CBAP Ebook PDF

CBAP® Exam Preparation Course
Lesson 1 – Introduction to CBAP® Certification
CBAP, CCBA and BABOK are registered certification marks owned by International Institute of Business Analysis.
WHAT’S IN IT FOR ME
About IIBA ®
Benefits of IIBA® Professional

Certification
Criteria for CBAP® certification
The exam application process
The exam outline
Recertification requirements
ABOUT IIBA®
International Institute of Business Analysis
Defines standards for business

Through the BABOK® Guide
analysis
Identifies the skills necessary Through the IIBA Business

IIBA® to be effective in the role of a Analysis Competency Model
business analyst and Self-Assessment Tool
Recognizes business analysis Through the ECBA®, CCBA®,

professionals and CBAP® certifications
IIBA® MEMBERSHIP BENEFITS
• Volunteer with the organization

• Develop communication skills
Develop
leadership
skills
• Attend networking
• BABOK® Guide IIBA® and chapter events
• Competency Membership • Join online
Model Elevate Expand community
• BBC Conference your skill your • Learn from experts
• IIBA® Webinar set network • Meet professional
Series contacts
• Online Library
BENEFITS OF CBAP® CERTIFICATION
INDIVIDUAL

ORGANIZATION
BENEFITS OF CBAP® CERTIFICATION (contd.)
INDIVIDUAL
Benefits to the individual
INDIVIDUAL Competence in the principles

Participation in a recognized Recognition of professional
and practices of business
professional group competence
analysis
Improved overall
Personal satisfaction of performance, removal of
Advanced career potential
accomplishing a milestone uncertainty, and wider market
opportunities
 Helps ensure continuous self

improvement
Potential for higher income
Recognition for having
invested in a business
analysis career
ORGANIZATION
BENEFITS OF CBAP® CERTIFICATION (contd.)
ORGANIZATION
Benefits to the organization
Helps in establishment and implementation of

INDIVIDUAL Professional development, advancement, and
business analysis practices as outlined in the
recognition for staff
BABOK® Guide
Ensures more reliable and higher quality results

Demonstrates use of industry-standard
are produced with increased efficiency and
business analysis practices
consistency
Demonstrates to the stakeholders that Enables to identify professional business analysts

business is run effectively to clients and business partners
ORGANIZATION Improves staff responsibility, commitment, and Demonstrates commitment to the field of business
motivation analysis
ELIGIBILITY CRITERIA
CBAP® CERTIFICATION
Criteria Requirements for CBAP®® Certification
Work Experience Minimum 7500 Hours of Business Analysis experience in the last 10
years
Knowledge Area Expertise Minimum 900 hours in four of the six knowledge areas
Professional Development 35 Hours in the last 4 Years
References 2
Signed Code of Conduct Yes

APPLICATION AND EXAM PROCESS
 
 Step 5
  Step 3
Step 4
Prepare for
the exam
Take the
exam
Step 2
Register for
Step 1 the exam
Pay for the
Apply for and exam
pay for the
certification
APPLICATION AND EXAM FEES
• Application and Exam Fees

Fee Member Non-member
Application Fee (non-refundable) $125 $125
Exam Fee – English and Japanese $325 $450
Exam Fee – German *$770 $880
• Other Fees
Fee Member Non-member
Exam Cancellation Fee (CBT) $50 $50
Exam Re-write Fee – English and Japanese $250 $375
Exam Re-write Fee – German *$430 $540
NOTE:
• *IIBA® is partnering with The European Association of Business Analysis (EABA) and, in a joint effort, is now offering business analysis certification exams
in German-speaking Europe and at all test center locations where IIBA exams are offered.
• All fees are payable in U.S. dollars (USD) plus GST/HST if you are a Canadian resident or a GST/HST registrant.
• The application fee is not refundable regardless of whether an application is approved or approved pending audit and if an application audit is not passed.
PREPARING FOR THE EXAM
The CBAP® exam is a 3.5-hours long exam and consists of 150 multiple choice questions with four possible
answers to select from.
To prepare for the exam:
Find opportunities to practice tasks by

Review the IIBA® BABOK® Guide
following the BABOK® Guide
Review the BABOK® Learning Guide

found in the Online Library on the Find a business analysis mentor
Community Network
Review Frequently Asked Questions

Join a study group
(FAQ) on the IIBA ® website
Review recommended resources on the

Attend local IIBA® Chapter meetings
IIBA® website
Attend training as needed Review available study guide(s)

CBAP® EXAM BLUEPRINT
Domain Percentage of Questions
Business Analysis Planning and Monitoring 14%
Elicitation and Collaboration 12%
Requirements Life Cycle Management 15%
Strategy Analysis 15%
Requirements Analysis and Design Definition 30%
Solution Evaluation 14%

RECERTIFICATION
REASONS
The CBAP® Recertification program helps an ongoing professional individuals demonstrate commitment to
the business analysis profession.
Recertification
Program
RECERTIFICATION
PURPOSE
The Recertification program supports the ongoing professional development of individuals who have attained
the CBAP® designation.

Encourages the ongoing Encourages and recognizes
professional development of Recertification individualized learning
CBAP® recipients
Program
Offers a standard and objective

Encourages the efforts of
mechanism for recording
CBAP® recipients to give
professional development
back to the profession
activities
Sustains the global recognition

and value of the CBAP®
designation
RECERTIFICATION
NOTES
All CBAP® recipients are required to meet continuing proficiency requirements to maintain their designation.
CERTIFICATION RENEWAL ADDITIONAL NOTES CDU CATEGORIES
To ensure receiving all IIBA® 1. Formal Academic Education

communication:
- Update your email address in your
IIBA® certification to be renewed profile on the IIBA® website.
every three years 2. Professional Development
- Check bulk mail folders
- Add certification@iiba.org to your
personal address book 3. Professional Activities
4. Self-directed Learning
CBAP® Recertification Handbook Report 60 accepted CDUs and

and related forms are posted on submit the recertification application 5. Volunteer Service
prior to the end of the three-year
the IIBA® website cycle
6. Professional Experience
KEY TAKEAWAYS
The International Institute of Business Analysis or IIBA® assists
business analysts by defining standards for business analysis,
identifying the skills needed for business analysis, and recognizing
business analysis professionals.
With an IIBA® membership, you can elevate your skill set, develop
leadership skills, and expand your network.
Membership of IIBA® provides several benefits, both to the

individual as well as to organizations.
To prepare for the exam, review the BABOK® Guide, review the FAQs on the IIBA®
website, attend trainings as needed, practice tasks by following the BABOK®
Guide, find a BA mentor, and review available study guides.
Applying and taking the exam is a 5-step process.
The CBAP® exam is a 3.5-hours long exam and consists of 150

multiple choice questions with four possible answers to select from.
The CBAP® Recertification program helps individuals demonstrate

an ongoing professional commitment to the business analysis
profession.
This concludes “Introduction to CBAP® Certification.”
The next lesson is “Introduction to BABOK® Guide Version 3.”

THANK YOU
CBAP ® Exam Preparation Course
Lesson 2 - Introduction to BABOK® V3
What is business analysis?
What does a business analyst do?
Business Analysis Core Concept

Model Model TM — the Knowledge
Areas defined in BABOK® Version 3
What are the underlying
competencies of a business
analyst?
Techniques and perspectives in
business analysis
INTRODUCTION – WHY BUSINESS ANALYSIS
INTRODUCTION – WHY BUSINESS ANALYSIS (contd.)
Lesson 2: Introduction to BABOK® V3
Topic 2.1: Key Concepts of Business Analysis
 Who is a Business Analyst?

 Business Analysis Core Concept Model
 Business Analysis Knowledge Areas
 Defect per Unit
Requirements classification
 Requirements and Design
 Who is a Stakeholder?
BUSINESS ANALYSIS
WHAT IS BUSINESS ANALYSIS
Where?
Define
Needs
Why?
Enable
When?
Business
Analysis Recommend
Solutions
BUSINESS ANALYSIS
WHO IS A BUSINESS ANALYST
Elicits the
needs from
stakeholders
Discovers, Investigates
synthesizes, and clarifies
and stakeholder
analyzes desires
information
Performs Determines
tasks issues and
defined in their causes
the BABOK®
Guide
BUSINESS
ANALYST
BUSINESS ANALYSIS
BUSINESS ANALYSIS CORE CONCEPT MODEL TM
The act of transformation in response to need

Change
Need Solution
Way to satisfy one or more
A problem or opportunity
needs in a context
Circumstances that influence or are

A group or individual related to a
influenced by, and provide
change, need, or solution
Stakeholder Context understanding of change
Value
Usefulness to a stakeholder
within a context
BUSINESS ANALYSIS BODY OF KNOWLEDGE
KNOWLEDGE AREAS
1. Business Analysis Planning and Monitoring
2. Elicitation and Collaboration
3. Requirements Lifecycle Management
4. Strategy Analysis
5. Requirements Analysis and Design Definition
6. Solution Evaluation
BUSINESS ANALYSIS BODY OF KNOWLEDGE (contd.)
KNOWLEDGE AREAS
2. Elicitation and Collaboration It describes the tasks to be performed to

organize and co-ordinate the effort of
business analysts and stakeholders.
Output from this knowledge area tasks is
3. Requirements Lifecycle Management used as a key input or as guidelines for the
tasks performed in other knowledge areas.
KNOWLEDGE AREAS

It describes the tasks to be performed to
prepare for elicitation, conduct the
elicitation activity, and confirm elicitation
3. Requirements Lifecycle Management results. It also explains how communication
of business analysis information and
ongoing collaboration must be done with
the stakeholder.
KNOWLEDGE AREAS

manage and maintain requirements and
3. Requirements Lifecycle Management design information from inception to
retirement.
KNOWLEDGE AREAS
It describes the tasks to be performed for

3. Requirements Lifecycle Management collaboration with the stakeholder to identify
the real need and enable the organization
to address that need. It also explains the
tasks to align the resulting strategy for the
4. Strategy Analysis change with higher- and lower-level
strategies to address the need.
KNOWLEDGE AREAS

4. Strategy Analysis structure and organize requirements
discovered during the elicitation activity,
specify and model requirements and
design, validate and verify information, and
identify solution options that meet the
business need.
KNOWLEDGE AREAS
4. Strategy Analysis It describes the tasks to be performed to

assess the performance of and value
delivered by a solution and recommend
actions to be taken to realize the full value
5. Requirements Analysis and Design Definition of the solution.
BUSINESS ANALYSIS BODY OF KNOWLEDGE
KNOWLEDGE AREAS – RELATIONSHIPS
Business
Analysis Planning
and Monitoring
Requirements
Strategy Analysis and
Analysis Design
Definition
Requirements
Elicitation and
Lifecycle
Collaboration
Management
Solution
Evaluation
REQUIREMENTS
REQUIREMENTS CLASSIFICATION
Statements of goals, objectives, Describe the needs of the

and outcome that describe why a Business Stakeholder stakeholders that must be met to
Requirements Requirements
change has been initiated achieve the business requirements
Describe the capabilities and Describe the capabilities that the

qualities of a solution that meets Transition
solution must have to facilitate
stakeholder requirements; can be Solution transition of the organization from
Requirements
Requirements
Functional requirements or Non- the current state to the future state
functional requirements
REQUIREMENTS (contd.)
REQUIREMENTS DOCUMENTS
Business Requirements Documents that

comprise both business and
BRD
stakeholder requirements
Requirements
Requirements
Documents FSD
Documents
Functional Specification Document
SRS
Solution Requirements Specification

REQUIREMENTS AND DESIGN
DESIGN CYCLE
Needs
Requirements lead to design.
Requirements may be used to define design.

Requirements
Requirements are focused on needs and

design is focused on the solution.
Design
Requirements and design could be recursive.
A Business Analyst reviews designs to Solution

ensure they align with the requirements.
BABOK® GUIDE SPECIFICATIONS
STAKEHOLDERS
A stakeholder is an individual or group that a Business Analyst is likely to interact with directly or indirectly.
Supplier
Domain
SME
Tester
Customer
Business Operational
Sponsor
Analyst Support
End User Implementation

SME
Project
Manager
Regulator
Topic 2.2: Competencies of a Business Analyst
 Competencies of a business analyst

Defect per Unit
COMPETENCIES OF A BUSINESS ANALYST
CATEGORIES
Business
Knowledge Communication
(5) Skills
(4)
Behavioral
Characteristics Interaction
(5) Skills
(5)
Competencies
Analytical
Thinking and
Tools and
Problem-
Technology
Solving Skills
(3)
(7)
COMPETENCIES OF A BUSINESS ANALYST (contd.)
ANALY TICAL THINKING AND PROBLEM SOLVING
 
Decision Making
Analytical Thinking and Creative Thinking
Ability to understand the
Problem-Solving Skills Ability to generate new
criteria needed to make
ideas and approaches to
decisions
solve problems
 
Problem Solving

System Thinking
Learning Ability to understand the Ability to understand the
Ability to quickly absorb underlying cause of a interactions between
new and different types of problem and use problem- people, process, and
information solving techniques technology
 
Visual Thinking
Conceptual Thinking Ability to visually
Ability to understand how communicate complex
disparate information fits concepts and models to
into a larger picture stakeholders
BEHAVIORAL CHARACTERISTCS
 
Personal Accountability
Behavioral Ethics
Enable a business analyst Enables a business
Characteristics
to earn the respect of analyst to achieve target
stakeholders goals

Organization and Time
Management

Helps perform tasks

effectively and use work
time efficiently
Trustworthiness
Adaptability
Perception that one is
Ability to adjust behavioral
worthy of trust
style, methods, and
approach to the
environment
BUSINESS KNOWLEDGE
Business Knowledge

Business Acumen

Industry Knowledge
Ability to understand Understanding how a
business principles and company is positioned
practices and apply them within an industry
at work


Organization Knowledge
Solution Knowledge
Competencies
Understanding solutions

Methodology Knowledge
Understanding the that will help expedite the
management structure and discovery of potential Enables a business
the business architecture changes through elicitation analyst to quickly adapt to,
of the enterprise and perform in, a new
environment
COMMUNICATION SKILLS
Communication Skills
 
Nonverbal Communication
Enables sending and
Verbal Communication
Used to convey ideas, receiving messages through
concepts, facts, and body movements, postures,
opinions to stakeholders facial expressions, gestures,
and eye contact
Communication skills refers to
the ability to communicate
effectively.
 Competencies
Written Communication

Listening
Practice of using text,
symbols, models, pictures, Enables accurate
or sketches to convey and understanding of verbal
share information communication
INTERACTION SKILLS
Interaction Skills
 
Leadership and
Facilitation Influencing
Ability to moderate Involves motivating people
discussions within a group to act in ways that enable
them to work together
Interaction Skills
include the ability 
to relate to and co-
operate and

Teamwork
Competencies
Negotiation
Involves mediating
discussions and resolving 
Teaching
communicate with Enables working with differences in teams Enables a business analyst
different kinds of team members effectively to effectively communicate
people. business information,
concepts, ideas, and issues
TOOLS AND TECHNOLOGY SKILLS
Tools and Technology


Office Productivity
Skills Helps document and track
information and artifacts

Business Analysis
Helps model, diagram,
document, and manage the
output of business analysis
activities
Competencies
A business analyst uses a variety of software to support 
Communication
Helps perform business
communication and collaboration, create and maintain analysis activities, manage
requirement artifacts, and increase overall productivity. teams, and collaborate
with stakeholders
Topic 2.3: Business Analysis Techniques
 Techniques referred to by BABOK V3

Defect per Unit
BUSINESS ANALYSIS TECHNIQUES
50 TECHNIQUES
10.1 Acceptance and
10.11 Concept Modelling 10.21 Focus Groups 10.31 Observation 10.41 Scope Modelling
Evaluation Criteria
10.22 Functional 10.32 Organizational
10.2 Backlog Management 10.12 Data Dictionary 10.42 Sequence Diagrams
Decomposition Modelling
10.43 Stakeholder List, Map,
10.3 Balanced Scorecard 10.13 Data Flow Diagrams 10.23 Glossary 10.33 Prioritization
or Personas
10.4 Benchmarking and
10.14 Data Mining 10.24 Interface Analysis 10.34 Process Analysis 10.44 State Modelling
Market Analysis
10.45 Survey or
10.5 Brainstorming 10.15 Data Modelling 10.25 Interviews 10.35 Process Modelling
Questionnaire
10.6 Business Capability
10.16 Decision Analysis 10.26 Item Tracking 10.36 Prototyping 10.46 SWOT Analysis
Analysis
10.47 Use Cases and
10.7 Business Cases 10.17 Decision Modelling 10.27 Lessons Learned 10.37 Reviews
Scenarios
10.28 Metrics and Key
10.8 Business Model 10.38 Risk Analysis and
10.18 Document Analysis Performance Indicators
Competencies 10.48 User Stories
Canvas Management
(KPIs)
10.9 Business Rules 10.39 Roles and
10.19 Estimation 10.29 Mind Mapping 10.49 Vendor Assessment
Analysis Permissions Matrix
10.30 Non functional
10.10 Collaborative Games 10.20 Financial Analysis 10.40 Root Cause Analysis 10.50 Workshops
Requirements Analysis
Topic 2.4: Business Analysis Perspectives
 Business Analysis perspectives

Defect per Unit
BUSINESS ANALYSIS PERSPECTIVES
FIVE BUSINESS ANALYSIS PERSPECTIVES
Perspectives provide focus to tasks and techniques specific to the context of an initiative.
Perspectives are not mutually exclusive. Most initiatives are likely to engage one or more perspectives.
BABOK® includes five perspectives.
Competencies
Agile Business Information Business Business
Intelligence Technology Architecture Process
Management
BUSINESS ANALYSIS PERSPECTIVES (contd.)
Agile Business Information Business

Business Process
Intelligence Technology Architecture Management
An Agile initiative involves:

• An agile mindset
• Agile values and principles
Competencies
• Progressive elaboration of business planning, elicitation, analysis, design, and construction
of solution
A Business Analyst is an active member of an Agile team.


Business Process
Business Intelligence:
• Highlights the characteristics of business analysis in the context of transformation,
integration, and enhancing data Competencies
• Is the transformation of data into valuable information
• Helps stakeholders make informed decisions
• Helps stakeholders manage strategic, tactical, and operational performance

Business Process
Information Technology:
• This perspective highlights the characteristics of business analysis in the context of the
Competencies
impact of change on IT systems in an organization.
• Organizations need to undertake initiatives to upgrade or replace IT systems.
• A business analyst plays the role of a translator between business and technology teams
in the change process.

Business Process
Business Architecture:
• Highlights the unique characteristics of business analysis in the context of business
Competencies
architecture
• Involves analytical thinking and applying architectural principles at the enterprise level
• Supports ongoing business transformation efforts
• Could include changes to business, operational model, or structure

Business Process
Business Process Management:

• Highlights the characteristics of business analysis in the context of developing or improving
Competencies
business processes
• Focuses on how an organization works across multiple functional areas to improve
business processes
• Is an integral part of ongoing management and operations of an organization
Quiz
QUIZ Which of the following is NOT a component of the Business Analysis Core Concept
1 Model TM (BACCMTM)?
a. Change
b. Solution
c. Content
d. Stakeholder
QUIZ Which of the following is NOT a component of the Business Analysis Core Concept
1 Model TM (BACCMTM)?
a. Change
b. Solution
c. Content
d. Stakeholder
The correct answer is c.

Explanation: Content is not a component of Business Analysis Core Concept Model TM
(BACCM). The components are Change, Need, Solution, Stakeholder, Value, and Context.
QUIZ
_____ are focused on the needs, and _____ are focused on the solution.
2
a. Problems; Requirements
b. Requirements; Designs
c. Solutions; Requirements
d. Designs; Requirements
QUIZ
_____ are focused on the needs, and _____ are focused on the solution.
2
a. Problems; Requirements
b. Requirements; Designs
c. Solutions; Requirements
d. Designs; Requirements
The correct answer is b.

Explanation: According to the Requirements and Design Cycle, Requirements are focused
on the needs and Designs are focused on the solution.
QUIZ
Which of the following is a business analysis knowledge area?
3
a. Elicitation and Collaboration
b. Enterprise Analysis
c. Solution Assessment and Validation
d. Requirements Analysis and Management

QUIZ
Which of the following is a business analysis knowledge area?
3
a. Elicitation and Collaboration
b. Enterprise Analysis
c. Solution Assessment and Validation
d. Requirements Analysis and Management
The correct answer is a.

Explanation: Elicitation and Collaboration is one of the business analysis knowledge areas.
.
QUIZ Which of the following is NOT a category of business analyst competencies as
4 defined in BABOK®?
a. Analytical Thinking and Problem Solving
b. Communication
c. Organizational Knowledge
d. Interaction
QUIZ Which of the following is NOT a category of business analyst competencies as
4 defined in BABOK®?
a. Analytical Thinking and Problem Solving
b. Communication
c. Organizational Knowledge
d. Interaction

Explanation: Organizational Knowledge is not a category of business analyst competencies.
It is, in fact, a core competency of the Business Knowledge category.
KEY TAKEAWAYS
A business analyst is a person who performs business

analysis tasks described in the BABOK® Guide.
Business analysis is the practice of enabling change in an
enterprise by defining needs and recommending solutions
that deliver value to stakeholders.
The Business Analysis Core Concept Model TM (BACCMTM)

defines the conceptual framework for the practice of
business analysis.
The BABOK® Guide groups business analysis tasks into six

knowledge areas.
The BABOK® GUIDE describes 29 business analysis

competencies, 50 techniques, and 5 perspectives.
This concludes Introduction to BABOK® V3.
The next lesson is “Business Analysis Planning and Monitoring.”
THANK YOU
Lesson 3 - Business Analysis Planning and Monitoring
How to plan the Business Analysis

Approach
How to plan Stakeholder
Engagement
How to plan Business Analysis
Information Management and
Governance
How to identify Business Analysis
Performance Improvements
Understand tools and techniques

used in Business Analysis Planning
and Monitoring
INTRODUCTION
BUSINESS ANALYSIS PLANNING AND MONITORING
INTRODUCTION
The act of transformation in response to need

Change
Need Solution
Way to satisfy one or
A problem or opportunity
more needs in a context
A group or individual Circumstances that influence or are

related to a change, need, or solution influenced by, and provide
Stakeholder Context understanding of change
Value
Usefulness to a stakeholder
within a context
INPUT, TASKS, AND OUTPUT
Plan Business Analysis • Business Analysis Approach

Approach
Plan Stakeholder • Stakeholder Engagement Approach

Engagement
Needs
Internal External Plan Business Analysis • Governance Approach
Influences Influences Governance
Plan Business Analysis • Information Management Approach

Information Management
Identify Business Analysis • Business Analysis Performance

Performance Improvements Assessment
Lesson 3: Business Analysis Planning and Monitoring
Topic 3.1: Plan Business Analysis Approach
 define overall method to conduct business analysis activities
 Defect per Unit

PLAN BUSINESS ANALYSIS APPROACH
PURPOSE
Input Output
• Creation or
Planning Selection of • Who will
Methodology Business
of perform
Need • Identify BA Analysis • Timing
Business
Deliverables Approach • Sequencing
Analysis
• Define
Activities and
Tasks
ELEMENTS
Planning methods falls between Predictive and
Adaptive approaches
Formality and level of details of BA deliverables are

based on the planning approach
Identify and break down activities into tasks
Timing for the business analysis tasks to be

performed
Complexity and size of the change, and overall risk
Business analysis approach reviewed and agreed

upon by key stakeholders
GUIDELINES AND TOOLS
Business Analysis Performance

Guidelines and Assessment
Tools while
planning BA
approach
Stakeholder Engagement Approach
Business Policies
Guidance while
planning BA Methodologies and Framework
approach
Expert judgement
TECHNIQUES
Functional
Business Cases Estimation Decomposition Item Tracking
2 4 6 8
1 3 5 7
Brainstorming Document Analysis Financial Analysis Interviews
Risk Analysis and Survey and

Process Modeling Management Questionnaire
10 12 14
9 11 13 15
Lessons Learned Reviews Scope Modeling Workshops

TECHNIQUE – LESSONS LEARNED – WHY?
Successes
Lessons
Learned
WHY? Opportunities for improvement
Failures
Recommendations for
improvement
TECHNIQUE – LESSONS LEARNED - OVERVIEW
Also known as
Retrospective
Lessons Formal or Informal

Learned
Reinforcing positive
experiences and
successes
Participants may be reluctant to document and

! discuss problems. Honest discussion may not occur.
TECHNIQUE – LESSONS LEARNED - ELEMENTS
Business
analysis
activities and
deliverables
Recommendations
The final solution,
for behavioral
service or product
approaches
Root cause of Impact to

results impacting organizational
performance processes
Positive or Performance
negative expectations
variance and results
STAKEHOLDERS
Domain Subject
Project Manager
Matter Expert
Stakeholders
Regulator Sponsor
Topic 3.2: Plan Stakeholder Engagement
 plan an approach for establishing and maintaining effective working

relationship with stakeholders
 Defect per Unit
PLAN STAKEHOLDER ENGAGEMENT
PURPOSE
Plan an approach for establishing Plan Stakeholder

Needs and BA
and maintaining effective working Engagement
Approach
relationship with stakeholders Approach
Identify Stakeholder
Analyze Stakeholder
Characteristics
Consider Stakeholder complexity while planning for stakeholder

engagement.
ELEMENTS
Roles
Perform Attitude
Stakeholder
Decision Making Authority
Analysis
Level of Power or Influence
Stakeholder
Communication
Needs
Planning
Stakeholder
Collaboration
Business Analysis Performance Assessment
Guidelines and Tools

while planning Change Strategy
Stakeholder
Engagement
Current State Description

TECHNIQUES
Business Rules
Analysis Interviews Mind Mapping
2 4 6
1 3 5 7
Brainstorming Document Analysis Lessons Learned Organizational

Modeling
Risk Analysis and Stakeholder List,

Map or Personas Workshops
Management
9 11 13
8 10 12
Process Modeling Scope Modeling Survey &
Questionnaire
ORGANIZATIONAL MODEL
PURPOSE
Organizational Modeling Organizational Model
• Describe the roles, • Boundaries of a group

responsibilities, and reporting • Formal relationships between
structure members
• Align these structures with the • Functional role of each person
organizational goals • Interfaces between unit or
stakeholders
• Common in most organizations
ELEMENTS
Functionally oriented
Types of Organizational
Models Market oriented
Matrix model
Organization unit includes Interfaces with other organization

number of roles units
ELEMENTS (contd.)
Box depicts organization units, roles and

Organization people
Chart
Line depicts reporting or formal
communication channel
Identify informal lines of communication which can influence business analysis

activities
EXAMPLE
Business Unit
Head
Program Human Sales and

Development Operations Finance Purchase
Management Resource Marketing
Sr. Human
Sr. Project Development Operations Sr. Finance Marketing Sr. Purchase
Resource
Manager Manager Manager Manager Manager manager
Manager
Project Development Infrastructure On boarding Brand Vendor

Auditor
Manager Lead Manager specialist Manager Manager
Quality Sales
Logistics
Analyst Manager
Event
Architect
Manager
STAKEHOLDER LIST, MAP, OR PERSONAS
OVERVIEW
Identify Stakeholder List of

Stakeholder Analysis stakeholders
• Identifying
stakeholders
Stakeholder characteristics
• Level of authority within the domain of change
• Attitude toward or interest in the change
• Attitude toward business analysis activities
• Level of decision-making authority

STAKEHOLDER LIST, MAP OR PERSONAS
ELEMENTS
Stakeholder Map
• Stakeholder Matrix
• Stakeholder Onion Diagram
RACI Matrix (Responsible, Accountable, Consulted and Informed)
Personas
STAKEHOLDER LIST, MAP, OR PERSONAS
EXAMPLE
High
Work closely with
Ensure stakeholders remain
stakeholders and engage
satisfied
with them effectively
Influence of
Stakeholder
Monitor to ensure Keep stakeholders informed

stakeholder interest or as they are likely to be very
influence does not change concerned
Low
Low Interest / Impact of High

Stakeholder
STAKEHOLDER ONION DIAGRAM
Customers, suppliers,
regulators, and others
Affected External Stakeholders

Sponsors, executives,
Organization or Enterprise domain SMEs, and
others who interact with
the affected group
Affected Organizational Unit End users, help desk,

and other whose work
changes when solution is
delivered
Solution
Delivery
Project team and others
directly involved with
creating the solution
RACI – RESPONSIBLE, ACCOUNTABLE, CONSULTED, INFORMED
Project Implementation Business

Task Sponsor Operations Regulators
Manager Team Analyst
Identify problem or R R C R A I
opportunity
Identify risk associated R R R R A I
with business analysis work
Conduct feasibility study C R R C A
Recommend solution R C R R A I
Approve Business Analysis A C C C R I
Deliverables
Analyze Requirements I I C I A
Communicate I C I I A I
Requirements and Design
Assess solution C C C A R C
performance
PERSONAS
Role
What is your job role?
What is a typical day like?
What skills, knowledge, and tools do you require?
Who reports to you and whom do you report to?
Goals
What are you responsible for?
Paul Atkins,
Challenges
Marketing
What are your biggest challenges in your work?
Manager (Health
Company
Care)
Which industry does your company work in?
32 Years,
Married, One Child What is the total revenue of your company?
How many employees work in your company?
Personal Background: Age, Family (single, married,
children), Education
Preferences
How do you prefer to interact (email, phone, in person)?
STAKEHOLDERS
Customer
Domain Subject
End User
Matter Expert
Project
Manager Supplier
Sponsor Regulator
Topic 3.3: Plan Business Analysis Governance
 define how decisions are made about requirements and designs, including
reviews, change control, approval and prioritization
 Defect per Unit
PLAN BUSINESS ANALYSIS GOVERNANCE
PURPOSE
BA Approach How decisions are made about

and Stakeholder requirements and designs, Governance
Engagement including reviews, change control, Approach
Approach approval and prioritization.
ELEMENTS
Change Plan
Control Prioritization
Process Approach
Elements
Decision Plan for

Making Approval

Assessment
Guidelines and Business Policies

Tools while planning
Business Analysis
Governance
Legal / Regulatory Information

TECHNIQUES
Interviews Workshops
2 4
1 3 5
Brainstorming Survey & Document Analysis
Questionnaire
Lessons Learned Process Modeling
7 9
6 8 10
Item Tracking Organizational Reviews
Modeling
STAKEHOLDERS
Domain
Subject Matter
Expert
Project
Sponsor
Manager
Regulator
Topic 3.4: Plan Business Analysis Information Management
 Storing and accessing business analysis information
 Defect per Unit

PLAN BUSINESS ANALYSIS INFORMATION MANAGEMENT
PURPOSE
Inputs Output
• Business Analysis
Approach How to develop business Business analysis
• Stakeholder Engagement analysis information information management
management plan approach
Approach
• Governance Approach
ELEMENTS
Organization of
Business
Analysis
information
Requirements Level of
Attributes Abstraction
Storage and Plan Traceability

Access Approach
Plan for
Requirements
Reuse

Assessment
Business Policies
Guidelines and Tools
while planning Business
Analysis Information
Management
Information Management Tools
Legal / Regulatory Information

TECHNIQUES
2 4
1 3
Brainstorming Surveys and
Questionnaires
Lessons Learned Process Modeling
6 8
5 7
Item Tracking Mind Mapping

STAKEHOLDERS
Regulator
Topic 3.5: Identify Business Analysis Performance Improvements
 Assess business analysis work and to plan to improve processes where

required
 Defect per Unit
IDENTIFY BUSINESS ANALYSIS PERFORMANCE IMPROVEMENTS
PURPOSE
Input Output
BA Approach, and Assess Business Analysis Work Business Analysis

Performance Objectives and Plan to Improve Processes Performance Assessment
ELEMENTS
Performance
Analysis
Analyze
Results
Recommend
Assessment
Actions for
Measures
Improvements
Organizational Performance Standards includes

details of performance metrics or expectations for
business analysis work mandated by the organization.
TECHNIQUES
Interviews Lessons Learned Observation
2 4 6
1 3 5 7
Brainstorming Item Tracking Metrics and Key Process Analysis
Performance
Indicators (KPIs)
Risk Analysis and Surveys and

