cbap certification in india

8/18/2019 Cbap Certification in India

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Unit 5:

Requirement

Elicitation

Business Analysis And

Certification Program(BACP)

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Private and Confidential 2

Agenda

In this session, you should be able to:

• Use tools and techniques for requirement

elicitation

• Appreciate the importance of various behavioralaspects:

o Perception

o Leadership

o Communication skills


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Req Analysis

& Mgmnt

Basics of Requirements

Enterprise

Analysis

Develop

BRD &validate

sol.

BA

Planning,

Scope,

and vision

Req

Elicitation

1 2

6

5

4

3

Vision & Scope

Report

Req. Work Plan

BRD

Step 5: Requirement Elicitation


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Dealingwith Risk


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Managing Risk

Risk is an uncertain event or condition that may have a positive or

negative effect on at least one project objective, such as time, cost,

scope, or quality.

Risk management includes all processes that focus on—

• Planning for, identifying, and analyzing risks

• Planning risk responses

• Monitoring and controlling risk responses

All projects are risky!


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Risk Management Planning

• Planning involves deciding how to identify and manage

possible events that might affect the project.• The level of effort should be equivalent to the actual level of

risk and the importance of the project.

A risk may have one or more causes, and, if it occurs, one or more impacts:

Opportunities Threats

Risks with a positiveimpact are opportunities

Risks with a negativeimpact are threats


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Sources Of Risks

What may be

some of the

sources of

risk?

Assumptions

DependenciesConstraints

Sources

of Risk


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Prioritizing Risks

6 3 1

8 5 2

9 7 4

IMPACT

P R O B A B I L I T Y

H i g h

L o w

M e d i u

m

HighLow Medium

High/Low

Medium/Low

Low/Low

High/Medium

Medium/Medium

Low/Medium Low/High

Medium/High

High/High


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Risk Response Strategies For Threats

A v o i d

M i t i

g a t e

T r an s f er

A c c e p t


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Risk Response Strategies For Threats

E x p l o i t

E n

h a n c e

S h ar e

A c c e

p t


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Activity 17: Risk Management

30 minutes

Two Opportunities

Two Threats

• Form groups and from your previous experience, come out with:

• Identify all four type of responses for these risks and present to your

group


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Steps Prior To Requirements Gathering

• Review the documents and inputs to determine desired outcomes,

objectives and open points

• Prepare a meeting agenda

• Define participant roles within your team

• Generate initial questions for the interview

• Decide among your teammates how to organize the interview questions,

how to facilitate the interview session, and who will ask which questions

and follow-up questions• Review the high-level business requirements and the “To-Be” business

process design

• Bring a shell of what you do know and what questions you have for each

area

What are some of the steps you should completebefore leading a requirements gathering session?


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Tools andTechniques


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Requirement Gathering Techniques

Some common techniques for gathering

requirements include:

• Process flows

• Use cases• Prototypes & Scenarios

• Focus groups

•Interviews

• Fit-Gap analysis


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Requirement Gathering Techniques – Example


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Techniques and Tools – Process Flows

Techniqu

e

Descriptio

n

When

Appropriate Pros/ConsParticipant

s

Process

Flows

A process

flow shows

the

relationship

betweenmajor

components

in the

system

This method is

ideally used to

describe how

current or

futurebusiness

processes

should be

modeled

Pros:

•Easily understood

by users and

stakeholders who

are part of theprocess being

developed

Cons:

•Difficult to

represent multipleprocesses

occurring

simultaneously

This

technique is

most

successful

when allusers are

participants


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Techniques and Tools – Use Cases

Technique DescriptionWhen

Appropriate

Pros/ConsParticipant

sUse Cases Use cases

describe a

sequence of

actions the

application

performs onbehalf of a

particular

user or an

external

application

Best used to

describe a step-

by-step process

of how the

system works

for end users

Pros:

Provides a user point

of view

Makes functional

requirements easierto explain and

understand for end

users and

stakeholders

Cons:

Use cases do notprovide enough

information to enable

development

activities

This

technique is

most

successful

when all

users areparticipants


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Techniques and Tools – Prototypes and Scenarios


AppropriatePros/Cons Participants

Prototypes Prototyping isa technique for

building a

quick draft of a

desired

system, or

parts of thatsystem

Illustrates thecapabilities of

the system to

the users and

designers

Pros: Allows the user tovisualize system capabilities

Cons: Can sometimes give

an impression that the

system is further along than

it is, giving users an overly

optimistic impression ofcompletion

Mostappropriate

when

administered

to the ultimate

users and

stakeholders ofthe system

Scenario

Building /

Visualization

A facilitator

talks to users

through

visualization,

walks through

current and

ideal online

and offline

processes

Especially

helpful when a

system does not

currently exist

and it is being

used to replace

a process

currently

implemented

manually

Pros: There is no physical

prototype or system in front

of them, so the user isn’t

restricted by what they see

Cons: Experiences with

similar systems could

impede the flow of new

ideas; users could omit

steps or tasks, especially if

the task is repetitive

Most successful

when users,

not

stakeholders,

are the

participants


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Techniques and Tools – Focus Groups


AppropriatePros/Cons Participants

Focus

Groups

A focus group

brings

together a

cross-section

of

stakeholders

and end users

into a room

and opens

lines of

communicatio

ns

Focus groups are

generally most

helpful at the

beginning stages

of a project when

the entire value

proposition is

being validated

Pros:

• Ability to solicit a wide

variety of opinions in a

relatively short period

of time

• Group dynamicsstimulate individual

thought and give rise

to “piggy-back” ideas

Cons:

• It may be intimidating

for subordinatestakeholders to

contradict a

supervisor

Participants in

this exercise

are normally a

combination of

stakeholders

and users

traditionally

drawn from

the user

groups and

stakeholders


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Techniques and Tools – Fit / Gap Analysis

Technique Description When

Appropriate

Pros/Cons Participants

Fit / Gap

Analysis

Fit / Gap

Analysis

consists of

comparing the

capabilities of a

software

package withthe current

and/or desired

future state of

the business,

identifying

gaps, and

deciding howto close them

A gap is closed by

customizing the

package,

developing add-on

software or by

changing the

organization toadapt to the

package

Pros:

• Forces the

consideration of all

relevant factors

Cons:

• Can cause project to belost in details

Requires a mix

of business

experts,

software

experts,

decision makers

and neutralfacilitators


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Communication: An Art


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What is Communication?

Communication is simply the act of transferring

information from one place to another.


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What is Communication?

Communication Channel

Understanding

When two or more people are in the same place and are aware of each

other's presence, then communication is taking place, no matter how subtle

or unintentional.

Sender Receiver

Encoding Decoding


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Elements of Interpersonal Communication

• One Way Process

• Two way process – Interactive ProcessCommunicators

• Speech

• Non-verbal messages exchanged such as facial expressions, tone of voice,gestures and body language

Message

• Anything that distorts the message

• Physical 'noise', complicated jargon, inappropriate body language,

inattention, disinterest, and cultural differences

Noise

• Messages the receiver returns, Allows sender to adapt, Regulate or repeat

• Direct verbal statements, subtle facial expressions or changes in postureFeedback

• Situational context, Social Context

• The emotional climate and participants' expectations of the interaction

Context

• Speech and Vision

• Only SpeechChannel


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The Goal


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Types of Communication

Communication

VerbalFace to face, tele,

radio etc.

Non VerbalBody lang., gesture,

dress, smell

Written Visual


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Verbal Communication: Listening Skills

Source: Adler, R., Rosenfeld, L. and Proctor, R. (2001) Interplay: the process of

interpersonal communicating (8th edn), Fort Worth, TX: Harcourt.

Listening is the ability to accurately receive messages in the

communication process.

Not

Communicating,

30%

Listening,45%

Writing, 9%

Reading, 16%

Speaking, 30%

Communicating,

70%

Not Communicating Listening

Writing Reading

V/S

Hearing

Hearing refers to the

sounds that you hear

Listening

Listening requires more

than that: it requiresfocus. It means being

aware of both verbal and

non-verbal messages


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Listening Skills: 10 Principles

Source: www. Skillsyouneed.com

1. Stop Talking2. PrepareYourself to

Listen

3. Put theSpeaker at Ease

4. RemoveDistractions

5&6. Empathiseand Be Patient

7. AvoidPersonalPrejudice

8. Listen to theTone

9. Listen forIdeas – Not Just

Words

10.Wait andWatch for Non-Verbal Comm.

A good listener will listen not only to what is being said, but also to

what is left unsaid or only partially said.


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Listening Skills: Verbal and Non-verbal Signs

Source: www. Skillsyouneed.com

Non-Verbal Cues• Smile

• Eye contact

• Posture

• Mirroring

• Distraction

Verbal Cues• Positive Reinforcement

• Remembering

• Questioning

• Reflection/paraphrasing

• Clarification

• Summarization


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Activity 18: Transmitting Information

1. This is a group exercise.

2. Make 4-5 groups.

3. Read a story.

4. No notes/documentation.

20 minutes


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Perception


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Activity 19: Count ‘F’s

20 minutes

Q: How many F’s do you see?

FEATURE FILMS ARE THE

RESULT OF YEARS OF

SCIENTIFIC STUDY COMBINEDWITH

THE EXPERIENCE OF YEARS


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Activity 20: Whom Do You See Here?

10 minutes

Q: Who do you see here? Be Careful!


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Activity 21: Communication and Leadership

• It is a group exercise

• Create 4 rows

• Debrief: What does this tell us from our communication received

from / sent to our stakeholders?

30 minutes


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Leadership


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The Right Order and Why?

30 minutes10 minutes

Where are

we going? Where are

we now?

Th L d hi M d l 3W


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The Leadership Model – 3W

Where are we now?

What next?

Where are we going?

3W

W1

W2

W3

Source: www.liw3.com

h d h h


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Change Leadership vs. Change Management

Organizational Focus• Prognosticator

• Establishes long-term

direction

• Expansion / Growth

•

Creation of collaborativeteams

• Removes barriers and

obstacles

• Organizational risk

focused

Business Unit Focus• Problem Solver

• Plans activities to achieve

direction

• Maintenance,

Predictability• Creates methods and

systems for

• Monitors execution of plan

• Task risk focused


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Module Summary

Techniques that can be used to gather requirements includes:

•Process flows

• Use cases

• Prototypes & Scenarios

• Focus groups

The key comments to a requirements gathering session are:

• Agenda

• Defined roles

• Objectives

• Existing status

• Next Steps

• Interviews

• Fit-Gap analysis


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&Thank You

For YourAttention

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