BUSINESS ANALYSIS CORE

CONCEPT MODEL
 Underlying
Competencies

Business Analysis
Monitoring &
WHO
Planning

HOW
Requirements
Strategy Analysis Analysis & Design
Definition

Elicitation &
Collaboration
WHAT Requirements
Life Cycle
Management
Solution
Evaluation

WHAT – What Does a Business Analyst Do?

HOW – How Is Business Analysis Done?
WHO – Who Is an effective Business Analyst
BUSINESS ANALYSIS
TECHNIQUES
 Techniques
1. Acceptance & Evaluation Criteria
2. Backlog Management • Learning & Growth
• Business Process
3. Balanced Scorecard • Customer
4. Benchmarking & Market Analysis • Financial
[Link]
6. Business Capability Analysis
7. Business Cases
8. Business Model Canvas
9. Business Rules Analysis – Definitional or Behavioral • Product Box
• Affinity Map
10. Collaborative Games • Fishbowl
11. Concept Modeling
12. Data Dictionary
13. Data Flow Diagrams – Information Flow
14. Data Mining
15. Data Modelling – ERD & Class Diagram
16. Decision Analysis
17. Decision Modelling
18. Document Analysis (Assumes existing Docs are readily available & up to date)
19. Estimation • Expert Judgement
20. Financial Analysis • Delphi Estimation
• Rough Order of
21. Focus Groups Magnitude (ROM)
22. Functional Decomposition
23. Glossary
24. Interface Analysis
25. Interviews
 Techniques
26. Item Tracking
27. Lessons Learned
28. Metrics & KPIs
• Throw Away
29. Mind Mapping • Evolutionary/Functional
30. Non-Functional Requirements Analysis • Vertical Perspective
(Narrow)
31. Observation • Horizontal Perspective
32. Organizational Modeling (Broad)
33. Prioritization
34. Process Analysis
35. Process Modeling – Organization of Requirements in a Hierarchy
• Accept
36. Prototyping • Avoid
37. Reviews • Increase
• Mitigate
38. Risk Analysis & Management • Transfer
39. Roles & Permissions Matrix
40. Root Cause Analysis
41. Scope Modelling – Shoes boundaries of solution
42. Sequence Diagrams • Org Chart
43. Stakeholder List, Map or Personas • Stakeholder Matrix
• Onion Diagram
44. State Modelling – Sequence or States during a lifetime • RACI
45. Survey or Questionnaire
46. SWOT Analysis
47. Use Cases & Scenarios
48. User Stories
49. Vendor Assessment
50. Workshops
 BUSINESS ANALYSIS
PLANNING & MONITORING

CONTROLLED START
BAPM – Business Analysis Planning & Monitoring
“AS Getting Improved Performance”
21 Questions
Business Analysis Approach
1. Plan Approach
2. Level of Detail of Requirements Deliverables &
3. Business Analysis Activities
4. Timing Tasks to Produce
5. Risks
6. Approvals

Stakeholder Engagement
1. Stakeholder Analysis
2. Define Stakeholder Collaboration
3. Stakeholder Communication Needs
4. Plan Approach

Business Analysis Governance

1. Decision Making
2. Change Strategy Decision Making
3. Prioritization Approach
4. Approval Plan

Business Analysis Information Management

1. Organization
2. Level of Abstraction
3. Traceability
4. Reusability
5. Storage & Access
6. Requirements Attributes

Business Analysis Process Improvement

1. Performance Analysis
2. Assessment Measures
3. Analyze Results
4. Recommend Improvements
BAPM – Business Analysis Planning & Monitoring
A 1. BA Approach
ACT PLAN
S 2. Stakeholder Engagement
TASKS

G 3. BA Governance Shewhart
I 4. BA Information Management Cycle
P 5. BA Process Improvement CHECK DO

GUIDELINES & TOOLS

• Business Analysis Performance Assessment
• Business Policies
• Expert Judgement
• Methodologies & Frameworks Adaptive
• Stakeholder Engagement Approach Vs.
Predictive

INPUT 1. Plan Approach

OUTPUT
2. Level of Detail of
ELEMENTS

Requirements Business
Needs 3. BA Activities Analysis
4. Timing Approach
5. Risks
6. Approvals Roles & Responsibilities
Activities
Deliverables
Techniques
TECHNIQUES Timing & Sequencing

5 Brainstorming 38 Risk Analysis & Mgmt

7 Business Cases 41 Scope Modeling
18 Document Analysis 45 Survey or Questionnaire
19 Estimation 50 Workshops
20 Financial Analysis
22 Functional Decomposition
25 Interview
26 Item Tracking
27 Lessons Learned
35 Process Modeling
37 Reviews
 BAPM – Business Analysis Planning & Monitoring
ACT PLAN
A 1. BA Approach
TASKS S 2. Stakeholder Engagement Shewhart
G 3. BA Governance Cycle
I 4. BA Information Management CHECK DO
P 5. BA Process Improvement
Stakeholder Types
• Customers
GUIDELINES & TOOLS • SMEs
• End-Users
• Business Analysis Performance Assessment • Project
• Change Strategy Manager
• Current State Description • Sponsors
• Regulator
• Suppliers
• Tester
1. Stakeholder Analysis • Ops
INPUT
2. Define Stakeholder
ELEMENTS

OUTPUT
Collaboration
• Needs 3. Stakeholder Stakeholder
• BA Approach Communication Engagement
Needs Approach
4. Plan Approach
Names, Titles,
• What Characteristics, Location,
• How TECHNIQUES Special Needs, Authority
• Who 5 Brainstorming 38 Risk Analysis & Levels, Number in each role,
• When 9 Business Rules Mgmt Influence & Interest,
• Geography Analysis 41 Scope Modeling Collaboration Approach,
• Frequency 18 Document Analysis 43 Stakeholder List, Communication Plan
• Complexity 25 Interview Map or Personas
• Formality 27 Lessons Learned 45 Survey or
29 Mind Mapping Questionnaire
32 Organizational 50 Workshops
Modeling
35 Process Modeling
 BAPM – Business Analysis Planning & Monitoring
ACT PLAN
A 1. BA Approach
S 2. Stakeholder Engagement Shewhart
TASKS
G 3. BA Governance Cycle
I 4. BA Information Management CHECK DO
P 5. BA Process Improvement

Roles
GUIDELINES & TOOLS • Participant
• Business Analysis Performance Assessment • SME
• Business Policies • Reviewer
• Current State Description • Approver
• Legal/Regulatory Information

INPUT OUTPUT
1. Decision Making
ELEMENTS

• BA Approach 2. Change Strategy

• Stakeholder 3. Prioritization Governance
Engagement
Approach Approach
Approach
4. Approval Plan
• Responsibility &
Authority To Make
CRBPTS
Decisions
• Cost
• Who Sets Priorities
• Risk TECHNIQUES • Who Approves Changes
• Benefits
5 Brainstorming • Who Defines Change
• Priority
18 Document Analysis Process
• Timing
25 Interview
• Solution
26 Item Tracking
27 Lessons Learned
32 Organizational Modeling
35 Process Modeling
37 Reviews
45 Survey or Questionnaire
50 Workshops
 BAPM – Business Analysis Planning & Monitoring
ACT PLAN
A 1. BA Approach
S 2. Stakeholder Engagement Shewhart
TASKS

G 3. BA Governance Cycle
I 4. BA Information Management CHECK DO
P 5. BA Process Improvement

Reusable Types
GUIDELINES & TOOLS • Regulatory
• Contractual
• Business Analysis Performance Assessment • Quality Standards
• Business Policies • SLAs
• Information Management Tools • Business
• Legal/Regulatory Information Rules/Processes
• Product
Requirements

INPUT 1. Organization
OUTPUT
2. Level of Abstraction
ELEMENTS

• BA Approach 3. Traceability
• Stakeholder Info
Engagement 4. Reusability Management
Approach 5. Storage & Access
• Governance Approach
Approach 6. Requirements
Attributes
CARAS SOUPS • Information Organization
• Complexity • Level of Detail
• Absolute Reference
TECHNIQUES • Traceability
• Risks • Reusability Across
5 Brainstorming
• Author Enterprise
25 Interview
• Source • Access & Storage
26 Item Tracking
• Status • Maintaining
27 Lessons Learned
• Ownership Characteristics of
29 Mind Mapping
• Urgency Information
35 Process Modeling
• Priority 45 Survey or Questionnaire
• Stability 50 Workshops
 BAPM – Business Analysis Planning & Monitoring
ACT PLAN
A 1. BA Approach
TASKS
S 2. Stakeholder Engagement Shewhart
G 3. BA Governance Cycle
I 4. BA Information Management CHECK DO
P 5. BA Process Improvement

