babok study group - meeting 4

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BABOKStudyGroupMeeting 4. Elicitation

http://zubkiewicz.comPaweł Zubkiewicz TOGAF 9, OCEB, CCBA, ArchiMate 2 [email protected]

http://zubkiewicz.com/


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Elicitation?The definition of elicitation is1:• to draw forth or bring out (something latent or

potential) . • to call forth or draw out (as information or a

response).

These definitions highlight the need to actively engage the stakeholders in defining requirements.

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Elicitation tasks



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BABOK – Knowledge Areas & Tasks

http://zubkiewicz.comSource: www.projerra.ca

5.4 Define Solution Scope


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3 – ElicitationTask Name Inputs Elements Techniques Stakeholders Outputs3.1 Prepare For Elicitation Ensure all needed resources are organized and scheduled for conducting the elicitation activities.

Business Case (5.5)Business Need (5.1)Solution Scope (5.4)Stakeholder List, Roles, and Responsibilities (2.2) Implicit Input: BA plan(s) (2.3)

Clarify the scope for selected elicitation technique

Schedule all resources (people, facilities, equipment)

Notify appropriate parties

General:Brainstorming (9.3)Document Analysis (9.9)Focus Groups (9.11)Interface Analysis (9.13)Interviews (9.14)Observation (9.18)Prototyping (9.22)Requirements Workshops (9.23)Survey / Questionnaire (9.31)

All stakeholders Project Manger

Scheduled Resources (3.1)Supporting Materials (3.1) Implicit Output: BA perf metrics

3.2 Conduct Elicitation Activity Meet with stakeholder(s) to elicit information regarding their needs.

Business Need (5.1)Solution Scope (5.4)Business Case (5.5) Requirements Management Plan (2.5) Scheduled Resources (3.1)Supporting Materials (3.1) OPAs Implicit Input: BA plan(s) (2.3)

Tracing requirementsCapturing requirements attributesMetrics

Essential:Data Dictionary and Glossary (9.5) General:Brainstorming (9.3)Document Analysis (9.9)Focus Groups (9.11)Interface Analysis (9.13)Interviews (9.14)Observation (9.18)Prototyping (9.22)Requirements Workshop (9.23)Survey / Questionnaire (9.31)

CustomerDomain SMEEnd User SupplierSponsor Implementation SMEOperational SupportProject MangerSupplierTester Regulator

Elicitation Results (3.2) Implicit Output: BA perf metrics

3.3 Document Elicitation Results Record the information provided by stakeholders for use in analysis.

Elicitation results (3.2) Implicit Input: BA plan(s) (2.3)

Documentation: Written docs Visual or recordings Whiteboards

General:Brainstorming (9.3)Document Analysis (9.9)Focus Groups (9.11)Interface Analysis (9.13)Interviews (9.14)Observation (9.18)Problem Tracking (9.20)Prototyping (9.22)Requirements Workshops (9.23)Survey / Questionnaire (9.31)

Business Analyst Requirements [Stated] (3.3)Stakeholder Concerns (3.3) Implicit Output: BA perf metrics

3.4 Confirm Elicitation Results Validate that the stated requirements expressed by the stakeholder match the stakeholder’s understanding of the problem and the stakeholder’s needs.

Requirements [Stated, Unconfirmed] (3.3)Stakeholder Concerns [Unconfirmed] (3.3) Implicit Input: BA plan(s) (2.3)

General:Interviews (9.14)Observation (9.18)

Any stakeholder who has participated in other elicitation tasks

Requirements [Stated & Confirmed] (3.4)Stakeholder Concerns [Confirmed] (3.4) Implicit Output: BA perf metrics

05/01/2023 6http://zubkiewicz.comSource: Modern Analyst


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3.1 Prepare for Elicitation

Elements• Clarify the specific scope for

the selected elicitation technique and gathers any necessary supporting materials.

• Schedule all resources (people, facilities, equipment)

• Notify appropriate parties of the plan


Outputs• Scheduled Resources:

This includes the participants, the location in which the elicitation activity will occur, and any other resources that may be required.

• Supporting Materials: Any materials required to help explain the techniques used or perform them.

Ensure all needed resources are organized and scheduled for conducting the elicitation activities.



3.2 Conduct Elicitation Activity

Elements• Tracing requirements: While eliciting the

requirements it is important to guard against scope creep. Tracing requirements back to the business goals/objectives helps to validate whether a requirement should be included.

• Capturing requirement attributes: While eliciting the requirements documenting requirements attributes such as the requirement’s source, value and priority will aid in managing each requirement throughout its life cycle.

• Metrics: Tracking the elicitation participants and the actual time spent eliciting the requirements provides a basis for future planning.

Outputs• Elicitation Results:

May include documentation appropriate to the technique and capture the information provided by the stakeholder.

