babok_v2_business_analysis_planning_and_monitoring_ka_overview
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An overview of Business Analysis Planning and Monitoring (BAPM) Knowledge Areas from IIBA BABoK version 2.TRANSCRIPT
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A Guide to the Business Analysis Body of Knowledge (BABoK) Knowledge Area
Business Analysis Planning & Monitoring
By Amjad Shaikh
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What is Business Analysis Planning & Monitoring all about?
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The Business Analysis Planning & Monitoring (BAP&M) knowledge area describes the tasks, activities and techniques that are required for successful definition and planning of business analysis project phase to achieve controlled start
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By failing to prepare, you are preparing to fail.
Benjamin Franklin
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Enterprise
Analysis
Business Analysis
Planning &
Monitoring
Requirements
Elicitation
Requirements
Analysis
Solution
Assessment &
Validation
Underlying
Competency
Requirements
Management &
Communication
Techniques Concepts
(BABoK)
BA
Bo
K
Vers
ion
2 R
ele
ase
2009
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Defining and determining business analysis processes
Identifying stakeholders
Defining roles and responsibilities of stakeholders in the business analysis effort
Developing estimates for business analysis tasks
Planning how the business analyst will communicate with stakeholders
Planning how requirements will be approached, traced, and prioritized
Determining the deliverables that the business analyst will produce
Determining the metrics that will be used for monitoring business analysis work
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[2.1] Plan Business Analysis Approach
[2.2] Conduct Stakeholder Analysis
[2.3] Plan Business Analysis Activities
[2.4] Plan Business Analysis Communication
[2.5] Plan Requirement Management Process
[2.6] Monitor Business Analysis Performance
Tasks Inputs
Business Need
Enterprise Architect
Organizational Process Asset
Expert Judgment
Business Analysis Performance
Metrics
Outputs
[2.1] Business Analysis Approach
[2.2] Stakeholder list, roles and responsibilities
[2.3] Business Analysis Plan
[2.4] Business Analysis Communication Plan
[2.5] Requirement Management Plan
[2.6] Business Analysts Performance Assessment
[2.7] Business Analysis Process Assets
Tasks Providing Inputs
5.1
Tasks Using Outputs
2.3 2.5
2.3 2.4 3.1 4.1 6.1
2.4 2.5 2.6
2.6 3.2 4.1 4.2 6.1
2.3
Organizational Process Assets
4.4 4.5
Input sources are external to BABOK V2
Overview map of Knowledge Area
Refer appendix for overview of BABOK V2 task layout to understand the numbering system
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TASKS
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The Purpose of the task
Identify the stakeholders
Describe the overall process for work on a given initiative
How and when tasks will be performed
The techniques used and deliverables produced
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Layout of the task
Business Need Expert Judgement Organisational Process Assets
Input
Plan Business Analysis Approach
Task
Business Analysis Approach
Output
Techniques
Decision Analysis Structured Walkthrough Process Modelling
Stakeholders
Customer Project Manger Regulator
Sponsor Subject Mater Expert
Tester End User
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Key Elements
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Plan Driven
Change Driven
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Impact of Plan Vs Change on Business Analysis
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When to perform business analysis?
Plan Driven Change Driven
Most BA Work at the beginning Or during one specific phase
Initial list of high-level requirements (requirements envisioning)
Product backlog updated throughout project
Prioritized and reprioritized
Highest priority will have detailed requirements
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Level of details in the deliverables?
Plan Driven Change Driven
Significant amount of formality and detail
Formal document/s
Standard template
Relevant stakeholders approve documents before work starts
Defining requirements through team interaction
Gathering feedback on a working solution
Often limited to a prioritized requirements list
Additional documentation is discretionary
Often produced after solution is implemented
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How change is managed?
Plan Driven Change Driven
Changes only occur when they are genuinely necessary
Clearly justified
Mini Project
Impacts solution and project scope
Formal process
Normally increase near end of project
Presume difficult to identify all requirements
No separate change management process
Changes simply prioritized as per normal list items
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When & How to communicate with stakeholders?