Types of Measures
Qualitative vs
Quantitative
• Indicators (KPIs)
GUIDELINES & TOOLS • Measures
• Organizational Performance Standards • Metrics

INPUT 1. Performance Analysis OUTPUT

ELEMENTS

2. Assessment Measures
3. Analyze Results
• BA Approach Performance
• Performance 4. Recommend
Assessment
Objectives Improvements

• Corrective – Reduce
SAKETOS Negative Impact
• Strategic TECHNIQUES • Improvement – Increase
• Accuracy 5 Brainstorming probability/ impact
• Knowledge 25 Interview • Preventative – Proactive
• Effectiveness 26 Item Tracking to reduce probability
• Timeliness 27 Lessons Learned
• Organizational 28 Metrics & KPIs
Support 31 Observation
• Significance 34 Process Analysis
35 Process Modeling
37 Reviews
38 Risk Analysis & Mgmt
40 Root Cause Analysis
45 Survey or Questionnaire
50 Workshops
STRATEGY ANALYSIS

CONTROLLED START
SA – Strategy Analysis “COFFERS” 23 Questions

Analyze Current State

1. Business Needs
2. Organizational Structure & Culture
3. Capabilities & Processes
4. Technology & Infrastructure
5. Policies
6. Business Architecture
7. Internal Assets
8. External Influencers

Define Future State

1. Business Goals & Objectives
2. Scope of Solution space
3. Constraints
4. Organizational Structure & Culture
5. Capabilities & Processes
6. Technology & Infrastructure
7. Policies
8. Business Architecture
9. Internal Assets
10. Identify Assumptions
11. Potential Value

Assess Risks
1. Unknowns
2. Constraints, Assumptions & Dependencies
3. Negative Impact to Value
4. Risk Tolerance
5. Recommendation

Define Change Strategy

1. Solution Scope
2. Gap Analysis
3. Enterprise Readiness Assessment
4. Change Strategy
5. Transition State & Release Planning
 SA – Strategy Analysis
ACT PLAN
C 1. Analyze Current State
TASKS Shewhart
F 2. Define Future State Cycle
R 3. Assess Risks
S 4. Define Change Strategy CHECK DO

GUIDELINES & TOOLS Levels

• Business Analysis Approach • Top Down (Strategic Goal)
• Enterprise Limitations • Bottom Up (Current State)
• Organizational Strategies • Middle Management (Additional
• Solution Limitation Functionality)
• Solution Performance Goals • External Drivers (Customer Demand or
• Solution Performance Measures Competition)
• Stakeholder Analysis Results

1. Business Needs
INPUT 2. Organizational Structure & OUTPUT
ELEMENTS

Culture
3. Capabilities & Processes • Current State
• Needs 4. Technology & Infrastructure Description
• Elicitation Results 5. Policies • Business
(Confirmed) Requirements
6. Business Architecture
7. Internal Assets
8. External Influencers
Current State
Existing Scope, capabilities,
resources, performance,
TECHNIQUES
culture dependencies,
4 Benchmarking & Market Analysis 28 Metrics & KPIs infrastructure, external
6 Business Capability Analysis 29 Mind Mapping influences & relationships
7 Business Cases 31 Observation
8 Business Model Canvas 32 Organizational Modeling
11 Concept Modeling 34 Process Analysis
14 Data Mining 35 Process Modeling
18 Document Analysis 38 Risk Analysis & Management Business Requirements
20 Financial Analysis 40 Root Cause Analysis Define Problem,
21 Focus Groups 41 Scope Modelling opportunity or constraint
22 Functional Decomposition 45 Survey or Questionnaire based on current state
25 Interviews 46 SWOT Analysis
26 Item Tracking 49 Vendor Assessment
27 Lessons Learned 50 Workshops
 SA – Strategy Analysis
ACT PLAN
C 1. Analyze Current State
TASKS Shewhart
F 2. Define Future State Cycle
R 3. Assess Risks
S 4. Define Change Strategy CHECK DO

GUIDELINES & TOOLS SMART

• Constraints • Specific
• Current State Description • Measurable
• Metrics & KPIs • Achievable
• Organizational Strategy • Relevant
• Time Bound
1. Business Goals & Objectives
2. Scope of Solution space
INPUT 3. Constraints OUTPUT
ELEMENTS

4. Organizational Structure &

Culture • Business
5. Capabilities & Processes Objectives
• Needs 6. Technology & Infrastructure • Future state
• Elicitation Results Description
7. Policies
(Confirmed)
8. Business Architecture • Potential
9. Internal Assets Value
10. Identify Assumptions
11. Potential Value
Business Objectives
Desired direction to achieve
future state
TECHNIQUES
4 Benchmarking & Market Analysis 28 Metrics & KPIs
6 Business Capability Analysis 29 Mind Mapping Future State
7 Business Cases 31 Observation Description
8 Business Model Canvas 32 Organizational Modeling New, removed and
11 Concept Modeling 34 Process Analysis modified components
14 Data Mining 35 Process Modeling
18 Document Analysis 38 Risk Analysis & Management Potential Value
20 Financial Analysis 40 Root Cause Analysis Expected from Future State
21 Focus Groups 41 Scope Modelling
22 Functional Decomposition 45 Survey or Questionnaire
25 Interviews 46 SWOT Analysis
26 Item Tracking 49 Vendor Assessment
27 Lessons Learned 50 Workshops
 SA – Strategy Analysis
ACT PLAN
C 1. Analyze Current State
TASKS Shewhart
F 2. Define Future State Cycle
R 3. Assess Risks
S 4. Define Change Strategy CHECK DO

Risks Assessment
Risks (Negative) GUIDELINES & TOOLS
• Consequences &
• Technical • Business Analysis Approach Impacts
• Financial • Business Policies • Likelihood
• Business • Change Strategy (Probability)
Tolerance • Current State Description • Potential Occurrence
• Risk-Averse • Future State Description Timeframe
• Neutral (Some OK) • Identified Risks
• Risk Seeking • Stakeholder Engagement Approach
OUTPUT
INPUT 1. Unknowns
ELEMENTS

2. Constraints, Assumptions &

• Influences Dependencies
• Elicitation Results Risk Analysis
3. Negative Impact to Value
(Confirmed) Results
• Designs (Prioritized) 4. Risk Tolerance
• Requirements 5. Recommendation
(Prioritized)
• Business Objectives
• Potential Value
Summary of Risks &
TECHNIQUES Response Strategies
Recommendations 5 Brainstorming
• Pursue Regardless 7 Business Cases
• Manage & Optimize 16 Decision Analysis
• Pursue with Mitigation 18 Document Analysis
• Increase Value to Outweigh 20 Financial Analysis
Risk 25 Interviews
• Do No Pursue 27 Lessons Learned
29 Mind Mapping
38 Risk Analysis &
Management
40 Root Cause Analysis
45 Survey or Questionnaire
50 Workshops
 SA – Strategy Analysis
ACT PLAN
TASKS C 1. Analyze Current State Shewhart
F 2. Define Future State Cycle
R 3. Assess Risks
S 4. Define Change Strategy CHECK DO

Scope
GUIDELINES & TOOLS • Project
• Product
• Business Analysis Approach • Solution
• Design Options
• Solution Recommendations

INPUT OUTPUT
• Current State 1. Solution Scope
ELEMENTS

Description 2. Gap Analysis

• Future State 3. Enterprise Readiness • Change
Description Assessment Strategy
• Risk Analysis 4. Change Strategy • Solution Scope
Results
• Stakeholder
5. Transition States & Release
Engagement Planning
Approach
Change Strategy
Change Strategy TECHNIQUES Approach the Org will
• Org Readiness follow to guide
3 Business Score Card 29 Mind Mapping
• Major Costs & change
4 Benchmarking & Market 32 Organizational
Investments
Analysis Modeling
• Implementation
5 Brainstorming 35 Process Modeling
Timelines Solution Scope
7 Business Cases 41 Scope Modelling
• Alignment to What MUST be
8 Business Model Canvas 46 SWOT Analysis
Business delivered to meet a
16 Decision Analysis 49 Vendor Assessment
Objectives business need
19 Estimation 50 Workshops
• Timelines to
20 Financial Analysis
Realize Value
21 Focus Groups
• Opportunity
22 Functional
Costs
Decomposition
25 Interviews
27 Lessons Learned
REQUIREMENTS LIFECYCLE
MANAGEMENT

OVERARCHING TASK
RCLM – Requirements Life Cycle Management
27 Questions “Tom and Mary Probably Can’t Approve”

Trace Requirements
1. Level of Formality
2. Relationships
3. Traceability Repository

Maintain Requirements
1. Maintain Requirements
2. Maintain Attributes
3. Reusing Requirements

Prioritize Requirements
1. Basis for Prioritization
2. Challenges of Prioritization
3. Continual Prioritization