Process modeling Management Questionnaires
8 10 12
9 11 13
Reviews Root Cause Analysis Workshops
METRICS AND KEY PERFORMANCE INDICATORS (KPIs)
OVERVIEW
Metrics and Key Performance Indicators (KPIs) measure the

performance of solutions, solution components, and other matters of
interest to stakeholders.
A Metrics is quantifiable level of an indicator.
A Key Performance Indicator (KPI) measures progress towards a

strategic goal or objective. KPIs derive from metrics.
KPIs to measure the effectiveness of business analysis.
Reporting is the process of informing stakeholder of metrics or

indicators in specified format and specified intervals.
METRICS AND KEY PERFORMANCE INDICATORS (KPIs)
ELEMENTS
Characteristics Quality of
Metrics Structure Reporting
of Indicator metrics and KPIs
• Clear • Specific point • Monitoring • Baseline • Reliability

• Relevant • Threshold • Evaluation • Current and • Validity
• Economical • Range Target metrics • Timeliness
• Adequate
• Quantifiable
• Trustworthy
and Credible
STAKEHOLDERS
Domain
Subject
Matter
Expert
Stakeholders
Project
Sponsor
Manager
CASE STUDY EXERCISE
 Defect per Unit

CASE STUDY
OVERVIEW
Customers switching
Unable to
to competitor
deliver products
products
on time
BATONICS
Pharma Company
CASE STUDY
BUSINESS ANALYSIS ACTIVITIES
Identified the business analysis deliverables:

Documentation of existing supply chain management
process
Root cause analysis
Solution options
Recommendation of tools and technologies
Recommended optimal solution
CASE STUDY
You have identified and You have gone through existing documents, meetings with You have also estimated the
analyzed the stakeholders subject matter experts and people involved in this process and task and who are involved in
involved in the process. come up with the activities and task. performing the task.
You have established the You have determined how are you going to store and retrieve You have had meetings with
process of decision making, business analysis information. the key stakeholders to review
change control, and get approval on the
prioritization, and approval. business analysis approach.
CASE STUDY
EXERCISE
Questions Response
1 Which document is created to define decision making, Information Management Approach
change control, prioritization and approval process? BA Governance Approach
2 Which methodology is used to define business Adaptive
analysis approach? Predictive
3 Which document specifies the level of responsibility RACI Matrix
expected from each stakeholder? Stakeholder Matrix
4 Which technique is used to identify roles and Organizational Modeling Technique
responsibilities within the organization? BA Performance Assessment
5 Which document indicates how stakeholder is involved Stakeholder Matrix

with the solution? Stakeholder Onion Diagram
6 Which task is performed to identify and analyze the Plan Stakeholder Engagement
stakeholders? Personas
7 Among stakeholders, who are not likely to get involved Regulators
in this initiative? Domain Subject Matter Expert
CASE STUDY
ANSWERS
Questions Answers
1 Which document have your created to define decision making, BA Governance Approach
change control, prioritization and approval process?
2 Which methodology is used to define business analysis Adaptive
approach?
3 Which document specifies the level of responsibility expected RACI Matrix
from each stakeholder?
4 Which technique is used to identify roles and responsibilities Organizational Modeling
within organization?
5 Which document indicates how stakeholder is involved with Stakeholder Onion Diagram
the solution?
6 Which task is performed to identify and analyze stakeholders? Plan Stakeholder Engagement
7 Among stakeholders, who are not likely to get involved in this Regulators, Customers
initiative?
Quiz
QUIZ
What does RACI stand for?
1
a. Responsible, Accountable, Collaborate, Informed
b. Responsible, Author, Consulted, Informed
c. Responsible, Accountable, Consulted, Informed
d. Responsible, Authorized, Consulted, Informed

QUIZ
What does RACI stand for?
1
a. Responsible, Accountable, Collaborate, Informed
b. Responsible, Author, Consulted, Informed
c. Responsible, Accountable, Consulted, Informed
d. Responsible, Authorized, Consulted, Informed

Explanation: RACI stands for Responsible, Accountable, Consulted, Informed
QUIZ
Which one of the following is not a characteristics of an indicator
2
a. Relevant
b. Economical
c. Transparent
d. Adequate
QUIZ
Which one of the following is not a characteristics of an indicator
2
a. Relevant
b. Economical
c. Transparent
d. Adequate
The correct answer is c

Explanation: Transparent is not a characteristics of an indicator. Characteristics of an
indicator are Clear, Relevant, Economical, Adequate, Quantifiable, Trustworthy and Credible
QUIZ Which one of the following is not an input to plan business analysis information
management approach?
3
a. Business Analysis Governance Approach
b. Business Analysis Approach
c. Stakeholder Engagement Approach
d. Business Analysis Traceability Approach

QUIZ Which one of the following is not an input to plan business analysis information
management approach?
3
a. Business Analysis Governance Approach
b. Business Analysis Approach
c. Stakeholder Engagement Approach
d. Business Analysis Traceability Approach
The correct answer is d

Explanation: Business Analysis Traceability Approach is not an input to plan business
analysis information management approach. Traceability approach is one of the element of
Business Analysis Information Management Approach
KEY TAKEAWAYS (1 of 2)
BA approach or plan documents -

BA approach, Stakeholder engagement approach, BA
governance approach, and BA information management
approach.
Business Analysis approach or plan is developed
based on need, methodology, complexity, size and risk.
The stakeholder engagement, governance, and

information management plan can be separate or part
of the business analysis plan, depending on the size of
the initiative or organizational standard.
Output of business analysis planning and monitoring
knowledge area governs other tasks in all knowledge
area.
KEY TAKEAWAYS (contd.)
Business analysis plan documents are reviewed and

approved by key stakeholders.
Performance baseline, metrics and KPIs, and the

process of monitoring and evaluation are defined to
improve performance of business analysis work.
Business Analysis performance assessment is used as a

guideline in all planning tasks.
Business analysis techniques – Lessons Learned,

Organizational Modeling, Stakeholder List, Map or
Persona, RACI Matrix, Metrics and Key Performance
Indicators or KPIs – are used when performing
business analysis tasks.
This concludes “Business Analysis Planning and
Monitoring.”
The next lesson is “Elicitation and Collaboration.”
THANK YOU
Lesson 4 - Elicitation and Collaboration
Prepare and Conduct Elicitation
Confirm Elicitation Results
Communicate Business Analysis

Information
Manage Stakeholder
Collaboration
ELICITATION AND COLLABORATION KNOWLEDGE AREA
OVERVIEW
Change
Need Solution
Stakeholder Context
Value
ELICITATION AND COLLABORATION KNOWLEDGE AREA (contd.)
OVERVIEW
• Identify the characteristics of the change
• Identify stakeholders concerns
• Determine the extent of elicitation and collaboration
Change required
Need Solution
• Elicit, confirm and communicate
needs Elicit, confirm and communicate desired
• Needs may evolve over time characteristics of proposed solutions
Manage collaboration with the Identify business analysis information

stakeholders Stakeholder Context about the context that may effect the
change
Value
Assess the relative value of information

provided during elicitation
TASKS AND OUTPUT
Tasks
1. Prepare for Elicitation
2. Conduct Elicitation
3. Confirm Elicitation
Results
4. Communicate
Business Analysis
Information
5. Manage Stakeholder
Collaboration
TASKS AND OUTPUT
Inputs Tasks
• Needs 1. Prepare for Elicitation
• Business Analysis 2. Conduct Elicitation Sequential tasks

Information
Input from other 3. Confirm Elicitation

Knowledge Areas Results
• Stakeholder
Engagement Approach 4. Communicate
Business Analysis
Information
5. Manage Stakeholder
Performance
Collaboration
Assessment
TASKS AND OUTPUT
Inputs Tasks Outputs
• Needs 1. Prepare for Elicitation Elicitation Activity plan
• Business Analysis Elicitation Results

2. Conduct Elicitation
Information (unconfirmed)
Input from other 3. Confirm Elicitation Elicitation Results

Knowledge Area Results (confirmed)
• Stakeholder
4. Communicate Business Analysis
Engagement Approach
Business Analysis Information (communicated)
Information
5. Manage Stakeholder Stakeholder Engagement
Performance
Collaboration
Assessment
Lesson 4: Elicitation and Collaboration
Topic 4.1: Prepare for Elicitation
 Overview
 Elements
 Guidelines and Tools
Defect per Unit
 Techniques
 Stakeholders
PREPARE FOR ELICITATION
OVERVIEW
Purpose
 Understand the scope of elicitation activity
 Select appropriate technique
 Plan for supporting material and resources
 Needs Elicitation Activity Plan:

I O
N  Stakeholder  Logistics U
P Engagement Approach
T
 Scope of the elicitation
U P
activity
T U
S  Selected techniques T
S
 Supporting Material
ELEMENTS
Understand Scope
Select Technique

Set up Logistics
Secure Supporting
Material

Prepare Stakeholders
Business Analysis Approach Business Objectives
Existing Business Analysis Potential Value

PREPARE FOR ELICITATION (contd.)
Provides a general strategy Provides directions towards

to be used as a guide future state
Existing Business Analysis Potential Value
Provides better Describes the value to be

understanding of scope realized
TECHNIQUES
Stakeholder List, Map, or

Data Mining
Personas
Brainstorming Estimation
Mind Mapping Interviews
Risk Analysis and

Document Analysis
Management
TECHNIQUES
Stakeholder List, Map or Identify information

Who needs to be Data Mining
Personas for further
consulted? investigation
Identify existing
Brainstorming Estimation Estimate time,
business analysis
information effort and cost
Select elicitation
technique
Mind Mapping Interviews
Identify concern
Risk Analysis and

Document Analysis Identify source of Identify and assess
Management
supporting material risk
STAKEHOLDERS
Domain SME
Business Analyst
Project Manager
Sponsor
STAKEHOLDERS
Provides
supporting
material
and
guidance.
Domain SME
Ensures the Approves

appropriate or denies a
people and planned
resources Project Manager elicitation
are available event
Sponsor
Business Analyst
Topic 4.2: Conduct Elicitation
 Overview
 Elements
Defect per Unit
 Techniques
 Stakeholders
CONDUCT ELICITATION
OVERVIEW
Purpose
Information relevant to change:
 Draw out
 Explore
 Identify
 Supporting Unconfirmed Elicitation Results

I material
O
N  Resources U
P

T
U Activity Plan
P
T
U
S
T
CONDUCT ELICITATION (contd.)
OVERVIEW
Collaborative Research Experiments
 Interacts with the stakeholder  Discovers information from  Discovers information

 Relies on the stakeholders’ documents without stakeholders or
experience  Stakeholders may not know documents
about this information  Prototyping or Proof of
concept
CONDUCT ELICITATION
ELEMENTS
Guide the elicitation

session
Capture elicitation results
Engage someone else to

scribe
CONDUCT ELICITATION
Existing Business Analysis

Business Analysis Approach
Information
Stakeholder Engagement
Supporting Materials
Approach
Existing Business Analysis

Business Analysis Approach
Information
Influences elicitation Guides questions to be

techniques and business asked during elicitation
analysis deliverables
Stakeholder Engagement
Supporting Materials
Approach
Provides collaboration and Prepares the business

communication approach for analyst, participants and
elicitation equipment for elicitation
CONDUCT ELICITATION
TECHNIQUES
Benchmarking
Collaborative Business
and Market Prototyping Data Mining
Games Rules Analysis
Analysis
Document Interface Concept Process

Workshops
Analysis Analysis Modeling Analysis
Process
Observation Focus Groups Interviews
Modeling
Survey and
Brainstorming Mind Mapping Data Modeling
Questionnaire
CONDUCT ELICITATION
DOCUMENT ANALYSIS - OVERVIEW
Strengths Limitations
 Elicit business analysis information

 Wide range of sources make it
 Understand the context of a time consuming
business need
 Outdated documents may
 Understand the solution currently cause confusion
being implemented
 Validate findings from other
elicitation efforts
 Engage effectively with
stakeholders
CONDUCT ELICITATION
DOCUMENT ANALYSIS - ELEMENTS
Source document:
 Preparation • Relevant, current and has

data or information required
Source document:
 Document Review
and Analysis
• Detailed review and recording
notes
• Identify conflicting or duplicated
notes
• Appropriate level of
 Record Findings •
detail
Present information to
improve understanding
CONDUCT ELICITATION
OBSERVATION - OVERVIEW
 View and understand activities  May be disruptive to the day-to-

 Job shadowing day operations
 Approaches:  Participants may alter their work
 Active / Noticeable practices
 Passive / Unnoticeable  Unsuitable for knowledge based
activities
 Gain Realistic and practical
insights
CONDUCT ELICITATION
OBSERVATION - ELEMENTS
Define the objectives of the

observation
Prepare for observation


Conduct observation
session
Confirm and present

observation session

findings
CONDUCT ELICITATION
BRAINSTORMING - OVERVIEW
 Produce numerous ideas and a  Effectiveness depends on:

diverse set of options in a short  Individual creativity
span of time
 Willingness to participate
 Focus on the topic or problem
 Encourage participants to use new
ways
 Foster creativity with a non-
judgmental environment
CONDUCT ELICITATION
BRAINSTORMING - ELEMENTS
 Session
 Re-iterate session
details
 Share ideas
 Record ideas
Preparation Wrap-Up
 Build on each other
ideas
 Elicit many ideas
 Define area of interest
 Discuss and evaluate
 Determine time limit
 Create list
 Identify participants
 Rate ideas
 Establish evaluation
 Distribute final list
criteria
CONDUCT ELICITATION
COLLABORATIVE GAMES - OVERVIEW
 Encourages collaboration in  Game environment may make some

building common understanding participants uncomfortable
 Follows adaptive or agile  Time consuming
methodology  Unproductive if objectives are
 Sets rules to focus on objectives unclear
CONDUCT ELICITATION
COLLABORATIVE GAMES - ELEMENTS
? Purpose  Process  Outcome
 Opening
Learn Rules
 Exploration Generate ideas
 Closing Assess and Select idea

COLLABORATIVE GAMES - ELEMENTS
Product Box Affinity Map Fishbowl

Identify features of a product Identify related or similar features Identify hidden assumptions
Product
CONDUCT ELICITATION
WORKSHOPS - OVERVIEW
 Most common technique  Availability of stakeholders difficult

 Focused event  Success depends on facilitator’s
 Collaboration to achieve knowledge of participants
predefined goals  Too many participants slows down
 Make decisions and gain mutual the process
understanding  Too few participants can lead to
 Requires short period of time overlooking of needs
 Requires low cost
CONDUCT ELICITATION
WORKSHOPS - ELEMENTS
o Sponsor
o Facilitator
?
Prepare
o Scribe
o Timekeeper
Identify roles o Participants
Conduct
Post workshop
Distribute outcome
CONDUCT ELICITATION
FOCUS GROUPS - OVERVIEW
 Interactive group environment  Trust issues in participants

 Pre-qualified participants  More vocal participants may
 Homogenous or Heterogeneous influence the result
group
 Qualitative research
 Cost effective
CONDUCT ELICITATION
FOCUS GROUPS- ELEMENTS
o Location
o Budget
?
Define objectives
o Timelines
o Outcomes
Plan o Participants
Prepare guide
After the focus group –
Transcribe the results as
Assign moderator and soon as possible
recorder
Conduct post-discussion
activities
CONDUCT ELICITATION
SURVEY AND QUESTIONNAIRE - OVERVIEW
 Distribution, collection and analysis  Response may be low for

 Elicit business information about statistical significance
customer, product, work practices  Ambiguous questions not
and attitudes in a structured way answered
and in a short period of time  Open-ended questions need
 Quick and relatively inexpensive to more analysis
administer
 Effective and efficient across
geographies
 Closed and open ended questions
CONDUCT ELICITATION
SURVEYS AND QUESTIONNAIRES - ELEMENTS
o Objective
Prepare the survey or
questionnaire o Target group
o Appropriate survey type
o Sample group
Define o Distribution and collection
method
o Set target level and
Select response time
o Determine if individual
   Assign moderator and interviews are required
recorder
 
Conduct and Post
 discussion activities
CONDUCT ELICITATION
PROTOT YPING - OVERVIEW
 Iterative process  Stakeholders may develop

 Creation of a model or design unrealistic expectations
requirements  Stakeholder may focus on the
 Optimizes user experience to design of the solution
evaluate design options  Focus of discussions may be on
 Basis of the final business solution how are we going to build rather
 Identifies missing and incorrect than what
requirements  Underlying technology needs to
 Early inputs and feedback be understood
CONDUCT ELICITATION
PROTOT YPING - ELEMENTS
Throw-away prototypes Evolutionary prototype

are discarded once the is incrementally built to
Determine Approach learning from the the final solution.
developed prototype
and purpose are
achieved.
Functional
Examples Proof of Concept Usability prototype Visual prototype
prototype
Methods Storyboarding Paper prototyping Workflow modeling Simulation

CONDUCT ELICITATION
INTERFACE ANALYSIS - OVERVIEW
? What
? Why
? When
? Where Identify ? How
An Interface is a
connection between two
components or
solutions. Most
solutions require one or
more interfaces.
• External interface to the ATM

solution
• Business processes
• Data interface between
systems
• Application Programming Laptop
Interfaces (APIs)
• Hardware devices
Mobile
Provide context for eliciting

more detailed functional Use scope modelling,
requirements observation and interviews
Understand interfaces used Provide interface of the

in existing business solution with a context
processes diagram
INTERFACE ANALYSIS - ELEMENTS
Prepare for identification
Conduct identification  Name

 Coverage
 Exchange method
 Message format
 Exchange frequency
?
Define
CONDUCT ELICITATION
INTERVIEWS - OVERVIEW
A systematic approach to elicit business analysis information by asking relevant questions and
documenting the responses from a person or a group of people. One-on-one interviews are the
Definition most common. Interviews can be synchronous, asynchronous, conducted face-to-face or
through video conferencing.
• Structured interview - Questions are pre-defined

Types
• Unstructured interview - Questions may vary based on the interviewee
response
• Interviewers - Domain knowledge, experience and skills for documenting the discussion
Success • Interviewees - Readiness, degree of clarity about the goal of the interview
• Rapport of the interviewer with the interviewee
Constraint Significant time is required to plan and conduct interviews.

CONDUCT ELICITATION
INTERVIEWS - ELEMENTS
Plan
 Execute Follow-up
Design Arrange
Define goals questions logistics
Organize and
Communicate confirm
goals results
Questions:
5W + 1H
Closed-ended
Identify questions Flow: Open –
interviewees During- Close
Open-ended
questions
CONDUCT ELICITATION
MIND MAPPING - OVERVIEW
Articulate Non-linear
Used to
Structure
and logic
Capture
Note
ideas
MIND MAPPING taking
Main Topic Branches
Taxonom
y
Topic Color
Sub-Topic
Images
CONDUCT ELICITATION
MIND MAPPING - ELEMENTS
CONDUCT ELICITATION
STAKEHOLDERS
Customer End User
Other
Domain SMEs
Stakeholder
Implementation
Sponsor
SMEs
Business Analyst
Topic 4.3: Confirm Elicitation Results
 Overview
 Elements
Defect per Unit
 Techniques
 Stakeholders
CONFIRM ELICITATION RESULTS
OVERVIEW
Purpose
 Check gathered information
 Confirm accuracy and consistency with other information
 Elicitation Results  Elicitation Results (Confirmed)

(Unconfirmed)
I O
N U
P T
U P
T U
T
ELEMENTS
 Confirmed elicitation
results
Against source With other

information elicitation
results
 
Elicitation Activity Plan Existing Business Analysis

TECHNIQUES
Document Analysis Interviews
Reviews Workshops

CONFIRM ELICITATION RESULTS (contd.)
TECHNIQUES
Document Analysis Interviews
 • Confirm elicitation results with

existing documents
• Conduct review of elicitation

results and solicit feedback
Reviews Workshops

STAKEHOLDERS
Experience
Knowledge Expertise
Domain SME Any Stakeholder

Topic 4.4: Communicate Business Analysis Information
 Overview
 Elements
Defect per Unit
 Techniques
 Stakeholders
COMMUNICATE BUSINESS ANALYSIS INFORMATION
OVERVIEW
Purpose
 Stakeholders have a shared understanding of business analysis information
 Business  Business Analysis Information

I Analysis (communicated)
Information O
N
U
P  Stakeholder
T
U Engagement
Approach P
T
U
S
T
ELEMENTS
Determine objectives
 and format of
communication
May be:
 Formal documentation 
 Information documentation
Form of Package  Presentation
Depends on the business

analysis approach Communicate
 Predictive 
 Adaptive  business analysis
package
Business Analysis Approach Information Management

TECHNIQUES
Interviews
 Reviews
Workshops
COMMUNICATE BUSINESS ANALYSIS INFORMATION (contd.)
TECHNIQUES
Communicate
Interviews information
Review business
 Reviews analysis
information
Build consensus
Workshops and seek approval
STAKEHOLDERS
Domain
End User
SME
Common Understanding Implementation

Customer
SME
All
Tester Stakeholders
Topic 4.5: Manage Stakeholder Collaboration
 Overview
 Elements
Defect per Unit
 Techniques
 Stakeholders
MANAGE STAKEHOLDER COLLABORATION
OVERVIEW
Purpose
 Encourage stakeholders to work towards a common goal
 Stakeholder  Stakeholder engagement

I Engagement Approach
O
N  Business Analysis U
P Performance
T
U Assessment
P
T
U
S
T
ELEMENTS
 Time commitment
 Gain agreements on
commitments
 Resource commitment
 Maintain the free flow of

information
 Promote shared effort to
 Monitor the participation and resolve problems
performance of stakeholders  Monitor Stakeholder
Engagement  Achieve desired results
 Monitor for risk related to
stakeholder engagements
Collaboration
 
Future State Description Recommended Actions Risk Analysis

MANAGE STAKEHOLDER COLLABORATION (contd.)
 
Describes the level of Provides directions towards
engagement future state
Future State Description Recommended Actions Risk Analysis
Defines the desired future Provides action to earn the Provides action to ensure
state and expected value support and focus of stakeholder collaboration
stakeholder
TECHNIQUES
Collaborative Games
Lessons Learned
Risk Analysis and

Management
Stakeholder list, Map or

Personas
MANAGE STAKEHOLDER COLLABORATION (contd.)
TECHNIQUES
Collaborative Games Teamwork and

collaboration
Lessons Learned Stakeholder satisfaction

or dissatisfaction
Risk Analysis and Stakeholder

participation and
Management
engagement risk
Stakeholder list, Map or Who needs to be

Personas involved?
STAKEHOLDERS
Domain Implementation
SMEs SMEs
End User
Customer
Sponsor
Other
All Stakeholders involved during change Stakeholder
Lesson 4: ELICITATION AND COLLABORATION
CASE STUDY EXERCISE
 Defect per Unit

CASE STUDY
PROBLEM STATEMENT
Unable to deliver Customers switching

products on time to competitor products
BATONICS
Pharma Company
CASE STUDY
ACTIVITIES
The business analyst performed the following activities:

Created a list of questions
Spent some time going Created a high level context for stakeholders to
through existing documents diagram understand their needs

Documented all the collected
Scheduled a couple of
information and organized and analyzed
meetings with stakeholders
the information
CASE STUDY
EXERCISE
Questions Response
1 Which technique has Paul used to create o Document Analysis
supporting material like a list of questions, o Interviews
As-Is process or any other?
2 What Business Analysis Approach is used o Adaptive
to build the proposed system? o Restrictive
3 Which elicitation technique is used to o Prototyping

design screens to capture customer o Group Discussion
information?
4 Which elicitation technique is used to o Interface Analysis
understand the flow of information o Workshops
between systems and users?
CASE STUDY
EXERCISE
Questions Response
5 Who is the end user of the proposed o Field Sales Agents
system? o Underwriters
6 Which technique is used to understand how o Process Analysis

stakeholders are interacting in the process o Customer Analysis
to complete their tasks or achieve goals?
7 Who will be using the saved information of o Underwriters
the customer and the quote? o Stakeholder
CASE STUDY
ANSWERS
Questions Answers
1 Which technique has Paul used to create supporting material Document Analysis
like a list of questions, As-Is process or any other etc.?
2 What Business Analysis Approach is used to build the a Adaptive

proposed system?
3 Which elicitation technique is used to design screens to Prototyping
capture customer information?
4 Which elicitation technique is used to understand the flow of Interface Analysis

information between systems and users?
5 Who is the end user of the proposed system? Field Sales Agents
6 Which technique is used to understand how stakeholders are Process Analysis

interacting in the process to complete their tasks or achieve
goals?
7 Who will be using the saved information of the customer and Underwriters
the quote?
KEY TAKEAWAYS
Elicitation is defined as “to draw forth or bring out”

information.
There are 3 tasks associated with Elicitation, 1
task with Communicate Business Analysis
Information, and 1 task with Manage Stakeholder
Collaboration. There are 18 commonly used Elicitation
techniques.
Select the appropriate technique or set of
techniques based on the need and Business
Analysis Approach.
Each Elicitation technique has the following tasks
- prepare, execute or conduct, and wrap-up or
Measure performance of Elicitation activities close tasks.
throughout the project.
Frequently communicate Business Analysis

Information and Manage Stakeholder
Collaboration and communication during
Elicitation activities.
Quiz
QUIZ
In which elicitation technique is Discussion Guide used?
1
a. Interviews
b. Focus Groups
c. Brainstorming
d. Workshops
QUIZ
In which elicitation technique is Discussion Guide used?
1
a. Interviews
b. Focus Groups
c. Brainstorming
d. Workshops

Explanation: Discussion Guide is used in Focus Group Sessions. Discussion Guide contains
session objectives, topics for discussion, and scripts of specific questions.
QUIZ Which of the following elicitation techniques uses survey distribution and response
2 collection?
a. Workshop
b. Concept Modeling
c. Surveys and Questionnaires
d. Interviews
QUIZ Which of the following elicitation technique uses survey distribution and response
2 collection?
a. Workshop
b. Concept Modeling
c. Surveys and Questionnaires
d. Interviews

Surveys and Questionnaires is a technique in which first the surveys are distributed and then
responses are collected for further analysis.
QUIZ Which one of the following is not an output element of the task ‘Prepare for
3 elicitation’?
a. Supporting material
b. Participant list
c. Elicitation technique
d. Elicitation results
QUIZ Which one of the following is not an output element of the task ‘Prepare for
3 elicitation’?
a. Supporting material
b. Participant list
c. Elicitation technique
d. Elicitation results
The correct answer is d.

Explanation: Elicitation results is not an output element of the task ‘Prepare for elicitation’.
.
QUIZ
Which one of the following is not a common type of elicitation?
4
a. Collaborative
b. Research
c. Experiments
d. Exploratory
QUIZ
Which one of the following is not a common type of elicitation?
4
a. Collaborative
b. Research
c. Experiments
d. Exploratory

Explanation: Exploratory is not a common type of elicitation. As per BABOK TM, there are
three common types of elicitation – Collaborative, Research, and Experiments.
This concludes “Elicitation and Collaboration”
The next lesson is “Requirements Life Cycle Management”
THANK YOU
Lesson 5 - Requirements Life Cycle Management
CBAP, CCBA and BABOK are registered certification marks owned by International Institute of Business Analysis .
Trace requirements
Assess changes to
requirements
Maintain requirements
Approve requirements
Prioritize requirements
INTRODUCTION
Information
   Requirements
Elicitation and Collaboration To update Elicitation results status
• Know the origin of the requirement or

• At start: The status of elicitation
results is unconfirmed design.
Business Analyst • Confirm elicitation results: The • Know whether one requirement is related
results are confirmed or has dependency with other
• Update status of elicitation results requirements.
i.e. requirements or designs: All • Know which solution components fulfill the
other knowledge areas requirements.
• Know which test cases will verify the
functionality of the solution.
• Know what will help you in assessing
changes to the requirements.
INTRODUCTION
Trace requirements Prioritize requirements
Reuse requirements Assess requirements
Approve requirements Allocate requirements

Business Analyst
• The requirements need to be maintained throughout the project life cycles.

The requirements
Changes needhence
are inevitable, to be you
maintained
need to throughout the project
assess changes life cycles.
to the requirements
 Changes
and
• Changes
areand
design, inevitable
Changestotothe
recommend appropriate actions
therequirements
requirementsand
projectmethodology
methodology
andthe
theapproval
approvalprocess
processdepend
dependupon
uponthethe
project
INTRODUCTION
Trace Prioritize
requirements requirements
The Requirements Life

Cycle Management
knowledge area describes
the tasks that the business
analysts performs in order to
manage and maintain the
requirements and design Business Analyst
information from the point of
inception till retirement.
Maintain Approve
requirements requirements
REQUIREMENTS LIFE CYCLE MANAGEMENT
OVERVIEW
Change
Need Solution
Stakeholder Context
Value
OVERVIEW
Evaluate requirements and designs

Change
Need Solution
Trace, prioritize and maintain
requirements Trace requirements and designs to
solution components
Work closely with key stakeholders Support tracking and prioritization

Stakeholder Context activities
Value
Maintain requirements for reuse

TASKS AND OUTPUT
Tasks
Trace requirements
Maintain requirements
Assess requirements
changes
TASKS AND OUTPUT
Requirements
• Requirements Trace requirements • Traced, maintained,
and prioritized
Designs
• Designs Maintain requirements • Traced, maintained,
and prioritized
Assess requirements changes
TASKS AND OUTPUT
• Requirements
• Requirements Trace requirements o Traced, maintained,
and prioritized
• Designs
• Business Analysis Maintain requirements o Traced, maintained,
Information and prioritized
• Proposed changes Prioritize requirements • Requirements Change

Assessment
• Design Change
Assess requirements changes Assessment
TASKS AND OUTPUT
Requirements
• Requirements Trace requirements • Traced, maintained,
and prioritized
Designs
• Business Analysis Maintain requirements • Traced, maintained,
Information and prioritized
• Proposed changes Prioritize requirements • Requirements Change

Assessment
• Design Change
Input from other Assessment
Assess requirements changes
Knowledge Areas
• Requirements (verified) • Requirements approved

Approve requirements • Design approved
Lesson 5: Requirements Life Cycle Management
Topic 5.1: Trace Requirements
What is traceability?
 Overview
 Elements
 Guidelines
Defect perand
UnitTools
 Techniques
 Stakeholders
TRACE REQUIREMENTS
OVERVIEW
Purpose
 Ensure requirements and designs at different levels are aligned to one another
 Manage effects of change
 Requirements  Traced requirements

I O
 Designs  Traced designs
N U
P T
U P
T U
S T
S
TRACE REQUIREMENTS
ELEMENTS
Origin Low level High level
Backward traceability Forward traceability
Consider:
• Value that each traceability link
delivers
• Use of specific relationship
created
!
Effort increases with:
• Number of requirements and
• Level of formality
TRACE REQUIREMENTS
ELEMENTS
Origin Low level High level
Backward traceability Forward traceability
Consider:
• Value that each traceability link
 Derive
 Depend
delivers
• Use of specific relationship One requirement is derived One requirement is dependent
from another requirement on another requirement
created
 Satisfy
 Validate
!
Effort increases with:
• Number of requirements and
• Level of formality Solution components are
implemented Implementation of test cases
TRACE REQUIREMENTS
 Domain knowledge  Information

management approach
Requirements
 Legal or regulatory
information management tool or
repository
TRACE REQUIREMENTS
TECHNIQUES
Business rules analysis Functional decomposition
Process modelling Scope modelling

TRACE REQUIREMENTS
TECHNIQUES
Business rules analysis Functional decomposition
Decompose solution
Trace the requirements to scope into smaller
the business rules components
Process modelling Scope modelling
Show requirements tracing Show the scope of the

to future state process business analysis work
TRACE REQUIREMENTS
STAKEHOLDERS
Domain Implementation Operational

SME SME support team
Project Manager Tester

Customers
Business Analyst
Supplier End user

Sponsor
Topic 5.2: Maintain Requirements
What is requirements maintenance?

