Course
Task Name
7: Obtain Sign-off of the Solution

• When do the sign-offs need to be formal?

• Projects with a line of business-wide or enterprise-wide impact
• Projects where errors could be fatal, damaging of financially risky
• When corporate culture perscribes it
• Heavily regulated industries

Make sure you have a detailed, mutually agreed upon procedure!

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 Course
Task Name
8: Evaluate the Long-Term Performance
of the Solution
• Determine Metrics - Businesses with established KPIs often use these as an
input to long-term evaluation of performance.

• Obtain Metrics/Measure Performance - Can you obtain them instead of

creating yourself?

• Analyze Results - Can you recognize the trend?

• Assess Limitations of the Solution and Organization - The processes

used to understand the problem can be used to evaluate the performance.

• Recommend Approach to Improve Solution Performance - Again, the

problem techniques could very well be used here.

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 Course
Task Name
9: Solution Replacement/Phase out
Four Strategies:
• Big bang – one cutover from legacy to the new solution

• Segmented cutover - The legacy and new solution concurrently being utilized

• Time-boxed coexistence - a final cutover on a specific future date.

• Permanent coexistence – New business uses the new solution and the existing
business stays on legacy

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 Module 6 End
Domain 5 – Solution Evaluation

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 Course
Quiz Name
– Solution Evaluation
#1
You are the business analyst for your organization and have many solutions
available to an identified problem. You would like a way to quickly and fairly
determine which solution is the best choice for your organization. Which of the
following approaches would allow you to determine the top-rated solutions for
your organization?

a. Scoring system
b. Acceptance and evaluation criteria
c. Vendor assessment
d. Stakeholder assessment

*All Registered Trademarks and Service Marks are the property of the knowledgehut 218
 Course
Quiz Name
– Solution Evaluation
#2
When looking at best practice tied to solution evaluation, which element listed
below does not apply?

a. Treat Requirement Analysis, Traceability, Testing and Evaluation as

competing activities
a. Evaluate Early and Often
b. Evaluate with the context of Usage and Value in Mind
c. Confirm Expected Values for Software Solutions

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 Course
Quiz Name
– Solution Evaluation
#3
One evaluation technique is exploratory testing together with user acceptance
testing is called

a. End to end testing

b. Day in the life testing
c. Use case validation
d. Integration testing
e. None of the above
f. All of the above

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 Course
Quiz Name
– Solution Evaluation
#4
When a solution falls short of expectations, which element is not a typical
categorization?

a. When a defect previously undetected now comes to light

b. The solution does not live up to the stipulations in the service level agreement
c. The project is halted before closure
d. The requirements have changed through time, and this was not reflected in the
solution
a. None of the above

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 Course
Quiz Name
– Solution Evaluation
#5
When looking at the transitional elements tied to a solution phase out, which
approaches apply?

a. The one-off cutover followed by the introduction of the new solution and the
simultaneous phasing out of the old one.
b. A segmented cutover followed by the introduction of the new solution.
c. The time-boxed phase-out, which again means that the old and the new
solution will co-exist for a while, with a date set for the final cutover.
d. The parallel existence of the old and the new solution. The new solution is used
for new business, while the old continues to be used for old business.
e. All of the above
f. None of the above

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 Course
Quiz Name
– Solution Evaluation
#6
What is a valid question when evaluating a solution?

a. Which project or organizational objective is negated?

b. Who will cover the costs for the evaluation during the project?
c. Are there ways to report and publish the results
d. All of the above
e. None of the above

*All Registered Trademarks and Service Marks are the property of the knowledgehut 223
 Course
Quiz Name
– Solution Evaluation
#7
Which element is not a proper solution evaluation metric?

a. Project metric
b. Customer metric
c. Stock index metric
d. Operational metric
e. Functionality

*All Registered Trademarks and Service Marks are the property of the knowledgehut 224
 Course
Quiz Name
– Solution Evaluation
#8
The Day-in-the-Life (DITL) Testing is used exclusively within SDLC

a. True
b. False

*All Registered Trademarks and Service Marks are the property of the knowledgehut 225
 Course
Quiz Name
– Solution Evaluation
#9
Which tool and technique is utilized to demine who needs to be involved in the
go/no-go decision

a. Interrelationship diagram
b. Ishikawa diagram
c. RACI
d. SWOT
e. Focus Group

*All Registered Trademarks and Service Marks are the property of the knowledgehut 226
 Course
Quiz Name
– Solution Evaluation
#10
Another name for the abrupt switch from legacy to the new solution is the
segmented cutover

a. True
b. False

*All Registered Trademarks and Service Marks are the property of the knowledgehut 227
 Module 8

Knowledge and Skills

*All Registered Trademarks and Service Marks are the property of the knowledgehut 228
 Course Name
Skills, Techniques & Tools

Traceability
Needs
Planning Analysis & Evaluation
Assessment
Monitoring

Decision making Contingency Problem solving Backlog

Analytic t&t Interface Lessons learned
t&t planning & opportunity management
analysis &retrospectives
identification t&t

Communication Development Business rule Change control

skills, t&t methodologies analysis t&t t&t
Measurement Process analysis Quality
t&t t&t management

Conflict
management & Estimating t&t Data analysis t&t Reporting t&t
resolution t&t