Assess Requirements Changes

1. Assessment Formality
2. Impact Analysis
3. Impact Resolution

Approve Requirements
1. Understand Stakeholder Roles
2. Conflict & Issue Management
3. Gain Consensus
4. Track & Communicate Approval
 RLCM – Requirements Lifecycle Management
ACT PLAN
T 1. Trace Requirements
TASKS
M 2. Maintain Requirements Shewhart
P 3. Prioritize Requirements Cycle
C 4. Assess Requirements Changes CHECK DO
A 5. Approve Requirements

GUIDELINES & TOOLS

• Domain Knowledge
• Information Management Approach
• Legal/Regulatory Information
• Requirements Management OUTPUT
INPUT • Tools/Repository

•
ELEMENTS

Requirements
• Requirements 1. Level of Formality (Traced)
• Design 2. Relationships • Designs (Traced)
3. Traceability Repository

Traced Requirements
Relationships TECHNIQUES Clearly defined
• Derived relationships to other
9 Business Rules Analysis
• Depends requirements
22 Functional Decomposition
• Necessity
35 Process Modeling
• Effort
41 Scope Modelling
• Satisfy Traced Design
• Validate Clearly defined
relationships to
usable
representation of
solution
RLCM – Requirements Lifecycle Management
ACT PLAN
T 1. Trace Requirements
TASKS M 2. Maintain Requirements Shewhart
P 3. Prioritize Requirements Cycle
C 4. Assess Requirements Changes CHECK DO
A 5. Approve Requirements

GUIDELINES & TOOLS

INPUT • Information Management Approach
OUTPUT

• Requirements
ELEMENTS

1. Maintain Requirements (Maintaned)

• Requirements
2. Maintain Attributes • Designs
• Design
3. Reusing Requirements (Maintained)

Maintained
TECHNIQUES Requirements &
Designs
9 Business Rules Analysis
13 Data Flow Diagrams
For Reuse
15 Data Modelling
18 Document Analysis
22 Functional Decomposition
35 Process Modeling
47 Use Cases & Scenarios
48 User Stories
RLCM – Requirements Lifecycle Management
ACT PLAN
T 1. Trace Requirements
TASKS
M 2. Maintain Requirements Shewhart
P 3. Prioritize Requirements Cycle
C 4. Assess Requirements Changes CHECK DO
A 5. Approve Requirements

GUIDELINES & TOOLS

• Business Constraints
• Change Strategy
• Domain Knowledge
• Governance Approach
• Requirements Architecture
• Requirements Management
INPUT • Tools/Repository
• Solution Scope OUTPUT

• Requirements
ELEMENTS

1. Basis for Prioritization (Prioritized)

• Requirements
2. Challenges of Prioritization • Designs
• Design
3. Continual Prioritization (Prioritized)

Prioritized
TECHNIQUES Requirements &
Designs
2 Backlog Management
7 Business Cases
Ranking by
16 Decision Analysis
Importance
19 Estimation
20 Financial Analysis
25 Interviews
26 Item Tracking
33 Prioritization
38 Risk Analysis & Management
50 Workshops
 RLCM – Requirements Lifecycle Management
ACT PLAN
T 1. Trace Requirements
TASKS
M 2. Maintain Requirements Shewhart
P 3. Prioritize Requirements Cycle
C 4. Assess Requirements Changes CHECK DO
A 5. Approve Requirements

GUIDELINES & TOOLS

• Formal = Predictive =
• Change Strategy Waterfall
• Domain Knowledge • Informal = Adaptive =
• Governance Approach Agile
• Legal/Regulatory Information
• Requirements Architecture
• Solution Scope OUTPUT
INPUT
• Requirements
Change
• Requirements Assessment
ELEMENTS

• Designs 1. Assessment Formality • Designs

• Proposed 2. Impact Analysis Change
Change 3. Impact Resolution Assessment

Areas of Impact
• Benefit Recommendation to
• Cost TECHNIQUES Approve, Modify or
• Impact 7 Business Cases Deny a proposed
• Schedule 9 Business Rules Analysis change
• Urgency 16 Decision Analysis
18 Document Analysis
Influence Factors 19 Estimation
• Benefit 20 Financial Analysis
• Penalty 24 Interface Analysis
• Cost 25 Interviews
• Risk 26 Item Tracking
• Dependencies 38 Risk Analysis & Management
• Time Sensitivity 50 Workshops
• Stability
• Regulatory or
Compliance
 RLCM – Requirements Lifecycle Management
T ACT PLAN
1. Trace Requirements
M 2. Maintain Requirements Shewhart
TASKS
P 3. Prioritize Requirements Cycle
C 4. Assess Requirements Changes
CHECK DO
A 5. Approve Requirements

• Process to resolve
conflicts in Plan
GUIDELINES & TOOLS Business Analysis
Governance
• Change Strategy • Outlined in
• Governance Approach Governance Approach
• Legal/Regulatory Information
• Requirements Management
• Tools/Repository
INPUT OUTPUT
• Solution Scope

•
ELEMENTS

1. Understand Stakeholder Roles Requirements

• Requirements (Approved)
(Verified) 2. Conflict & Issue Management
3. Gain Consensus • Designs
• Designs (Approved)
4. Track & Communicate Approval

Received,
TECHNIQUES Understood &
• Process defined in Plan
Business Analysis 1 Acceptance & Evaluation Acknowledged
Governance Criteria
• Outlined in Governance 16 Decision Analysis
Approach, Communicate BA 26 Item Tracking
Information, Information 37 Reviews
Management Approach 50 Workshops
 ELICITATION &
COLLABORATION

CONTROLLED MIDDLE
EC– Elicitation & Collaboration
18 Questions “PC4”

Prepare for Elicitation

1. Understand Scope of Elicitation
2. Select Elicitation Techniques
3. Set up Logistics
4. Secure Supporting Material
5. Prepare Stakeholders

Conduct Elicitation
1. Guide Elicitation Activity
2. Capture Elicitation Outcomes

Confirm Elicitation Results

1. Compare Elicitation Results Against Source Information
2. Compare Elicitation Results Against Other Elicitation
Results

Communicate BA Information
1. Determine Objectives & Format of Communication
2. Communicate Business Analysis Package

Manage Stakeholder Collaboration

1. Gain Agreement on Committee
2. Monitor Stakeholder Engagement
3. Collaboration
EC – Elicitation & Collaboration
P ACT PLAN
1. Prepare for Elicitation
C 2. Conduct Elicitation Shewhart
TASKS
C 3. Confirm Elicitation Results Cycle
C 4. Communicate BA Information
CHECK DO
C 5. Manage Stakeholder
Collaboration

• Structured
GUIDELINES & TOOLS • Unstructured
• Passive
• Business Analysis Approach Observation
• Business Objectives • Active
• Existing Business Analysis Observation
Information
• Potential Value
INPUT OUTPUT

• Needs
ELEMENTS

1. Understand Scope of Elicitation

• Stakeholder 2. Select Elicitation Techniques • Elicitation
Engagement 3. Set up Logistics Activity Plan
Approach 4. Secure Supporting Material
5. Prepare Stakeholders

Logistics & Scope of

TECHNIQUES Elicitation activity
5 Brainstorming including resources &
14 Data Mining supporting material
18 Document Analysis
19 Estimation
25 Interviews
29 Mind Mapping
38 Risk Analysis & Management
43 Stakeholder List, Map or
Personas
EC – Elicitation & Collaboration
P ACT PLAN
1. Prepare for Elicitation
C 2. Conduct Elicitation Shewhart
TASKS
C 3. Confirm Elicitation Results Cycle
C 4. Communicate BA Information
CHECK DO
C 5. Manage Stakeholder
Collaboration

Prepare
• Collaborative
GUIDELINES & TOOLS • Research
Conduct
• Business Analysis Approach • Experiments
• Existing Business Analysis (Prototypes,
Wrap-Up POCs)
Information
• Stakeholder Engagement Approach
• Supporting Materials
INPUT OUTPUT
ELEMENTS

• Elicitation
• Elicitation 1. Guide Elicitation Activity Results
Activity Plan 2. Capture Elicitation Outcomes (Unconfirmed)

TECHNIQUES Informally
documented
4 Benchmarking & Market 25 Interviews requirements
Analysis 29 Mind Mapping
5 Brainstorming 31 Observation
9 Business Rules Analysis 34 Process Analysis
10 Collaborative Games 35 Process Modelling
11 Concept Modeling 36 Prototyping
14 Data Mining 45 Survey or Questionnaire
15 Data Modelling 50 Workshops
18 Document Analysis
21 Focus Groups
 EC – Elicitation & Collaboration
P ACT PLAN
1. Prepare for Elicitation
C 2. Conduct Elicitation Shewhart
TASKS
C 3. Confirm Elicitation Results Cycle
C 4. Communicate BA Information
CHECK DO
C 5. Manage Stakeholder
Collaboration