Meet with stakeholder(s) to elicit information regarding their needs.


3.3 Document Elicitation Results

ElementsDocumentation can take a number of forms, including:• Written documents

describing the outcomes, such as meeting minutes

• Visual or audio recordings• Whiteboards (either actual

or virtual) where notes are retained until they are transferred to another medium.

Outputs• Requirements [Stated]:

Described from the perspective of the stakeholder. Stated requirements describe the stakeholder’s need from the stakeholder’s perspective.

• Stakeholder Concerns: Includes issues identified by the stakeholder, risks, assumptions, constraints, and other relevant information.

Record the information provided by stakeholders for use in analysis


3.4 Confirm Elicitation Results

Techniques:• 9.14 Interviews• 9.18 Observation

Output• Requirements [Stated,

Confirmed]: Identical to Requirements [Stated] for all practical purposes, including use as an input to other tasks.

• Stakeholder Concerns [Confirmed]: Identical to Stakeholder Concerns for all practical purposes, including use as an input to other tasks.

Validate that the stated requirements expressed by the stakeholder match the stakeholder’s understanding of the problem and the stakeholder’s needs.

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Source: Modern Analyst



Techniques

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Tasks as Techniques elements

TASK Technique meta-steps

9.11 Focus Group

9.31 Survey / Questionnairy

Prepare for Elicitation

Prepare 1. Preparation 1. Prepare

Conduct Elicitation Activity

Conduct 2. Run The Focus Group Session

2. Distribute The Survey

Document Elicitation Results

Wrap-up 3. Produce Report

3. Document Survey Results



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Techniques listsPrepareforElicitation

ConductElicitationActivity

DocumentElicitationResults

Confirm ElicitationResults

1. Brainstorming2. Document

Analysis3. Focus Groups4. Interface

Analysis5. Interviews6. Observation7. Prototyping8. Requirements

Workshops9. Survey /

Questionnaire





Questionnaire

10.Data Dictionary and Glossary





Questionnaire

10.Problem Tracking

1. Interviews2. Observatio

n



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Techniques synonyms



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Techniques types• The BABOK ® Guide lists three types of elicitation

techniques: events, performed work, and collected work

• Elicitation events take place using one of six techniques: brainstorming, focus groups, interviews, observation, prototyping, and requirements workshops.

• Elicitation work is performed by the business analyst using the document analysis or interface analysis technique.

• Elicitation work is distributed and collected using surveys/questionnaires that are sent out to the stakeholders.



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Question types• Open – ended• Closed - ended


• Meta• Directive• Detailed• Research


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Question types• These are general questions inviting your stakeholders to provide you with

information about their concerns, interests, and needs relative to the solution scope. Research questions allow a skilled business analyst to scope out the stakeholder needs. People are comfortable answering research questions when the questions are not limited or specific and the answers are not controlled in any way. An example of a research question might be, What constitutes success for this project?

Research Questions

• Detailed questions focus on gathering specific information within the predefined solution scope. These questions are typically the step after research questions and help the business analyst focus on more specific information that is needed. To be thorough, detailed questions should be framed around the five W’s: who, what, where, when, and why. As your questions become more specific, it is very important to discourage one - word answers, such as yes and no. This can often be achieved in the phrasing of each question. An example of a detailed question is, Who provides you with this information?

Detailed Questions

• Directive questions are used primarily by business analysts in group settings where there are contradictions in what the business analyst has been told. Directive questions direct the other parties to an area where agreement needs to be reached and sometimes away from an area that is contentious. For project requirements information, these questions can be used to get consensus on specific features and functionality and to encourage stakeholder decision making. One example of a directive question might be, What is the relative priority of this key feature?

Directive Questions

• Meta questions are powerful tools. They allow you to clarify and enhance what has just been said. Basically, meta questions are questions about questions. This communications strategy allows the business analyst to promote open communication in a nonthreatening way. Meta questions clarify and summarize what the business analyst has been told. They are an active listening technique that proves that the business analyst has really been listening to what a particular stakeholder is saying during requirements elicitation. An example of a meta question is, “ Do you mind if I ask you about . . . ? ”

Meta Questions


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Prototypes (9.22 Prototyping)

SDLC Prototypes• Throw-awayprototype seeks to quickly uncover and clarify interface requirements using simple tools, sometimes just paper and pencil. As the name suggests, such a prototype is usually discarded when the final system has been developed. The focus is on functionality that is not easily elicited by other techniques, has conflicting viewpoints, or is difficult to understand.

• Evolutionary (or Functional)

extends the initial interface requirements into a fully functioning system and requires a specialized prototyping tool or language. This prototype produces a working software application


Functional scope Prototypes• Horizontal• Vertical


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babok study group - meeting 4

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