Organization Requirements
Validation t&t
assessment types
Project Decision making Requirements
Planning t&t
methodologies t&t * traceability t&t

Verification
Root cause
Stakeholder Prioritization t&t Version control methods &
Scheduling t&t Elicitation t&t analysis
analysis t&t techniques

*All Registered Trademarks and Service Marks are the property of the knowledgehut 229
 Course Name Techniques & Tools
Soft Skills,
Collaboration tools and techniques

Documentation management tools and techniques

Facilitation tools and techniques

cost-benefit analysis,
Leadership principles and skills force field analysis,
Kano model, net
Negotiation tools and techniques promoter score,
purpose alignment
model, SWOT
Political and cultural awareness analysis, value
stream map
Systems thinking

Valuation tools and techniques

*All Registered Trademarks and Service Marks are the property of the knowledgehut 230
 Course
How Name
Organizations Implement Business Analysis
• Agile team members
• Enterprise business analysts
• Business architects
• Product managers or product owners
• Business intelligence analysts
• Project managers
• Business process analysts
• Requirements, software requirements,
• Business subject matter experts
systems, or value engineers
• Data, functional, operational, systems,
or user experience analysts • Requirements managers

*All Registered Trademarks and Service Marks are the property of the knowledgehut 231
 Course Name
Skillset and Expertise - Business Analysis Role
• Analytical skills

• Business and industry knowledge

• Communication skills, including strong business writing and verbal

communication skills

• Conflict management

• Creative and critical thinking

• Cultural awareness

• Decision making

• • Facilitation,
*All Registered Trademarks and Service Marks are the property of the knowledgehut 232
 Course Name
Skillset and Expertise - Business Analysis Role
• Familiarity with multiple project and development methodologies

• Influence

• Issue management skills

• Leadership skills

• Learning skills

• Negotiation skills

• Organizational skills

*All Registered Trademarks and Service Marks are the property of the knowledgehut 233
 Course Name
Skillset and Expertise - Business Analysis Role
• Political awareness

• Presentation skills

• Problem solving

• Systems thinking

• Technical awareness

• Ability to work effectively in a team environment, including virtual teams.

*All Registered Trademarks and Service Marks are the property of the knowledgehut 234
 Course Name Point
Discussion

Discuss the Capabilites Required of a Business Analyst

Discuss the roles in which Business Analyst activies are performed

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Knowledge and Skills

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 Module 9

Tips and Tricks

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 Course Name- Type Example Questions
PMI-PBA®
Jill is the business analyst for her organization and is currently working on a solution
to improve a keyboard. She has taken the keyboard apart, identified each component,
and documented each component's purpose. What type of requirements organization
is Jill performing in this scenario?

A. Process modeling
B. Data modeling
C. Functional decomposition
D. Scope modeling

Answer: C

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 Course Name- Type Example Questions
PMI-PBA®
It's difficult to prove that the implementation of a solution will achieve the intended
results. The business analyst must document the characteristics and risk of the
implementation of a solution in case the desired results will prove invalid. What is th
belief that the solution will create the desired effect for the organization called?

A. Assumption
B. Project
C. Risk
D. Model

Answer: A

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 Course Name- Type Example Questions
PMI-PBA®
You are the business analyst for your organization and you are using an adaptive
approach to business analysis. How are communications managed?

A. They focus more on the frequency of communication.

B. They typically use face-to-face channels.
C. They focus more on formal communications.
D. They are all ad hoc.

Answer: A

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PMI-PBA® - Type Example Questions
You are the business analyst for your organization and are working with Jim, a projec
manager, for your organization. You and Jim are determining the cost of the labor,
materials, equipment, and facilities in order to achieve the different solutions that
have been proposed for an identified problem. What is this process called?

A. Cost budgeting
B. Expert judgment
C. Rough order of magnitude cost estimating
D. Scoping the project costs

Answer : C

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 Course Name- Type Example Questions
PMI-PBA®
You are the business analyst for your organization and are in the process of creating t
solution approach for a technology problem. Which one of the following definitions b
describes the solution approach?

A. Change control to the product scope as approved by the project stakeholders.

B. Defines the general approach required to meet the business need.
C. An uncertain condition that may have a positive or negative impact on the project
D. Decomposes the project scope into smaller deliverables.

Answer: B

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PMI-PBA®

Points to note

• The business analyst conducts her activities within the project, and her
deliverables are all project related
• Processes are both iterative and sequential
• Any experience with the PMBOK is to your advantage with the examination
• Understand the difference between a predictive and adaptive approach

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 CourseAnswers
Name to the Questions

Needs Business Analysis Requirements Elicitation Traceability Solution

Assessment and Planning And Analysis and Monitoring
Evaluation

1. B 1. D 1. A
1. A 1. C 2. B
2. A and C 2. A
2. D 2. B 3. B
3. D 3. F
3. C 3. C 4. A
4. C 4. C
4. E 4. C 5. C
5. A 5. E
5. C 5. A 6. A
6. C 6. C
6. C 6. F 7. A
7. B 7. C
7. B 7. A 8. C
8. B 8. B
8. B 8. C 9. B
9. B 9. C
9. B 9. D 10. B
10. A 10. B
10. A & B 10. B

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Tips and Tricks

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 Course Name

Thank You !!!

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