 Overview
 Elements
 Guidelines
Defect perand
UnitTools
 Techniques
 Stakeholders
MAINTAIN REQUIREMENTS
OVERVIEW
Purpose
 Maintain accuracy and consistency of requirements
 Support reuse of requirements
 Requirements  Maintained requirements

I O
 Designs  Maintained designs
N U
P T
U P
T U
S T
S
ELEMENTS

Maintain requirements Maintain attributes Reused requirements
Correctness, accuracy, relationship Source, category, requested by, Clearly label, define, and store
etc. created date, updated date,
priority, complexity, status, target
date, reusability etc.

Business Analyst
Information
management approach

Manage
requirements for
reuse
TECHNIQUES
Business rules Use cases and
analysis scenarios
Data flow
User stories
diagrams
Document
Data modeling
analysis
Process Functional
modeling decomposition
TECHNIQUES
Business rules Use cases and
analysis scenarios Document
analysis
Data flow User stories Analyze existing document to

diagrams provide a basis for
maintaining and reusing
requirements
Process
Data modeling
modeling
Functional
decomposition
Identify which business rules,
information flows, data structures,
processes and requirements are
reusable. Identify requirements
associated with components
and available for reuse
STAKEHOLDERS
Domain
Operational
SME
support team
Business Analyst Tester
Regulators
Topic 5.3: Prioritize Requirements
What is prioritizing requirements?

 Overview
 Elements
 Guidelines
Defect perand UnitTools
 Techniques
 Stakeholders
PRIORITIZE REQUIREMENTS
OVERVIEW
Purpose
 To rank requirements in the order of relative importance to maximize value delivery
 Requirements  Prioritized requirements

I O
 Designs  Prioritized designs
N U
P T
U P
T U
S T
S
ELEMENTS
? Factors
 Challenges
Benefit Dependencies Relative value Stakeholders
Time
Penalty
sensitivity
 Process
Cost Stability
Regulatory or Ongoing
Risk policy compliance
 Business constraints
Change strategy
Domain knowledge
Governance approach
Requirements architecture
Requirements Management Tools /
Solution scope Repository

TECHNIQUES
Backlog management Interviews
Business cases Workshops
Decision analysis
 Risk analysis and
management
 Estimation Item tracking
Financial analysis  Prioritization

TECHNIQUES
Assign weights (1 to 9) to factors benefit, penalty, cost and risk associated to a feature.
Derive the total value using the formula as defined by Karl Weigers in relative weighting process.
Benefit Penalty
Cost Risk
BACKLOG MANAGEMENT - OVERVIEW
Backlog Backlog
 Record • What work should be formally
management included
 Track
 Prioritize remaining work items • How to describe the work item
• How to track the work items

Items at the top have the highest
business value and priority • How to periodically review and
prioritize the work items in
relation to all other items
• How to select the work items to

work on
• How to remove the work items

BACKLOG MANAGEMENT - ELEMENTS
Use cases, user stories, change requests, defects, maintenance

Items in the backlog work records, documentation work records, functional
requirements, non-functional requirements.
Prioritization
New or changed requirements are
identified and added to the backlog and
ordered relative to the other items
Estimation
already there.
Always emerging;
Managing changes to Items are removed when they are
backlog completed or it is decided not to
work on the item.
ESTIMATION - OVERVIEW
 Forecast cost
Support
and effort
decision
making
Iterative
process
Communicate
constraints
Communicate
assumptions
ESTIMATION - ELEMENTS
Rough order of
Parametric
Top down Bottom up estimation
estimation
(ROM)
Rolling wave Three-point

Delphi
estimation
• Accuracy
Program • Source
evaluation and • Precision
review • Reliable
• Deterring
TOP DOWN Vs BOTTOM UP
Analogous estimation and expert Three point, Parametric or Analogous

judgment estimation
Used when quick estimates are required Estimate require higher level of accuracy
with low level of accuracy
Fast Higher level of accuracy
No need to decompose work in greater Better team buy-in and commitment
detail Best for complex projects
Less costly to create and Provides more accurate baseline to track.
Good for similar projects
Low level of accuracy Takes more time and incurs more

Requires expertise and historical data expenses
Work needs to be defined in great detail
THREE POINT AVERAGE AND PERT ESTIMATION
Optimistic – Most likely – Pessimistic PERT = Program (or Project) Evaluation

Optimistic – Best case and Review Technique
Pessimistic – Worst case
Triangular distribution: Uses weighted average of three points

Estimate based on the three points, It’s more accurate than 3-point average
optimistic, most likely and pessimistic
Final estimate is the average of all three PERT is also referred as a “Beta
estimates Distribution” OR “Double Triangular
Distribution”
THREE POINT AVERAGE AND PERT ESTIMATION
THREE POINT AVERAGE PERT ESTIMATION
Most
Optimistic
likely
Pessimistic Optimistic 4* Most Pessimistic
likely
3 6
Optimistic: 3 days, Most Likely: 5 days and Pessimistic:

10 days
Pessimistic Optimistic
3 5 10
6
3
Applying weighted average formula the final
Then the final estimate, with averaging formula is 6 estimate = 5.5 days
days Standard deviation = 1.167
PARAMETRIC AND ROLLING WAVE ESTIMATION
Uses a mathematical model. Iterative estimation

Rough Order of Magnitude (ROM)
estimate for overall initiative or project.
Extremely accurate
Reduces overall risk
High level of accuracy - Activities performed
Based on historical information are in the near term
Low level of accuracy – Activities performed
are in the longer duration
Takes time,
Requires expensive tools, This estimation approach is used in change
Requires considerable experience driven plans or adaptive or agile plans, also
when planning is iterative, and hence is
Difficult for calculating “soft” costs referred to as rolling wave planning.
Difficult for broadly defined projects
PRIORITIZATION - OVERVIEW
Backlog
management
Provides a framework for the Business Analyst:
• To facilitate stakeholder decisions
• To understand the relative importance of business analysis information
Importance of business analysis information is based on:

Value, Risk, Difficulty of implementation
Business analyst revisit priorities when changes occur in the business environment, stakeholder
needs
PRIORITIZATION - APPROACHES
Business analysis information is classified into

Grouping categories such as, high, medium and low
priority.

Business analysis information is ordered based
Ranking on relative importance.
Business analysis information is prioritized based
 Time boxing or
Budgeting
on the amount of work a project team can deliver
in given time or budget.
Negotiation Requirements are prioritized based on the

consensus among stakeholders.
ITEM TRACKING - OVERVIEW
Backlog
management
• Item tracking is used to capture and assign responsibility for issues and stakeholder concerns
• Viable stakeholder concern is classified into specific item types
• Item types are Actions, Assumptions, Constraints, Dependencies, Defects, Enhancements,
and Issues
• Items are assigned to one or more stakeholders who are responsible for its resolution
• Item tracking may be shared with stakeholders to ensure transparency and visibility into the
status
ITEM TRACKING - ELEMENTS
Resolver or
Item-identifier Identified by
assigned to
Summary or
Impact Agreed strategy
Description
Category Priority Status
Resolution
Type Resolution date
updates
Date identified Owner Escalation matrix

STAKEHOLDERS
Implementation
Project manager
SMEs
End user Regulator
Customer Sponsor
Business Analyst
Topic 5.4: Assess Requirements Changes
How changes to the requirements are assessed?

 Overview
 Elements
 Guidelines
Defect perand
UnitTools
 Techniques
 Stakeholders
ASSESS REQUIREMENTS CHANGES
OVERVIEW
Purpose
 Evaluate the implications of proposed changes to requirements and designs
 Proposed changes  Requirements change assessment

I O
 Existing  Designs change assessment
N requirements U
P T
U  Existing designs P
T U
S T
S
ELEMENTS
Assessment Impact
formality analysis
Assess the impact by considering:

Predictive Adaptive Review related requirements • Benefit
Approach approach and components
• Cost
• Schedule
• Impact
• Urgency
Impact resolution
• All proposed changes need to be approved, rejected or
deferred
• All impacts and resolutions are documented and
communicated to the stakeholders.
 Change strategy
 Domain knowledge
 Governance
approach
Legal or regulatory
information
 Requirements
architecture  Solution scope
TECHNIQUES
Business case Document analysis
Estimation Interface analysis
Financial analysis  Business rules analysis

Risk analysis and
Item tracking
management
Workshops and interviews

 Decision analysis
STAKEHOLDERS
Customer
Domain SME
End user
Operational Project
support manager
Regulator
Business Analyst
Sponsor Tester
Topic 5.5: Approve Requirements
How are requirements approved?

 Overview
 Elements
 Guidelines
Defect perand
UnitTools
 Techniques
 Stakeholders
APPROVE REQUIREMENTS
OVERVIEW
Purpose
 To obtain agreement on requirements and designs
 To obtain approval on requirements and designs
 Verified requirements  Approved requirements

I O
 Verified designs  Approved designs
N U
P T
U P
T U
S T
S
ELEMENTS
 Understand
stakeholder roles
Who need to be involved in decision making
Who are authorized for sign-off
 Conflict and issue

management
Resolve conflicts, build consensus, make
stakeholders understand
Facilitate communication between
 Gain consensus stakeholders, they may have different view

points and conflicting priority
Obtain approvals from the stakeholder
 Track and
communicate approval
Record the approval decisions
Maintain change log
 Governance
approach
 Change Strategy
Legal or Regulatory Requirement

information  Management Tools /
Repository
 Solution scope
TECHNIQUES
Acceptance and evaluation

criteria

Decision analysis
Item tracking
Reviews
Workshops
ACCEPTANCE AND EVALUATION CRITERIA - OVERVIEW
Backlog
Acceptance criteria – management
• Used to define the requirements, outcome or conditions that must be met in order to consider
solution to be acceptable to the key stakeholders.
• Minimum set of requirements that must be met. It’s typically used when only one possible
solution is being evaluated.
Evaluation criteria –
• Used to assess a set of requirements in order to choose between multiple solutions.
• May be cost, performance, usability, performance etc.
ACCEPTANCE AND EVALUATION CRITERIA - OVERVIEW
Strengths
Limitations
• All requirements with testable acceptance criteria

• Agreement upon acceptance criteria required • Acceptance criteria may express
• Acceptance criteria is necessary in case of contractual contractual obligation
obligations • Achieving agreement on evaluation
• Evaluation criteria assist in the delivery of potential value criteria for different needs can be
• Evaluation criteria helps in defining priorities challenging

ACCEPTANCE AND EVALUATION CRITERIA - ELEMENTS
 Value attributes
Usability, security, reliability, scalability,
performance, availability of specific feature, ability
to perform specific operations etc.

Testability User acceptance testing

Continuous or
Measures discrete scale
STAKEHOLDERS
Customer
Domain SME
End user
Operational Project
support manager
Regulator
Business Analyst
Sponsor Tester
KEY TAKEAWAYS
5 Tasks in the Requirements Life Cycle

Management Knowledge Area.
Trace requirements and designs at different levels,
to ensure alignment to one another. Maintain
backward traceability and forward traceability.
Maintain requirements for reusability. Retain
requirements accuracy and consistency throughout
Prioritize requirements and design in the order of the entire requirements life cycle.
relative importance to maximize value delivery.
Assess implications of proposed changes to

requirements and designs.
Obtain agreement on and approval of
requirements and designs for business analysis
work to continue solution construction.
Analysis, specification, modelling, verification,
validation, and communication of requirements are
performed in other knowledge areas.
CASE STUDY EXERCISE
 Defect per Unit

CASE STUDY
PROBLEM STATEMENT
 .....
 ….
 ….
To deliver a solution for improving

‘customer connect’ that:
 Reduces the time between the customers
search for a policy and the field agent’s
response
 Ensures that the customer’s questions are
clarified as they are searching for the policy
actively (Hot Lead).
CASE STUDY
PROBLEM STATEMENT
There were conflicts among the

stakeholders on the prioritization
process.
Key stakeholders were not invited for the
The out of scope
prioritization meeting.
requirements were
allocated to the solution
component.
Unable to implement one
of the approved
requirements.
Implementation has taken
more time.
CASE STUDY
ACTIVITIES
The key stakeholder has decided to design,

The high level scope and release plan are in place.
develop, and implement the solution
incrementally.
Requirements are Requirements that can be used

progressively elaborated. in future projects have been
identified.
CASE STUDY
EXERCISE
Questions Response
1 In the given case study, what is the approach Iterative Approach
for business analysis? Incremental Approach
Predictive
Adaptive
2 What should Paul do when he identifies a Hold for the next projects
couple of requirements, which can be used in Label and store for reusability
future projects? Out of scope as it is general
requirement
None of the above
3 What can be the reason for the requirements Change control process was not effectively
not in scope getting approved and allocated to implemented
a solution component for implementation? Impact Analysis was not performed
Missing traceability
Stakeholder urgency
CASE STUDY
EXERCISE
Questions Response
4 What can be the reason for missing to invite Forgot to invite
key stakeholders for the prioritization Prioritization approach was not adequately
meeting, when they are required for defined in the business analysis approach
providing approvals? Prioritization approach was not adequately
defined in the business analysis governance
approach
Prioritization approach was not adequately
defined in the business analysis information
management approach
5 When requirements are prioritized based on No impact
only value, what flaw does the approach Must prioritize high value requirements
have? Missed considering relationship with other
requirements
None of the above
CASE STUDY
ANSWERS
Questions Answers
1 In the given case study, what is the approach for business Adaptive
analysis?
2 What should Paul do when he identifies a couple of Label and store for reusability
requirements, which can be used in future projects?
3 What can be the reason for the requirements not in scope Missing traceability
getting approved and allocated to a solution component for
implementation?
4 What can be the reason for missing to invite a key Prioritization approach was not
stakeholder, who is required for an approval into prioritization adequately defined in the
meeting? business analysis governance
approach.
5 When requirements are prioritized based on only value, what Missed considering relationship
flaw does the approach has? with other requirements.
Quiz
QUIZ Which one of the following business analysis technique is not used when prioritizing
1 requirements?
a. Decision Analysis
b. Item Tracking
c. Brainstorming
d. Workshops
QUIZ Which one of the following business analysis techniques is used when prioritizing
1 requirements?
a. Decision Analysis
b. Item Tracking
c. Brainstorming
d. Workshops
The correct answer is a, b and d.

Explanation: Decision analysis, item tracking and workshops are the techniques used to
prioritize requirements.
QUIZ What is Double Triangular Distribution? If most likely is 9, best case is 5 and worst
2 case estimate is 11.
a. 8
b. 8.66
c. 8.33
d. 1
QUIZ What is Double Triangular Distribution? If most likely is 9, best case is 5 and worst
2 case estimate is 11.
a. 8
b. 8.66
c. 8.33
d. 1

Explanation: Double Triangular Distribution or PERT uses weighted average of three points.
(O + 4 * M + P) / 6 = (5 + 4 * 9 + 11) / 6 = 8.66
QUIZ
Which one of the following is not a basis for prioritization?
3
a. Value
b. Penalty
c. Stability
d. Necessity
QUIZ
Which one of the following is not a basis for prioritization?
3
a. Value
b. Penalty
c. Stability
d. Necessity

Explanation: Necessity is not a basis for prioritization. Basis for prioritization are Benefit, Penalty,
Cost, Risk, Dependencies, Time Sensitivity, Stability, Regulatory or Policy Compliance
.
QUIZ
Which one of the following is an input to the approve requirements task?
4
a. Requirements (Verified)
b. Requirements (Communicated)
c. Requirements (Prioritized)
d. Requirements (Validated)
QUIZ
Which one of the following is an input to the approve requirements task?
4
a. Requirements (Verified)
b. Requirements (Communicated)
c. Requirements (Prioritized)
d. Requirements (Validated)

Explanation: Requirements (Verified) is an input to the approve requirements task.
This concludes “Requirements Life Cycle Management”
The next lesson is “Strategy Analysis”
THANK YOU
Lesson 6 – Strategy Analysis
CBAP, CCBA and BABOK are registered certification marks owned by International Institute of Business Analysis
Analyze Current State
Define Future State
Assess Risks
Define Change Strategy

INTRODUCTION
The Strategic Analysis knowledge area describes

the business analysis work that must be performed
to collaborate with stakeholders in order to:
• identify a need of strategic or tactical

importance (the business need)
• enable the enterprise to address that need, and
 • align the resulting strategy for the change with

higher and lower level strategies.

BUSINESS ANALYSIS VALUE SPECTRUM
Requirements
Strategy Analysis Solution
Analysis and
Evaluation
Design Definition
Potential Actual
Value Need Solution Value
Scope - Proof of Concept
- Requirements or Prototype
- Design - Pilot or Beta
- Operating
STRATEGY ANALYSIS
OVERVIEW
Change
Context Need
Value Solution
Stakeholder
STRATEGY ANALYSIS
OVERVIEW
Defines the future state and develops a

Change
change strategy to achieve the future state.
Context Need
Identifies needs within the
Considers the context of the
current state and prioritizes
enterprise in developing a
needs to determine the desired
change strategy
future state.
Examines the potential value of Defines the scope of a solution

the solution to determine if a as a part of developing the
change is justified. Value Solution change strategy.
Collaborates with stakeholders Stakeholder

to understand the business
needs, develops a change
strategy that meets those needs.
STRATEGY ANALYSIS
Tasks
1. Analyze: Current State
2. Define: Future State
3. Assess: Risks
4. Define: Change Strategy

STRATEGY ANALYSIS (contd.)
Tasks
Understand the business
1. Analyze Current State need and current state to set
a baseline and context for the
change
• Define future goals

• Identify the part of the
enterprise that needs to 2. Define Future State
change
• Understand the
uncertainties
3. Assess Risks • Recommend actions to
address risks
• Perform a gap analysis

• Assess options for
reaching the future state 4. Define Change Strategy
• Recommend the highest
value approach
Input INPUT, TASKS, AND OUTPUT Output
Tasks
• Needs
• Elicitation Results • Current State Description
(confirmed) 1. Analyze Current State • Business Requirements
• Business Requirements • Business Objectives

2. Define Future State • Future State Description
• Business Objectives • Potential Value
• Elicitation Results
(confirmed)
• Influence (Internal & • Risk Analysis Results
3. Assess Risks
External)
• Potential Value
• Requirements (prioritized)
• Current State Description
• Future State Description • Change Strategy
• Risk Analysis Results 4. Define Change Strategy • Solution Scope
• Stakeholder Engagement
Approach
ANALYZE CURRENT STATE
PURPOSE
The purpose of this task is to understand: Context for change:

 Why an enterprise needs to change • Existing
stakeholders
 How it operates • Processes
 What would be affected by the change • Technologies
• Policies
• Market conditions
O
I  Needs U
N  Current State Description T
P  Elicitation Results P
U (Confirmed)  Business Requirements U
T T
ANALYZE CURRENT STATE (contd.)
ELEMENTS
Technology
Org. Structure Capabilities and Business Internal External
Business Needs and Policies
and Culture Processes Architecture Assets Influences
Infrastructure
• Problems of • Org. Structure • Capabilities • The Principles to: Different Tangible and Influences
strategic represents the are essential Information - guide elements of the intangible outside the
relevance. lines of functions of an Systems decision current state assets of an organization
• Identified at communication organization used for making, support each organization imposing
following • Org. Culture is • Processes executing - support other in an constraints on
levels: the value support processes. governance, organization the current
- Top Down structure and business • Infrastructure - guide state
- Bottom Down operating functions comprises of behavior and
- Middle norms the physical actions
Management components.
- External
- Other
sources
Business Solution Stakeholder

Solution Performance
Analysis Limitation Analysis Results
Approach Goals
Enterprise Organizational Solution

Limitation Strategy Performance
Measures
Business
Enterprise Solution Organizational
Analysis
Limitation Limitation Strategy
Approach
Helps in Helps in Provides a direction

Describes how to
understanding understanding and vision for future
analyze current state
current challenges current challenges state
Solution Solution Stakeholder

Performance Performance Analysis Results
Goals Measures
Describe current
Serve as a baseline
state and are the Help in identifying the
for setting future
baseline for future stakeholder
goals
goals
TECHNIQUES
FUNCTIONAL DECOMPOSITION - OVERVIEW
Functional Benefits
Decomposition • It helps manage complexity and reduces
It is the process of breaking uncertainty.
down processes, systems, • It helps in analyzing each part
functional areas, or independently.
deliverables into sub- • It allows scaling, tracking, measuring work
components. effort and evaluation of the success of each
sub-component.
FUNCTIONAL DECOMPOSITION - OVERVIEW
Representing
Decomposition results
Nested Flow Componen Decision

Diagrams Notations
Diagrams t Diagrams Trees
Case Mind Cause-
Tree State
Diagrams Decision Maps Effect
Diagrams Transition
Models Diagrams
Diagrams
FUNCTIONAL DECOMPOSITION - ELEMENTS
Decomposition Objectives Subject of Decomposition
• Business Outcomes
• Designing
• Work to be done
• Analyzing
• Business Processes
• Estimating and Forecasting
• Functions
• Reusing
• Business units
• Measuring and Managing
• Solution components
• Optimizing Business Analyst
• Activities
• Substituting
• Products and Services
• Encapsulating
• Decisions
FUNCTIONAL DECOMPOSITION - EXAMPLE
Course
Administration
Course Course Course

Enrolment Completion Attendance
Course Course Course Course

Registration Payment Assessment Certification
FUNCTIONAL DECOMPOSITION - EXAMPLE
Course
Administration
Course Course Course

Enrolment Completion Attendance
Course Course Course Course

Registration Payment Assessment Certification
Group Individual Cash Online

Registration Registration Payment Payment
PROCESS ANALYSIS- OVERVIEW
A process is a systematic series It is used for:

of actions or steps taken to • Recommending a more efficient process
achieve a particular end. • Determining gaps between the current and future state.
• Understanding the factors to be included in a contract
negotiation.
• Understanding how data and technology are used in a
Process Analysis is used to process.
assess a process for efficiency, • Analyzing the impact of pending changes to the process.
effectiveness, and to identify
opportunities for change.
PROCESS ANALYSIS- SIPOC
Is a systematic series of actions or steps taken

to achieve a particular end
PROCESS
Suppliers Inputs Process Outputs Customers

PROCESS ANALYSIS- SIPOC
Internal or External
to the organization
Suppliers Inputs Process Outputs Customers
• Training • Trainer • Conduct • Knowledge • Employees

Company Training
• Workshop • Participants
Material
• Expert’s
Advice
• One or more in
number
• Materials
• Services
• Information
ROOT CAUSE ANALYSIS - OVERVIEW
 Used to identify and evaluate the underlying causes of a problem
 Focuses on the origin of the problem
ROOT
 The causes of problems could be People, Physical, or Organizational
CAUSE
ANALYSIS
 Can be used for reactive or proactive analysis
 Helps maintain an objective perspective
 May be difficult to use for solving complex problems

ROOT CAUSE ANALYSIS - ELEMENTS
Techniques used for Root Cause Analysis Main activities in Root Cause Analysis
Problem Statement
Fishbone Diagrams/
Definition
Ishikawa/ Cause-Effect
Diagrams
Data Collection
Questioning process
with 5 ‘Whys’.
Cause Identification
Action Identification
ROOT CAUSE ANALYSIS - ELEMENTS
Man Material
Labor Availability Fuse Box

Water allowed
to go cold Lack of skill
No Power Power Cut Admin Error
Training
Tea allowed Electricity Cut off
Kettle not Too much
to go cold milk added Bill Payment
switched on
My tea was cold
Kettle not Socket

working Fuse Excessing time taken
Plug
Machine Method
STAKEHOLDERS
End User Operational Domain SME

Customer Tester
support
Implementation
Business Analyst SME
Project Regulator Sponsor Supplier
Manager
Lesson 6: Strategy Analysis
Topic 6.2: Define Future State
 Purpose
 Elements
 Guidelines and tools
Defect per Unit
 Techniques
 Stakeholders
DEFINE FUTURE STATE
PURPOSE
Purpose
To determine the set of necessary

conditions for meeting the business
needs
The Business Analyst needs to
I O
ensure that the future state of the
N U
 Business Objectives enterprise is:
T
P  Business Requirements  Future State Description • well defined
 P
U Potential Value • feasible for implementation
T U
agreed upon by the key
T
stakeholders
DEFINE FUTURE STATE
ELEMENTS
 Business Goals & Objectives

 Technology & Infrastructure
 Scope of Solution Space

 Policies
 Constraints
 Business Architecture
 Organizational Structure & Culture

 Internal Assets
 Capabilities & Processes

 Identify Assumptions
 Potential Value
DEFINE FUTURE STATE
Current State Organizational

Metrics & KPIs Strategy
Description
DEFINE FUTURE STATE
Current State Metrics and KPIs Organizational

Description
Strategy
Provides the context within Determines if the future Describes the path to
which work needs to be state has been achieve the desired
completed. achieved. future state.
DEFINE FUTURE STATE
TECHNIQUES
DEFINE FUTURE STATE
TECHNIQUES
DEFINE FUTURE STATE
BALANCED SCORECARD - OVERVIEW
Dimensions of BSC
Learning
Balance Scorecard (BSC) Customer
with growth
• Is a strategic performance management tool
• Is supported by design methods and
automation tools
Measures should be:
• Is used by managers to keep track of the • Quantitative
execution of activities and monitor the • Linked to strategy
consequences arising from these actions • Easily understood
• Is used to manage performance in any by stakeholders
business model, organizational structure, or
business process
Business
Financial
Process
DEFINE FUTURE STATE
BALANCED SCORECARD - ELEMENTS
Measures on:
Metrics showing:
• Employee training Learning
Customer • Customer focus
• Product/Service Innovation with growth • Satisfaction
• Corporate Culture
• Delivery of value
Organizatio • Measures
n Vision and • Targets
Strategy • Initiatives
Metrics showing: Metrics showing:

• Enterprise performance. Business • Revenue growth
Financial
• Products meeting customer’s Process • Added economic value
needs
DEFINE FUTURE STATE (contd.)
BALANCED SCORECARD - ELEMENTS
Learning
Customer
with growth
The Balanced Scorecard

allows the organization to • Active A Balanced scorecard can be
establish a monitoring process • Changing or used at multiple levels within
and measuring progress evolving an organization.
against the objectives and to • Interdependent
adapt strategy as needed.
Business
Financial
Process
DEFINE FUTURE STATE
BENCHMARKING AND MARKET ANALYSIS - OVERVIEW
Benchmarking and Market Analysis is used Benchmarking and Market

Analysis:
• To improve organizational operations • Is time-consuming
• To increase customer satisfaction • Is expensive
• Requires expertise
• To increase value to the stakeholders
Benchmarking Market Analysis

• May be performed against standards for • Involves researching customers in order to
compliance determine the products and services that they
need
• Results from this study may initiate change
within an organization • Helps in determining when to exit a market
• May be used to determine viable alternatives for

an enterprise - partnering, merging, or divesting
DEFINE FUTURE STATE
BENCHMARKING AND MARKET ANALYSIS - ELEMENTS
Benchmarking Market Analysis
1 Identify customers and understand their

1 Identify the areas to be studied preferences
2 Identify enterprises that are leaders in the 2 Identify opportunities to increase value
sector
3 Conduct survey 3 Identify competition
4 Gather information about capabilities using RFI 4 Look for market trend
5 Arrange visits 5 Define appropriate business strategy
Determine gaps between current and best 6

6 Gather Market Data
practices
Develop a project proposal for best Review data to determine trends and draw
7 7
practices conclusion
DEFINE FUTURE STATE
SWOT ANALYSIS - OVERVIEW
STRENGHS WEAKNESSES OPPORTUNITIES THREATS
Actions or functions
Anything that the External factors that can External factors that can
performed poorly or not
organization is doing well be taken advantage of negatively impact
performed
SWOT Analysis
• It is used to evaluate an organization’s strengths, weaknesses,
opportunities and threats.
Internal to an External to an
• It can be performed at any level, individual to enterprise.
Organization Organization
• The results of SWOT analysis provides high level view. A more detailed
analysis is needed.
DEFINE FUTURE STATE
SWOT ANALYSIS - ELEMENTS
SWOT Opportunities Threats
SO Strategies ST Strategies
Strengths
• Use Strengths to • Use Strengths
exploit towards Threats
• Opportunities • Turn Threats into
• Best case Opportunities
scenario
WO Strategies WT Strategies
Weaknesses
• Use • Avoid threat

Opportunities to • Get out of market
eliminate or • Worst Case
mitigate Scenario
weaknesses
DEFINE FUTURE STATE
SWOT ANALYSIS - EXAMPLE
STRENGTHS OPPORTUNITIES
• What does your organisation do better than others? • What PEST changes could be favourable to you?
• What are your unique selling points? • Are there any current demand gaps in the market or
• What do your competitors and customers perceive as unfulfilled demands?
your strengths? • What new innovation could your organisation bring to the
• What is your organisations competitive edge? market?
WEAKNESSES
THREATS
• What do other organisations do better than you?
• What PEST changes could be unfavourable to you?
• What elements of your business add little or no
• What challenges do you face?
value to the stakeholders?
• What is your competition doing that could negatively
• What do competitors and customers perceive as your
impact you?
weakness?
DEFINE FUTURE STATE
BUSINESS MODEL CANVAS - OVERVIEW
Business Model Canvas
• It describes how an enterprise creates, delivers, and

captures value for its customers. Limitation:
• It can be used as diagnostic and planning tool for strategy It does not account for
alternative measures of values
and initiatives.
such as the impact of social and
• It is also used to understand and optimize business
environmental factors.
models.
• It helps in understanding where the efforts of various
departments and work groups fit and align to the overall
strategy of an enterprise.
DEFINE FUTURE STATE
BUSINESS MODEL CANVAS - ELEMENTS
Key Partnership Key Activities Value Proposition Customer Customer
Relationship Segments
- Sharing of - Activities - What a customer is - Customer -Based on

proprietary critical to willing to exchange Acquisition common needs
information, creation, for having his/her - Customer and attributes
technology to delivery and needs met Retention
maximize value maintenance
and minimize
risk Key Resources Channels
- Assets needed - Communication

to execute oriented
activities. - Delivery Oriented
- Physical/Finan
cial/Intellectual
/Human
Cost Structure Revenue Streams
- Every entity within an enterprise has an associated - Ways of revenue coming in.
cost - One-Time Purchase and Ongoing Support are two
- Reducing costs may increase profitability revenue streams
DEFINE FUTURE STATE
BUSINESS MODEL CANVAS - EXAMPLE
DEFINE FUTURE STATE
STAKEHOLDERS
Implementation Operational
End User Domain SME
Customer support
SME
Project
Business Analyst Manager Regulator Sponsor Supplier Tester
Topic 6.3: Assess Risks
 Purpose
 Elements
Defect per Unit
 Techniques
 Stakeholders
ASSESS RISKS
PURPOSE
Purpose
 Understand the undesirable consequences of internal and external forces on the
enterprise during a transition to the future state
I  Business objectives Risk analysis results O

 Elicitation results (confirmed) (provide an understanding of the risks
N associated with achieving the future U
P  Influences
state and mitigation strategies) T
 Potential value
U  Requirement (prioritized) P
T U
T
ASSESS RISKS
ELEMENTS
Unknown:
• Historical • Constraints
• Assumptions Negative impact on
information,
• Dependencies value
• Lessons learned
Risk tolerance:
• Risk aversion Categories of
• Neutrality Recommendations
• Risk seeking
Pursue the benefit of a Pursue the benefit of a Increase the benefit of a

Do not pursue the
change regardless of change and invest on change to outweigh the
benefit of a change
the risk reducing risks risk
ASSESS RISKS
Identified risks Business Current state and

analysis future state
approach
Change strategy Business Stakeholder

policies engagement
ASSESS RISKS (contd.)
Identified risks Business Current state and

analysis future state
approach
Guides business Used to

Starting point for analyst on determine
risk assessment analyzing risks associated risks
Change strategy Business Stakeholder

policies engagement
Understand Defines the limit Identify and

risks associated for making assess potential
with the change decisions impact
ASSESS RISKS
TECHNIQUES
ASSESS RISKS
TECHNIQUES
ASSESS RISKS
RISK ANALYSIS AND MANAGEMENT - OVERVIEW
Risk analysis and management Risk management
A systematic way of: Ongoing activity of:

 Identifying  Identifying new risks
 Analyzing  Monitoring identified risks
 Evaluating
 Developing ways to deal with
uncertainties
Risk appetite
Risk tolerance level