GUIDELINES & TOOLS

• Elicitation Activity Plan
• Existing Business Analysis
INPUT Information
OUTPUT
ELEMENTS

• Elicitation 1. Compare Elicitation Results • Elicitation

Results Against Source Information Results
(Unconfirmed) 2. Compare Elicitation Results (Confirmed)
Against Other Elicitation Results

Requirements States TECHNIQUES

Requirements
Approved – Agreed, Ready to Use 18 Document Analysis Checked for Accuracy
Maintained – Formatted, Long- 25 Interviews & Consistency
Term Use 37 Reviews
Modelled – Well-structured 50 Workshops
Prioritized – Relative Importance
Specified – Well-Formed
Traced – Clearly defined
relationships
Validated – Within Scope
Verified – Sufficient Quality
 EC – Elicitation & Collaboration
P 1. Prepare for Elicitation ACT PLAN
C 2. Conduct Elicitation Shewhart
TASKS
C 3. Confirm Elicitation Results Cycle
C 4. Communicate BA Information
CHECK DO
C 5. Manage Stakeholder
Collaboration

GUIDELINES & TOOLS

• Business Analysis Approach
• Information Management Approach
INPUT OUTPUT

• Business Analysis • Business

ELEMENTS

Information 1. Determine Objectives & Format

Analysis
• Stakeholder of Communication
Information
Engagement 2. Communicate Business Analysis
(Confirmed)
Approach Package

TECHNIQUES Communicating,
• Communicate Ensuring Receipt,
Requirements & Design 25 Interviews Understanding and
Information 37 Reviews Gaining
• Assessing early quality 50 Workshops Acknowledgement
& Planning
• Evaluating alternatives
• Reviewing & Approving
changes
• Providing input to
Design
• Conforming to
Contracts &
Regulations
• Maintaining
Requirements & Design
for Reuse
 EC – Elicitation & Collaboration
P 1. Prepare for Elicitation ACT PLAN
TASKS
C 2. Conduct Elicitation Shewhart
C 3. Confirm Elicitation Results Cycle
C 4. Communicate BA Information
5. Manage Stakeholder CHECK DO
C
Collaboration

GUIDELINES & TOOLS

• Business Analysis Approach
• Information Management Approach
INPUT OUTPUT

• Stakeholder
Engagement 1. Gain Agreement on
ELEMENTS

Approach Commitments • Stakeholder

• Business Analysis 2. Monitor Stakeholder Engagement
Performance Engagement
Assessment 3. Collaboration

TECHNIQUES
Willingness from
10 Collaborative Games stakeholders to
27 Lessons Learned engage in business
38 Risk Analysis & Management analysis activities
43 Stakeholder List, Map or Personas
REQUIREMENTS ANALYSIS &
DESIGN DEFINITION

CONTROLLED MIDDLE
RADD – Requirements Analysis & Design Definition
45 Questions “SEA ROaR”

Specify & Model Requirements

1. Model Requirements
2. Analyze Requirements
3. Represent Requirements & Attributes
4. Implement the Appropriate Levels of Abstraction

Verify Requirements
1. Characteristics of Requirements & Design Quality
2. Verification Activities
3. Checklists

Validate Requirements
1. Identify Assumptions
2. Define Measurable Evaluation Criteria
3. Evaluate Alignment with Solution Scope

Define Requirements Architecture

1. Requirements Viewpoints & Views
2. Template Architecture
3. Completeness
4. Relate & Verify Requirements Relationships
5. Business Analysis Information Architecture

Define Design Options

1. Define Solution Approaches
2. Identify Improvement Opportunities
3. Requirements Allocation
4. Describe Design Options

Analyze Potential Value & Recommend Solution

1. Expected Benefits
2. Expected Costs
3. Determine Value
4. Assess Design Options & Recommend Solution
 RADD – Requirements Analysis & Design Definition
S 1. Specify Model Requirements
E 2. Verify Requirements

TASKS
A 3. Validate Requirements
R 4. Define Requirements Architecture
O 5. Define Design Options
R 6. Analyze Potential Value & Recommend
Solution
Categories of Models
• Relationship of People Business Needs = Requirements
& Roles GUIDELINES & TOOLS Solution = Design
• Rationale – “WHY” • Modeling Notations/Standards
• Activity Flow - • Modelling Tools
Sequence • Requirements Architecture
• Capability • RLCM Tools
• Data & Information • Solution Scope
Exchange
OUTPUT
INPUT

1. Model Requirements
ELEMENTS

2. Analyze Requirements Requirements

Elicitation Results 3. Represent Requirements & (Specified &
Attributes Modelled)
4. Implement the Appropriate
Levels of Abstraction

Summarizes the destination tasks

utilizing analyzed requirements

TECHNIQUES
1 Acceptance & Evaluation 17 Decision Modelling 39 Roles & Permissions Matrix
Criteria 22 Functional Decomposition 40 Root Cause Analysis
6 Business Capability Analysis 23 Glossary 41 Scope Modeling
8 Business Model Canvas 24 Interface Analysis 42 Sequence Diagrams
9 Business Rules Analysis 30 Non-Functional Requirements 43 Stakeholder List, Map or
11Concept Modeling Analysis Personas
12 Data Dictionary 32 Organizational Modelling 44 State Modeling
13 Data Flow Diagram 35 Process Modeling 47 Use Cases & Scenarios
15 Data Modelling 36 Prototyping 49 User Stories
 RADD – Requirements Analysis & Design Definition
S 1. Specify Model Requirements
E 2. Verify Requirements

TASKS
A 3. Validate Requirements
R 4. Define Requirements Architecture
O 5. Define Design Options
R 6. Analyze Potential Value & Recommend
Solution

Quality Checks
FACt CUP CUT Business NeedsActivities
Verification = Requirements
Solution = Design
• Completeness
Feasible
Atomic • Comparison
Complete • Correctness
Consistent • Compliance
Unambiguous • Terminology
Prioritized • Examples
Concise
Understandable
Testable
GUIDELINES & TOOLS
• Requirements Lifecycle Management
INPUT Tools OUTPUT
ELEMENTS

Requirements 1. Characteristics of Requirements

& Designs Quality Requirements
(Specified &
2. Verification Activities (Verified)
Modelled)
3. Checklists

TECHNIQUES Correct & Usable. Requirements

AIM-R that are sufficiently detailed &
high enough quality to begin
1 Acceptance & Evaluation Criteria construction.
26 Item Tracking
28 Metrics & KPIs
37 Reviews
 RADD – Requirements Analysis & Design Definition
S 1. Specify Model Requirements
E 2. Verify Requirements

TASKS
A 3. Validate Requirements
R 4. Define Requirements Architecture
O 5. Define Design Options
R 6. Analyze Potential Value & Recommend
Solution

Business
ValidateNeeds = Requirements
– Goes back to
Solution = Design
the business
requirements
Verify – Goes forward
towards the
implementation

GUIDELINES & TOOLS

• Requirements Lifecycle Management
INPUT Tools OUTPUT

1. Identify Assumptions
ELEMENTS

Requirements
2. Define Measurable Evaluation Requirements
(Specified &
Criteria (Validated)
Modelled)
3. Evaluate Alignment with
Solution Scope

TECHNIQUES
1 Acceptance & Evaluation Criteria Correct & Usable. Requirements
18 Document Analysis that are sufficiently detailed &
20 Financial Analysis high enough quality to begin
26 Item Tracking construction.
28 Metrics & KPIs
37 Reviews
38 Risk Analysis & Management
 RADD – Requirements Analysis & Design Definition
S 1. Specify Model Requirements
E 2. Verify Requirements

TASKS
A 3. Validate Requirements
R 4. Define Requirements Architecture
O 5. Define Design Options
R 6. Analyze Potential Value & Recommend
Solution

Requirements
Business Needs = Requirements
Relationship
Solution = Design Quality
• Defined
• Necessary
• Correct
GUIDELINES & TOOLS • Unambiguous
• Architecture Managed Software • Consistent
• Lega/Regulatory Information
• Methodologies & Framework
INPUT
1. Requirements Viewpoints &
Views OUTPUT
• Requirements
ELEMENTS

(Any State) 2. Template Architectures

• Info Mgmt 3. Completeness
Approach 4. Relate & Verify Requirements Requirements
• Solution Scope Relationships Architecture
5. Business Analysis Information
Architecture

TECHNIQUES Defines the organized structure

15 Data Modeling for stakeholder and solution
22 Functional Decomposition requirements and the
25 Interviews relationships between them
32 Organizational Modeling
41 Scope Modeling
50 Workshops
 RADD – Requirements Analysis & Design Definition
S 1. Specify Model Requirements
E 2. Verify Requirements