Plan Driven Change Driven
Rely on formal communication methods
In writing and pre-defined forms
All documentation normally archived as project history
Focus on frequency of communication
Less formal communication takes precedence
Official communication in writing
Frequently occurs after implementation
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Key Techniques
Note: Only covering few technique in this presentation Planning for complete presentation on techniques
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Using Decision Analysis for Business Analysis Approach - Example
Business Analysis Approach
Agile Approach
Waterfall Approach
Change in Requirements
Stable Requirements
Change in Requirements
Stable Requirements
Rework (at least 70%)
Min Rework (10%)
Min Rework (10%) Waste Deliverables (10%)
Min Rework (20%) Waste Deliverables (10%) Probability 90%
Probability 90%
Probability 10%
Probability 10%
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Know people side of change
Identify Stakeholders Analyze
Stakeholders
Devise Stakeholders
Management Plan
Review/Revise
Stakeholder
Management Strategies
Complete this during Approach Definition
Project Inception Phase Project Execution Phase
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Layout of the task
Business Need Enterprise Architecture Organisational Process Assets
Input
Conduct Stakeholder Analysis
Task
Stakeholder List, Roles, and Responsibilities
Output
Techniques
Acceptance and Evaluation Criteria Definition Brainstorming Interviews Organization Modeling
RACI Matrix Stakeholder Map Process Modelling Requirements Workshops
Risk Analysis Scenarios and Use Cases User Stories Scope Modeling Survey/Questionnaire
Stakeholders
Customer Project Manger
Subject Mater Expert Regulator
End User
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Customer
End User
Sponsor Implementation SME
Regulator
Business Analyst
Operation Support
Project Manager
Tester
Domain SME
Supplier
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Categorization of stakeholders
Meet their needs Key player
Least important Show consideration
Pow
er
Of In
fluence
Interest
Stakeholder
Stake in the project
Potential impact on Project
What does the Project expect the Stakeholder to provide?
Perceived attitudes and/or risks
Stakeholder Management Strategy
Responsibility
Additional Information that you might want to capture about each stakeholder
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Assign responsibilities and accountability RACI Matrix
Responsible
This is the person or role responsible for creating or developing the product or performing the task. In Figure, for example, a business analyst is responsible for creating the interview notes.
Accountable
This is the person or role who will carry the can for the quality of the product or task. The project sponsor, for instance, must ultimately be accountable for the business case for a project.
This is the person or role responsible for creating or developing the product or performing the task. In Figure, for example, a business analyst is responsible for creating the interview notes.
Consulted
These stakeholders are informed about a product or task, although they may not have contributed directly to it. For example, the project sponsor has the right to be kept informed about any of the products created during the project
Informed
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Key Elements
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The points while performing stakeholder analysis
Complexity of Stakeholder Group
Attitude and Influence
Authority Levels For Business Analysis Work
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The Purpose of the task
Scope of Business Analysis work
Deliverables required
Estimate effort to complete the work by scheduled dates
Identify management tools required to measure progress of work and deliverables
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Layout of the task
Business Analysis Approach Stakeholder Lists, Roles and Responsibilities Business Analysis Performance Assessment Organizational Process Assets
Input
Plan Business Analysis Activities
Task
Business Analysis Plans
Output
Techniques
Estimation Functional Decomposition Risk Analysis
Stakeholders
Customer Project Manger
Subject Mater Expert Regulator
End User Operation Support
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Key Elements
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Review following aspect while planning Business Analysis activities
Geographic Distribution of Stakeholders
Type of Project or Initiative
Business Analysis Deliverables
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Key Techniques
Note: Only covering few technique in this presentation Planning for complete presentation on techniques
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Example of Functional Decomposition
Define Detail Requirements
Elicit Requirements
Conduct Workshop
Document Requirements
Business Process Maps
Create FSD Define NFR
Prioritize Requirements
Conduct JAD Session
Define Usecase
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The Purpose of the task
What needs to be communicated?
When the communication should occur?
Who is the appropriate audience?
How message will be delivered?