 Risk averse
 Risk neutral
 Risk seeker
ASSESS RISKS
RISK ANALYSIS AND MANAGEMENT - ELEMENTS
• Ongoing activity Residual risk:

Identification • Describe risks in a risk register
• Remaining risk on which

a response treatment has
• Qualitative and quantitative analysis been performed
• Understand the risks
Analysis • Estimate the likelihood of occurrence and • Assign risk owner, once
impact risk response strategy or
approach is finalized for
each risk
• Compare the results with the potential value of the
change • At periodic intervals,
Evaluation review and re-analyze the
• Determine if the level of risk is acceptable or not
risk register
• Acceptable or Not
Treatment • Negative risk - Avoid, transfer, mitigate, or accept
• Positive risk - Accept, exploit, enhance, or share
ASSESS RISKS
RISK REGISTER
ID Risk Description Consequences Trigger Probability Impact* Risk Risk

(0 %to 100%) (1 to 5) Level Owner
1 Subject Matter Experts are Scope and quality shall be Elicitation 40% 5 2.0 Paul
not available during reduced, and delivery date
elicitation activities may be pushed back
2 Delay in adjusting Business may not realize the Enterprise 30% 4 1.2 John
organization structure per potential value of the solution Readiness
new business process
3 Delay in infrastructure Delivery date may be pushed Enterprise 20% 4 0.8 Francis
setup may impact schedule back Readiness
4 Change in job description Planned staff change will not Change 30% 3 0.9 Marie
is not acceptable occur implementa
tion
5 Constructed solution Realized value may reduce Validation 20% 3 0.6 Karl
doesn’t meet all aspects of
business needs
ASSESS RISKS
STAKEHOLDERS
Domain Operation
SMEs support Project
manager
Implementation
SMEs
Sponsor Tester
Business Analyst Regulator
Supplier
Topic 6.4: Define Change Strategy
 Purpose
 Elements
Defect per Unit
 Techniques
 Stakeholders
DEFINE CHANGE STRATEGY
PURPOSE
Purpose
 Develop and assess alternative approaches to change
 Select the recommended approach
 Current state description  Change strategy

I O
 Future state description  Solution scope
N U
P  Risk analysis results T
U P
T  Stakeholder engagement U
approach
S T
S
ELEMENTS
Enterprise readiness
Gap analysis identifies the
assesses whether the
Solution scope defines the difference between current
enterprise is ready to use,
boundaries of the solution. state and future state
sustain, and realize value
capabilities.
from the solution.
Transition states and release

Change strategy is a high-
planning determines which
level plan to transform the
requirements to include in
enterprise from the current
each phase, or iteration of
state to the future state.
the change.
Business
analysis
approach
Design
options
Solution
recommendations
DEFINE CHANGE STRATEGY (contd.)
Business
analysis
approach
Design
options
Define a change
strategy
Solution
recommendations
Different ways to
satisfy the
business needs
Identify solutions and
recommendations
from SMEs
TECHNIQUES
TECHNIQUES
BUSINESS CAPABILIT Y ANALYSIS - OVERVIEW
What is Business capability analysis? Business capabilities:
 Are the building blocks

 Scope business analysis
 Represent stable business functions
 Plan business analysis
 Are unique and independent
 Are abstracted from the
What does a business do?
organizational model
 Capture the business’s interests
Strength Assessing organizations ability Limitation Requires cross-functional

to offer new products and collaboration in defining the
services capability model
BUSINESS CAPABILIT Y ANALYSIS - ELEMENTS
The ability of an enterprise to perform or transform Strategic planning

Capabilities something that helps achieve a business goal or
objective
At the strategic level, capabilities
should support an enterprise in
establishing and maintaining a
Through increasing or decreasing revenue, improving sustainable competitive advantage
Impact on service, or achieving compliance
value?
Capabilities can be assessed to identify explicit

Performance performance expectations Capability maps
expectations?
“A model of the firm associating the
business capabilities, processes, and
functions required for business
o Business risk success with the IT resource that
o Technology risk enables them.”
Related risks o Organizational risk (Definition from Forrester research)
o Market risk
FINANCIAL ANALYSIS - OVERVIEW
Financial analysis
Understand financial aspects of an:

 Investment
 Solution or solution approach Recommend based on the analysis of:
 Initial cost and time frame in which costs are incurred

 Expected financial benefit and time frame in which they will
be realized
 Ongoing costs of using and supporting the solution
 Risks associated with the change
 Ongoing risks to business value by using that solution
FINANCIAL ANALYSIS - ELEMENTS
Expected cost of building or acquiring a solution and Financial calculations

Cost of change transitioning the enterprise from current state to future
state
 Return on Investment (ROI)
 Discount Rate
Cost of acquisition, using and supporting the solution  Present Value (PV)
Total cost of for expected duration
ownership  Net Present Value (NPV)
 Internal Rate of Return (IRR)
 Payback Period (PBP)
Value realized over time
Value
realization
Prediction of the expected net benefit

Cost benefit
analysis
BUSINESS CASE - OVERVIEW
Business case:
Provides a justification for a course of

action based on the benefits to be
realized A Business case is used to:
 Define the need

 Determine the desired outcomes
 Assess constraints, assumptions and risks
 Recommend solutions
 Provide guidance for ongoing decision making throughout the
initiative
BUSINESS CASE - ELEMENTS
Identifies the problem or the potential opportunity Financial calculations

Need
assessment
 Return on Investment (ROI)
 Discount Rate
Describe the state which may result if the need is  Present Value (PV)
Desired fulfilled
outcomes  Net Present Value (NPV)
 Internal Rate of Return (IRR)
 Payback Period (PBP)
Identifying various alternative solutions:
Assess Scope, feasibility, assumptions, risk and constraint, financial
alternatives analysis and value assessment
Most desirable way to solve the problem or leverage

Recommend the opportunity
solution
STAKEHOLDERS
Domain
End users SMEs
Customer
Implementation
SMEs
Project
Manager
Operational
support
Regulator
Business Analyst
Supplier
Sponsor Tester
KEY TAKEAWAYS
Strategy Analysis is the process of developing a strategy for a

business by researching the business and the environment in
Strategy Analysis provides a context to requirements analysis which it operates.
and design definition for a given change. It is an ongoing
activity and an adjustment to the change strategy may be
required as the context changes.
Strategy Analysis includes tasks like ‘Analyze Current State’,
‘Define Future State’, ‘Assess Risks’, and ‘Define Change
A Business Analyst needs to understand the current Strategy’.
capabilities, processes, technologies, infrastructure, policies,
business architecture, internal assets, and external influences
in order to analyze the current state. A Business Analyst’s job is to ensure that the future state of
the enterprise is well defined, that it is well achievable with
the available resources, and all the key stakeholders agree
It is important to understand the undesirable consequences on the description of the future state.
or risks of the internal and external forces, acting upon the
enterprise, during a transition to the future state.
Define change strategy means to develop and assess
alternative approaches to the change and then select the
most recommended approach.
CASE STUDY EXERCISE
 Defect per Unit

CASE STUDY
PROBLEM STATEMENT
Quick facts:
 Established in 1990
 Leading Mutual Funds
Business
 One of the largest teams
of research analysis
 Diversified and sector
specific equity schemes.
 Services through
distributors
CASE STUDY
PROBLEM STATEMENT
Investors are not able to Investors are switching

transact online/mobile to competitors
CASE STUDY
ACTIVITIES
Paul has defined the:
 Analytics model based on limited
parameters
Current State  Lack of expertise to develop an advanced
Description analytics solution
 Distributed portal and limited functionality
website
 Online request submission for redemption

and additional purchases
Future State
 Manage funds using analytics model
Description based on multiple parameters
 Use of CRM capability and Digital
marketing tools
CASE STUDY
EXERCISE
Questions Response
1 Which of the given options is the most From external driver
unlikely business driver? From middle management
From the bottom-up
From the top-down
2 Which technique is not likely to be used while Vendor assessment

defining the future state? Workshops
Process modelling
Use case diagram
3 Which one of the stakeholders is the most Supplier

important while defining the future state? Tester
Regulator
Project manager
4 What factors must be considered while Timelines to make the change

selecting the change strategy from the Major costs and investments to make the change
available options? Alignment to the business objectives
All of the above
CASE STUDY
ANSWERS
Questions Answers
1 Which of the given options is the most unlikely business From the top down
driver?
2 Which technique is not likely to be used while defining the Use case diagram
future state?
3 Which one of the stakeholders is the most important while Supplier

defining the future state?
4 What factors must be considered while selecting the change All of the above
strategy from the available options?
Quiz
QUIZ
What is the SIPOC model?
1
a. Supplier, Input, Product, Output, Customer
b. Source, Input, Process, Output, Customer
c. Supplier, Input, Process, Output, Customer
d. Supplier, Input, Process, Outcome, Customer

QUIZ
What is the SIPOC model?
1
a. Supplier, Input, Product, Output, Customer
b. Source, Input, Process, Output, Customer
c. Supplier, Input, Process, Output, Customer
d. Supplier, Input, Process, Outcome, Customer

Explanation: SIPOC Model is Supplier, Input, Process, Output, Customer
QUIZ
A business need ________________.
2
a. Is something a particular stakeholder wants
b. Is a capability the current system does not provide
c. Defines the problem to be solved
d. Describes the solution approach

QUIZ
A business need ________________.
2
a. Is something a particular stakeholder wants
b. Is a capability the current system does not provide
c. Defines the problem to be solved
d. Describes the solution approach

Explanation: A business need defines the problem to be solved.
QUIZ
What are the outputs of ‘Define Change Strategy’?
3
a. Change Strategy, Potential Value
b. Potential Value, Business Case
c. Change Strategy, Future State
d. Change Strategy, Solution Scope

QUIZ
What are the outputs of ‘Define Change Strategy’?
3
a. Change Strategy, Potential Value
b. Potential Value, Business Case
c. Change Strategy, Future State
d. Change Strategy, Solution Scope

Explanation: The outputs of ‘Define Change Strategy’ are Change Strategy and Solution Scope
.
QUIZ When considering the best solution for a business problem it is necessary to
4 ______________.
a. Use Benchmarking
b. Use Gap analysis
c. Use Focus Group
d. Use Observation
QUIZ When considering the best solution for a business problem it is necessary to
4 ______________.
a. Use Benchmarking
b. Use Gap analysis
c. Use Focus Group
d. Use Observation

Explanation: When considering the best solution for a business problem it is necessary to
use Gap Analysis.
This concludes “Strategy Analysis”
The next lesson is “Requirements Analysis and Design Definition”
THANK YOU
Lesson 7 – Requirements Analysis and Design Definition
CBAP, CCBA and BABOK are registered certification marks owned by International Institute of Business Analysis
Specify and Model Requirements
Verify Requirements
Validate Requirements
Define Requirements Architecture
Define Design Options
Analyze Potential Value and

Recommend Solutions
INTRODUCTION
Requirements Analysis and Design Definition knowledge area:
• Describes the tasks that the business analyst performs to:

o Structure and organize the requirements discovered during elicitation
$$ activities,
o Specify and model requirements and designs,
o Validate and verify information,
o Identify solution options that meet business needs, and
o Estimate the potential value that could be realized for each solution option.
• Covers the incremental and iterative activities ranging from the initial concept and
exploration of the need through the transformation of those needs into a particular
recommended solution
• Is the core knowledge area for a business analyst

Business Analyst
Requirements
Strategy Analysis Solution Evaluation
Analysis and Design
Definition
Potential Actual
Value Need Solution Requirements Design Proof of Concept / Pilot / Beta Operating Value
Scope Prototype
REQUIREMENTS ANALYSIS AND DESIGN DEFINITON
OVERVIEW
Transform elicitation results into requirements and design

Change to define change
Need Solution
Analyze the needs to recommend a
solution that meets the needs Define solution options and recommend
the most viable solution
Tailor the requirements and designs so Model and describe the context in
that they are understandable and formats that are understandable and
Stakeholder Context
usable by stakeholder groups usable by stakeholder groups
Value
Analyze and quantify the potential value of

the solution options
REQUIREMENTS ANALYSIS AND DESIGN DEFINITON (contd.)
INPUT, TASKS, AND OUTPUT— OVERVIEW
Input
Tasks Output
Inputs from other
Knowledge Areas
• Specify and Model Requirements

• Verify Requirements
• Validate Requirements
• Define Requirements Architecture
• Define Design Options
• Analyze Potential Value and
Recommend Solution
INPUT, TASKS, AND OUTPUT — OVERVIEW
Input
Tasks Output
Inputs from other
Knowledge Areas
• Requirements (specified and

• Elicitation Results (any
• Specify and Model Requirements modeled)
state)
Input
Tasks Output
Inputs from other
Knowledge Areas
• Requirements (specified • Verify Requirements

• Requirements (verified)
and modeled)
INPUT, TASKS AND OUTPUT — OVERVIEW
Input
Tasks Output
Inputs from other
Knowledge Areas
• Requirements (specified • Validate Requirements • Requirements (validated)

and modeled)
Inputs
Tasks Output
Inputs from other
Knowledge Areas
• Requirements (any state)

• Information Management • Define Requirements Architecture • Requirements Architecture
Approach
• Solution Scope
Inputs
Tasks Output
Inputs from other
Knowledge Area
• Requirements (validated)
• Define Design Options • Design Options
• Change Strategy
• Requirements Architecture
Inputs
Tasks Output
Inputs from other
Knowledge Area
• Analyze Potential Value and

• Potential Value • Solution Recommendation
• Solution Scope Recommend Solution
Lesson 7: Requirements Analysis and Design Definition
Topic 7.1: Specify and Model Requirements
 Purpose of the task

 Elements
 Techniques
Defect per Unit
 Stakeholders
SPECIFY AND MODEL REQUIREMENTS
PURPOSE
The purpose of this task is to analyze, synthesize, and refine

elicitation results into a set of requirements and designs.
Input Focus of the Task Output
Requirements
Elicitation results
Understanding the need (specified and
(any state)
modeled)
SPECIFY AND MODEL REQUIREMENTS (contd.)
ELEMENTS
Modeling Matrices
format Diagrams
- People and
Roles
- Rationale
Model
Categories - Activity Flow
- Capability
- Data and
Information
Analyze
Requirement
s
Requirements
and Attributes
Level of
Abstraction
GUIDELINES and TOOLS
Modeling Notations / Standards
Modeling Tools
Requirements Architecture
Requirements Life Cycle Management Tools
Solution Scope
TECHNIQUES
Non-Functional
Acceptance and Organizational Stakeholder List, Roles and
Requirements
Evaluation Criteria Modeling Map, or Personas Permission Matrix
Analysis
Concept Business Model Root Cause

Scope Modeling Decision Modeling
Modeling Canvas Analysis
Business Rules Sequence Use Cases and

Process Modeling User Stories
Analysis Diagrams Scenarios
Business Functional
Prototyping Data Dictionary Glossary
Capability Analysis Decomposition
Data Flow
Data Modeling State Modeling Interface Analysis
Diagrams
NON-FUNCTIONAL REQUIREMENTS AND ANALYSIS
OVERVIEW
• Defines performance of functional

requirements
• Used to specify criteria to judge the
Non-Functional Requirements operation of a system
or • Expressed in textual formats as declarative
Quality Attributes statements
or • States the constraints that apply to a set of
Quality of Service (QoS) functional requirements
NON-FUNCTIONAL REQUIREMENTS AND ANALYSIS (contd.)
ELEMENTS
Categories of Measurement of Context of Non-

Non-Functional Non-Functional Functional
Requirements Requirements Requirements
• Availability • Security
• Compatibility • Usability
• Functionality • Certification
• Maintainability • Compliance
• Performance Efficiency • Localization
• Portability • Service Level
• Reliability Agreements (SLA)
• Scalability • Extensibility
NON-FUNCTIONAL REQUIREMENTS AND ANALYSIS (contd.)
EXAMPLES
ID Type Non Functional Requirement
NF01 Availability The website should be available 24 Hours x 7 Days, except during schedule
maintenance work.
NF02 Compatibility The website should be compatible with Explorer, Chrome, Firefox, and Mozilla.
NF03 Performance A webpage should load within 10 seconds on a standard DSL connection.
NF04 Localization The website by default is in English. It should redirect to localized pages based on the
users’ location.
NF05 Security Secured pages should be displayed for authenticated and authorized users only.
BUSINESS RULES ANALYSIS
OVERVIEW
Business Rules Analysis is used to identify, express, validate, refine, and organize the rules that shape day-
to-day business operations and guide decision making.
Complex
Business Policy Business Rule Structural Rules Operatives Rules
Business Rules
• Non-actionable • Specific • Represented • Cannot be • Frequently

directive actionable using decision changed changed
• Supports testable directive tree or table
business goal • Supports
business policy
BUSINESS RULES ANALYSIS (contd.)
ELEMENTS — BASIC PRINCIPLES
Based on standard business vocabulary
Express the rules separately from how they will be enforced
Define the rules at the atomic level and in declarative format
Separate the rules from processes
Map the rules to decisions
Maintain the rules

ELEMENTS — DEFINITIONAL RULES
Definitional Rules are intended to make operational business

decisions during some processes or events.
Represent
operational
knowledge of
an
organization
 Examples:
•
Local tax must be calculated as based on
the tax rate applicable for each items.
• Service tax must be calculated on the

local tax based on local service tax.
Definitional
Rules
Calculations Cannot be
based on the violated, but
information may be
available misapplied
ELEMENTS — BEHAVIOURAL RULES
Behavioral Rules are intended to guide the actions of people working

within the organization.
Various levels
Can be Behavioral of
violated Rules enforcement
may be
applied
 Examples:
•
Delivery invoice must not be accepted if it doesn’t contain the purchase order
number.
• Order must not be accepted, when there is mismatch in billing address and
address provided by the credit card provider.
DECISION MODELING - OVERVIEW
Shows how repeatable business decisions are made
Shows how data and knowledge are combined to make a specific decisions
Is linked to processes, performance measures, and organization
Decision tables and decision trees — define how a specific decision is made
DECISION MODELING - ELEMENTS
Types of Models Decision Requirements Diagrams

and Notations
Knowledge Business
Decision
Source Knowledge
Decision Tables Decision Trees

Business Decision Input Data
Knowledge
Input Data
EXAMPLE — DECISION TABLE
Condition 1 - Age Condition 2 – Smoking Condition 3 – Pre-Existing Outcome or Decision (Eligibility, Base
Yes/No Diseased or Operated Price and Loading)
> 0 and <= 15 Years Not Applicable Yes Base Price (BP0) * 150%
Not Applicable No Base Price (BP0)
>15 and <= 30 Years No No Base Price (BP15)
Yes Yes Not Eligible
No Yes Base Price (BP15) * 150%
Yes No Base Price (BP15) * 120%
>60 No No Base Price (BP60)
No Yes Not Eligible
EXAMPLE — DECISION TREE
No Discount 5%
Gold
Membership Discount 10%
Platinum
Discount 20%
<= 5,000
No Discount 10%
> 5,000 and <=10,000 Gold
Order Amount Membership Discount 20%
Platinum
Discount 30%
> 10,000 Discount 20%

No
Gold
Membership Discount 30%
Platinum
Discount 50%
CONCEPT MODELING
OVERVIEW
Used to organize the business vocabulary needed to

consistently and thoroughly communicate the knowledge of a
domain
Starts with a glossary
Goal is to support the expression of natural language

statements
Provides design-independent definitions

CONCEPT MODELING (contd.)
ELEMENTS
Noun Concepts Verb Concepts
Other Connections
• Categorizations
• Classification
• Partitive
connection
• Roles
DATA DICTIONARY
OVERVIEW
Used to standardize
Used to standardize a usage and meanings of
definition of a data data element between
element solutions and between
stakeholders
Requires regular Data Known as metadata

maintenance Dictionary repositories
Used in conjunction with

Single repository of
Entity Relationship
corporate metadata
Diagram
DATA DICTIONARY (contd.)
ELEMENTS
• The data dictionary describes data

element characteristics
Data Elements
• Name
• Aliases
• Values/Meaning
Primitive Data
Elements • Description
• Sequence
• Repetitions
Composite • Optional Elements
Data Elements
DATA DICTIONARY (contd.)
EXAMPLE
Primitive Data
Data Element 1 Data Element 2 Data Element 3 Data Element 4 Data Element 5 Data Element 6
Elements
Name First Name Middle Name Last Name International Country Code Phone Number
Dialing Code
Alias Given Name Middle Name Sur Name ISD STD Landline Number
Value / Meaning Minimum 2 Optional Minimum 1 Numeric Numeric Numeric

Character Character
Description First Name Middle Name Family Name International Country Code Phone Number
Dialing Code
Composite Employee Name = First Name + Middle Name + Last Name Telephone Number: ISD + STD + Phone Number
GLOSSARY
OVERVIEW
Defines key terms

and synonyms
relevant to business
domain
Glossary
Organized and
continuously
Common language
accessible to all
stakeholders
GLOSSARY (contd.)
ELEMENTS
• The term is unique to a domain

A term is included in • Multiple definitions exist
the glossary when • The definition is outside of term’s common
use
• There are chances of misunderstanding
• All definitions should be clear, concise, and

brief
When developing a • Acronyms should be spelled out
glossary • There must be easy and reliable access
• Editing should be limited to specific
stakeholders
DATA FLOW DIAGRAM (DFD)
OVERVIEW
Data Flow
Diagram
(DFD)
Shows:
• Where the data comes from
Illustrates movement and transformation of
• Which activities process the data
data between external entities and
• If the output results are stored or
processes
utilized by another activity or external
entity
DATA FLOW DIAGRAM (DFD) (contd.)
OVERVIEW
Three simple rules of Data Flow Diagrams:
Rule 1: Inputs (data) must either come directly from an external party or be created by another
process.
Rule 2: Every process must have at least one input and one output.
Rule 3: Every output must flow to another process, external party, or data store.
DATA FLOW DIAGRAM (DFD) (contd.)
ELEMENTS
Externals
(Entity,
Data Store Process Data Flow
Source,
Destination)
1
External External Data
Data Store Data Store
Agent Process 1 Agent Process
Verb/Noun
Gane-Sarson Yourdon
DATA MODELING
OVERVIEW
A data model describes the entities, classes, or data objects relevant to a domain, the
attributes that are used to describe them, and the relationships among them to provide
a common set of semantics for analysis.
Conceptual Data
Model
Variations of Data Logical Data

Models Model
Physical Data
Model
DATA MODELING (contd.)
CONCEPTUAL DATA MODEL
Includes important entities and the relationship between them
Does not specify attributes and primary keys
Can be used as the foundation for logical data models

LOGICAL DATA MODEL
Includes all entities and relationships between them
Specifies attributes and a primary key for each entity
Specifies foreign keys, which identify the relationship

between different entities
Involves normalization
PHYSICAL DATA MODEL
Specifies all tables and columns
Includes foreign keys to identify relationships between tables
May include denormalization, depending on user

requirements
May be significantly different from the logical data model

ELEMENTS
Attribute
• Name Relationship or
Entity or Class
• Value or Meaning Association
• Description
Diagrams
• Entity Relationship
Cardinality and Ordinality Metadata Diagram or Crow’s Foot
Notation
• UML Database Notation
ENTITY RELATIONSHIP DIAGRAMS
Crow’s Foot Notation UML Database Notation
Entity Name
Entity Name
PK Attribute Name
PK Attribute Name
Attribute Name
Attribute Name
Attribute Name
Attribute Name
Zero to Must be
Zero to exactly X
Many
Many
Only One
One to One to
Many Any Number
Many from X to Y
Zero to One
Cardinality Multiplicity
PROCESS MODELING
OVERVIEW
Process Modeling is a standardized graphical model used to show how work is

carried out. It is a foundation for process analysis.
Used to describe a Business Process, System Process, and Program Process
Can be constructed on multiple levels, High (Enterprise or context) to Low

(Operational)
Used to define current state of process (as-is model) or potential future state (to-be
model)
Process model includes
• Participants
• Business Event (trigger)
• Steps or Activities
• Path
• Decision Points
• Result of the process
PROCESS MODELING (contd.)
ELEMENTS
Flowcharts and
Value Stream
Mapping (VSM) Activity
Data Flow Role Event

SIPOC and Value Diagrams (DFD)
Stream Analysis and Unified
Types of Process Modeling Components
Language (UML) of Process
Models and
Notations Models
Directional
Link
Flow
Integrated
Definition (IDEF) Decision
Business Process
notation and Input,
Guide, Output,
Model and Point
Notation (BPMN)
Enabler (IGOE)
diagrams
SCOPE MODELS
OVERVIEW
Scope Models define the nature of one or more limits or boundaries and
place elements inside or outside those boundaries.
Basis for
Elements may understanding
include the boundaries Scope of control
In-scope of
Scope of need
Out-of-scope
Scope of solution
Both
Scope of change
SCOPE MODELS (contd.)
ELEMENTS
Objective
Scope of
change and
context
Level of detail
• Parent-child or
composition Relationship
subset
• Function
Responsibility
• Supplier Assumptions
Consumer
• Cause Effect
• Emergent Scope
Modeling
Results
USE CASES AND SCENARIOS
OVERVIEW
Use cases and scenarios describe how a person or system interacts with the solution being
modeled to achieve a goal.
A use case describes several scenarios.
Use Cases Scenarios

A scenario describes just one way that an actor
can accomplish a particular goal.
Interaction
Goal
Primary Solution or
Actor Secondary actors
Use Case Diagrams
Use case diagrams are graphical representations

of the relationships between actors and one or
more use cases supported by the solution.
Actors or Solution
USE CASES AND SCENARIOS (contd.)
ELEMENTS
Use Case
Diagram
• Name
• Goal
• Actors
Relationships • Preconditions
• Trigger
Use Case • Flow of Events
Description • Post-conditions
Extend Include
USE CASE DIAGRAM
EXAMPLE
Cash Deposit Machine
Collect
Cash
System
Maintenance Generate
<<Extend>> Report
Administrator System
Reset
Health
System <<Include>> Check
Balance
Login Enquiry
Customer Transaction
Mini
Statement
Cash Bank
Pin
Deposit
Change
USE CASE DESCRIPTION
EXAMPLE
Use Case ID Unique ID
Name Verb + Noun
Description Short Description
Goals Goal / Benefit of the use case
Actors Primary / Secondary / Supporting actors
Trigger Trigger point
Precondition Pre-condition
Main Flow Steps / Actions between two parties
Alternate Flow Alternate Flow
Post Conditions Post conditions once all steps executed / actions performed
Related Use Case Related Use Case IDs
Business Rules Business Rules ID
Frequency of How frequently it is triggered

occurrence
Notes Any other notes – Assumptions, Constraints, etc.

SEQUENCE DIAGRAM
OVERVIEW
Sequence diagrams are used to model the logic of usage scenarios by showing the
information passed between the objects in the system through the execution of the
scenarios.
Shows how processes or objects interact during a Does not show how objects are related to each
scenario other
A Sequence Diagram
or Event Diagram
Shows how user interface components or The order of messages is represented in a

software components interact top-down and left-to-right sequence
SEQUENCE DIAGRAM (contd.)
ELEMENTS
Objects or
Classes
Message
• Synchronous
Call Elements Lifeline
• Asynchronous
Call
Activation Box
SEQUENCE DIAGRAM (contd.)
EXAMPLE
Token Account
Customer Banker
System Master
Request for Token
Token Issued
Display / Call Token

Number
Get Balance
Request for Demand Draft
Balance
Rejects if insufficient balance,

Issue Demand Draft if
sufficient balance
STATE MODELING
OVERVIEW
A state modeling is used to describe and analyze the different possible states of an entity
within a system, how that entity changes from one state to another, and what can happen to
the entity when it is in each state.
A State Model describes
A set of possible states for an entity
The sequence of states that the entity can be in
How an entity changes from one state to another
The events and conditions that cause the entity to change states
The actions that can or must be performed by the entity in each state
STATE MODELING (contd.)
ELEMENTS AND STAKEHOLDERS
State Initial State

State 1 State 2
Transition
State State State 3

Tables Elements Transition
State
Diagram
Final State
Stakeholder Any stakeholder

Lesson 7: Solution Evaluation
Topic 7.2: Verify Requirements

 Elements
 Techniques
Defect per Unit
 Stakeholders
VERIFY REQUIREMENTS
PURPOSE
The purpose of this task is to ensure that the requirements and the designs
specifications and models meet quality standards and are usable for the purpose.
High quality
model
High quality
specification
Input Focus of the Task Output
Requirements
Requirements
(specified and Verifying the requirements
(verified)
modeled)
VERIFY REQUIREMENTS
ELEMENTS
Characteristics
of Requirements Verification
Checklists
and Designs Activities
Quality
VERIFY REQUIREMENTS (contd.)
ELEMENTS
Characteristics
Checklists
Quality
• Atomic
• Complete
• Consistent
• Concise
• Feasible
• Unambiguous
• Testable
• Prioritized
• Understandable
ELEMENTS
Characteristics
Checklists
Quality
• Performed iteratively
throughout the requirements
analysis process
• Requirements are verified for
the following:
• Compliance with
organizational standards
• Correct usage of
modeling notations and
templates
• Consistency between
models
• Understandable
terminology for
stakeholders
ELEMENTS
Characteristics
Checklists
Quality
• Used for quality control

when verifying
requirements or designs
• Include a set of quality
elements that business
analyst use to verify
requirements
VERIFY REQUIREMENTS
GUIDELINES AND TOOLS — TECHNIQUES
Guidelines and Tools Requirements Life Cycle Management Tools
Techniques
Acceptance and Metrics and Key

Evaluation Item Tracking Performance Reviews
Criteria Indicators (KPIs)
VERIFY REQUIREMENTS
REVIEWS — OVERVIEW
Reviews are used to evaluate the content of a work product.
An overview of the work Checklists and reference

product and review materials that can used by
objectives reviewers
Reviews
can include
Reviewing the work

product and documenting Verifying any rework
the findings
VERIFY REQUIREMENTS
REVIEWS — ELEMENTS AND STAKEHOLDERS
Element
s
Objectives Techniques Participants
Formal Single issue

walkthrough review (also
Informal Pass
Inspection (also known known as Desk check Ad hoc
walkthrough around
as Team Technical
Review) Review)

Topic 7.3: Validate Requirements

 Elements
 Techniques
Defect per Unit
 Stakeholders
VALIDATE REQUIREMENTS
PURPOSE
Requirements validation is an ongoing process to ensure that the stakeholders,

solution, and transition requirements align to the business requirements.It also
validate the designs to ensure they satisfy the stated requirements.
TASK OUTPUT
INPUT
Requirements Validated
Specified and Modeled Validation Requirements
Requirements
VALIDATE REQUIREMENTS (contd.)
ELEMENTS
Define
Evaluate
Identify Measurable
Alignment with
Assumptions Evaluation
Solution Scope
Criteria
Business Objectives
Future State Description
Potential Value
Solution Scope
TECHNIQUES AND STAKEHOLDERS
• Acceptance and Evaluation Criteria
• Document Analysis
• Financial Analysis
• Item Tracking
• Metrics and Key Performance Indicators (KPIs)
• Reviews
• Risk Analysis and Management

Topic 7.4: Define Requirements Architecture

 Elements
 Techniques
Defect per Unit
 Stakeholders
DEFINE REQUIREMENTS ARCHITECTURE
PURPOSE
The purpose of the Define Requirements Architecture task is to ensure that the
requirements collectively support one another to fully achieve the objectives.
INPUT TASK OUTPUT

• Information Management
Approach Define
• Requirements (any state) Requirements Architecture
Requirements
• Solution Scope Architecture
DEFINE REQUIREMENTS ARCHITECTURE (contd.)
ELEMENTS
Relate and Business

Requirements
Template Verify Analysis
Viewpoints Completeness
Architecture Requirements Information
and Views
Relationships Architecture
ELEMENTS
A viewpoint is a set of conventions that define how the requirements will be represented and organized.
Relate and Business

Requirements
and Views
The actual
requirements and
designs for a
Collection of
particular solution Views
from a specific
viewpoint
Requirements
Viewpoint Architecture for a
specific solution
ELEMENTS
An architectural framework is a collection of viewpoints that are standard across the industry, sector, or
organization.
Relate and Business