TASKS
A 3. Validate Requirements
R 4. Define Requirements Architecture
O 5. Define Design Options
R 6. Analyze Potential Value & Recommend
Solution

Improvement
Opportunities
• Increased
Efficiencies
Approaches • Increased Access
• Create to Information
• Purchase GUIDELINES & TOOLS
• Additional
• Combination • Existing Solutions Capabilities
• Future State Descriptions
• Requirements (Traced)
INPUT • Solution Scope

• Requirements OUTPUT
(Validated & 1. Define Solution Approaches
ELEMENTS

Prioritized) 2. Identify Improvement

• Change Opportunities
Strategy Design
3. Requirements Allocation
• Requirements Options
4. Describe Design Options
Architecture

TECHNIQUES
Design Elements Usable representation of a
4 Benchmarking & Market Analysis solution
• Business Policies &
5 Brainstorming
Rules
18 Document Analysis
• Business Processes
25 Interviews
• Affected Stakeholders
27 Lessons Learned
• Operational Business
29 Mind Mapping
Decisions
40 Root Cause Analysis
• Software Applications
45 Survey or Questionnaire
• Organizational
49 Vendor Workshops
Structures
350 Workshops
 RADD – Requirements Analysis & Design Definition
S 1. Specify Model Requirements
E 2. Verify Requirements

TASKS
A 3. Validate Requirements
R 4. Define Requirements Architecture
O 5. Define Design Options
R 6. Analyze Potential Value & Recommend
Solution

GUIDELINES & TOOLS Assessment Factors

• Business Objectives • Available Resources
• Current State Description • Solution Constraints
• Future State Descriptions • Requirements
• Risk Analysis Results Dependencies
• Solution Scope
INPUT
OUTPUT
ELEMENTS

1. Expected Benefits
2. Expected Costs
• Potential Value Solution
3. Determine Value
• Design Options Recommendations
4. Assess Design Options &
Recommend Solution

TECHNIQUES
Opportunity Costs Identifies the most
Alternative results that 1 Acceptance & Evaluation Criteria appropriate solution
might have been 2 Backlog Management based on all the defined
achieved if resources, 5 Brainstorming design options
time, & funds were 7 Business Cases
allocated to design 8 Business Model Canvas
option that was not 16 Decision Analysis
selected. Opportunity 19 Estimation
cost = the value of the 20 Financial Analysis
best alternative design 21 Focus Groups
option that was not 25 Interviews
selected 28 Metrics & KPIs
38 Risk Analysis & Management
45 Survey or Questionnaire
46 SWOT Analysis
50 Workshops
SOLUTION EVALUATION

CONTROLLED END
 SE – Solution Evaluation
24 Questions “MASER”

Measure Solution Performance

1. Define Solution Performance Metrics
2. Validate Performance Measures
3. Collect Performance Measures

Analyze Performance
1. Solution Performance vs. Desired Value
2. Trends
3. Accuracy
4. Performance Variances

Assess Solution Limitations

1. Identify Internal Solution Component Dependencies
2. Investigate Solution Problems
3. Impact Assessment

Enterprise Limitations
1. Enterprise Culture Assessment
2. Stakeholder Impact Analysis
3. Organizational Structure Changes
4. Operational Assessment

Recommend Actions
1. Adjust Solution Performance Measures
2. Recommendations
 SE– Solution Evaluation
M 1. Measure Solution Performance
A 2. Analyze Performance Measures

TASKS
S 3. Assess Solution Limitations
E 4. Assess Enterprise Limitations
R 5. Recommend Actions to Increase Solution
Value

GUIDELINES & TOOLS

• Change Strategy Measures
• Future State Description • Quantitative
• Requirements (Validated) • Qualitative
• Solution Scope • Both
INPUT
OUTPUT
1. Define Solution
ELEMENTS

• Implemented Performance Metrics

Solution 2. Validate Performance Solution
(External) Measures Performance
• Business 3. Collect Performance Measures
Objectives Measures

Define the measures to

TECHNIQUES be collected & analyzed
Performance
Measures 1 Acceptance & Evaluation Criteria
• Volume or Sample 4 Benchmarking & Market Analysis
Sizing 7 Business Cases
• Frequency & 14 Data Mining
Timing 16 Decision Analysis
• Currency 21 Focus Groups
28 Metrics & KPIs
30 Nonfunctional Requirements
Analysis
31 Observations
36 Prototyping
45 Survey or Questionnaire
47 Use Cases & Scenarios
49 Vendor Assessment
 SE– Solution Evaluation
M 1. Measure Solution Performance
A 2. Analyze Performance Measures

TASKS
S 3. Assess Solution Limitations
E 4. Assess Enterprise Limitations
R 5. Recommend Actions to Increase Solution
Value

GUIDELINES & TOOLS

• Change Strategy
• Future State Description
• Risk Analysis Results
• Solution Scope
INPUT
OUTPUT
1. Solution Performance vs.
ELEMENTS

• Potential Value Desired Value

• Solution 2. Risks Solution
Performance 3. Trends Performance
Measures 4. Accuracy Analysis
5. Performance Variances

Describes how the

TECHNIQUES solution is performing
Defect = deficiencies in 1 Acceptance & Evaluation Criteria relative to the business
solution reducing 4 Benchmarking & Market Analysis goals & objectives
quality 14 Data Mining
Issue = points or 25 Interviews
matters in dispute or 28 Metrics & KPIs
question 31 Observations
38 Risk Analysis & Management
40 Root Cause Analysis
45 Survey or Questionnaire
 SE– Solution Evaluation
M 1. Measure Solution Performance
A 2. Analyze Performance Measures

TASKS
S 3. Assess Solution Limitations
E 4. Assess Enterprise Limitations
R 5. Recommend Actions to Increase Solution
Value

GUIDELINES & TOOLS

• Change Strategy
• Risk Analysis Results
• Solution Scope
INPUT
OUTPUT
ELEMENTS

1. Identify Internal Solution

• Implementation Solution Component Dependencies
(External) 2. Investigate Solution
Solution
• Solution Performance Problems
Limitation
Analysis 3. Impact Assessment

Limitation of a solution
TECHNIQUES component such as a
Solution Components
• Business processes, 1 Acceptance & Evaluation Criteria constraints or defects
policies & rules 4 Benchmarking & Market Analysis
• People along with Job 9 Business Rules Analysis
functions & 14 Data Mining
responsibilities 16 Decision Analysis
• Software application and 25 Interviews
components 26 Item Tracking
• Org Structure & 27 Lessons Learned
interactions 38 Risk Analysis & Management
40 Root Cause Analysis
45 Survey or Questionnaire
 SE– Solution Evaluation
M 1. Measure Solution Performance
A 2. Analyze Performance Measures

TASKS
S 3. Assess Solution Limitations
E 4. Assess Enterprise Limitations
R 5. Recommend Actions to Increase Solution
Value

GUIDELINES & TOOLS • Culture

• Operations
• Business Objectives
• Technical Components
• Change Strategy
• Stakeholder Interests
• Future State Description
• Reporting Structures
INPUT • Risk Analysis Results
• Solution Scope

• Implementation Solution OUTPUT

ELEMENTS

(External) 1. Enterprise Culture

• Current State Assessment
Description 2. Stakeholder Impact Enterprise
• Solution Performance Analysis Limitation
Analysis 3. Organizational Structure
Changes
4. Operational Assessment

• Policies & Procedures Limitation of a solution

• Capabilities & component such as a
Processes TECHNIQUES constraints or defects
• Skills & Training Needs
• Human Resources 4 Benchmarking & Market Analysis 34 Process Analysis
Practices 5 Brainstorming 35 Process Modeling
• Risk Tolerance & 14 Data Mining 38 Risk Analysis & Management
Management 16 Decision Analysis Roles & Permissions Matrix
Approaches 18 Document Analysis 40 Root Cause Analysis
• Tools & Technology to 25 Interviews 45 Survey or Questionnaire
support solution 26 Item Tracking 46 SWOT Analysis
27 Lessons Learned 50 Workshops
31 Observation
32 Organizational Modeling
 SE– Solution Evaluation
M 1. Measure Solution Performance
A 2. Analyze Performance Measures

TASKS
S 3. Assess Solution Limitations
E 4. Assess Enterprise Limitations
R 5. Recommend Actions to Increase Solution
Value

• Do Nothing
• Org Change
• Reduce Complexity
• Eliminate Redundancy
• Avoid Waste
• Identify Additional
GUIDELINES & TOOLS Capabilities
• Business Objectives • Retire the Solution
• Current State Description
• Solution Scope
INPUT
OUTPUT
ELEMENTS

1. Adjust Solution
• Solution Limitation
Performance Measures
• Enterprise Limitation Recommended
2. Recommendations
Actions

TECHNIQUES What should be done to

improve the value of a
14 Data Mining solution within the
16 Decision Analysis enterprise
20 Financial Analysis
21 Focus Groups
32 Organizational Modeling
33 Prioritization
34 Process Analysis
38 Risk Analysis & Management
45 Survey or Questionnaire
 UNDERLYING
COMPETENCIES
 ANALYTICAL THINKING &
PROBLEM SOLVING

A N A LY T I C A L T H I N K I N G A N D P RO B L E M - S O LV I N G S K I L L S
A R E N E E D E D TO E F F E C T I V E LY A N A LY Z E P RO B L E M S A N D
O P P O RT U N I T I E S , D E T E R M I N E T H E VA L U E O F P RO P O S E D
C H A N G E I N I T I AT I V E S , FAC I L I TAT E VA R I O U S C H A N G E
S I T UAT I O N S , A N D WO R K W I T H S TA K E H O L D E R S TO
U N D E R S TA N D T H E I M PAC T O F VA R I O U S C H A N G E S .