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Layout of the task
Business Analysis Approach Business Analysis Plan Organizational Process Assets Stakeholders List, Role and Responsibilities
Input
Plan Business Analysis Communication
Task
Communication Plan
Output
Techniques
Prepare Requirements Package Communicating Requirements (Skill)
Structured Walk Through
Stakeholders
Customer Project Manger Tester
Subject Mater Expert Regulator
End User Operation Support
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Key Techniques
Note: Only covering few technique in this presentation Planning for complete presentation on techniques
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Create packages based on the need, project type & audience
Executive/ Non-Technical End User
Developer/ Testers
Presentation Prototype Business Process High-level Usecase
Detail Usecase Workflows UML Diagrams Data Models
Presentation Prototype Functional Usecase UAT Test cases/ Scenarios
Only an example
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The Purpose of the task
Determine the appropriate requirements process
Determining whether and how requirements are changed
Determine what attributes to be captured for requirement
Determine tracking mechanism for requirements
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Layout of the task
Business Analysis Approach Business Analysis Plan Organizational Process Assets
Input
Plan Requirements Management Process
Task
Requirements Management Plan
Output
Techniques
Decision Analysis Risk Analysis Problem Tracking
Stakeholders
Customer Project Manger Tester
Subject Mater Expert Regulator
End User Operation Support
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Key Elements
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Elements to consider when planning requirements management
Repository of requirements
Traceability
Select requirements attributes for capturing process
Requirements prioritization methods/ process
Change management process
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Key Considerations
Note: Only covering few technique in this presentation Planning for complete presentation on techniques
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Key considerations
Process for requirements change
Assess need for requirements traceability
Requirements Attributes
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Example
Requirement
Identifier Date Captured/ Stated
Source of Requirement
Status Dependencies
Priority
Category
Author
Updated By/Date
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This is how requirements looks like when in requirements management tool (RTM)
Requirements repository within RTM
Requirements attributes
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The Purpose of the task
Determine metrics for business analysis performance measure
Identify performance issue and plan corrective actions
Business analysis process & performance improvement
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Layout of the task
Business Analysis Performance Metrics Business Analysis Plan(s) Organizational Performance Standards Requirements Management Plan
Input
Business Analysis Planning & Monitoring
Task
Business Analysis Performance Assessment Business Analysis Process Assets
Output
Techniques
Interviews Lessons Learned Metrics & Key Performance Indicator
Process Modelling Root Cause Analysis Survey & Questionnaire
Problem Tracking Variance Analysis
Stakeholders
Customer Project Manger
Subject Mater Expert Regulator
End User
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Metrics for measuring business analysis performance
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Knowledge area summary
Stakeholders, Types
of requirements,
Organizations
standards formality
Identify
Stakeholder roles
and responsibilities
Define Estimates to
complete required
business analysis
tasks
Develop
Stakeholder
communication
How requirements
will be approached,
traced and prioritized
Plan
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BA
Bo
K
Vers
ion
2 R
ele
ase
2009
BABOK V2 - Business Analysis Knowledge Areas & Tasks Layout
[2] Business Analysis Planning & Monitoring
[3] Elicitation [4] Requirements Management & Communication
[5] Enterprise Analysis [6] Requirement
Analysis
[7] Solution Assessment &
Validation
[2.1] Plan Business Analysis Approach
[3.1] Prepare for Elicitation
[4.1] Manage Solution Scope and Requirements
[5.1] Define Business Need [6.1] Prioritize Requirements
[7.1] Assess Proposed Solution
[2.2] Conduct Stakeholder Analysis
[3.2] Conduct Elicitation Activity
[4.2] Manage Requirement Traceability
[5.2] Assess Capability Gap [6.2] Organize Requirements
[7.2] Allocate Requirements
[2.3] Plan Business Analysis Activities
[3.3] Document Elicitation Results
[4.3] Maintain Requirement for Re
[5.3] Determine Solution Approach
[6.3] Specify and Model Requirements
[7.3] Assess Organization Readiness
[2.4] Plan Business Analysis Communication
[4.4] Prepare Requirement Package
[5.4] Define Solution Scope [6.4] Define Assumptions
& Constraints [7.4] Define Transition
Requirements
[2.5] Plan Requirement Management Process
[4.5] Communicate Requirements
[5.5] Define Business Case [6.5] Verify Requirements [7.5] Validate Solution
[2.6] Manage Business Analysis Performance
[6.6] Validate Requirements
[7.6] Evaluate Solution Performance
[3.4] Confirm Elicitation Results