Requirements
and Views
Architectural framework -
used as a template to start
defining the architecture
ELEMENTS
Relate and Business

Requirements
and Views
An architecture helps ensuring

that a set of requirements is
complete
ELEMENTS
Relate and Business

Requirements
and Views
• Defined
• Necessary
• Correct
• Unambiguous
• Consistent
ELEMENTS
Relate and Business

Requirements
and Views.
Structure of the business

analysis information is known
as Information architecture
Architecture
Management
Software
Legal /
Regulatory
Information
Methodologies
and
Frameworks
TECHNIQUES
Functional
Decomposition
Workshops Data Modeling
Organizational
Interviews
Modeling
Scope
Modeling
STAKEHOLDERS
Domain Subject
Matter Expert
Implementation
Any stakeholders Subject Matter
Expert
Stakeholders
Tester Project Manager
Sponsor
Topic 7.5: Define Design Options

 Elements
 Techniques
 Stakeholders
DEFINE DESIGN OPTIONS
PURPOSE
The purpose of this task is to define the solution approach, identify opportunities to improve the
business, allocate requirements across solution components, and represent design options.
INPUT TASK OUTPUT

• Change Strategy
• Requirements (validated, Design Options
prioritized) Define Design
Options
• Requirements
Architecture
DEFINE DESIGN OPTIONS (contd.)
ELEMENTS
Identify
Define solution Requirements Describe
improvement
approaches allocation design options
opportunities
ELEMENTS
Identify
improvement
opportunities
• Create
• Purchase
• Combination of both
ELEMENTS
Identify
improvement
opportunities
• Increase efficiencies
• Improve access to
information
• Identify additional
capabilities
ELEMENTS
Identify
improvement
opportunities
The process of assigning

requirements to solution
components and releases
ELEMENTS
Identify
improvement
opportunities
• Design options are developed

considering the desired future
state
• Solution performance
measures are defined for each
solution option
Existing Solutions Future State Description Requirements (traced)
Solution Scope
TECHNIQUES
Root Cause
Brainstorming Document Analysis
Analysis
Benchmarking and Vendor

Interviews
Market Analysis Assessment
Lessons Learned Workshops
Survey and
Mind Mapping
Questionnaire
VENDOR ASSESSMENT
OVERVIEW
A vendor assessment is used to determine the ability of a vendor to meet commitments

regarding the delivery and consistent provision of a product or service.
• Non-functional requirements can be used to define service levels expected.
• Certification from an independent authority may be requested.
• The assessment may be informal or formal through the submission of the following:
• A Request for Information (RFI)
• A Request for Quote (RFQ)
• A Request for Tender (RFT)
• A Request for Proposal (RFP)
• Organization standard, project complexity, and solution criticality may influence the level of formality.
VENDOR ASSESSMENT (contd.)
ELEMENTS
Vendor
Knowledge Licensing and Vendor Market Terms and Experience,
and Expertise Pricing Models Position Conditions Reputation,
and Stability
ELEMENTS
Vendor
and Stability
Vendors can provide

knowledge and expertise
which are not available
within the organization.
ELEMENTS
Vendor
and Stability
These need to be
considered when a
solution or solution
component is purchased
from a third party.
ELEMENTS
Vendor
and Stability
Compare each vendor

with its competitors to
understand the market
position.
ELEMENTS
Vendor
and Stability
Investigate the vendor’s

licensing terms,
intellectual property
rights, and technology
ELEMENTS
Vendor
and Stability
Vendor’s experience with

other customers may
provide valuable
information
STAKEHOLDERS
Domain Subject Matter Expert
Implementation Subject Matter Expert
Operational Support
Project Manager
Supplier
Topic 7.6: Analyze Potential Value and Recommend Solution

 Elements
 Techniques
 Stakeholders
ANALYZE POTENTIAL VALUE AND RECOMMEND SOLUTION
PURPOSE
The purpose of this task is to estimate the potential value for each design option and
establish which one is the most appropriate to meet the enterprise requirements.
INPUT TASK OUTPUT

• Potential value
• Design Options Analyze potential Solution recommendation
value and
recommend solution
ELEMENTS
Assess Design
Options and
Expected Benefits Expected Costs Determine Value
Recommend
Solution
ELEMENTS
Assess Design
Options and
Recommend
Solution
Describe the positive

value that a solution is
intended to deliver to the
stakeholders
ELEMENTS
Assess Design
Options and
Recommend
Solution
Include any potential

negative value
associated with a
solution
ELEMENTS
Assess Design
Options and
Recommend
Solution
The potential value of a

solution is based on the
expected benefits and
costs.
The business analyst

considers the potential
value from the point of
view of the stakeholders.
ELEMENTS
Assess Design
Options and
Recommend
Solution
• Available Resources
• Constraints on the
solution
• Dependencies
between requirements
• Proposed vendors
• Dependencies on
other initiatives
• Corporate culture
• Cash flow for
investment
Business Objectives
Future State Description
Risk Analysis Results
Solution Scope
TECHNIQUES
Business Model
Focus Groups Business Cases
Canvas
Metrics and Key

Backlog
Interviews Performance Estimation
Management
Indicators (KPIs)
Survey and Acceptance and

Financial Analysis SWOT Analysis
Questionnaire Evaluation Criteria
Risk Analysis and

Workshops Brainstorming Decision Analysis
Management
DECISION ANALYSIS — OVERVIEW
Decision analysis formally assesses a problem and possible decisions to determine the value
of alternate outcomes under conditions of uncertainty.
Decision Analysis Approach

Decision Value
Activities
ANALYZE POTENTIAL VALUE AND RECOMMEND SOLUTION(contd.)

Decision Value
Activities
Act of choosing a single

course of action from several
uncertain outcomes with
different values

Decision Value
Activities
Form of financial value,

scoring, or a relative ranking
depending on the approach,
level of uncertainty, quality of
information, and evaluation
criteria

Decision Value
Activities
Define problem statement
Define alternatives
Evaluate alternatives
Choose alternative to
implement
Implement choice
DECISION ANALYSIS — ELEMENTS
Decision Matrix
Elements
DECISION ANALYSIS — TOOLS AND TECHNIQUES
Pro versus Con Comparison Totally-partially-

considerations analysis not (TPN)
Multi-criteria Analytical
Force field
decision analysis hierarchy
analysis
(MCDA) process (AHP)
Computer-based
Decision tables Decision tree simulations and
algorithms
COMPONENTS OF DECISION ANALYSIS
Decision to be
made or problem Decision maker Alternative Decision criteria
statement
Decision matrix – a decision table where each criterion is evaluated for each
alternative and the total the number of criteria is matched for each alternate
Decision tree – a method of assessing the preferred outcome where multiple

sources of uncertainty may exist
Trade-offs – are relevant when a decision problem involves multiple

conflicting objectives
STAKEHOLDERS
End User
Sponsor Customer
Domain Subject
Regulator
Matter Expert
STAKEHOLDER
Implementation
Project Manager Subject Matter
Expert
KEY TAKEAWAYS
The Requirements Analysis and Design Definition knowledge area covers
the incremental and iterative activities ranging from the initial concept
and exploration of the need through the transformation of needs into a
Both requirements and designs are important. The main difference particular recommended solution.
between the requirements and designs is in how they are used and by
whom. Both may be high level or very detailed.
The form, level of details and what is being modeled are dependent on
the context, audience, and purpose.
Six tasks are performed in the Requirements Analysis and Design

Definition knowledge area. Elicitation results in any state are specified
and modeled, then verified and validated using business analysis
techniques.
Requirements architecture is used to structure all requirements and
designs considering the solution scope and information management
approach.
The business analyst defines design options based on the change strategy,
requirements architecture, and validated and prioritized requirements.
The most appropriate solution is recommended based on an evaluation of

all defined design options. Solution recommendation is further used as an
input to the task define change strategy.
CASE STUDY EXERCISE
 Defect per Unit

CASE STUDY
OVERVIEW
ABOUT BATONICS
• A leading international financial services company
• Established in 1990
• One of leading mutual funds business managing assets of a large investor base
• Solution options - diversified and sector specific equity schemes
• Has one of the largest team of research analysts in the industry
• Provides services through the distributors
• Industry is regulated by the regulators
Existing investment process

must be improved Investors are switching
to competitors
Poor performance in the

Unable to transact
last 6 months
online through website
and mobile interfaces
BATONICS - International
Financial Services
Company
CASE STUDY
OVERVIEW – CURRENT STATE
Existing investor Lacks expertise to

needs to submit design and develop
transaction slips for advanced analytics
redemption and solution
additional purchases
BATONICS - International
Financial Services
Current analytics Company Website also has
models are based on distributed portal
limited parameters and with limited
data from limited functionality
sources
CASE STUDY
OVERVIEW – FUTURE STATE
Fund Managers
Able to transact online proactively manage
for redemption and funds
additional investment
Distributor services to
BATONICS - International investor improved using
Analytics models CRM capability and
Financial Services
based on multiple Digital marketing tools
Company
parameters
CASE STUDY
BUSINESS ANALYSIS ELICITATION ACTIVITIES
Specified and modeled the

requirements
Analyzed the requirements Verified the requirements
Validated the requirements

CASE STUDY
BUSINESS ANALYSIS AND DESIGN ACTIVITIES
Identified solution options Analyzed potential value Recommended a solution

CASE STUDY
EXERCISE
Questions Options
1 In the case study, which is the most important stakeholder while defining o Suppliers
design options? o Implementation SME
o Domain SME
o Project Manager
2 In the case study, which technique is likely to be used while defining solution o Vendor Assessment
options? o Workshop
o Brainstorming
o All of the above
3 In the case study, which technique is not likely to be used while specifying o Interface Analysis
and Modeling requirements? o Glossary
o Prototyping
o Brainstorming
4 Which of the following is not a likely factor to be considered while assessing o Available resources
each design options in the task “Analyze Potential Value and Recommend o Constraints on the solution
Solution”? o Dependencies between
requirements
o Stakeholder value
CASE STUDY
ANSWERS
Questions Response
1 In the case study, which of the stakeholders is most important while defining Suppliers
design options?
2 In the case study, which technique is likely to be used while defining solution All of the above
options?
3 In the case study, which technique is not likely to be used while specifying and Brainstorming
Modeling requirements?
4 Which of the following is not a likely factor to be considered while assessing each Stakeholder Value
design options in the task “Analyze Potential Value and Recommend Solution”?
Quiz
QUIZ
To validate requirements, they must be _____.
1
a. Specified and Modeled
b. Prioritized
c. Approved
d. Verified
QUIZ
To validate requirements, they must be _____.
1
b. Prioritized
c. Approved
d. Verified

Explanation: Requirements must be specified and modeled to validate requirements.
QUIZ
To verify requirements, they must be _____.
2
b. Prioritized
c. Approved
d. Maintained
QUIZ
To verify requirements, they must be _____.
2
b. Prioritized
c. Approved
d. Maintained

Explanation: Requirements must be specified and modeled to verify requirements.
QUIZ
Which techniques would be most useful when designing a new business process?
3
a. Business Rules Analysis, Data Flow Diagram, Metrics, and KPIs
b. Business Rules Analysis, Process Modeling, and State Diagram
c. Business Rules Analysis, Functional Decomposition, and Process Modeling
d. Data Flow Diagram, Interface Analysis, and Process Flow Diagram

QUIZ
Which techniques would be most useful when designing a new business process?
3
a. Business Rules Analysis, Data Flow Diagram, Metrics, and KPIs
b. Business Rules Analysis, Process Modeling, and State Diagram
c. Business Rules Analysis, Functional Decomposition, and Process Modeling
d. Data Flow Diagram, Interface Analysis, and Process Flow Diagram

Explanation: Business Rules Analysis, Functional Decomposition, and Process Modeling would be most useful when
designing a new business process. Business Rules analysis is necessary to ensure the new process enforces the correct
rules. Functional decomposition is useful for breaking down processes. Process modeling is used to describe new business
processes.
QUIZ
A use case diagram includes _____.
4
a. Actors, Use Cases, and Association
b. Users, Cases, and Diagrams
c. Features to be included in the system
d. System, Interfaces, and Use Cases

QUIZ
A use case diagram includes _____.
4
a. Actors, Use Cases, and Association
b. Users, Cases, and Diagrams
c. Features to be included in the system
d. System, Interfaces, and Use Cases

Explanation: A use case diagram includes Actors, Uses Cases and Association.
This concludes “Requirements Analysis and Design Definition.”
The next lesson is “Solution Evaluation.”

THANK YOU
Lesson 8 – Solution Evaluation
CBAP ®, CCBA ® and BABOK ® are registered certification marks owned by International Institute of Business Analysis.
Measure solution performance
Analyze performance measures
Assess the limitations of the solution
Assess the limitations of an enterprise
Recommend actions to increase solution

value
INTRODUCTION
The Solution Evaluation Knowledge area

Assesses the performance of an
enterprise solution
$$
Assesses the value delivered by the
enterprise solution
Business Analyst
 ACTION Recommends action for improving

the value
SOLUTION EVALUATION
Solution Evaluation
Strategy Analysis and Design Definition
Potential Actual
Value Need Solution Requirements Design Proof of Concept Pilot Operating
Scope or Prototype release or Solution
Value
Beta
SOLUTION EVALUATION
OVERVIEW
Recommend a change to be made either to the solution

or the enterprise in order to realize the potential value of a
Change
solution
Need Solution
Evaluate how the solution or solution
component is fulfiling the need Assess the performance of the solution
Elicit information from the stakeholders Consider the context in determining

about solution performance and value solution performance measures and
Stakeholder Context
delivery any limitations within the context
Value
Determine if the solution is delivering the
potential value and examine why value may not
be realized
SOLUTION EVALUATION
INPUTS, TASKS, AND OUTPUT
1 4 5
2 3
Measure Assess Recommend
Analyze Assess
Solution Enterprise Actions to
Performance Solution
Performance Limitations Increase
Measures Limitations
Value
SOLUTION EVALUATION (contd.)
• Business Objectives
• Implemented solution
(External)
I
N
P
U
T
S
1 2 3 4 5
Measure Analyze Assess Assess Recommend
O Enterprise
Solution Performance Solution Actions to
U Limitations
Performance Measures Limitations Increase
T
Solution Value
P
U
T
Solution performance
measure
• Potential value
I measures
N
P
U
T
S
1 2 3 4 5
Solution O Performance Solution Enterprise Actions to
Performance U Measures Limitations Limitations Increase
T Solution Value
P
U
T
analysis
I analysis
N
P
U
T
S
1 2 3 4 5
Solution Performance O Solution Enterprise Actions to
Performance Measures U Limitations Limitations Increase
T Solution Value
P
U
T
Solution limitation
analysis
I • Current state description
N
P
U
T
S
1 2 4 5
Measure Analyze 3 Assess Recommend
Solution Performance Assess O Enterprise Actions to
Performance Measures Solution U Limitations Increase
Limitations T Solution Value
P
U
T
Enterprise limitation
• Solution limitation
• Enterprise limitation
I
N
P
U
T
S
1 2 5
Measure Analyze 3 4 Recommend
Assess O
Solution Performance Assess Actions to
Enterprise U
Performance Measures Solution Increase
Limitations T
Limitations P Solution Value
U
T
Recommend actions
Topic 8.1: Measure Solution Performance
 Purpose
 Elements
 Guidelines
Defect per and
Unit Tools
 Techniques
 Stakeholders
MEASURE SOLUTION PERFORMANCE
PURPOSE
Define performance measures
 Use the data collected to evaluate the effectiveness of a

solution
1
Measure
Solution
Performance Select a measure based on the solution and the context
Assess solution performance through KPIs

MEASURE SOLUTION PERFORMANCE (contd.)
PURPOSE
• Business Objectives Business objectives provide measureable results that the enterprise wants to
achieve.
• Implemented
solution (External)
I The implemented solution or solution components may be in any form.
N
P
U
T
S
1
Measure
O Solution
U Performance
T
P
U
T
measure
ELEMENTS
1
Measure
Solution
Performance
 
DEFINE VALIDATE COLLECT
Solution performance measures
• Include:
o Business goals
o Objectives
o Processes
• Can be:
o Quantitative – Numerical
or countable
o Qualitative - Subjective
o Both
ELEMENTS
1
Measure
Solution
Performance
 
Validate performance measures:
• The Solution Performance

measures are validated with
the stakeholders.
• The decision on the measure

to be used resides with the
sponsor.
ELEMENTS
1
Measure
Solution
Performance
 
To collect performance measures:
• Consider volume or sample

size
• Consider frequency and timing

The business analyst may use the following guidelines and tools.
Help determine value of the

Requirements (Validated) solution
Sets the boundaries to

1 Solution Scope measure and evaluate
Measure
Solution
Performance
Provides expected potential
Future State Description value
 Change Strategy
Used to implement potential
value
TECHNIQUES
There are 13 techniques for measuring solution performance.
 Used to define measures, acceptance levels, and outcome of the solution
1. Acceptance and Evaluation Criteria

1
Measure
Solution
Performance 2. Benchmarking and Market Analysis
3. Non-Functional Requirements
Analysis
4. Use Cases and Scenarios

TECHNIQUES
Used to define performance measures for a proposed solution
5. Business Cases
1
Measure
Solution
Performance
TECHNIQUES
Used to collect large amounts of data about solution performance
6. Data Mining
1
Measure
Solution
Performance
TECHNIQUES
Used to help stakeholders take decisions on ways to measure solution

performance
7. Decision Analysis
1
Measure
Solution
Performance
TECHNIQUES
Used to gather opinions, feedback, and attitudes toward solution performance
8. Observations
1
Measure
Solution
Performance
9. Surveys and Questionnaires
10. Focus Groups

TECHNIQUES
Used to simulate the solution in order to determine solution performance
11. Prototyping
1
Measure
Solution
Performance
TECHNIQUES
Used to measure solution performance
12. Metrics and Key Performance Indicators

1
Measure
Solution
Performance
TECHNIQUES
Used to evaluate and select performance measures of vendors that must be

included in the solution performance assessment
13. Vendor Assessment

1
Measure
Solution
Performance
STAKEHOLDERS
Project Manager
Domain SME
End User Sponsor
1
Measure
Solution
Performance
Business Analyst
Customer Regulator
STAKEHOLDERS
Project Manager
Domain SME
End User Sponsor
Provide
feedback
Business Analyst
Customer Regulator
Provides
STAKEHOLDERS
potential
measures
Project Manager
Domain SME
End User Sponsor
Business Analyst
Customer Regulator
STAKEHOLDERS
Maintains schedules
and executes
performance tasks
Domain SME Project Manager
End User Sponsor
Business Analyst
Customer Regulator
STAKEHOLDERS
Project Manager
Domain SME
Approves
End User Sponsor measures
Business Analyst
Customer Regulator
STAKEHOLDERS
Project Manager
Domain SME
End User Sponsor
Prescribes
constraints and
Business Analyst guidelines
Customer Regulator
Topic 8.2: Analyze Performance Measures
 Purpose
 Elements
Defect per Unit
 Techniques
 Stakeholders
ANALYZE PERFORMANCE MEASURES
PURPOSE
Analyze
Provide collected
insights into measures to
the derive
performance actionable
of the solution items
Consider
enterprise
goals and
objectives
2
Analyze
Performance
Measures
Consider the
risk
associated
with the
Consider Consider the solution
other stated risk tolerance
targets of the
enterprise and
stakeholders
PURPOSE
• Potential value
I measures
N
P
U
T
S
2 Potential value can be used as a benchmark against which

Analyze solution performance can be evaluated.
O Performance
U Measures
T
P
U
T
analysis
ELEMENTS
2
Analyze
Performance
Measures
    
SOLUTION PERFORMANCE PERFORMANCE
RISKS TRENDS ACCURACY
Vs VARIANCES
DESIRED VALUE
The business analyst

assesses the performance of
the solution and helps
stakeholders understand its
value.
ANALYZE PERFORMANCE MEASURES (contd.)
ELEMENTS
2
Analyze
Performance
Measures
    
Vs. VARIANCES
DESIRED VALUE
New risks may be uncovered

while assessing solution
performance and must be
managed.
ELEMENTS
2
Analyze
Performance
Measures
    
Vs. VARIANCES
DESIRED VALUE
The data collection period is

an important factor to be
considered when analyzing
performance data.
ELEMENTS
2
Analyze
Performance
Measures
    
Vs. VARIANCES
DESIRED VALUE
The results of performance

measures should be
reproducible and repeatable to
ensure accuracy.
ELEMENTS
2
Analyze
Performance
Measures
    
Vs. VARIANCES
DESIRED VALUE
Variance is the difference

between expected and actual
performance.
To understand the causes of
variance, root cause analysis
must be performed.

Solution Scope measure and evaluate
2 Provides expected potential

Analyze Future State Description value
Performance
Measures
Change Strategy value
 Risk Analysis Results

Provide overall level of risk
and planned risk responses
TECHNIQUES
There are 9 techniques for analyzing performance measures.
 Used to determine the expected value of a solution
1. Interviews
2
Analyze
Performance
Measures 2. Surveys and Questionnaires
TECHNIQUES
Used to determine risks, trends, and variance
2 3. Benchmarking and Market Analysis

Analyze
Performance
Measures
4. Data Mining
TECHNIQUES
 Used to identify, analyze, and develop a risk response plan
2 5. Risk Analysis and Management

Analyze
Performance
Measures
TECHNIQUES
Used to define acceptable solution performance through acceptance criteria
2 6. Acceptance and Evaluation Criteria

Analyze
Performance
Measures
TECHNIQUES
 Used to determine how well a solution contributes to goals
2 7. Metrics and Key Performance Indicators

Analyze
Performance
Measures
TECHNIQUES
To observe a solution in action
2 8. Observations
Analyze
Performance
Measures
TECHNIQUES
Used to determine causes of performance variance
2 9. Root Cause Analysis

Analyze
Performance
Measures
DATA MINING
Data Mining:
• Is an analytical process of examining large amounts of data from different perspectives.
• Results describe the underlying patterns and relationships in the data.
• Is used to improve decision making by finding insights from data.
Descriptive Enables finding patterns in a set of data
 Diagnostic Shows why a pattern exists in a set of data
DATA MINING
Enables calculating the probability of a

Predictive
particular scenario occurring in the future
DATA MINING – STRENGTHS AND LIMITATIONS

• Requires specialized
DATA MINING Can reveal hidden patterns knowledge
and can provide insights • Applying techniques without
during analysis understanding them may
result in erroneous
judgements during analysis
DATA MINING - PROCESS
 Requirements
Elicitation
Data
Preparation
Data
Analysis
Deployment
DATA MINING
PROCESS
• Data mining is performed for identified
business decisions or in a functional area.
• A decision modeling technique is used as

a top-down data mining strategy.
• A pattern discovery exercise is used as a

bottom-up data mining strategy.
 Requirements
Elicitation
Data
Preparation
Data
Analysis
Deployment
DATA MINING
PROCESS
• Data mining tools work on analytical data
sets.
• Therefore, data sets must contain data of

appropriate types, volume, and quality.
 Requirements
Elicitation
Data
Preparation
Data
Analysis
Deployment
DATA MINING
PROCESS
• A wide variety of statistical measures are
applied and visualization tools are used.
• Examples of tools used:

o Classification and Regression Trees
o C5
o Linear and Logistic Regression
o Neural Networks
o Support sector Machines
o Predictive Scorecards
 Requirements
Elicitation
Data
Preparation
Data
Analysis
Deployment
DATA MINING
PROCESS
• Models must be deployed to be useful.
• Models support human decision-making

processes or automated decision-making
systems.
STAKEHOLDERS
Project Manager
2
Analyze
Performance Domain SME
Measures
Business Analyst
Sponsor
STAKEHOLDERS
Project Manager
2
Analyze
Measures Identify risks
Business Analyst and provide
insights into
the data
Sponsor
STAKEHOLDERS
Responsible
for risk
management
and may
Project Manager
participate in
risk analysis
2
Analyze
Measures
Business Analyst
Sponsor
Topic 8.3: Assess Solution Limitations
 Purpose
 Elements
Defect per Unit
 Techniques
 Stakeholders
ASSESS SOLUTION LIMITATIONS
PURPOSE
I analysis
N
P
U
T The purpose of the task is to determine factors internal to the
S solution that restrict the full realization of its value.

3
O
U
T
Assess
Solution
Limitations

P
U
T
Solution limitation
ELEMENTS
3
Assess

Solution INVESTIGATE
ASSESS
Limitations IDENTIFY INTERNAL SOLUTION SOLUTION
IMPACT
COMPONENT DEPENDENCIES PROBLEMS
A solution may have internal

dependencies that limit the
performance of the entire
solution.
ASSESS SOLUTION LIMITATIONS (contd.)
ELEMENTS
3
Assess

Solution
INVESTIGATE ASSESS
Limitations IDENTIFY INTERNAL SOLUTION IMPACT
SOLUTION
COMPONENT DEPENDENCIES PROBLEMS
Problems must be analyzed to

identify their source.
ELEMENTS
3
Assess

Solution
Limitations IDENTIFY INTERNAL SOLUTION INVESTIGATE ASSESS
COMPONENT DEPENDENCIES SOLUTION IMPACT
PROBLEMS
Identified problems must be

assessed to evaluate their effect
on the solution’s capability to
deliver potential value.


3 Change Strategy value
Assess
Solution
Limitations
Risk Analysis Results and planned risk responses

TECHNIQUES
There are 11 techniques for assessing solution limitations.
Used to see up to what level the solution meets the defined acceptance criteria
3 1. Acceptance and Evaluation Criteria

Assess
Solution
Limitations
TECHNIQUES
 Used to see if other organizations are experiencing similar solution challenges

Assess
Solution
Limitations
TECHNIQUES
 Used to illustrate current business rules and decisions, and the changes required
to achieve the potential value of the change
3 3. Business rules Analysis

Assess
Solution
Limitations
TECHNIQUES
Used to identify the factors constraining the solution
3 5. Data Mining
Assess
Solution
Limitations
TECHNIQUES
 Help in performing problem analysis
3 6. Interviews
Assess
Solution
Limitations

TECHNIQUES
Used to identify underlying causes of the solution problems

Assess
Solution
Limitations
TECHNIQUES
 Used to record stakeholder concerns on why the solution is not meeting potential
value
3 9. Item Tracking
Assess
Solution
Limitations
TECHNIQUES
 Used to identify what can be learned from the previous stages of solution
development
3 10. Lessons Learned

Assess
Solution
Limitations
TECHNIQUES
 Used to identify, analyze, and manage the risks related to potential limitations of
the solution.

Assess
Solution
Limitations
STAKEHOLDERS
Regulator
Domain SME
End User Sponsor
3
Assess
Solution
Limitations
Business Analyst
Customer Tester
STAKEHOLDERS
Regulator
Domain SME
End Users Sponsor
Review and
provide
feedback
Business Analyst
Customer Tester
STAKEHOLDERS
Identifies the potential
limitations to realization of
the solution’s value
Regulator
Domain SME
End Users Sponsor
Business Analyst
Customer Tester
STAKEHOLDERS
Is consulted about the
planning and potential
value of a solution
Regulator
Domain SME
End Users Sponsor
Business Analyst
Customer Tester
STAKEHOLDERS
Regulator
Domain SME Approves the
potential value
and the change
End Users Sponsor to the potential
value
Business Analyst
Customer Tester
STAKEHOLDERS
Regulator
Domain SME
End Users Sponsor
Identifies solution
problems during
Business Analyst construction and
Customer Tester
implementation
Topic 8.4: Assess Enterprise Limitations
 Purpose
 Elements
Defect per Unit
 Techniques
 Stakeholders
ASSESS ENTERPRISE LIMITATIONS
PURPOSE
• Current state description
• Implemented or constructed
solution (external)
I
• Solution performance analysis
N
P
U
T The purpose of the task is to determine how factors external to the
S solution are restricting value realization.
4
Assess
 
Enterprise
O Limitations
U
T
P
U
T
Enterprise limitation
ELEMENTS
4
Assess
Enterprise

Limitations ORGANIZATION
ENTERPRISE CULTURE STAKEHOLDER OPERATIONAL
STRUCTURE
ASSESSMENT IMPACT ANALYSIS ASSESSMENT
CHANGES
This element is used to

determine the cultural changes
required to better realize value
from a solution.
ASSESS ENTERPRISE LIMITATIONS (contd.)
ELEMENTS
4
Assess
Enterprise

STRUCTURE
CHANGES
This element provides

information on how the solution
will affect a particular
stakeholder group.
ELEMENTS
4
Assess
Enterprise

STRUCTURE
CHANGES
This element helps a business

analyst assess how the
organization structure will be
impacted by a solution.
ELEMENTS
4
Assess
Enterprise

STRUCTURE
CHANGES
This element helps to determine

if the enterprise will be able to
adapt or effectively use a
solution.
Help determine solution

Business Objectives performance

4 Provides expected potential

Future State Description value
Assess
Enterprise
Limitations
Change Strategy value
 Risk Analysis Results

and planned risk responses
TECHNIQUES
There are 18 techniques for assessing enterprise limitations.
 Help in identifying organizational gaps or stakeholder concerns
1. Brainstorming
4
Assess
Enterprise 2. Interviews
Limitations
3. Surveys or Questionnaires
4. Workshops
TECHNIQUES
 Used to understand the organization structure, its culture, and its operations
4 5. Document Analysis
Assess
Enterprise
Limitations
TECHNIQUES
1 2
Used to identify possible opportunities to improve solution performance
5 3
4
4 6. Process Analysis
Assess
Enterprise
Limitations
TECHNIQUES
Used to illustrate current or changed business processes to achieve the potential

value of the solution
4 7. Process Modeling
Assess
Enterprise
Limitations
TECHNIQUES
 Used to assist in making decisions under uncertain conditions
4 8. Decision Analysis
Assess
Enterprise
Limitations
TECHNIQUES
Used to identify the underlying causes of enterprise limitations

Assess
Enterprise
Limitations
TECHNIQUES
Used to ensure that issues identified during assessments are tracked and resolved
4 10. Item Tracking

Assess
Enterprise
Limitations
TECHNIQUES
 Used to identify previous initiatives and enterprise interactions with the solution
4 11. Lessons Learned

Assess
Enterprise
Limitations
TECHNIQUES
Used to identify, analyze, and manage the risks related to potential limitations of
! the enterprise

Assess
Enterprise
Limitations
TECHNIQUES
Used to identify existing enterprise interactions

Assess
Enterprise
Limitations
TECHNIQUES
Used to identify the factors constraining the performance of the solution
4 14. Data Mining

Assess
Enterprise
Limitations
TECHNIQUES
Used to observe the interactions between the enterprise and the solution
4 15. Observations
Assess
Enterprise
Limitations
TECHNIQUES
Used to identify the required changes to the organization’s structure
4 16. Organizational Modeling

Assess
Enterprise
Limitations
TECHNIQUES
Used to determine stakeholder roles and permissions
4 17. Roles and Permissions Matrix

Assess
Enterprise
Limitations
TECHNIQUES
S W Used to demonstrate how a change will help the organization maximize its
O T strengths and minimize its weaknesses
4 18. SWOT Analysis

Assess
Enterprise
Limitations
ROLES AND PERMISSIONS MATRIX
Roles
Purchase
Purchase
Accounts
Accounts
Manager
Manager
Roles and
Officer
Officer
Officer
Stores
Permissions Matrix
Create Account
X X
Modify Account
X
Create Organization
Activities X
Create Order
X X
Edit Order
X X
View Order
X X X X X
• Is used to ensure that all the activities are covered by delineating

responsibilities and identifying roles
• Provides procedural checks and balances and data security
ROLES AND PERMISSIONS MATRIX - ELEMENTS
To create the Roles and Permissions Matrix, the business analyst needs to perform the following:
Identify Roles Identify Authorities
• Organizational models • Identify the level of authority