Creative
Thinking

Visual Decision
Thinking Making
Analytical
Thinking &
Problem
Solving
Conceptual
Learning
Thinking

Systems Problem
Thinking Solving
 CREATIVE THINKING
PURPOSE To generate new ideas, approaches, & alternatives to solve
problems & identify new opportunities.
DEFINITION Creative thinking includes the generation of new ideas &
cocopeats by combining, changing or redeploying existing
concepts & ideas, as well as the identification of new associates
between existing concepts. Conventional approaches are
questions & new ideas & innovations appropriate to the situation
are encouraged.
EFFECTIVENESS Ability to:
MEASURES • Generate & consider new ideas
• Explore new ideas & concepts
• Explore changes to existing concepts & ideas
• Promote creativity for self & others by asking questions &
challenging assumptions
• Apply new ideas to resolve existing problems

DECISION MAKING
PURPOSE To understand the decision-making process to help, make better
decisions.
DEFINITION Decision making is used to select the optimal option from a list of
alternatives. A decision-making process often includes gathering
all information relevant to the decision, analyzing the collected
information, comparing the trade-offs between the options,
identifying the optimal options(s), and documenting the decision
process for reuse the future decisions.
EFFECTIVENESS Ability to ensure the:
MEASURES • Appropriate stakeholders are represented
• Stakeholders understand the decision-making process as well
as understand all conditions, environment, & measures under
which the decision will be made
• Pros & cons of each option are clearly communicated
• Decision reduces or eliminates uncertainty & any remaining
uncertainty is accepted by the stakeholders
• Decision made is in the best interest of all stakeholders
• A decision is made
 LEARNING
PURPOSE To be able to quickly absorb new information & modify or adapt
existing knowledge.
DEFINITION Learning is about gaining new knowledge or skills. Business
analysts need to know their own level of understanding of various
domains ^& then determine the analysis activities needed in each
situation. Learning stages include the acquisition of raw facts,
meaning comprehension, application &
analysis/synthesis/evaluation.
Learning techniques include:
• Visual
• Auditory
• Kinesthetic
Techniques should be chosen considering the learning outcomes;
personnel may learn faster & retain information longer if multiple
techniques are utilized.
EFFECTIVENESS Ability to:
MEASURES • Recognize that learning is a process needed by all stakeholders
• Learn new concepts & ideas & demonstrate an understanding of
those concepts & ideas
• Apply existing concepts to new areas or relationships
• Absorb & then present new facts, ideas, concepts & opinions to
others
 PROBLEM SOLVING
PURPOSE Used to determine the root causse of an issue & ensure that the
solution addresses the root cause
DEFINITION Provides a clear & understandable problem description, objectives,
& trade-offs between alternative solutions. All assumptions should
be identified & tested & any conflicts between stakeholder goals
should be resolved during the problem-solving process
EFFECTIVENESS Ability to:
MEASURES • Inspire confidence in the problem-solving process
• Select solutions that meet the defined objectives & effectively
address the underlying root cause
• Evaluate new solution options using the problem-solving
framework
• Avoid making decision based on preconceived ideas,
organizational politics, or other biases that may cause a sub-
optimal solution to be selected

SYSTEMS THINKING
PURPOSE To view an organization (whole or in part) as a system, with
interrelationship & patterns between people, processes & technology
DEFINITION Systems thinking is based on systems theory & thinking. A system has
property, behaviors, & characteristics that develop from the
interactions between the components within a system. A system can
include people, their interactions, external forces, & any other
relevant factors.
EFFECTIVENESS Ability to communicate how:
MEASURES • Changing a “part” of a system impacts the system as a “whole”
• Changin a system impacts the environment around it
• The system adapts to internal & external pressures & changes
 CONCEPTUAL THINKING
PURPOSE To understand how seemingly abstract information fits into the big
picture & determines which details are important in identifying
connections & patterns
DEFINITION Conceptual thinking uses abstract thinking, creativity, past
experiences & knowledge, to generate alternatives & provide
context around a situation or change. It connects information by
linking contexts, solutions, needs, changes, & or stakeholder data
to identify patterns that are not easily defined in order to help
stakeholders understand the change
EFFECTIVENESS Ability to:
MEASURES • Connect disparate data & increase an understanding about the
relationships among the data
• Confidently understand the concepts which are communicated
• Create abstract concepts by combining information &
uncertainty
• Understand various situations based on past experiences

VISUAL THINKING
PURPOSE To transform complex concepts & models into understandable
visual representations
DEFINITION Provides a graphical representation of complex concepts or
systems. Visual representations engage stakeholders & provide an
easier way to understand the concepts of being presented
EFFECTIVENESS Ability to:
MEASURES • Communicate complex information through visual models
• Compare visual information to identify patterns & map ideas
with stakeholders
• Increase productivity with increased learning, faster memory, &
quicker follow through by using visuals
• Engage stakeholders at a deeper level
• Help stakeholders understand critical information
 BEHAVIORAL
CHARACTERISTICS

B E H AV I O R A L C H A R AC T E R I S T I C S I N C R E A S E A B U S I N E S S
A N A LY S T ' S E F F E C T I V E N E S S . T H E S E C H A R AC T E R I S T I C S
C A N I M PAC T T H E O U T C O M E O F WO R K E F F O RT S &
P ROV I D E T H E F O U N DAT I O N W H I C H A L L OW S T H E
B U S I N E S S A N A LY S T S TO G A I N T RU S T & R E S P E C T O F
S TA K E H O L D E R S .

Ethics

Behavioral Personal
Adaptability
Characteristics Accountability

Organization &
Trustworthiness
Time Management
 ETHICS
PURPOSE To gain trust & respect from stakeholders & recognize when a
potential requirement or solution may pose an ethical challenge
DEFINITION A focus on understanding fairness, moral behavior, standards
governing behavior, & the willingness to adhere to those
standards. Includes the ability to identify ethical dilemmas &
determine how such dilemmas may be resolved as well as
ensuring that all stakeholder groups are treated fairly,
understand the reasons behind each decision, are clear on the
outcomes, & know that decision are made in the best interest of
the organization
EFFECTIVENESS Ability to:
MEASURES • Promptly identify & resolve ethical dilemmas
• Confirm with stakeholders that they feel actions & decision
are fair
• Make decisions that consider the interests of all stakeholders
• Clearly articulate the reasons for a decision
• Provide full discloser of potential conflicts of interest
• Be honest about one’s abilities' & work performance &
accept responsibility for any failures or errors

PERSONAL ACCOUNTABILITY
PURPOSE To establish credibility by ensuring tasks are completed on time &
to expectations of the business
DEFINITION Includes effective planning of work effort to achieve targets &
goals & ensuring those targets & goal align with the business
need. Also considers the timeliness of performing tasks,
appropriately handling various priorities, identify & escalating
risks & issues, & ensuring the stakeholders have the information
they need to assess the impact of their decisions
EFFECTIVENESS Ability to:
MEASURES • Plan, organize & articulate the business analysis work effort
• Complete work as planned or re-planned
• Provide work status of planned & unplanned work
• Identify & act up all risks & issues
• Trace requirements & ensure they are delivered on time &
meet stakeholder needs
 TRUSTWORTHINESS
PURPOSE To earn the trust of key stakeholders, enable elicitation of sensitive
information, & recommendations evaluated properly & fairly
DEFINITION Trustworthiness is the perception that one is worth of tust. It can
offset potential distrust caused by a change or the fear of change.
Factors can contribute to trustworthiness include the consistent
completion of tasks & deliverables on time & within budget,
demonstration of self-confidence, acting in an honest & transparent
manner, addressing any conflict & concerns immediately, & maintain
a predictable & reliable schedule
EFFECTIVENESS Prove an environment in which stakeholders:
MEASURES Involve the business analyst in their discussions & decision- making
Feel comfortable bringing up any issues & concerns to the business
analyst
Are willing to discuss difficult or contentious topics with the business
analyst
Don’t blame the business analyst when problems occur
Respect the business analyst’s ideas & recommends & respond with
positive feedback

