Methods:

Process Models:

1. Functional decomposition
 Funtional decomposition helps in reducing complexity and uncertainty by breaking
down systems, processes, functional area or deliverables into smaller and simpler
constituent parts and analyse them independently.
 Similar to WBS, Org hierarchical chart.
 Tree maps, nested maps, use case, flow charts etc.

2. Use Case
 Use case and scenarios are used to describe how a person or system interacts with
the solution that is being modelled to achieve the goal.
 It includes a primary actor, the solution and secondary actors that works with the
solution to achieve the primary actor’s goal.
 There will a trigger by primary actor.

3. Use case v/s User stories.

USE CASE USER STORIES

1. Very detailed and useful where 1. Not very detailed and supports the
many actors or systems interact with incremental approach.
each other
2. Works well when solution and 2. Works well when the solution is not
business rules are well-defined well defined.

3. Works well when you’re capturing the 3. Works well when capturing the to-be
as-is or current state or future state.
4. Works well in a Waterfall 4. Works well in an Agile environment.
environment

Process Models 2:

1. Process Modelling
Process modelling is a standardized graphical model used to show how work is carried
out and is a foundation for process analysis. Process models describe the sequential flow
of work or activities

TYPES and NOTATIONS:

1. Flow charts and Value stream mapping (VSM) –
 Business areas
 Easy and simpler
 Easily understandable for stakeholders
2. Data flow diagrams and Unified Modelling Language (UML) – Information and Tech
areas
3. Business Process Model and Notation (BPMN) –
  Both business and IT
 Org is Pool
 Multiple swimlanes for different actors
 Uses specific notations
 Difficult for the stakeholders to understand
4. SIPOC and Value stream analysis (Supplier, inputs, process, output, customers ) –
Process modelling

2. Steps of Process Mapping

1. Identify process
2. Gather information
3. Elicitation and draft
4. Map analysis
5. Validation and finalize

Identifying Risk:

1. Risk Analysis and Management

 Risk analysis and management identifies areas of uncertainties that could affect the value
of the business, analyze and evaluate those uncertainties, and develop strategic ways of
dealing with them.
 It is an ongoing activity.
 5 ways of dealing:
o Accept – Nothing is done except forming a contingency plan in case risk occurs.
Eg: An investor buys stock in a innovative company with a high valuation

o Avoid – remove risk entirely.

Eg: Investor sell volatile stock

o Transfer – Accept risk but trade all or part of the risk to another party for financial
compensation.
Eg: Outsourcing Information Technology capabilities to a 3rd party, holding them
accountable

o Mitigate – Lessen the probability or impact of the risk

Eg: Assign more resources to a project

o Increase (Exploit) – Assuming increased risk on the basis of cost-benefit analysis.

Eg: Manufacturer decides to build a new product. Feel the benefits outweigh risks

 Business Analysis Risks:

I. Incomplete or unclear requirements
II. Scope creep
III. Stakeholder misalignment
IV. Technological challenges
V. Resource constraints
VI. Communication gaps
VII. Org culture and resistance
VIII. Vendor risks

2. Root Cause Analysis (RCA)

  Root cause analysis is the identification and examination of the underlying cause
of a problem.
 It is a systematic examination of the problem or situation that focuses on the
problem’s origin as the proper point of correction rather than dealing with its
effects.
 Main type of causes: Human(human error, lack of training), Physical (equipment
failure, improper design) and Organizational (defective process, poor structure).
 Can be used for :
i. Reactive analysis – Occurring probs for corrective actions
ii. Proactive analysis – Potential probs for preventive actions.
 2 ways of conducting root cause:
i. Fishbone analysis – graphical, potential causes of the problem
ii. Five Whys – asking questions to find causes, human interaction.

3. Estimation
 Iterative process.
 Used by BA and stakeholders to forecast the cost and effort of pursuing the
course of action and supports decision-making by predicting attributes like cost
and effort, solution cost, project cost, risk etc.
 Methods:
i. Top down
ii. Bottom up
iii. Parametric estimation
iv. Rough order or magnitude
v. Delphi
vi. PERT

Managing Collaboration

1. Formal Meetings
2. Workshops – stakeholders and SMEs
 Rules- everyone contribute, one person at a time, off topic in set time, agreement
b/w stakeholders.
 People involved – Sponsor, facilitator, scribe, time keeper, participants.

Decision analysis

Decision Analysis:
 Evaluate and examine the possible decisions to address a problem and its consequences.
 Steps/Approaches:
i. Define and evaluate problem
ii. Define alternatives
iii. Evaluate the alternatives
iv. Choose the alternative to implement
v. Implement choice

Prioritization
 Helps BA in facilitating stakeholder decisions and understanding the relative importance
of business information.
 4 approaches:
i. Grouping – High medium low priority
 ii. Ranking - Highest to lowest importance
iii. Budget or Time boxing – cost or time efficiency
iv. Negotiation – common agreement b/w stakeholders

Decision Models
 Used to show how repeatable business decisions are made based on business rules.
 Business rules – Definitional & Behavioral
 2 ways: Decision table & Decision tree

Managing Requirements

 Glossary/Data Dictionary
 Item Tracking – capture and assign responsibility for issues and stakeholders concerns
 Acceptance and evaluation criteria
o Acceptance criteria – define the requirements, outcomes and conditions that must
be met for a solution to be accepted by the stakeholders.
 Min set of requirements that must be met
 Typically used when only one possible solution is evaluated
 Pass/fail
o Evaluation criteria – measures used to assess a set of requirements in order to
choose b/w multiple solutions.
 Ranking of solutions and design according to their value
 Continuous or discrete scale measuring solutions like cost, performance,
usability
 Cant be measure? – evaluate using expert judgement or various scoring
techniques.

Implementation

1. Metric
2. Indicators
3. KPI
4. Review – formal and informal
5. Lesson learned/retrospective
6. Backlog management