• Job descriptions for each role
• User guides • Delegations
• Procedural manuals • Inheritance
Identify Activities
• Functional decomposition
• Process modeling
• RACI Matrix
• CRUD Matrix
ASSESS ENTERPISE LIMITATIONS
STAKEHOLDERS
Domain SME
End Users Regulator
4
Assess
Enterprise
Limitations
Business Analyst
Customer
Sponsor
ASSESS ENTERPISE LIMITATIONS (contd.)
STAKEHOLDERS
Domain SME
End Users Regulator
May interact with

the organization
in the use of the Business Analyst
Customer
solution
Sponsor
STAKEHOLDERS
May be
Domain SME
customers or
employees
End Users Regulator
Business Analyst
Customer
Sponsor
STAKEHOLDERS
May provide inputs on

how the organization
interacts with the solution
Domain SME
End Users Regulator
Business Analyst
Customer
Sponsor
STAKEHOLDERS
Domain SME May have unique

inputs to
organizational
End Users Regulator assessment
Business Analyst
Customer
Sponsor
STAKEHOLDERS
Domain SME
End Users Regulator
Authorizes and
Business Analyst ensures funding
Customer for solution
Sponsor delivery
Topic 8.5: Recommend Actions to increase Solution Value
 Purpose
 Elements
Defect per Unit
 Techniques
 Stakeholders
RECOMMEND ACTIONS TO INCREASE SOLUTION VALUE
PURPOSE
• Solution limitations
• Enterprise limitations
I
N
P
The purpose of the task is to:
U
T
• enable identifying factors causing the gap between potential
S
value and actual value.
5 • identify alternatives to improve solution performance and value
Recommend realization.
Actions to
O
Increase
U

Solution

T
Value
P
U
T
Recommended actions
ELEMENTS
5
Recommend
Actions to

Increase
Solution PROVIDE FACTORS IMPACT
ADJUST SOLUTION
Value PERFORMANCE MEASURES RECOMMENDATIONS DECISIONS
The business analyst defines

appropriate measures when the
solution performance is not
supporting business goals and
objectives.
RECOMMEND ACTIONS TO INCREASE SOLUTION VALUE (contd.)
ELEMENTS
5
Recommend
Actions to

Increase
ADJUST SOLUTION
To increase solution performance,

recommendations may include:
• Do nothing
• Make an organizational change
• Reduce complexity of interfaces
• Eliminate redundancy
• Avoid waste
• Identify additional capabilities
• Retire the solution
ELEMENTS
5
Recommend
Actions to

Increase
ADJUST SOLUTION
Factors that impact the decision:
• Ongoing cost versus initial investment
• Opportunity cost
• Necessity
• Sunk cost
Help determine solution

Business Objectives performance
5
Recommend Sets the boundaries to
Actions to Solution Scope measure and evaluate
Increase
Solution
Value
Provides the context in which
Current State Description work needs to be completed

TECHNIQUES
There are 9 techniques for recommending actions to increase solution value.
Used to identify the factors constraining the performance of the solution
5
Recommend 1. Data Mining
Actions to
Increase
Solution
Value
TECHNIQUES
Used to make decisions under conditions of uncertainty
5
Recommend 2. Decision Analysis
Actions to
Increase
Solution
Value
TECHNIQUES
1 2
Used to identify possible opportunities to improve performance
5 3
4
5
Recommend 3. Process Analysis
Actions to
Increase
Solution
Value
TECHNIQUES
 Used to assess the potential costs and benefits of a change
5
Recommend 4. Financial Analysis
Actions to
Increase
Solution
Value
TECHNIQUES
Used to gather opinions, feedback, and attitudes to determine if value has been
met or exceeded
5
Recommend 5. Focus Groups
Actions to
Increase
Solution
Value
TECHNIQUES
Used to ensure identification of the required changes to the organization structure
5
Recommend 7. Organizational Modeling
Actions to
Increase
Solution
Value
TECHNIQUES
Used to identify the relative value of different actions to improve solution

performance
5
Recommend 8. Prioritization
Actions to
Increase
Solution
Value
TECHNIQUES
Used to identify, analyze, and manage the risks related to potential limitations of
the solution
5
Recommend 9. Risk Analysis and Management
Actions to
Increase
Solution
Value
STAKEHOLDERS
Domain SME
End Users Regulator
5
Recommend
Actions to
Increase
Solution
Value
Business Analyst
Customer
Sponsor
STAKEHOLDERS
Domain SME
End Users Regulator
May interact with

the organization
in the use of the Business Analyst
Customer
solution
Sponsor
STAKEHOLDERS
May be
Domain SME
customers or
employees
End Users Regulator
Business Analyst
Customer
Sponsor
STAKEHOLDERS
May provide inputs on
how to change the
solution in order to
increase value
Domain SME
End Users Regulator
Business Analyst
Customer
Sponsor
STAKEHOLDERS
Domain SME May have unique

inputs to
organizational
End Users Regulator assessment
Business Analyst
Customer
Sponsor
STAKEHOLDERS
Domain SME
End Users Regulator
Authorizes and
ensures funding
Business Analyst for implementation
Customer
of recommended
Sponsor actions
KEY TAKEAWAYS
Solution evaluation is the process of assessing performance and

value delivered by a solution in use by the enterprise, and to
recommend removal of barriers or constraints that prevent the full
Solution or a solution component may be in any form - prototype or realization of the value.
proof of concept, pilot or beta release, or operational release.
Measure solution performance is to define performance measures

and use the data collected to evaluate effectiveness of a solution.
The collected measures are analyzed to derive meaning and

actionable items.
The business analysts shall determine the factors internal and

external to the solution that restrict the full realization of value.
The business analyst shall recommend appropriate actions to
increase solution value, keeping in mind solution and enterprise
limitations.
It’s not necessary that recommendations are always made for

increasing solution performance. Depending on the reason, it may
be reasonable to take no action, adjust factors external to the
solution, or reset expectations from the solution.
Lesson 8: SOLUTION EVALUATION
CASE STUDY EXERCISE
 Defect per Unit

CASE STUDY
OVERVIEW
Quick facts:
 Established in 1990
 Leading Mutual Funds
business
 Has one of the largest
teams of research
analysts
 Diversified and sector
specific equity schemes
 Services through
distributors
CASE STUDY
Investors need to submit

transaction slips for redemption
and additional purchases.
Current analytics models are

based on limited parameters
and data from limited sources.
Current State
CASE STUDY
Investors are able to submit Fund Managers proactively

request online for redemption manage funds using analytics
and additional purchases. model based on multiple
parameters.
Future State Distributor services to existing

and new investors improves
using CRM capability and digital
marketing tools.
CASE STUDY
Activities in Elicitation, Analysis, and Design:
 
Business analyst identifies Requirements are elicited, Implementation team is
solution options, analyzes analyzed, specified, modeled, develops the solution
potential value, and verified, validated, and incrementally to enhance
recommends a solution. allocated to solution investor and distributor services.
components.
Vendors provide analytics

solutions to the fund managers.
The in-house team integrates the analytics
solution with the existing solution. 
CASE STUDY
Activities in Requirements Management and Communication and Solution Evaluation:

The business analyst analyzes
The business analyst prioritizes performance measures and assesses
the requirements and the solution and enterprise limitations.
communicates them iteratively.
The business analyst is also involved

in validating the incremental solution
to ensure value delivery.
CASE STUDY
EXERCISE
Questions Response
1 In the case study, what is the type of solution Create
approach used? Purchase
A combination of both
None of the above
2 Which of the following should a business analyst Solution limitation

know to recommend actions to increase solution Current state description
value? Enterprise limitation
All of the above
3 Which one of the following is most likely a factor Existing system interfaces
limiting the vendor solution performance? Fund manager skills
Distributor skills
None of the above
4 Which one of the following is not a likely to be Skill and Training Needs
considered while performing operational Tools and Technology that support a solution
assessment in the task ‘Assess Enterprise Policies and Procedures
Limitations’? Organizational Culture
CASE STUDY
ANSWERS
Questions Answers
1 In the case study, what is the type of solution approach used? A combination of both
2 Which of the following should a business analyst know to All of the above
recommend actions to increase solution value?
3 Which one of the following is most likely a factor limiting the vendor Existing system interfaces
solution performance?
4 Which one of the following is not a likely to be considered while Organizational Culture
performing operational assessment in the task ‘Assess Enterprise
Limitations’?
Quiz
QUIZ
Which one of the following should the business analyst not consider when collecting performance
measures?
1
a. Sample Size
b. Objective
c. Frequency
d. Timing
QUIZ
Which one of the following should the business analyst not consider when collecting performance
measures?
1
a. Sample Size
b. Objective
c. Frequency
d. Timing
Explanation: The business analyst need not consider the objective when collecting performance measures. The business analyst shall consider Volume or Sample
Size, Frequency, and Timing when collecting performance measures.
QUIZ
What does CRUD stand for?
2
a. Create, Restore, Update, Delete
b. Create, Read, Update, Delete
c. Create, Restore, Upload, Download
d. Customer, Regulator, User, Developer

QUIZ
What does CRUD stand for?
2
a. Create, Restore, Update, Delete
b. Create, Read, Update, Delete
c. Create, Restore, Upload, Download
d. Customer, Regulator, User, Developer
Explanation: CRUD Stands for Create, Read, Update, Delete

QUIZ
Which one of the following should not be considered while taking decisions regarding replacing a solution?
3
a. Necessity
b. Sunk Cost
c. Ongoing Cost
d. All of the above

QUIZ
Which one of the following should not be considered while taking decisions regarding replacing a solution?
3
a. Necessity
b. Sunk Cost
c. Ongoing Cost
d. All of the above
Explanation: Sunk Cost should not be considered while taking decisions regarding replacing a solution.
Sunk Cost is the money and effort already committed to an initiative, which cannot be recovered. So, the business analyst should not consider sunk cost when
considering future action.
QUIZ
Which one of the following is a common input to the tasks solution limitations and enterprise limitations?
4
a. Current State Description
b. Future State Description
c. Potential Value
d. Solution Performance Measure

QUIZ
Which one of the following is a common input to the tasks solution limitations and enterprise limitations?
4
a. Current State Description
b. Future State Description
c. Potential Value
d. Solution Performance Measure
Explanation: Solution Performance Measure is an input to both the tasks, solution limitations and enterprise limitations.
QUIZ
Which one of the following is not a type of data mining techniques?
5
a. Prescriptive
b. Descriptive
c. Predictive
d. Diagnostic
QUIZ
Which one of the following is not a type of data mining techniques?
5
a. Prescriptive
b. Descriptive
c. Predictive
d. Diagnostic
Explanation: Data mining is a general term that covers three types of techniques - Descriptive, Diagnostic, and Predictive .
This concludes “Solution Evaluation.”
The next lesson is “The Agile Perspective.”

THANK YOU
Lesson 9 – Agile Perspective
Describe agile business analysis
Identify Change Scope
Define the business analysis scope
List the approaches and techniques
Identify the underlying competencies
Assess the impact on knowledge areas

Lesson 9: The Agile Perspective
Topic 9.1: Introduction
 What is agile?
Defect per Unit
INTRODUCTION
Agile is a flexible mindset, which

embodies agile values and exhibits
complementary practices.
Active member working:
- as a proxy stakeholder
- working with a sponsor
Sponsor

Makes information available:
- at the right level of detail
Business Analyst - at the right time
Agile team
It is continuous work, relying on:
• communication

• facilitation
• coaching
• negotiation skills
Topic 9.1: Change Scope
 What is Change Scope?

 Impact of change on organizational objectives and
operations
Defect perorganizational
Unit objectives and
operations
CHANGE SCOPE
WHAT IS CHANGE SCOPE
Business Analyst Sponsor Change Team and

Stakeholders

To define the alignment
of proposed feature with
strategic objectives
Expectations:
 • Change
• Rapid response to
change Decompose product
vision to smaller
prioritized tasks
CHANGE SCOPE
WHAT IS CHANGE SCOPE
Delivery of incremental
changes
 Constantly evolving
scope
 Continual exploration to
 Prioritized work commitment
for one iteration only
develop requirements
CHANGE SCOPE
WHERE ARE AGILE PRINCIPLES APPLIED
AGILE
 
Commitment from customer
Challenging/unknown/ on regular engagement
emerging business needs
Business need/proposed
solution is complex
CHANGE SCOPE
USES OF AGILE PRACTICES
AGILE
Breadth of Change Depth of Change
 
Commitment from customer
Challenging/unknown/ on regular engagement
emerging business needs
Business need/proposed
solution is complex
CHANGE SCOPE
VALUE AND SOLUTIONS
Rapid and flexible Adaptive planning

Delivery of focused on continuous
response to change Value and improvement
Solution
 Ongoing review and

Solution evolves feedback of work
over a time period
Transparency in all
communication to align
efforts with business
needs
CHANGE SCOPE
ASSUMPTIONS FOR APPLYING AGILE
 Changing requirements are welcome anytime.
Business needs can be met using technology and process

change.
Initiatives have fully engaged the customers and SMEs.
Major
Team members are constant, empowered, and self-organizing.
Assumptions
 Team members have a mindset for improvement and have

multiple roles.
There is a preference for multidisciplinary and collocated teams.

Topic 9.3: Business Analysis Scope
 Change agents and change targets

Defect per Unit
BUSINESS ANALYSIS SCOPE
CHANGE AGENTS AND CHANGE TARGETS
Primary Change Agents Change Targets

 Agile mindset and atmosphere
 must be in place.
Agile Team Lead
Agile projects are organized

External Stake Product Owner around smaller agile teams.
Holders
Team Members Sponsor

POSITION OF A BUSINESS ANALYST
No specific role, but agile methodologies

perform Business Analysis
Business Analyst
Customer
Rep./Product Owner
Business Analysis
Activities
One or more member having business

analysis skills Team Members
BUSINESS ANALYSIS OUTCOMES
Project Vision
= Organization
Goals
Documents to Business Define

provide Analysis Acceptance
optimum value Criteria
Outcomes
Just enough
and just-in-
time
Documentation
Topic 9.4: Approaches and Techniques
 Approaches
Defect per and
Unit Techniques
AGILE APPROACHES
Evolutionary
Project
Management Scrum
Scaled Agile (Evo)
Framework (SAFe)
Extreme
Programming (XP)
Disciplined Agile
Delivery (DAD)
Kanban
Crystal Clear
Feature-Driven
Development
Dynamic System (FDD)
Development
Method (DSDM)
AGILE APPROACHES
Evolutionary
Project
Management Scrum
Scaled Agile (Evo)
Framework (SAFe) • For complex products, the
framework has Scrum
Extreme teams.
Programming (XP)
• Each element serves a
Disciplined Agile
specific purpose.
Delivery (DAD) • Scrum employs an
iterative, incremental
Kanban approach.
Crystal Clear
Feature-Driven
Dynamic System Development
Development (FDD)
Method (DSDM)
AGILE APPROACHES
Evolutionary
Project
Management Scrum
Scaled Agile (Evo)
Framework (SAFe)
Extreme
Programming (XP)
Disciplined Agile • Focus on technical

Delivery (DAD)
development processes
• Often used in conjunction
Kanban
with one of the agile
management frameworks
Crystal Clear • Describes 12 practices
Feature Driven
Dynamic System Development grouped into four areas:
Development (FDD) • Fine-scale feedback
Method (DSDM) • Continuous process
• Shared
understanding
• Programmer welfare
AGILE APPROACHES
Evolutionary
Project
Management Scrum
Scaled Agile (Evo)
Framework (SAFe)
Extreme
• Fixed iteration not needed
Programming (XP) • Work moves through
development process as a
Disciplined Agile continuous flow of activity
Delivery (DAD) • Limit “WIP”
• Based on “change
Kanban management,” “service
delivery” principles
• Defines general practices
Crystal Clear Feature Driven – Visualize, Limit WIP,
Dynamic System Development manage flow, make explicit
Development (FDD)
Method (DSDM) policies, implement
feedback loops, improve
collaboratively
AGILE APPROACHES
Evolutionary
Project
Management Scrum
Scaled Agile (Evo)
Framework (SAFe)
Extreme
Programming (XP) • Client-centric, architecture-
centric, pragmatic software
Disciplined Agile process
Delivery (DAD)
• 5 main activities are
performed iteratively:
Kanban
• Develop an overall
model
Crystal Clear Feature Driven
• Build feature list
Dynamic System Development • Plan by feature
Development (FDD) • Design by feature
Method (DSDM) • Build by feature
AGILE APPROACHES
Evolutionary
Project
Management Scrum
Scaled Agile (Evo)
Framework (SAFe)
Extreme
Programming (XP)
Disciplined Agile
Delivery (DAD)
Kanban
• Delivers the right solution
at the right time
• Brings together the agility
Crystal Clear Feature Driven and flexibility
Dynamic System Development • Easily tailored and used
Development (FDD) with traditional methods to
Method (DSDM) complement other agile
approaches like Scrum
AGILE APPROACHES
Evolutionary
Project
Management Scrum
Scaled Agile (Evo)
Framework (SAFe)
Extreme
Programming (XP)
Disciplined Agile
Delivery (DAD)
• Family of methodologies. Kanban

• Considered as “lightweight
methodologies”
Crystal Clear
• Focus on people, Feature Driven
interaction, community, Dynamic System Development
Development (FDD)
skills, talents, and Method (DSDM)
communications
• Small team of members (1
to 6)
AGILE APPROACHES
Evolutionary
Project
Management Scrum
Scaled Agile (Evo)
Framework (SAFe)
Extreme
Programming (XP)
• A process decision
framework for lean Disciplined Agile
Delivery (DAD)
enterprises
• A “people-first, learning
Kanban
oriented hybrid agile/lean”
approach
• Has a risk value delivery Crystal Clear Feature Driven
lifecycle, goal driven Dynamic System Development
• Tactically scalable at TAM Development (FDD)
level and strategically Method (DSDM)
scalable across the
enterprise
AGILE APPROACHES
Evolutionary
• Online, freely revealed Project
knowledge base Management Scrum
• Implements Lean-Agile Scaled Agile (Evo)
software and systems at Framework (SAFe)
enterprise scale Extreme
• Provides guidance for Programming (XP)
work at enterprise
portfolio, value, stream, Disciplined Agile
program, and team levels Delivery (DAD)
Kanban

Development (FDD)
Method (DSDM)
AGILE APPROACHES
• Uses the PDSA cycle

• Good at dealing with large,
complex, and innovative Evolutionary
Project
systems Management Scrum
• Uses impact estimation (Evo)
Scaled Agile
tables as a formal Framework (SAFe)
technique
Extreme
Programming (XP)
Disciplined Agile
Delivery (DAD)
Kanban

Development (FDD)
Method (DSDM)
AGILE TECHNIQUES
Purpose Alignment Model Value Stream Mapping Personas Real Options Story Decomposition Story Boarding Behavior- Driven Development
Planning Workshop Kano Analysis MoSCoW Prioritization Story Mapping Lightweight Documentation Retrospective
Relative Estimation
Business Analysts use techniques to elicit, analyze, document, prioritize, estimate,

and manage business analysis information in agile approaches.
AGILE TECHNIQUES
It is a method for aligning business decisions, processes,

and feature designs around purpose.
Purpose Alignment Model Value Stream Mapping Personas Real Options Story Decomposition Story Boarding Behavior Driven Development
Planning Workshop Kano Analysis MoSCoW

Relative Estimation Story Mapping Lightweight Documentation Retrospective
Prioritization
AGILE TECHNIQUES
Relative Estimation
A collaborative workshop, which determines the value

that can be delivered over a period of time.
AGILE TECHNIQUES
A lean-management method to analyze the current state

and designing a future state.
Relative Estimation
AGILE TECHNIQUES
Relative Estimation
A technique to understand which product feature will help

drive customer satisfaction; results used in Voice of
customer /Quality Function Deployment.
AGILE TECHNIQUES
Fictional characters that exemplify the way typical users

interact with the product.
Relative Estimation
AGILE TECHNIQUES
Relative Estimation
MoSCoW stands for Must, Should, Could, Won’t. It is a

prioritization technique.
AGILE TECHNIQUES
Real options is an approach to help people know when to

make decisions rather than how.
Relative Estimation
AGILE TECHNIQUES
Relative Estimation
It is a team estimation technique where the agile team

estimates user stories in absolute units of time by
comparison or by grouping of items of equivalent difficulty.
AGILE TECHNIQUES
It ensures that the requirements for a product are

represented at the appropriate level of detail and are
derived from valuable business objectives.
Relative Estimation
AGILE TECHNIQUES
Relative Estimation
It provides a visual map of the sequence of activities to be

supported by a solution. It helps groom Product Backlog
in a way that you have “big stories.”
AGILE TECHNIQUES
It is a visual and textual representation of sequence of

activities that represent user interaction with a system or
business. Storyboards are similar to scenarios.
Relative Estimation
AGILE TECHNIQUES
Relative Estimation
It ensures that all documentation has value for stakeholder

and doesn’t create overhead.
AGILE TECHNIQUES
It enhances the communication between stakeholders and

team members. It is a synthesis of practices stemming
from TDD or ATDD.
Purpose Alignment Model Value Stream Mapping Personas Real Options Story Decomposition Story Boarding Behavior-Driven Development
Relative Estimation
AGILE TECHNIQUES
Relative Estimation
Retrospective meetings are focused on continuous

improvement of the team process and help at the end of
every iteration.
Topic 9.5: Underlying competencies
 Underlying
Defect percompetencies
Unit for business analysts in agile
UNDERLYING COMPETENCIES
 Communication and Collaboration
 Continuous Improvement
Patience and Tolerance
 Ability to recognize business value

Flexibility and Adaptability
Business Analyst
 Ability to handle change

Topic 9.6: Impact on Knowledge Areas
 Impact
Defectofper
Agile
Uniton Knowledge Areas
IMPACT ON KNOWLEDGE AREAS
BUSINESS ANALYSIS KNOWLEDGE AREAS
ELICITATION AND COLLABORATION
and Design Definition
Potential Actual
Value Need Solution Requirements Design Proof of Concept Pilot or Operating Value
Scope or Prototype Beta Solution

1. Plan business analysis approach

2. Plan stakeholder engagement Outputs
3. Plan business analysis governance Used as key inputs
4. Plan business analysis information management for other tasks
5. Identify business analysis performance
improvements
Business Analysis
Planning and
Tasks
Performs
Business Analyst Stakeholder

 The plan gets updated prior to starting of each cycle to account for
changes.
Stakeholder involvement and engagement is key to the success

of agile projects.
Business Analysis
 Communication is less formal.
Planning and
Monitoring
Business Analysis Deliverables are often interactions and
collaboration with stakeholders.
 Lightweight Documentation.
BABOK ® Techniques
1. Stakeholder List, Map, or Persons
2. Metrics and Key Performance
Indicators
3. Scope Modeling
4. Collaborative Games
5. Backlog Management
6. User Stories
7. Estimation
8. Prioritization
9. Workshop
10. Mind Mapping
BABOK ® Techniques Agile Techniques

1. Stakeholder List, Map, or Persons 1. Lightweight Documentation
2. Metrics and Key Performance 2. Personas
Indicators 3. Relative Estimation
3. Scope Modeling 4. MoSCoW Prioritization
4. Collaborative Games 5. Retrospective
6. User Stories

7. Estimation
8. Prioritization
9. Workshop
10. Mind Mapping
Minimize the time

1. Prepare for elicitation between
Objective
2. Conduct elicitation elaboration of
3. Confirm elicitation results needs and their
4. Communicate business analysis information implementation
5. Manage stakeholder collaboration and progressive
Elicitation and elicitation of
Collaboration backlog.
tasks
Performs

Progressive elicitation and elaboration of

backlog items throughout an agile initiative
Elicitation and
Collaboration
BABOK ® Techniques
1. Brainstorming
2. Workshop
3. Prototyping
4. Interface Analysis
5. Non functional requirement analysis
6. Acceptance and evaluation criteria
7. Use cases and scenarios
8. User Stories
11. Concept Modeling
12. Process Modeling
13. Scope Modeling
14. Mind Mapping
15. Reviews
16. Stakeholder List, Map,
or Personas
BABOK ® Techniques
Agile Techniques
1. Brainstorming
2. Workshop 1. Lightweight Documentation
3. Prototyping 2. Personas
4. Interface Analysis 3. Story boarding
5. Non functional requirement analysis 4. Story mapping
6. Acceptance and evaluation criteria 5. Behavior Driven Development
7. Use cases and scenarios (BDD)
8. User Stories

11. Concept Modeling
13. Scope Modeling
14. Mind Mapping
15. Reviews
16. Stakeholder List, Map,
or Personas
1. Trace requirements Cohesive

2. Maintain requirements Establishes
relationship between
3. Prioritize requirements related requirements
4. Assess requirement changes and design
5. Approve requirements
Requirement
lifecycle
management
tasks
Performs
Business Analyst
 Expectation is that design will evolve as need changes
Features will be prioritization based on value
Requirement
lifecycle Build solution incrementally
management
Validate evolving solution with the stakeholder at the end of every

iteration
BABOK ® Techniques

2. Collaborative games
4. Prioritization
5. Review
6. Workshop
1. Acceptance and evaluation criteria 1. Kano Analysis

2. Collaborative games 2. MoSCoW Prioritization
3. Backlog Management 3. Story Decomposition
4. Prioritization 4. Story Mapping
5. Review
6. Workshop

STRATEGY ANALYSIS
A need of strategic or
1. Analyze current state Identifies tactical importance
2. Define future state enables the
3. Assess Risks enterprise to address
4. Define change strategy that need and align it
for the change
Strategy Analysis
tasks
Performs

STRATEGY ANALYSIS
Ensure that the solution after every iteration continues to

provide value
Strategy Analysis is used to define product vision and

roadmap
Strategy Analysis
 Adaptive to changes in the organization’s goals

STRATEGY ANALYSIS
BABOK ® Techniques
3. Business Capability Analysis
4. Concept Modeling
5. Scope Modeling
Indicators (KPIs)
7. Brainstorming
8. Workshop
STRATEGY ANALYSIS
1. Collaborative Games 1. Kano Analysis

2. Backlog Management 2. Personas
3. Business Capability Analysis 3. Purpose Alignment Model
4. Concept Modeling 4. Real Options
5. Scope Modeling 5. Value Stream Analysis
Indicators (KPIs)
7. Brainstorming
8. Workshop 
REQUIREMENT ANALYSIS AND DESIGN DEFINITION
1. Specify and model requirements

2. Verify requirements Estimates The potential value
3. Validate requirements for each solution
4. Define requirements architecture option
5. Define design options
Requirement 6. Analyze potential value and recommend solution
Analysis and
Design
Definition tasks
Performs
Business Analyst
 Analysis and Design are performed JIT
Analysis is performed before iteration to provide enough

information to estimate and plan the work.
Analysis is performed during iteration to provide enough

information to construct a solution.
Requirement  Models, analysis, and design techniques are used informally.

Analysis and

Design
Definition tasks User story is the lowest level of decomposition.
 User story contains acceptance criteria to specify how the story

should behave when implemented.
 Validation of the solution is performed at the end of every iteration.

BABOK ® Techniques
4. Business Rules Analysis
6. Process Analysis
7. Non Functional Requirements Analysis
8. Concept Modeling
9. Scope Modeling
11. Prioritization
12. Workshop
or Personas
14. User Stories

2. Collaborative Games 1. Kano Analysis
3. Business Capability Analysis 2. Purpose Alignment Model
4. Business Rules Analysis 3. Real Options
5. Interface Analysis 4. Story Decomposition
6. Process Analysis 5. Story Elaboration
7. Non Functional Requirements Analysis 6. Story Mapping
8. Concept Modeling 7. Story Boarding

9. Scope Modeling 8. Value Stream Analysis
10. Process Modeling 9. Behavior-Driven
11. Prioritization Development
12. Workshop 10. Lightweight Documentation
13. Use Cases and Scenarios 11. MoSCoW Prioritization
or Personas
14. User Stories
SOLUTION EVALUATION
1. Measure solution performance Removal of barriers

2. Analyze performance measures Recommend or constraints that
3. Assess solution limitations prevent the full
4. Assess enterprise limitations realization of the
5.Recommend actions to increase solution value value
Solution
Evaluation tasks
Performs
Business Analyst
SOLUTION EVALUATION
Continually assesses and evaluates the solution as it is

incrementally built
Ensures that the product meets expectations
Solution
Evaluation
 Identifies new opportunities to increase or add value to the

business
SOLUTION EVALUATION
BABOK ® Techniques
3. Process Analysis
Indicators
6. Prototyping
7. Reviews
8. Workshop
9. Stakeholder List, Map, or Personas
11. User Stories
SOLUTION EVALUATION

1. Acceptance and evaluation criteria 1. Personas
2. Value Stream Analysis
3. Process Analysis

Indicators
6. Prototyping
7. Reviews
8. Workshop
11. User Stories
KEY TAKEAWAYS
Agile is a flexible mindset, embodying a set of values and principles

and exhibited by a variety of complementary practices.
The business analysts continually reassess, adapt, and adjust their

efforts and tactics. Business analysis work is performed
continuously throughout an agile initiative.
Change is expected and the agile team delivers small, incremental

changes, and it is committed to work items for only one iteration.
Agile approaches focus on people interaction, transparent

communication, and ongoing delivery of valuable change to the
stakeholders.
Business Analysis planning and monitoring is continuous.
Progressive elicitation and elaboration occur throughout an agile
initiative. The expectation is that need will change and design will
Validation of solution occurs at the end of every iteration in place of evolve.
a formal requirements approval process. Agile approaches are often
used when there is uncertainty about the needs.
Analysis and design are performed on a just-in-time basis.

Evaluation of solution is on a continual basis to ensure the
deliverable meets business and stakeholder needs.
CASE STUDY
 Defect per Unit

CASE STUDY
OVERVIEW – BUSINESS NEED
John is a business analyst assigned to a business initiative

to develop a new blogging system for employees to blog
within the enterprise.
This system would enable employees to share their

knowledge and experience, which would be helpful for
others. It would also help to create a knowledge base over
a period of time.
CASE STUDY
Change strategy for the system is to develop incrementally

and iteratively based on the priority of features and
feedback from the user group.
50 users, who would be participating during the pilot are

identified from various business units. It is a diversified,
heterogeneous group of bloggers.
8 bloggers from various business units are identified as

domain subject matter expert. Around 20,000 employees
are expected to use the blog over a period of 6 months
once it’s deployed. A couple of users shall have
administrative privileges.
CASE STUDY
The business analyst uses various elicitation techniques to

determine attitudes, opinions, and preferences of the users
and features required of the blogging system. A set of
minimum features required are further decomposed into
user stories. Backlog items are refined on a just-in-time
basis with the team members.
The team agreed upon a 2-week iteration cycle. On the last

day of an iteration, the complete user stories with the key
users would be reviewed for feedback.
The business analyst, domain subject matter experts, and

the Agile team are also refining user stories in the backlog,
based on priority, while the implementation of a couple of
user stories taken up for the iteration is in progress.
CASE STUDY
After 3 iterations, a cloud-based blogging system with

minimum features has been deployed into the production
system for pilot run in a specific business unit. At periodic
intervals, more features were deployed. By the end of 8
iterations, the blogging system is ready for roll-out
throughout the enterprise.
Deployed Solution has been planned to be evaluated

periodically to improve performance and usability.
In summary, business analysis work was carried out
throughout the initiative in collaboration with the team.
Requirements elicitation and analysis and design were
performed on a just-in-time basis. The solution is
evaluated on a continual basis to ensure deliverables meet
business and stakeholder needs.
CASE STUDY
QUESTIONS
Questions Response
1 Which Agile methodology or framework has Disciplined Agile Delivery
been used for developing the blogging Scaled Agile Framework
system? Scrum
Extreme Programming
2 Which of the following is used to manage Iterative Planning

requirements to ensure that progressive Backlog Management
elaboration is based on priority? Information Management
Feedback Management
3 Which technique is used by the Agile team to Sprint

determine what value can be delivered over a Collaborative Game
period of time? Planning Workshop
Agile Team Meetings
CASE STUDY
QUESTIONS
Questions Response
4 Which of the following techniques might have Story Decomposition
been used in the case study? Story Mapping
Story Elaboration
All of the above
5 Which of the following statements best Solution is evaluated after 3 iterations and 8 iterations
describes how the solution is evaluated? Solution is evaluated on a continual basis
Solution is evaluated after every iteration
Solution is evaluated after 8 iterations
CASE STUDY
ANSWERS
Questions Answers
1 Which Agile methodology or framework has been used for Scrum
developing the blogging system?
2 Which of the following is used to manage requirements to Backlog Management
ensure that progressive elaboration is based on priority?
3 Which technique is used by the Agile team to determine what Planning Workshop
value can be delivered over a period of time?
4 Which of the following techniques might have been used in Story Decomposition, Story
the case study? Mapping and Story Elaboration
5 Which of the following statements best describes how the Solution is evaluated on a
solution is evaluated? continual basis
Quiz
QUIZ
In the context of agile techniques, product needs are expressed as concrete examples in:
1
a. Real Options
b. Behavior-Driven Development (BDD)
c. Storyboarding
d. Planning workshop
QUIZ
In the context of agile techniques, product needs are expressed as concrete examples in:
1
a. Real Options
b. Behavior-Driven Development (BDD)
c. Storyboarding
d. Planning workshop
Explanation: Behavior-Driven Development (BDD) is an approach that enhances the communication between stakeholders and team members by expressing
product needs as concrete examples.
QUIZ
Which of the following is true about agile approaches?
2
a. In agile approaches, pre-defined models for documentation are established.
b. In agile approaches, formal documentations are created before every iteration.
c. In agile approaches, documents are created with just enough information and just-in-time.
d. In agile approaches, documents are not created.