ORGANIZATION & TIME MANAGEMENT

PURPOSE Used to help the business analyst effectively & efficiently perform
their tasks & use their time
DEFINITION Ability to prioritize tasks & deadlines, efficiently perform tasks,
manage time, organize & store vast amounts of information, &
differentiate between important & non-important information
EFFECTIVENESS Ability to:
MEASURES • Produce deliverables on time
• Focus on the correct tasks at the right time
• Manage & communicate the schedule of work effort & deadlines
• Ensure the time spent in meetings & reading communication is
well spent
• Prepare for meetings, interviews & requirements workshops
• Capture, organize & document all relevant information
• Adhere to the project schedule & meet deadlines
• Provide clear, accurate, thorough, & concise information to
stakeholders
• Maintain status of each planned & outstanding tasks
 ADAPTABILITY
PURPOSE To provide the ability to quickly adapt to rapidly changing
environments with multiple stakeholders
DEFINITION Adaptability is the ability to change techniques, style, methods, a
communication & approach as needed in particular situation. It is
having the curiosity to learn new things & the courage to try
different behaviors in order to adapt to new situations. It also
includes identifying which techniques and interacts will work best
with the stakeholders & modifying one’s style to align with
stakeholder preferences
EFFECTIVENESS Ability to:
MEASURES • Have the courage to act differently from others when needed
• Adapt to changing conditions & environments
• Value & consider various perspectives & approaches
• Maintain a positive attitude in face of ambiguity & change
• Learn new ways of doing things in order to accomplish goals &
objectives
• Effectively perform while adapting to changing or unclear
conditions
• Take on new challengers by acquiring & applying new
information & the necessary challenges
• Accept that changes to tasks, roles or project assignment s will
occur on a project
• Change communication style to meet the needs of various
stakeholders
• Identify what worked, what did not, & what could be done
differently on a project next time
 BUSINESS KNOWLEDGE

B U S I N E S S K N OW L E D G E C A N P ROV I D E T H E B U S I N E S S
A N A LY S T W I T H A B E T T E R U N D E R S TA N D I N G O F T H E
OV E R A R C H I N G C O N C E P T S I N T H E B U S I N E S S T H AT
G OV E R N I T S S T RU C T U R E , B E N E F I T S & VA L U E O F A
S I T UAT I O N A S I T R E L AT E S TO A C H A N G E I M I TAT I V E .

Business Acumen

Methodology Business Industry

Knowledge Knowledge Knowledge

Solution Organization
Knowledge Knowledge
 BUSINESS ACUMEN
PURPOSE To understand the fundamental business principles & best
practices in order to create more effective solutions
DEFINITION Using past experiences, knowledge from other business
situations, & an understanding of common business practices to
understand business needs.
Common elements found in most businesses include legal &
regulatory requirements, finance, logistics, sales, marketing,
supply chain management, human resources & technology
Factors that may cause differences in business include the
industry to the is in, its location, size, culture & organizational
maturity
EFFECTIVENESS • Ability to:
MEASURES Recognize potential limitations & opportunities
• Recognize when a change in direction may be needed for a
change initiative
• Identify, understand & manage risks
• Recognize opportunities that will decrease expenses &
increase profits
• Determine options available to address changes in a situation

INDUSTRY KNOWLEDGE
PURPOSE To understand the current practices & activities within & across
industries in order to understand the challenges in the industry &
solutions that have worked at other organizations
DEFINITION Includes an understanding of the company’s position in the
industry, knowledge of any dependencies it has, & the ability to
ask questions to uncover any additional industry knowledge
EFFECTIVENESS Industry knowledge of:
MEASURES • Key activities within & without the enterprise
• Major competitors, partners & customer sectors
• Key industry trends
• Common products & product types
• Sources of industry information such as trade journals or
organizations
• Industry-specific terms, standard processes & methodologies
• Regulatory environment
 ORGANIZATION KNOWLEDGE
PURPOSE To understand the organization’s management structure & business
architecture in which business analysis is being performed
DEFINITION Includes an understanding of how the enterprise generates profits &
structures its organization as well as knowing the relationship
between business units, its key stakeholders, lines of communication
it uses, & the organization’s internal politics that impact decision
making
EFFECTIVENESS Ability to:
MEASURES Follow information & formal channels of communication & authority
Understand the organization’s terminology or jargon & the products
or services it offers
Identify subject matter experts & key stakeholders in the organization
Navigate organization relationships & internal politics

SOLUTION KNOWLEDGE
PURPOSE To leverage one’s knowledge about existing departments,
environments, &/or technology within the organization in order to
recommend the most effective means of implementing changes
DEFINITION Prior experiences & familiarity with existing solution or solutions can
assist in the quick identification of time & cost improvements as well
as expedite the discovery of new requirements through elicitation or
in-depth analysis
EFFECTIVENESS Ability to:
MEASURES • Reduce the time or cost needed to implement a required change
• Shorten the time needed on requirements analysis effort &/or
solution design
• Determine when a larger change is or is not justified based on
business benefit
• Identify how untapped capabilities can be deployed to provide
value
 SOLUTION KNOWLEDGE
PURPOSE To develop an appropriate business analysis approach based on the
methodologies used within the organization
DEFINITION Methodologies determine how a change initiative is approached &
managed within an organization. It impacts various project
elements such as project roles, risk, constraints, & dependencies.
Organizations can adopt or create one or more methodologies that
fit their culture, governance, level of maturity, adaptability, level of
accepted risk & uncertainty. Knowing the methodologies that an
organization may use in a particular situation can help the business
analysts adapt quickly to various environments.
EFFECTIVENESS Ability to:
MEASURES • Adapt to any changes in methodologies
• Use or learn new methodologies
• Successfully integrate business analysis tasks & techniques to
support the current methodology
• Be familiar with the terms, tools & techniques prescribed by a
methodology
• Play multiple roles within activities prescribed by a
methodology
 INTERACTION SKILLS

I N T E R AC T I O N S K I L L S I N C L U D E T H E A B I L I T Y TO R E L AT E ,
C O O P E R AT E , E N C O U R AG E & C O M M U N I C AT E W I T H
D I F F E R E N T S TA K E H O L D E R S . B U S I N E S S A N A LY S T S A R E
O F T E N I N A U N I Q U E P O S I T I O N TO FAC I L I TAT E T H E
S TA K E H O L D E R C O M M U N I C AT I O N , P ROV I D E L E A D E R S H I P,
E N C O U R AG E U N D E R S TA N D I N G O F T H E S O L U T I O N ' S
VA L U E , & TO O B TA I N S U P P O RT F O R T H E P RO P O S E D
CHANGES.

Facilitation

Interaction Leadership &

Teaching
Skills Influencing

Negotiation &
Teamwork
Conflict Resolution
 FACILITATION
PURPOSE To facilitate interactions among stakeholders in order to help
them make a decision, solve a problem, exchanges ideas &
information or reach agreement about the priority & nature of
requirements
DEFINITION Facilitation guides & moderates discussions to enable
participates to voice their views on a given topic as well as
getting them to recognize and appreciate the differing viewpoints
of other participants
EFFECTIVENESS Ability to:
MEASURES • Ensure participants understand that the facilitator is a neutral
third party & not a decisions maker or owner of the session
• Encourage participation from all participants
• Remain neutral & impartial when making suggestions or
offering insights
• Establish ground rules
• Ensure that participants understand one another’s positions
• Keep the discussions focused & organized by using various
management skills & techniques
• Prevent discussions from getting off topic
• Understand &consider the participants’ interests, motivations
& objectives

Form Storm Norm Perform Mourn/Adjourn

Team Development: Tuckman Model

Basic Negotiation Principles
Self-
Actualization • Don’t bargain over positions at
Maslow’s the cost of a relationship
Hierarchy of Esteem • Separate people from the
Needs problem
P.S.L.E.S. Love/Belonging • Focus on interests, not positions
• Invent options for mutual gain
Safety
• Use objective criteria
• Develop a fallback plan in
advance in case negotiation fails
Physiological
 NEGOTIATION & CONFLICT RESOLUTION
PURPOSE To resolve conflicts & differences of opinion between stakeholders in
order to reach a common understanding or an agreement while
maintaining & strengthening relationships among stakeholders
DEFINITION Mediate discussion between stakeholders to help them recognize
differing views, underlying interests, & to distinguish those interests
from their stated positions) & help parties to identify solutions that
satisfy their underlying interests. Ensure any resolution aligns with
overall solution & business needs
EFFECTIVENESS Ability to:
MEASURES • Consider the tone of voice, conveyed attitude, feelings & needs
of the stakeholders in negotiation
• Recognize that is may be possible to satisfy all parties’ needs
without either side losing
• Separate the problem from the person so real issues are debated
without damaging working relationships
• Recognize that several meetings may be required to achieve
stated goals