QUIZ
Which of the following is true about agile approaches?
2
a. In agile approaches, pre-defined models for documentation are established.
b. In agile approaches, formal documentations are created before every iteration.
c. In agile approaches, documents are created with just enough information and just-in-time.
d. In agile approaches, documents are not created.
Explanation: Requirements must be specified and modeled to validate requirements.

QUIZ
Which of the following agile approaches is a lightweight process management framework based on empirical process
control?
3
a. Empirical Process Management
b. Evolutionary Project Management
c. Disciplined Agile Delivery
d. Scrum
QUIZ
Which of the following agile approaches is a lightweight process management framework based on empirical process
control?
3
a. Empirical Process Management
b. Evolutionary Project Management
c. Disciplined Agile Delivery
d. Scrum
Explanation: Scrum is a lightweight process management framework based on empirical process control.
QUIZ
Which of the following is true about business analysis work ?
4
a. It is performed is to ensure that complete information is available to the agile team.
b. It is performed only when it is requested by the team.
c. It is performed during inception and retirement.
d. It is performed continuously throughout an initiative.

QUIZ
Which of the following is true about business analysis work ?
4
a. It is performed is to ensure that complete information is available to the agile team.
b. It is performed only when it is requested by the team.
c. It is performed during inception and retirement.
d. It is performed continuously throughout an initiative.
Explanation: Business analysis work is performed continuously throughout an initiative.

QUIZ
Results from which technique may be used in Quality Function Deployment (QFD)?
5
a. Kano Analysis
b. Value stream analysis
c. Purpose alignment model
d. Functional Analysis
QUIZ
Results from which technique may be used in Quality Function Deployment (QFD)?
5
a. Kano Analysis
b. Value stream analysis
c. Purpose alignment model
d. Functional Analysis
Explanation: Results from Kano analysis are used in Voice of Customer / Quality Function Deployment (QFD).
This concludes “The Agile Perspective.”
The next lesson is “The Business Intelligence Perspective.”

THANK YOU
Lesson 10 - Business Intelligence Perspective
What is Business Intelligence?
Change Scope
What is the Business Analysis Scope?
The Methodologies and Approaches
The Underlying Competencies
The Impact on Knowledge Areas

INTRODUCTION
According to Gartner:
“Business Intelligence (BI) is an umbrella term that

includes the applications, infrastructure and tools, and best practices that
enable access to and analysis of information
to improve and optimize decisions and performance.”
INTRODUCTION
Business Intelligence Business Analysis
Data Value-added Transformed,

Information integrated, and
enhanced data
Tactical Performance
Strategic Performance Operational Performance
Stakeholder
Lesson 10: Business Intelligence Perspective
 Breadth of Change
 Depth of Change
 Value and Solutions Delivered
 Defect Approach
Delivery per Unit
 Major Assumptions
CHANGE SCOPE
BREADTH OF CHANGE
Business
Intelligence
Solution Solution
Architecture
Key objectives
• Consistent definition and usage

of information
Integrate multiple data Foundation of the Business
sources Intelligence Solution
• Establishing a single point of
truth
Business Analysis may involve other infrastructure services.

CHANGE SCOPE
DEPTH OF CHANGE
Focus on the information needed to support decision making at different levels within
the organization
• Requirements for new or replacement of

existing report
• Data integration requirements
• Information requirements
Business Needs
CHANGE SCOPE
VALUE AND SOLUTIONS DELIVERED
The value of change is in its ability to provide timely, accurate, high-value, and actionable
information.
Strategic process
Better informed
Tactical process
decisions
Operational process
CHANGE SCOPE
DELIVERY APPROACH
Infrastructure Services
Extensible and Scalable Data Management Presentation

Solution Architecture
Analytics
On premise
Infrastructure
Hybrid Cloud
Big Data
CHANGE SCOPE
MAJOR ASSUMPTIONS
Availability of
cross functional
data infrastructure
Process
re-engineering and
Major assumptions of a change management
Source data can might be needed
be provided Business intelligence
by existing initiative
systems
 Key Stakeholders
 Business
Defect per Unit outcomes
Analysis
KEY STAKEHOLDERS
CHANGE SPONSORS
The top management
Cross-functional stakeholders
Shared business intelligence solutions
CHANGE TARGETS
Multiple levels in the organization
KEY STAKEHOLDERS
Business Analyst Position
Business Intelligence
Solution Providers
Stakeholder
Roles
Business Analyst
Functional Analyst
Data Modeler or
Data Analyst
Data Architect
BUSINESS ANALYSIS OUTCOME
The work of a Business analyst is focused on the major components of solution

architecture.
Business process Transformation Business analytics

coverage rules requirements
Target logical data

Solution
Decision models model and data
architecture
dictionary
Source logical data

Source data quality
model and data
assessment
dictionary
Topic 10.3: Methodologies and Approaches
 Define methodologies
 Describe
Defect per Unit
approaches
METHODOLOGIES AND APPROACHES
INTRODUCTION
Business Intelligence Within or alongside

Methodologies
initiative
Traditional Approach
Gathering data Creating

Data sourcing Cleaning data
in warehouse reports
T YPES OF DATA ANALY TICS
Descriptive Predictive Prescriptive

Analytics Analytics Analytics
METHODOLOGIES AND APPROACHES (contd.)

 Uses historical data

 Categorizes business information
 There are no assumptions
 Focus is on the requirements for:
• Standard reporting
• Dashboard
• Ad-hoc reporting
• Query functionality

 Applies statistical analysis methods

to historical data
 Focus is on the requirements for:
• Pattern recognition
• Predictive modeling
• Forecasting
• Condition driven alerts

 Expands on predictive analytics

 Focus is on:
• Business objectives
• Constraints criteria
• Business rules
SUPPLY AND DEMAND DRIVEN OBJECTIVES
Objectives and Priorities

of a Business Intelligence
initiative
Technical goals Business goals

(Supply driven) (Demand driven)
STRUCTURED AND UNSTRUCTURED DATA
• Numerical and categories

• Used in traditional data warehouse
solutions
• Focus of business analysis is on:
Structured Data
• Data model
• Data dictionaries
• Business rules
• Text, images, audio, and video

• Used in business intelligence solutions
• Focus of business analysis is on:
Unstructured Data • Metadata definition
• Data matching algorithms
Topic 10.4: Underlying Competencies
 List the Business analyst’s underlying competencies

Defect per Unit
BUSINESS ANALYST’S SPECIFIC COMPETENCIES
• Understand business data and functional usage
• Understand business processes
• Ability to analyze complex data structure
• Decision modeling
• Data analysis techniques including statistics, data profiling, and pivoting
• Data Warehouse and Business Intelligence concepts, and architecture
• Logical and Physical data models
• ETL (Extract, Transform, Load) best practices
• Business Intelligence reporting tools

 Impact of business intelligence on knowledge areas

Defect per Unit
REQUIREMENTS ANALYSIS
STRATEGY ANALYSIS AND SOLUTION EVALUATION
DESIGN DEFINITION
Potential Actual
Value Value
Need Solution Requirements Design Proof of Concept / Pilot / Beta Operating
Scope Prototype

Plan business analysis Plan stakeholder Plan business analysis

approach engagement governance
Plan business analysis Identify business

information analysis performance
management improvements
INPUT OUTPUT
Business Analyst
Effort of business TASKS Key inputs and

analysts and Organize and coordinate guidelines for other
stakeholders tasks
IMPACT ON KNOWLEDGE AREAS (contd.)
Requires Level of stakeholders and Impacts

Planned
business analysts expertise
approach
initiative
Data Structure
Enterprise wide Business Intelligence

business Solution
intelligence
solution
No Direct Value Multiple data Overlapping
sources information
requirements
BUSINESS ANALYSIS PLANNING AND MONITORING - TECHNIQUES
Stakeholder List,
Scope Modeling Process Modeling Brainstorming Interviews
Map, or Persons
Metrics and Key Non-Functional

Organization Surveys or
Performance Requirements Reviews
Modeling Questionnaires
Indicators Analysis
Acceptance and Use case and Risk Analysis and

Decision Analysis Workshop
Evaluation Criteria Scenarios Management
Root Cause
Balanced Scorecard User Stories Item Tracking
Analysis
Functional Roles and

Estimation Prioritization
Decomposition Permissions Matrix
Communicate
Confirm Manage
Prepare for Conduct Business
elicitation stakeholder
elicitation elicitation Analysis
results collaboration
information
Prepare for and conduct Communication with Ongoing collaboration with

elicitation activities and stakeholders once the business stakeholders throughout the
confirm results obtained analysis information is business analysis activities
assembled
Individual Stakeholder Cross functional Stakeholders Data Models and Data Dictionaries
May have partial knowledge Discover overlapping and Provide data structure and
and expertise common information business rules
Decision Models
Process
Models Commercial-Off-The-Shelf (COTS)
packages of business intelligence
Provide data sources Provide existing business rules Provide highly effective
required at decision points for decisions prototyping tools
ELICITATION AND COLLABORATION - TECHNIQUES
Stakeholder List,
Prototyping Interface Analysis
Map, or Persons
Document Surveys or
Observations
Analysis Questionnaires
Functional
Decomposition
Brainstorming Focus Groups Glossary Item Tracking

Assess requirement
Trace requirements Maintain requirements Prioritize requirements Approve requirements
changes
The tasks that business analysts perform in order to manage and

maintain the requirements and the design information from inception to
retirement.
Establish meaningful Assess, analyze, and gain

relationships between consensus on the
related requirements and proposed changes
designs
Business intelligence requires infrastructure capabilities in

the solution.
Structural dependencies may drive prioritization.

REQUIREMENTS LIFE CYCLE MANAGEMENT - TECHNIQUES
Stakeholder List,
Prioritization Item Tracking
Map, or Persons
Roles and Permission

Reviews
Matrix
Organizational
Workshop
Modeling
STRATEGY ANALYSIS
Analyze current state
Define future state
Assess Risks
Define change strategy
Collaborate with stakeholders Enable the enterprise to Align the resulting strategy
address that need
STRATEGY ANALYSIS
Strategy analysis tasks are modified in the following ways:
Map current state of enterprise

With high level conceptual data models
information
Evaluate current data management With organizational data modeling

infrastructure and data governance

With high level models – Logical data models, Data flow
Define future state by mapping the
models, Decision models, and Physical data models
architecture for data storage
Support incremental implementation

across functional areas of business With extensible architecture solution
 • Change strategy is based on business needs and priority

• May impact business operation and usability of infrastructure 
STRATEGY ANALYSIS - TECHNIQUES
Backlog Decision
Data Modeling
Management Modeling
Benchmarking
Organizational Data Flow
and Market
Modeling Diagram
Analysis
Stakeholder List,
SWOT Analysis Brainstorming Estimation
Map or Personas
Root Cause Document Risk Analysis and

Focus Groups
Analysis Analysis Management
Business Rules Functional

Decision Analysis Glossary
Analysis Decomposition
REQUIREMENTS ANALYSIS AND DESIGN DEFINITION
Specify and Define Analyze potential

Verify Validate Define design
model requirements value and
requirements requirements options
requirements architecture recommend solution
Initial concept A particular

Incremental and iterative
and exploration recommended
activities
of the need solution
REQUIREMENTS ANALYSIS AND DESIGN DEFINITION
Specify and model the data that has been captured
Identify data availability, redundancies, inconsistencies, and data quality issues
Create a future state data model
Define specific business rules
Analyze existing report
Identify and specify content and format of new business intelligence output
Assess capabilities of COTS with specified requirements

REQUIREMENTS ANALYSIS AND DESIGN DEFINITION - TECHNIQUES
Acceptance and
Evaluation Glossary Prioritization Prototyping Interviews
Criteria
Metrics and Key

Use Cases and
Performance Data Dictionary Reviews Observations
Scenarios
Indicators
Balanced Functional Vendor Sequence

Scorecard Decomposition Assessment Diagram
Stakeholder
Business Rules
List, Map or Scope Modeling State Modeling
Analysis
Personas
Decision Interface Process

Data Modeling
Analysis Analysis Modeling
Non Functional
Document Organizational Decision
Requirements
Analysis Modeling Modeling
Analysis
SOLUTION EVALUATION
Measure Analyze Assess Assess Recommend actions to

solution performance performance measures solution limitations enterprise limitations increase solution value
ADDITIONAL TECHNIQUES
Assess the performance of and value

delivered by a solution $$
Recommend removal of barriers or constraints
SOLUTION EVALUATION
Solution Evaluation tasks are modified because of:
Under utilization of information resources and analytic functionality that the

solution provides
Stakeholders may not be fully aware of the business intelligence capabilities

Stakeholders
Need for exploration and evaluation of opportunities for additional value

SOLUTION EVALUATION - TECHNIQUES
Acceptance and
Evaluation Prioritization Estimation Prototyping Interviews
Criteria
Metrics and Key

Performance Glossary Item Tracking Observations Focus Groups
Indicators
Balanced Functional Risk Analysis and Surveys or

Data Modeling
Scorecard Decomposition Management Questionnaires
Stakeholder List, Vendor Decision Use Cases and

SWOT Analysis
Map or Personas Assessment Modeling Scenarios
Business Rules Process Organizational

Decision Analysis User Stories
Analysis Modeling Modeling
KEY TAKEAWAYS
A key objective of a business intelligence system is the consistent

definition and usage of information throughout an organization by
establishing a single point of truth for all business data.
Business intelligence initiatives focus on the transformation of data into

value added information needed to support decision making.
The value of a business intelligence initiative is in its ability to provide

timely, accurate, high value and actionable information to the
stakeholders for making business decisions.
There are three types of data analytics — Descriptive, Predictive, and

Prescriptive — with increasing levels of systems complexity, cost, and
value.
The objectives and priorities of a business intelligence initiative can be
based on technical goals (supply driven) or business goals (demand
driven).
Two types of data, structured data and unstructured data, are considered
in business intelligence approaches.
Infrastructure components of a business intelligence solution are often

provided by a commercial-off-the-shelf package configured to specific
business environments and needs.
Topic 10.6: Case Study Exercise
CASE STUDY
John is a business analyst in an e-commerce company in

the retail segment. This segment is highly competitive and
it’s important to stay focused on improving solution
capabilities and customer experience, analyzing customer
feedback, and understanding customer behavior to keep
up with volatile sales trends.
Business Intelligence is a critical success factor for any

large e-commerce business in this cut-throat industry.
CASE STUDY
The business team needs a solution which can be used for

creating various models, and perform analytics to understand
trends and patterns. It’s also required that the business
intelligence solution should integrate transactional data,
weblogs, and other social network data. The outcome of
analytics would be used for target marketing, maintaining
inventory, logistics, and adding more relevant products and so
on.
CASE STUDY
John has conducted various elicitation sessions with business

intelligence stakeholders and solution providers to elicit,
analyze, and specify the requirements and designs.
Business analysis activities are performed to:
o Identify data sources, as an integration approach, and for
transformation rules
o Determine the frequency at which each data source shall be
loaded and processed
o Specify the information required at different levels within
the organization
o Determine the infrastructure required
o Identify ways to provide targeted information and analytics
insight to business stakeholders
CASE STUDY
Existing artifacts are used to understand the current data

management infrastructure, data governance, definitions of the
data structure, and business rules. Various models are created
when modeling and specifying the business analysis
information. It’s also determined to use commercial off-the-
shelf software for data visualization and integrate with in-house Business Analyst
business intelligence solution.
The solution is evaluated to ensure that the deliverables meet
the business and stakeholder needs.
Business Analysis
Activities
Stakeholders
CASE STUDY
EXERCISE
Questions Options
1 Business intelligence initiatives focus on the information required at process o Process decisions
level. What type of decisions is taken at this level? o Strategic decisions
o Tactical decisions
o Operational decisions
2 Which analytics technique is used to identify patterns? o Descriptive analytics

o Predictive analytics
o Prescriptive analytics
o Adaptive analytics
3 Which models are used to understand the current data management o Data Models and Business Models
infrastructure, data governance, definitions of the data structure, and business o Data Models and Process Models
rules? o Organization Modeling and data Models
o None of the above
4 Which models are least likely to be referred to or created in the case study? o Business Models
o Logical Data Models
o Decision Models
o Physical Data Models
5 Which elicitation technique is least likely to be used by the business analyst with o Interviews
business intelligence stakeholders and solution providers? o Workshops
o Brainstorming
o Focus Groups
CASE STUDY
ANSWERS
Questions Response
1 Business intelligence initiatives focus on the information required at process
level. What type of decisions is taken at this level? Operational decisions
2 Which analytics technique is used to identify patterns? Adaptive analytics
3 Which models are used to understand the current data management Organization Modeling and data models
infrastructure, data governance, definitions of the data structure, and business
rules?
4 Which models are least likely to be referred to or created in the case study? Business Models
5 Which elicitation technique is least likely to be used by the business analyst with Focus Groups
business intelligence stakeholders and solution providers?
Quiz
QUIZ
What does ETL stand for?
1
a. Extend, Transfer, Lead
b. Extract, Transform, Load
c. Extract, Transact, Learn
d. Extend, Transform, Load

QUIZ
What does ETL stand for?
1
a. Extend, Transfer, Lead
b. Extract, Transform, Load
c. Extract, Transact, Learn
d. Extend, Transform, Load

Explanation: ETL stands for Extract, Transform, Load.
QUIZ
Tactical decisions are taken at which level of an organization?
2
a. Process level
b. Operational level
c. Executive level
d. Management level
QUIZ
Tactical decisions are taken at which level of an organization?
2
a. Process level
b. Operational level
c. Executive level
d. Management level

Explanation: Tactical decisions are taken at the management level of an organization.
QUIZ In which type of data analytics does the business analysis focus on the business objectives,
constraints criteria, and the business rules?
3
a. Predictive
b. Descriptive
c. Prescriptive
d. Embedded
QUIZ In which type of data analytics does the business analysis focus on the business objectives,
constraints criteria, and the business rules?
3
a. Predictive
b. Descriptive
c. Prescriptive
d. Embedded

Explanation: In prescriptive data analytics, the business analysis focus is on the business objectives,
constraints criteria, and the business rules that are the basis for the decision making process.
QUIZ
The value of a business intelligence initiative is in its ability to provide ______________.
4
a. timely, accurate, high value and actionable information to the stakeholders
b. enterprise wide solution
c. infrastructure services
d. transform data into information and present it to the stakeholders

QUIZ
The value of a business intelligence initiative is in its ability to provide ______________.
4
a. timely, accurate, high value and actionable information to the stakeholders
b. enterprise wide solution
c. infrastructure services
d. transform data into information and present it to the stakeholders
The correct answer is a

Explanation: The value of a business intelligence initiative is in its ability to provide timely, accurate,
high value, and actionable information to the stakeholders.
This concludes “The Business Intelligence Perspective.”
The next lesson is “The Information Technology Perspective.”
THANK YOU
Lesson 11 – Information Technology Perspective
Business analysis from the information

technology perspective
Change scope for the IT perspective
Business analysis scope for the IT

perspective
Methodologies considered in the IT

perspective
The underlying business analysis

competencies for the IT perspective
The impact of the IT perspective on

different knowledge areas
Lesson 11: Information Technology Perspective
 Introduction
Defect pertoUnit
the information technology environment
INTRODUCTION
Technical Stakeholders

Business Analyst Information Technology or IT Environment
• Effectively articulate business vision to Consider the following when working in the
technical stakeholders Business Stakeholders IT environment:
• Collaborate with technical and business • Solution impact

stakeholders • Organizational maturity
• Change scope
Note: Business Analysts working in the IT context may prefer to use the term “Solution Requirements” instead of “Design” to maintain
a clear separation of responsibilities.
 What Change Scope is in the IT perspective

 Scenarios that trigger IT change
 Breadth
Defect and depth of change
per Unit
 Major assumptions for business analysis work
objectives and operations
CHANGE SCOPE
CHANGE SCOPE IN THE IT PERSPECTIVE
Identifies the type of

Describes what parts of the
problems solved
enterprise the change
encompasses
Identifies the nature of

the solutions sought
ENTERPRISE
Describes to what extent the Identifies how the

change impacts both the objectives solutions can be
and operations of the enterprise delivered and measured
CHANGE SCOPE (contd.)
TRIGGERS FOR CHANGE
Enhance an existing Improve operations to

Add a new organizational capability to achieve an improve organizational
capability organizational objective efficiency
SCENARIOS THAT TRIGGER CHANGE
Maintain an existing Correct the dysfunction

information technology of the information
system technology system
BREADTH OF CHANGE
Breadth of Change
 COTS require
IT initiatives may be single customization, integration,
system or multiple systems administration, and training
 Change may be managed as

Systems may be developed a project, continuous
in-house or selected as improvement, or
COTS maintenance activity
CHANGE SCOPE
BREADTH OF CHANGE (contd.)
Includes the nature of

business analysis activities
System performance
System shutdown
degradation
1 2
5 3
4
Business capabilities Contributors to and
and processes that users of the
depend on the IT capabilities and
systems processes
DEPTH OF CHANGE
Technical details – Definition of

individual data elements
Integration effort
Business Analyst
Analysis of how the IT system
supports business operations to
determine value
VALUE AND SOLUTION DELIVERED
 Reducing operating costs

Increasing stability and reliability
 Automating manual or error-prone processes
Value can be
increased by:  Implementing new functionality or capability
 Decreasing non-value add effort
 Increasing IT and business strategy alignment

DELIVERY APPROACH AND MAJOR ASSUMPTIONS
Business Analysis
Work
Delivery approach of an initiative Major assumptions include:

can be varied:
• Business analysts from other

• Can be a single release or multiple perspectives can integrate their work
releases with IT business analysis work
• Can be a short-time frame release • IT system change is driven by
or a phased implementation business need or technology
development
• Existing business processes are
delivering value through IT systems
 Change sponsor
 Change targets
 Position of a Unit
Defect per business analyst
 Business analysis outcomes
CHANGE SPONSOR AND CHANGE TARGETS
Likely Change Sponsors Change Targets
Technical Stakeholder
1 2
5 3
Technical Team Technical executive
4
Departments Processes
Business Stakeholder
Application owner Process owner
Business owner
Project manager

Applications Functions
Sponsor
Regulatory representative
BUSINESS ANALYSIS SCOPE (contd.)
SME with knowledge of current software implementation
Business process owner who has experience with the

business capabilities and processes
Business Analyst
System analyst who has experience with the business domain
Business analyst who is working with the business users of

an IT system
Technical person with technical experience
Business Analyst’s
Activities COTS representative who can configure and customize a
vendor-packaged solution
BUSINESS ANALYSIS SCOPE (contd.)
1 2
Business • Automation of some process steps
For IT Initiative processes Due to • New IT system functions
may change
5 3
1
For COTS 5 Business 2 • Functionality provided by the COTS solution
Solution
processes
Due to o Balances customization and business
may change
processes
4 3
BUSINESS ANALYSIS OUTCOMES (contd.)
The change approach has a direct impact on business analysis deliverables.
Business Analysis Deliverables
Define, prioritize, and verify

Prototypes Data models
requirements
Specification of business rules Process models Use cases and scenarios
Gap analysis State models User stories
Interface analysis Context models Other deliverables
Process analysis Decision models

Topic 11.4: Methodologies
 Software development methodologies

 Information
Defect per technology
Unit methodologies
DEVELOPMENT METHODOLOGIES
• Predictive —focus is on upfront planning and

Software formal documentation
development
methodologies • Adaptive—iterative and incremental
• Hybrid—a mix of both predictive and adaptive

processes
• Homegrown or organization specific

Information
technology • Requirements Engineering, or RE
methodologies
• Structured Systems Analysis and Design
Method, or SSADM
• Unified Process, or UP, methodologies

 Underlying competencies for business analysts in the IT

environment
Defect per Unit
 Understanding of technical feasibility

Influencing, facilitation, and negotiation skills
Knowledge of software testing
 Knowledge of solution architecture  System thinking
Business Analyst
Knowledge of IT software and applications
 Impact
Defectofper
theUnit
IT perspective on knowledge areas
Requirements Analysis Solution Evaluation

Strategy Analysis
Potential Actual
Value Need Solution Requirements Design Proof of Concept or Pilot or Beta Operating Value
Scope Prototype Solution


2. Plan stakeholder engagement
3. Plan business analysis governance
Outputs
Used as key inputs
4. Plan business analysis information management for other tasks
improvements
Business Analysis
Planning and
Monitoring tasks
Performs
Business Analyst Stakeholders

BUSINESS ANALYSIS PLANNING AND MONITORING (contd.)
 To identify resources required for business analysis work
 To understand the context of the business analysis work

Business Analysis
Planning and For business analysts to be knowledgeable about specific
Monitoring software or processes
For business analysts to engage with external stakeholders who

are experts in implementing COTS solutions
BUSINESS ANALYSIS PLANNING AND MONITORING (contd.)
BABOK® Techniques
Backlog Management Estimation
Document Analysis Item Tracking
Organizational Modeling Stakeholder List, Map, or Personas
Scope Modeling Roles and Permissions Matrix
Functional Decomposition Metrics and Key Performance Indicators or KPIs

Minimize the time

1. Prepare for elicitation
between
2. Conduct elicitation Objective
elaboration of
3. Confirm elicitation results needs and their
4. Communicate business analysis implementation
information and progressive
Elicitation and elicitation of
Collaboration 5. Manage stakeholder collaboration
backlog
tasks
Performs

ELICITATION AND COLLABORATION (contd.)
 A business analyst may use any of the techniques identified in the elicitation
and collaboration knowledge area.
 The technical staff may have the expertise, perspective, or experience

to identify the impact of IT change on other systems.
The elicitation approach provides a platform for collaboration between

technical and business teams, and the business analyst serves as a
facilitator.
Elicitation and
Collaboration
 Information technology changes are considered as cost-centric.
The business analyst can decrease the risk of rework by engaging with
technical and business teams.
ELICITATION AND COLLABORATION (contd.)
BABOK® Techniques
Brainstorming Acceptance and Evaluation Criteria Process Modeling
Workshops Use Cases and Scenarios Scope Modeling
Prototyping User Stories Mind Mapping
Interface Analysis Collaborative Games Reviews
Non-functional Requirements Analysis Backlog Management Stakeholders List, Map, Personas
Concept Modeling
1. Trace requirements
Establish Cohesive
2. Maintain requirements
relationship between
3. Prioritize requirements related requirements
4. Assess requirement changes and design
Requirement 5. Approve requirements
lifecycle
management
tasks
Performs
Business Analyst
REQUIREMENTS LIFE CYCLE MANAGEMENT (contd.)
 IT initiatives discover new enhancement, functionality, or technical approach

while creating the change.
 IT initiatives, therefore, have adopted short cycle times and rigorous

change control.
 The business analysts maintain alignment, approval, change control,

traceability, and requirements life cycle management tools.
Requirement The business analyst defines a process of frequent reviews of evolving

life cycle requirements to ensure alignment with business objectives.
management
 The business analyst analyzes the impact of the change and plans how to
manage proposed change.
 The business analyst maintains versions of each requirements, as technical

systems may change over time.
REQUIREMENTS LIFE CYCLE MANAGEMENT (contd.)
BABOK® Techniques
Acceptance and Evaluation Criteria
Metrics and Key Performance Indicators or KPIs
Decision Analysis
Prioritizing
Item Tracking
STRATEGY ANALYSIS
1. Analyze current state A need of strategic or

Identifies tactical importance to
2. Define future state enable the enterprise
3. Assess Risks to address that need and
4. Define change strategy align it for the change
Strategy
Analysis tasks
Performs

 The focus is on the technologies, systems, and business processes

impacted by a proposed change.

Current state description includes an understanding of manual
processes, systems, technologies, the data needed to perform
the task, and the interfaces with other systems.
Future state description includes how current systems are

required to change in order to support the future state.
Strategy
Analysis
 Understanding both current and future state provides direction

for the change and the solution options explored.
The business analyst assesses the potential risk associated with the
change.
BABOK® Techniques
SWOT Analysis Item Tracking Focus Groups
Business Capability Analysis Process Analysis Surveys and Questionnaires
Vendor Assessment Process Modeling Interviews
Functional Decomposition Scope Modeling Observation
Workshops

Analysis and
Design Definition
tasks
Performs
Business Analyst
REQUIREMENT ANALYSIS AND DESIGN DEFINITION (contd.)
 In IT, the term “Design” is used as a blueprint for software or application.
 In requirements analysis and design definition, the term “Design” is viewed more
broadly.
The business analyst elaborates business and technical requirements and

stakeholder and solution requirements.
Requirement
 Requirements defined can be used as part of solution design or input to the
technical design.
Analysis and
Design
Definition  The business analyst may rely on other change agents to produce the technical
design for solution options.
 The business analyst may partner with enterprise business analysts and business
architects to ensure that the IT requirements align with business strategy.
 Documentation is produced with sufficient and appropriate details.