TEAMWORK
PURPOSE To work closely with stakeholders, team members & any other
partners to effectively develop, implement & achieve an effective
solution
DEFINITION Understanding how a team is formed & how it performs at various
stages, knowing & adapting to how the team is progressing, fostering
a positive & trusting environment & resolving conflicts
EFFECTIVENESS Ability to:
MEASURES • Foster a collaborative working environment
• Effectively resolve conflict
• Develop trust among team members
• Ensure team members support high standards of achievement
• Promote a sense of ownership team goals
 LEADERSHIP & INFLUENCING
PURPOSE To formally or informally lead & influence stakeholders, build
consensus, & encourage stakeholder support & collaboration on
needed change & initiatives
DEFINITION The business analyst role is essentially a leadership & influencing
role since its core focus is on the change initiatives. The business
analyst must understand stakeholder needs, motives, & abilities in
order to motivate them to achieve a shared goal & objectives
EFFECTIVENESS Ability to:
MEASURES • Reduce stakeholder resistance to necessary changes
• Articulate a clear & inspiring vision of the desired future state
• Turn vision into action by inspiring stakeholders
• Influence stakeholders to realize their mutual interests
• Effectively use collaboration techniques to influence
stakeholders
• Ensure stakeholders focus on shared goals & objectives over
personal motivations
• Reframe issues so alternative perspectives are presented &
valued

TEACHING
PURPOSE To effectively communicate business analysis information,
concepts, ideas & issues while ensuring the information is
understood & retained by all stakeholders
DEFINITION Teaching is a process of helping stakeholders gain knowledge &
discovery clarity in ambiguity around context & value of their
needs by selectin the appropriate visual, verbal, written &
kinesthetic teaching approaches. A business analyst is also
responsible for encouraging stakeholder engagement &
collaborative learning as well as confirming that the information
communicated has been understood by all stakeholders
EFFECTIVENESS Ability to:
MEASURES • Utilize different communication methods for optimal
stakeholder learning
• Engage stakeholders to discover new information
• Validate that key messages are understood by stakeholders
• Ensure stakeholders can prove adoption of knew knowledge,
facts, concepts & ideas
 COMMUNICATION SKILLS

C O M M U N I C AT I O N I S T H E AC T O F T H E S E N D E R
C O N V E Y I N G I N F O R M AT I O N I N A M E T H O D W H I C H I S
U N D E R S TA N DA B L E TO T H E R E C E I V E R . S U C C E S S F U L
C O M M U N I C AT I O N M E A N S T H AT T H E S E N D E R & R E C E I V E R
P O S S E S S T H E S A M E U N D E R S TA N D I N G O F T H E
I N F O R M AT I O N B E I N G C O M M U N I C AT E D & T H E S E N D E R
A DA P T E D T H E C O M M U N I C AT I O N S T Y L E S & T E C H N I Q U E S
TO T H E K N OW L E D G E L E V E L & C O M M U N I C AT I O N S T Y L E
OF THE RECIPIENT

Verbal
Communication

Communication Non-Verbal
Listening
Skills Communication

Written
Communication
 VERBAL COMMUNICATION
PURPOSE To be able to effectively communicate with stakeholders to
convey ideas, concepts, facts & opinions in ways appropriate to
the audience
DEFINITION Allows for efficient transfer of information, ideas, concepts, facts,
&/or opinions from a sender to a receiver. A sender can select
the words & tone of voice. The tone of communication can
positively or negatively influence the listener.
Verbal communication can be paired with both written & non-
verbal communication as well as active listening to ensure
information presented is understood. Watching the receiver-s
non-verbal communication allows the sender to ensure their
communication was understood correctly & if not, the sender
may have to adapt the message to the receiver
EFFECTIVENESS Ability to:
MEASURES • Effectively paraphrase statements to ensure understanding
• Ensure conversations reach productive conclusions
• Use content & objectives appropriately in developing &
delivering powerful presentations
• Communicate critical &/or urgent issues in a calm, rational
manner while presenting alternatives

LISTENING
PURPOSE Ability to accurately understand information that is verbally
communicated by others
DEFINITION The process of hearing & understanding words & their context in
order to accurately understand what is being communicated.
Includes summarizing & repeating or paraphrasing what was said
to ensure both the listener & speaker have the same
understanding
EFFECTIVENESS Ability to:
MEASURES • Give the speaker your full attention
• Provide encouragement to the speaker through non-verbal or
verbal communication
• Provide feedback to the speaker to ensure a common
understanding
• Defer judgement & respond appropriately to the speaker
 NON-VERBAL COMMUNICATION
PURPOSE To effectively send & receive messages through body motions,
posture, facial expressions, gestures & eye contact
DEFINITION Non-verbal communication can provide cues on the moods,
attitudes & feelings of the communicator which in turn impacts
body motion & facial expressions. Effective use of non-verbal
communication can provide a trustworthy, confident, & capable
demeanor
EFFECTIVENESS Ability to:
MEASURES • Be aware of body language in others while not assuming
complete understanding by non-verbal alone
• Be aware of our own personal non-verbal communication
• Improve trust & communication by effectively using non-
verbal communication
• Effectively address & resolve communication issues when a
stakeholder's non-verbal communication does not agree with
their verbal message

WIRITTEN COMMUNICATION
PURPOSE To use writing to convey ideas, concepts, facts & opinions for
various contexts & audiences
DEFINITION The practice of using text, symbols, models & sketches to convey &
share information with a wide variety of stakeholders
EFFECTIVENES Ability to:
S MEASURES • Adjust the style of writing for the needs of the audience
• Utilize vocabulary that will be understood by the audience
• Properly use grammar & style
• Ensure the reader can paraphrase & describe the content of the
written communication
 TOOLS & TECHNOLOGY

B U S I N E S S A N A LY S T S M AY U S E A VA R I E T Y O F
S O F T WA R E A P P L I C AT I O N S TO S U P P O RT
C O M M U N I C AT I O N & C O L L A B O R AT I O N A M O N G
S TA K E H O L D E R S , C R E AT E & M A I N TA I N R E Q U I R E M E N T S
& A RT I FAC T S , M O D E L C O N C E P T S , T R AC K I S S U E S , & TO
I N C R E A S E OV E R A L L P RO D U C T I V I T Y.

Office
Productivity

Tools &
Technology

Business
Communication Analysis
 OFFICE PRODUCTIVITY
PURPOSE To use office productivity tools & technology to document &
track business analysis information & requirements
DEFINITION Office tools & technologies provide for the ability to ortganize,
dissect, manipulate, & communicate information clearly.
Becoming familiar with available tools & technologies at hand
can provide insights into their capabilities as well as
understanding comparable abilities or operations in similar tools
& technologies
• Word Processing
• Presentation Software
• Spreadsheets
• Communication Tools
• Collaboration & Knowledge Management Tools
• Hardware
EFFECTIVENESS Ability to:
MEASURES Explore various features & functions in order to improve
efficiencies & streamline processes
Understand the available tools, their operations & abilities
Determine the best tool that will meet stakeholder needs
Clearly communicate the major functions & features of available
tools
 BUSINESS ANALYSIS
PURPOSE To use various tools & technology to model, document & manage
outputs from business analysis activities
DEFINITION Business analysis tools & technology provide specialized capabilities
in modeling, diagraming, analyzing, mapping, tracking & storing
requirements artifacts as well as supporting stakeholder
communication
• Modeling Tools (Visio)
• Requirements Management Technologies
• Issue Tracking Tools
• Prototyping & Simulation Tools
EFFECTIVENESS Ability to:
MEASURES • Apply knowledge about the various tools
• Know the major support tools in the marketplace & determine
how they can be used in any given situation
• Select the appropriate tool or tools that support the
organization’s processes
• Use the various support tools to complete business analysis
activities more quickly
• Track changes to the requirements & their impact on the
solution, stakeholders or value
 COMMUNICATION
PURPOSE To use communication tools & technology to assist the business
analysis effort, mange teams & support stakeholder collaboration
DEFINITION Communication tools help the business analyst plan & complete
their tasks related to conversational & collaborative interactions.
Communication tools & technology allow the business analyst
work with both geographically dispersed teams as well as co-
located teams. The key is to select the appropriate tools given
the situation & stakeholder groups, while also balancing cost, risk
& value of the tool.
• Conversation Interaction Tools
• Collaboration Tools
EFFECTIVENESS Ability to:
MEASURES • Select the appropriate tool for the audience & purpose
• Effectively determine when to sue communication
technology
• Determine which tools will meet the communication needs of
the stakeholders & situation
• Effectively use the features of the communication tool