REQUIREMENT ANALYSIS AND DESIGN DEFINITION (contd.)
BABOK® Techniques
Rules and Permissions

Business Rules Analysis Scope Modeling Sequence Diagram
Matrix
Decision Analysis Functional Decomposition Process Modeling Data Flow Diagram
Document Analysis Data Dictionaries Organizational Modeling Prototyping
Interface Analysis Glossary Decision Modeling Use Cases and Scenarios
Non-functional Estimation Data Modeling User Stories

Reviews State Modeling

SOLUTION EVALUATION
1. Measure solution performance Removal of

2. Analyze performance measures barriers or
Recommend
3. Assess solution limitations constraints that
4. Assess enterprise limitations prevent the full
5.Recommend actions to increase solution realization of the
Solution value value
Evaluation
tasks
Performs
Business Analyst
The focus of solution evaluation is on the solution components and the value they provide.
Within an IT context, change in one system may impact other systems.
Solution evaluation within the IT context is software testing and quality assurance.
The business analyst works with business stakeholders to execute user acceptance tests.
The value realization of IT solutions is associated with the associated business processes.
Solution
Evaluation
Both business and technical objectives are associated with benefit and value realization.
Analysis of the solution’s performance is focused on the technical system.
The business analyst works with the project team to assess solution limitations.
BABOK® Techniques
Acceptance and Evaluation Criteria Organizational Modeling
Metrics and Key Performance Indicators or KPIs Process Modeling
Decision Analysis Estimation
SWOT Analysis Item Tracking
Vendor Assessment Risk Analysis and Management

KEY TAKEAWAYS
The business Analyst proactively collaborates with technical and

business stakeholders to ensure that needs are understood and
aligned with organizational strategy.
Key factors to be considered while working in the information
technology environment are solution impact, organizational maturity,
and change scope.
In general, software development methodologies fall into two

approaches—predictive and adaptive. A hybrid methodology may
also be used.
The elicitation approach provides a platform for collaboration
between technical and business teams, where the business analyst
serves as a facilitator.
When creating a change, IT initiatives frequently discover new

enhancements, functionality, or technical approaches.
The business analyst may partner with enterprise business analysts

and business architects to ensure that the IT requirements align with
business strategy.
The business analyst works with business stakeholders to plan,

develop, and execute user acceptance tests, or UATs, to ensure the
solution meets their needs.
CASE STUDY
John is a business analyst in the travel industry for the last 10

years. Over a period of time, customer expectations in the travel
industry have changed.
Today’s customers expect online, 24 x 7 customer support, instant

ticket booking, car booking, comprehensive choices, and packaged
and customized domestic and international vacation plans for a
family group with rock bottom prices.
Recently, there has been a considerable reduction in lead

generation and efficiency in lead conversion due to the legacy
system and lack of digital marketing.
CASE STUDY
It’s important to align business and IT strategy to the

competition in the travel industry market.
The business objective is to retain existing customers and

increase sales by increasing lead conversion. Business
problems have been analyzed, alternative solutions
explored, and it has been agreed on by the key
stakeholders to implement a commercial-off-the-shelf, or
COTS, solution for digital and social marketing.
The COTS needs to be customized and integrated with the

existing IT systems. Part of the solution is to build an
integrated platform to integrate existing IT systems and
some external systems with the COTS solution.
CASE STUDY
The project team follows the predictive approach to build

the integrated platform. The new solution is also expected
to impact sales and marketing processes.
Existing processes have been analyzed and “To-Be”

processes are defined to leverage some of the advanced
capabilities of the COTS solution and to minimize
customization.
The initiative is focused on customization, administration,

training, and integration of the COTS solution.
Analysis and process definition

CASE STUDY
Paul is an IT business analyst focused on integration work,

whereas John works on the process changes and other
transition requirements.
John is working with a COTS representative in order to

define an implementation approach and user trainings.
Paul, along with the COTS representative and the
technical team, is working to understand and define
integration requirements.
Paul and John are also working with the stakeholders to

plan, develop, and execute user acceptance tests to
ensure that the solution meets their needs.
CASE STUDY
EXERCISE
Questions Options
1 Which one of these is not a valid potential risk in this o Additional process changes required based on the change initiated
case study? o COTS software may not be stable or may not perform as expected
o Mandatory data required for the integration may not be available
o Additional trainings may be required
2 Which underlying competency is most crucial for o Technical skills

business analysts practicing in an IT environment? o System thinking
o Negotiation skills
o Organizational skills
3 Which capability of the COTS solution is most o Reporting capability
important to be considered as one of acceptance and o Social marketing capability
evaluation criteria? o Email marketing capability
o Integration capability
4 Which of these activities is least likely to be performed o User training
as part of solution evaluation? o User acceptance training
o Assess solution limitations
o Assess solution performance
5 Which of the following is not a valid assumption in the o Process business analysts can integrate their work with the IT business analysts
case study? o The COTS representative has experience in customizing and implementing the
COTS system
o Existing IT systems are delivering value and have the data required for the COTS
system
o The implementation team has the required skill set to integrate the IT system with
the COTS system
CASE STUDY
ANSWERS
Questions Response
1 Which one of these is not a valid potential risk in this case study?
Additional trainings may be required
2 Which underlying competency is most crucial for business analysts System thinking
practicing in an IT environment?
3 Which models are used to understand the current data management Integration capability
Which capability of the COTS solution is most important to be considered
as one of acceptance and evaluation criteria?
4 Which of the following activities is least likely to be performed as part of User training
solution evaluation?
5 Which of the following is not a valid assumption in the case study? The implementation team has the required
skill set to integrate the IT system with the
COTS system
Quiz
QUIZ
What are the three factors to be considered while performing business analysis tasks in the
information technology environment?
1
a. Breadth of Change, Depth of Change, Delivery Approach
b. Solution Impact, Organizational Maturity, Change Scope
c. Solution Impact, Organizational Capabilities, Change Scope
d. Proposed solution, Existing IT systems, Change Scope

QUIZ
What are the three factors to be considered while performing business analysis tasks in the
information technology environment?
1
a. Breadth of Change, Depth of Change, Delivery Approach
b. Solution Impact, Organizational Maturity, Change Scope
c. Solution Impact, Organizational Capabilities, Change Scope
d. Proposed solution, Existing IT systems, Change Scope
Explanation: Solution Impact, Organizational Maturity, and Change Scope are the three factors to be considered while performing business analysis tasks in the
information technology environment.
QUIZ
Which of the following is NOT a valid assumption?
2
a. Business analysts working in another perspective can integrate their work with the work in an IT business analysis
perspective.
b. Existing business capabilities and processes are delivering value using IT systems.
c. IT systems should be upgraded every three years.
d. IT system change is driven by business need or technological development.

QUIZ
Which of the following is NOT a valid assumption?
2
a. Business analysts working in another perspective can integrate their work with the work in an IT business analysis
perspective.
b. Existing business capabilities and processes are delivering value using IT systems.
c. IT systems should be upgraded every three years.
d. IT system change is driven by business need or technological development.
Explanation: While the other three assumptions apply to business analysis work in the IT environment, the assumption that IT systems should be upgraded every
three years is not applicable in the IT environment.
QUIZ
Which of the following underlying competencies is most crucial for business analysts practicing in an IT environment?
3
a. Technical skills
b. Facilitation skills
c. Negotiation skills
d. System thinking
QUIZ
Which of the following underlying competencies is most crucial for business analysts practicing in an IT environment?
3
a. Technical skills
b. Facilitation skills
c. Negotiation skills
d. System thinking
Explanation: System thinking is the most crucial competency for business analysts practicing in an IT environment.
QUIZ
For which of the following is requirements documentation least useful?
4
a. For the business to verify and validate the requirements
b. For the developers to design the solution
c. For the testers to measure the solution’s performance
d. For operations to maintain the solution

QUIZ
For which of the following is requirements documentation least useful?
4
a. For the business to verify and validate the requirements
b. For the developers to design the solution
c. For the testers to measure the solution’s performance
d. For operations to maintain the solution
Explanation: Requirements documentation is least useful for operations to maintain the solution.
This concludes “Information Technology Perspective.”
The next lesson is “Business Architecture Perspective.”

THANK YOU
Lesson 12 – Business Architecture Perspective
About Business Architecture
Change Scope in Business Architecture
Business Analysis Scope
Reference Models and Techniques

for the business architecture
perspective
Underlying Competencies in the
Business Architecture Perspective
Impact of Business Architecture on

Knowledge Areas
Lesson 12: Business Architecture Perspective
 Introduction
Defect per Unit
INTRODUCTION
It is a blueprint of the enterprise that provides a common understanding of the organization

and is used to align strategic objectives and tactical demands.
Business model and Business functionality of an

Business Architecture
strategy of an enterprise enterprise.
BABOK ® V3.0 Entire Enterprise Concerns and Context Scenario Driven


Knowledge Based
INTRODUCTION
Capabilities
Organization Information
Value Streams
INTRODUCTION (contd.)
Stakeholders
Policies, Rules, Vision, Strategies

and Regulations and Tactics
Capabilities
Organization Information
Value Streams
Products and Initiatives and
Services Projects
Metrics and Decisions and

Measures Events
Business Architecture Guild, A Guide to the Business Architecture Body of Knowledge™, v 4.1 (BIZBOK® Guide), 2014. Part 1, Section N/A & Page 2
INTRODUCTION (contd.)
Stakeholders Who and where?

What?
Policies, Rules, Vision, Strategies

Why? Why?
and Regulations and Tactics
Capabilities
Who and where? Organization Information What?
Value Streams
Products and Initiatives and
What? How?
Services Projects
Metrics and Decisions and How?

Measures Events
How well? When and Where?
Business Architecture Guild, A Guide to the Business Architecture Body of Knowledge™, v 4.1 (BIZBOK® Guide), 2014. Part 1, Section N/A & Page 2
 What is change scope in the business

architecture perspective
 Breadth
Defect perand
UnitDepth of change
 Delivery approach
 Major assumptions for business analysis work
CHANGE SCOPE
BREADTH AND DEPTH AND VALUE OF SOLUTIONS
BREADTH AND DEPTH AND VALUE OF SOLUTIONS
Value of solutions
Decomposes systems, solutions Provides details on the Facilitate coordinated action Provides guidance in
into individual elements. individual elements. across the enterprise. multiple ways.
CHANGE SCOPE
DELIVERY APPROACH
Provides an insight into the

organisation’s alignment
with its strategy.
 Current, Future and more
 transition states may be

defined.
Delivery
Approach
Important role played by
business architects in
communicating and
innovating the org. strategy.
• Support of executive leadership.
 • Integration with ongoing initiatives.

• Integration with effective governance
processes.
CHANGE SCOPE
MAJOR ASSUMPTIONS
A view of the entire organization under analysis.
Full support from the senior leadership.
Major
Assumptions Participation of business owners and SMEs.
Organizational strategy in place.

 Business
Defect perAnalysis
Unit Scope
Change Sponsor Change Targets
• Business Capabilities
• Business Value Streams
Senior Executive/
• Initiative Plans
Business Owner
• Investment Decisions
• Portfolio Decisions
BUSINESS ANALYIS POSITION
Business
Strategy
and Goals
Understand the enterprise context.

Conceptual
Business
Information
Provide a holistic view.

IT, Process
and
Intelligence
Business Analyst
Architecture
Assimilate a variety of strategies to
develop business architecture.
Business
Performance
Scope Purpose Models and Blueprints

• Provide a broad
• Aligns the
scope and a • Business capability maps
organization to its
holistic view of the
strategy • Value stream maps
business
• Helps plan the • Organization maps
change in execution • Business information concepts
of the strategy. • High level process architecture
• Business motivation
models
Topic 12.4: Reference Models and Techniques
 Reference Models and Techniques

Defect per Unit
BUSINESS ARCHITECTURE REFERENCE MODELS
Value Association
Reference for
Model Cooperative
Supply Chain (VRM) Operations
Operations and
Reference Research
Business
(SCOR)
Motivation
Model
(BMM)
Process
Classification
Framework
Control
(PCF)
Objective for
IT
Information (COBIT)
Technology
Federal
Infrastructure eTOM and
Enterprise
Library Architecture FRAMEWORX
Service
Reference Model
ASSOCIATION FOR COOPERATIVE OPERATIONS AND RESEARCH (ACORD)
Value Association
Reference for
Model Cooperative The ACORD Reference
(VRM) Operations
Supply Chain Architecture is a series of five
Operations and
Research interrelated industry models,
Reference
(SCOR)
Business or facets, that use different
Motivation views to define the nature of
Model
(BMM)
the insurance industry.
Process
Classification
Framework
https://www.acord.org/standard
Control s/framework/Pages/default.aspx
(PCF)
Objective for
IT
Information (COBIT)
Technology
Federal
Enterprise
Library Architecture FRAMEWORX
Service
Reference Model
ASSOCIATION FOR COOPERATIVE OPERATIONS AND RESEARCH (ACORD)
It contains standardized definitions of insurance concepts.

Business Glossary
Capability Model It defines a baseline for the components of that industry and in particular what the insurance
companies need to do based on the company’s capabilities.
It is a set of reusable component templates for the various data services in the insurance
Component Model industry, organized based on the components described in the other business models for the
industry.
It is a logical level entity-relationship model that can be utilized in any database implementation. Some
Data Model of the many uses of the ACORD Data Model include designing physical data models, data
warehouses, or validating your own data models. It is generated from the Information Model.
Information Model It provides the relationships among insurance concepts, such as Policy, Product, Party, and
Claims.
BUSINESS MOTIVATION MODEL (BMM)
Value Association
Reference for
Model Cooperative
Operations and
Reference Research
Business
(SCOR)
Motivation
Model
(BMM)
Process
Classification It was initially developed by
Framework Business Rule Group (BRG)
Control
(PCF) provides a scheme or structure
Objective for
IT for developing, communicating,
Information (COBIT) and managing business plans in
Technology an organized manner. Now BMM
Federal
Infrastructure
Enterprise eTOM and specifications are maintained by
Library Architecture FRAMEWORX Object Management Group
Service (OMG).
Reference Model
BUSINESS ARCHITECTURE REFERENCE MODELS (contd.)
BUSINESS MOTIVATION MODEL (BMM)
Ends It is what the business wants to accomplish.
Means It specifies how the business intends to accomplish its ends.
Directives These are the business rules and policies that constrain or limit the available means.
Influencers These can cause changes that affect the organization’s use of its means or achievement of
its ends.
Assessment It is the judgment of an Influencer that affects the organization's ability to use its means or
achieve its ends.
CONTROL OBJECTIVE FOR IT
• It a good-practice framework
created by international
Value Association
professional association ISACA
Reference for
Model Cooperative
for information technology (IT)
(VRM) Operations management and IT
Supply Chain
and governance. It provides an
Operations
Reference Research implementable "set of controls
Business over information technology and
(SCOR)
Motivation organizes them around a logical
Model
framework of IT-related
(BMM)
Process processes and enablers.
Classification • The COBIT 5 framework for the
Framework governance and management of
Control
(PCF)
Objective for enterprise IT is a leading-edge
IT business optimization and
Information (COBIT) growth roadmap that leverages
Technology proven practices, global thought
Federal
Infrastructure eTOM and leadership and ground-breaking
Enterprise
Library Architecture FRAMEWORX tools to inspire IT innovation and
Service fuel business success.
Reference Model
CONTROL OBJECTIVE FOR IT
Framework It organizes IT governance objectives and good practices by IT domains and processes and
links them to business requirements.
Process Descriptions It is a reference process model and common language for everyone in an organization.
Control Objectives They provide a complete set of high-level requirements to be considered by management for
effective control of each IT process.
Management Guidelines These help assign responsibility, agree on objectives, measure performance, and illustrate
interrelationship with other processes..
Maturity Models They assess maturity and capability per process and helps to address gaps.
Regulatory and Governance of

Audit and Assurance Risk Management Information Security
Compliance Enterprise IT
eTOM and FRAMEWORX
• The Business Process Framework
(eTOM) is a critical component of
Value Association Frameworx for enabling
Reference for successful business
Model Cooperative transformation.
Supply Chain (VRM) Operations • It is a comprehensive, industry-
Operations and agreed, multi-layered view of the
Reference Research key business processes required
Business
(SCOR) to run an efficient, effective and
Motivation
Model agile digital enterprise.
(BMM) • ICT enterprises can leverage the
Process
experiences of the IT service and
Classification
Framework
telecommunications industry in
Control the operations space by
(PCF)
Objective for simultaneously adopting two of
IT
the most successful approaches,
Information (COBIT)
ITIL and the Business Process
Technology Framework (eTOM).
Federal
Enterprise • Frameworx is a suite of the best
Library Architecture FRAMEWORX practices and standards which,
Service
Reference Model when adopted enable a service-
oriented, highly automated and
efficient approach to business
operations.
Federal Enterprise Architecture Ser vice Reference Model (FEASRM)
Value Association A federal enterprise

Reference for
Model
architecture (FEA):
Cooperative
(VRM) Operations • Is the enterprise architecture
Supply Chain of a federal government
Operations and
Research • Provides a common approach
Reference
Business for the integration of strategic,
(SCOR)
Motivation business and technology
Model management
(BMM)
Process • Is governed by a set of
Classification federal laws and mandates
Framework
Control
(PCF) The Service Component
Objective for
IT Reference Model (SRM) is a
Information (COBIT) business and performance-
Technology driven, functional framework that
Federal
Infrastructure
Enterprise eTOM and classifies Service Components
Library Architecture FRAMEWORX with respect to how they support
Service business and/or performance
Reference Model objectives.
Federal Enterprise Architecture Ser vice Reference Model (FEASRM)
Service Domain - Service Types - Service Components
Customer Preferences Personalization
Support
Subscriptions
Services
Customer Customer Relationship
Service Alerts,
Back Office Management
Notifications
Services
SRM Process Profile
Business Domains Automation Management
Analytical Customer Initiated
Services Business Assistance
Management
Digital Asset Services
Services
INFORMATION TECHNOLOGY INFRASTRUCTURE LIBRARY (ITIL)
Value Association
Reference for
Model Cooperative
Operations and
Reference Research
Business
(SCOR)
Motivation
Model
(BMM)
Process
Classification
Information Technology Framework
Control
(PCF)
Infrastructure Library (ITIL) is a Objective for
widely accepted approach to IT IT
Service Management (ITSM), Information (COBIT)
which has been adopted by Technology
Federal
individuals and organizations Infrastructure eTOM and
Enterprise
across the world. ITIL provides a Library Architecture FRAMEWORX
cohesive set of best practices, Service
Reference Model
drawn from the public and private
sectors internationally.
INFORMATION TECHNOLOGY INFRASTRUCTURE LIBRARY (ITIL)
Support business outcomes
Enable business change Service strategy
Manage risks
Continual service ITIL Best
ITIL Key Service design
improvement Practices
Capabilities
Optimize customer
experience
Service operation Service transition

Show value for money
Continually improve
PROCESS CLASSIFICATION FRAMEWORK
Value Association
Reference for
Model Cooperative
Operations and
Reference Research
Business
(SCOR)
Motivation
Model
(BMM)
APQC's Process Classification Process
Framework®(PCF) is the most Classification
used process framework in the Framework
Control
world. It creates a common (PCF)
Objective for
language for organizations to IT
communicate and define work Information (COBIT)
processes comprehensively and Technology
Infrastructure Federal
without redundancies. Library eTOM and
Enterprise
Organizations use it to support Architecture FRAMEWORX
benchmarking, manage content, Service
and perform other important Reference Model
performance management
activities.
PROCESS CLASSIFICATION FRAMEWORK
PCF is available for:

Organizations use APQC's PCF to: • Cross-Industry
• Aerospace and Defence
• identify and prioritize improvement efforts, • Airline
• define and communicate accountability for • Automotive
• Banking
business processes that need to be
• Broadcasting
improved,
• City Government
• benchmark internally as well as with other • Consumer Electronics
organizations, • Consumer Products
• align IT rollouts and updates for similar • Downstream Petroleum
processes across the organization, • Education
• establish structure for measuring • Healthcare
performance, • Insurance
• understand dependencies and inter- • Life Sciences
connections across/between processes, • Property and Casualty Insurance
and • Retail
• Telecommunications
• consolidate enterprise content and
• Upstream Petroleum
knowledge.
• Utilities
SUPPLY CHAIN OPERATIONS REFERENCES (SCOR)
The Supply Chain Operations Value Association

Reference model is the world’s Reference for
leading supply chain framework, Model Cooperative
linking business processes, Supply Chain (VRM) Operations
performance metrics, practices Operations and
and people skills into a unified Reference Research
Business
structure. (SCOR)
Motivation
Model
The SCOR framework is used to (BMM)
increase the speed of system, Process
Classification
support the organizational
Framework
learning goals and improve (PCF)
Control
inventory turns: Objective for
IT
Information (COBIT)
Technology
Library Enterprise eTOM and
Architecture FRAMEWORX
Service
Reference Model
VALUE REFERENCE MODEL (VRM)
The Value Reference Model

(VRM) lists all the categories of
processes required to support Value
Value Association
Association
and enable the value chain Reference
Reference for
for
Model
Model Cooperative
Cooperative
execution under Govern and
SupplyChain
Chain (VRM)
(VRM) Operations
Operations
Plan categories. This supports Supply
Operations and
and
and enables corporations to Operations
Reference Research
Research
integrate four critical domains: Reference Business
(SCOR) Business
(SCOR) Motivation
Enterprise Management, Product Motivation
Development, Supply Chain Model
Model
Integration and Customer (BMM)
(BMM)
Process
Process
Relationship Management, using Classification
Classification
one reference model to support Framework
Framework Control
Control
the vision of an integrated value (PCF)
(PCF) Objectivefor
Objective for
chain. The key elements of the IT
IT
standard process VRM dictionary Information
Information (COBIT)
(COBIT)
include inputs/outputs, metrics Technology
Technology
and best practices. eTOMand
eTOM and
Library
Library Enterprise
Enterprise
Architecture
Architecture FRAMEWORX
FRAMEWORX
Service
Service
ReferenceModel
Reference Model
BUSINESS ARCHITECTURE TECHNIQUES
Business Process Customer Journey Map

Archimate ® ® Information Map Project Portfolio Analysis Service Oriented Analysis Value Mapping
Architecture
Business Motivation The Open Group

Model Capability Map Enterprise Core Diagram Organizational Map Roadmap Zachman Framework
Architecture Framework
A business analyst is expected to have knowledge of business

architecture technique working on specific initiatives.
BUSINESS ARCHITECTURE TECHNIQUES (contd.)
Archimate ®® visual Modeling leverages the

architecture practice and helps in describing and
understanding complex systems.
Business Process
Archimate ® ® Architecture
Customer Journey Map Information Map Project Portfolio Analysis Service Oriented Analysis Value Mapping


Architecture
Business The Open Group

Capability Map Enterprise Core Diagram Organizational Map Roadmap Zachman Framework
Motivation Model Architecture Framework
Provides the details of business motivation in terms of

mission, vision, strategies, tactics, goals, objectives,
policies rules and influencers.
It is the Modeling of the business processes, including

the interface points to provide a holistic view of the
processes that exists within an organization.

Architecture


Architecture

Model Capability Map Enterprise Core Diagram Organizational Map Roadmap
Zachman Framework
It is a hierarchical map categorized according to

strategic, core, and supporting capabilities.
It is a model that shows the journey of a customer

through various touch points in the organization and
their engagement with various stakeholders within the
service or organization
Business Process Customer

Architecture
Journey Map

Archimate ® ® Business Process Customer Journey Map Information Map Project Portfolio Analysis Service Oriented Analysis Value Mapping
Architecture
Business Motivation
Capability Map
Enterprise Core Roadmap
The Open Group
Zachman Framework
Model Organizational Map Architecture Framework
Diagram
It is used to model the integration and standardization

that the organization has chosen to use.
It is a catalogue of important business concepts

associated with the business capabilities and value
delivery of the business.
Archimate ® ®
Information
Architecture Project Portfolio Analysis Service Oriented Analysis Value Mapping
Map


Architecture
Business Motivation
Capability Map Enterprise Core Diagram
Organizational Roadmap
The Open Group
Zachman Framework
Model Architecture Framework
Map
It is a model that depicts the relationships between

business units, external partners, business
capabilities, and business.
It is used to model the projects, programs and

portfolios to provide a holistic view of the organization
initiatives.
Project
Archimate ® ® Information Map Portfolio Service Oriented Analysis Value Mapping
Architecture
Analysis


Architecture

Model Capability Map Enterprise Core Diagram Organizational Map Roadmap Architecture Framework
Zachman Framework
It is a model that shows the actions of an organization

needs to take to move from the current state to the
future state through one or more transition states.
It is used to model analysis, design, and architecture

of systems and software to provide a holistic view of
the IT infrastructure of the organization.
Archimate ® ®
Business Process Customer Journey Map Information Map
Service Oriented
Architecture Project Portfolio Analysis Value Mapping
Analysis


Architecture
Business Motivation
The Open Group
Model Capability Map Enterprise Core Diagram Organizational Map Roadmap Architecture Zachman Framework
Framework
TOGAF® - the Enterprise Architecture standard used by the world’s leading

organizations to improve business efficiency
TOGAF Part II - Architecture Development Method (ADM) – Phase B is
focused on development of business architecture.
It provides a holistic representation of the stream of

activities required to deliver value. It is used to
identify opportunities for an improvement and used
in business architecture.

Architecture


Architecture
Business Motivation
Capability Map Enterprise Core Diagram Roadmap
The Open Group Zachman
Model Organizational Map Architecture Framework
Framework
It is an intersection between the fundamentals of

communication and the transformation of an abstract
idea into an instantiation.
 Underlying Competencies
Defect per Unit
Deal with political situations Put things into broader context.
Tolerance for ambiguity and uncertainty Transform requirements into design of solution.
Suppress unnecessary information to provide

Lead and direct change in the organization high level views.
Consider multiple scenarios Think ahead of the times.
Business Analyst
Interact with people at the executive level Deliver tactical outcomes
 Impact on Unit
Defect per Knowledge Areas
Potential Actual


3. Plan business analysis governance Used as key
4. Plan business analysis information inputs for other
management tasks.
Business
Analysis Planning 5. Identify business analysis performance
and Monitoring
tasks
improvements
Understand the organizations: Focus on:
• Strategy and direction • Selection of those

• Operating model and value projects or initiatives
proposition that will provide
• Current business and maximum benefit.
operational capabilities • Determining which
• Stakeholder engagement framework and
Business Analysis models exist within
Planning and • Plan for growth, government
Monitoring tasks and planning processes the organization.
• Culture and environment
• Capacity for change
BABOK ® Techniques
2. Root Cause Analysis
5. Functional Decomposition
6. Estimation
7. Item Tracking
8. Scope Modeling
9. Organizational Modeling
11. Brainstorming
12. Interviews
13. Survey or Questionnaire
Indicators (KPIs)
16. Risk Analysis and Management
17. Stakeholder List, Map or Personas
18. Roles and Permission Matrix
19. Reviews
21. User Stories
BABOK ® Techniques
2. Root Cause Analysis Other Techniques
4. Non Functional Requirements Analysis 1. Business Process Architecture
5. Functional Decomposition 2. Capability Map
6. Estimation 3. Project Portfolio Analysis
7. Item Tracking 4. Service Oriented Analysis
8. Scope Modeling
11. Brainstorming
12. Interviews

Indicators (KPIs)
17. Stakeholder List, Map or Personas
19. Reviews
21. User Stories
1. Prepare for elicitation

2. Conduct elicitation Describes Communication
3. Confirm elicitation results with stakeholders
4. Communicate business analysis
Elicitation and information
tasks
Bridge the needs and desires of individual stakeholders within the

context.
 Optimize the enterprise goals and strategy.
Elicitation and
Collaboration
 Deeper understanding of strategy, drivers, motivation and
aspirations of the organization.
tasks
Bridge the gaps in understanding the importance of alignment
with organizational strategy.
 Need to use language that is mutually understood and supported by

stakeholders.
BABOK ® Techniques
1. Brainstorming
2. Document Analysis
3. Focus Groups
4. Interviews
6. Observation
7. Prototyping
9. Workshops
10. Glossary
11. Functional Decomposition
12. Item Tracking
1. Trace requirements Cohesive

2. Maintain requirements Establishes relationship
3. Prioritize requirements between related
4. Assess requirement changes requirements and
Requirement 5. Approve requirements design.
lifecycle
management
tasks
Business analyst working on business architecture need executive

support.

Business executives need to understand how projects impact
the business architecture on ongoing basis.

Business executives need to consider changes in both
internal and external situation and decide how to incorporate
changes in business architecture.
Requirement
lifecycle
management
The Architecture Review Board comprises senior executives
with decision making power.
 The architect group often engages in portfolio management.

BABOK ® Techniques
1. Balanced Scorecard
2. Benchmarking and Market Analysis
4. SWOT Analysis
6. Process Analysis
10. Estimation
11. Item Tracking
12. Reviews
13. Lessons Learned
16. Data Modeling
18. Roles and Permissions Matrix
19. Metrics and Key Performance Indicators (KPIs)
BABOK ® Techniques
2. Benchmarking and Market Analysis Other Techniques
4. SWOT Analysis 1. Archimate ®
5. Root Cause Analysis 2. Business Process Architecture
6. Process Analysis 3. Business Value Modeling
7. Decision Analysis 4. Capability Map
8. Interface Analysis 5. Enterprise Core Diagram
9. Collaborative Games 6. Project Portfolio Analysis
10. Estimation 7. Roadmap
11. Item Tracking 8. Service Oriented Analysis
12. Reviews 9. Value Mapping
13. Lessons Learned

16. Data Modeling
k
STRATEGY ANALYSIS
The resulting
1. Analyze current state align strategy for the
2. Define future state change with higher
3. Assess Risks and lower level
4. Define change strategy strategies.
Strategy
Analysis tasks
STRATEGY ANALYSIS
 Business analyst provides an architectural view of the current

state.
Business Analyst helps to define future state and transition

states to achieve the future state.
Strategy Business Analyst develops the roadmap based on the

Analysis organization’s change strategy.
 Business Analyst analyses the market conditions, movers,

organization compete strategy and brand positioning strategy.
STRATEGY ANALYSIS
BABOK ® Techniques
2. Business Model Canvas
5. SWOT Analysis
6. Business Rules Analysis
8. Estimation
9. Reviews
11. Data Modeling
12. Brainstorming
13. Document Analysis
14. Focus Groups
16. Workshops
17. Glossary
STRATEGY ANALYSIS
BABOK ® Techniques
2. Business Model Canvas Other Techniques
5. SWOT Analysis 1. Archimate ®
6. Business Rules Analysis 2. Business Process
Architecture
8. Estimation
9. Reviews 3. Capability Map
10. Organizational Modeling 4. Customer Journey Map
11. Data Modeling
5. Enterprise Core Diagram
12. Brainstorming
13. Document Analysis 6. Project Portfolio Analysis
14. Focus Groups 7. Roadmap
8. Service Oriented Analysis
16. Workshops
17. Glossary 9. Strategy Map
18. Stakeholder List, Map, or Personas 10. Value Mapping

2. Verify requirements
3. Validate requirements Structure and
4. Define requirements architecture organize
5. Define design options requirements.
Analysis and
Design Definition
tasks
• Architectural views can be provided by capability map, value map,

organization map and information and business process models.
• Models are intended to provide context and information that results in
better requirements and designs.
• Design is done in conjunction with understanding needs and requirements.
• Business analyst may use readily available architectural view provided by
business architecture.
Requirement • Business architecture provides the context to analyze the strategic

Analysis and alignment of proposed change.
Design Definition
• Business architecture attempts to ensure that the enterprise as a whole
continues to deliver value.
• Focus is on the value provided by organization from a holistic view.
• Avoid local optimization.
• Local optimization may not align with organizational strategy.
BABOK ® Techniques
2. Business Model Canvas
6. Process Analysis
15. Vendor Assessment
Other Techniques
BABOK ® Techniques
32. Business Rules Analysis 1. Archimate ®
33. Non Functional Requirements Analysis 2. Business Process Architecture
34. Brainstorming 3. Capability Map
35. Document Analysis 4. Customer Journey Map
36. Focus Groups 5. Enterprise Core Diagram
6. Project Portfolio Analysis
38. Prototyping
7. Roadmap
39. Observation
40. Workshops 8. Service Oriented Analysis
41. Data Dictionary 9. Value Mapping
42. Glossary
SOLUTION EVALUATION
1. Measure solution performance Removal of barriers

2. Analyze performance measures Recommend or constraints that
3. Assess solution limitations prevent the full
4. Assess enterprise limitations realization of the
5.Recommend actions to increase solution value value.
Solution
Evaluation tasks
SOLUTION EVALUATION
• During solution evaluation, an important question that needs to be asked is

how well is the business performing?
• To answer this, several other questions need to be answered.
• Questions
o What outcomes are the business, initiative or component expecting
to achieve?
o How can those outcomes to be measured, in terms of SMART
objectives?
o What information is needed to measure those objectives?
Solution
Evaluation o What processes, services are needed to collect the information?
o How is the performance information is best presented?
o How is this information is used to make investment decisions in the
future?
• The business analyst analyzes the results of measurement and factors
them in when planning for the future.
SOLUTION EVALUATION
BABOK ® Techniques
4. SWOT Analysis
8. Brainstorming
9. Focus Groups
10. Observation
12. Process Analysis
17. Item Tracking
18. Lessons Learned
SOLUTION EVALUATION
BABOK ® Techniques
Other Techniques
3. Collaborative Games 1. Business Motivation Modeling
4. SWOT Analysis
2. Business Process Architecture
6. Benchmarking and Market Analysis 3. Capability Map

7. Metrics and Key Performance Indicators (KPIs) 4. Customer Journey Map
8. Brainstorming
9. Focus Groups 5. Service Oriented Analysis
10. Observation 6. Value Mapping
12. Process Analysis
17. Item Tracking
18. Lessons Learned
KEY TAKEAWAYS
Business architecture is defined as “a blueprint of the enterprise that

provides a common understanding of the organization and is used to
align strategic objectives and tactical demands”
Organization, capability, value, and information are the foundations
of the business architecture. These four categories are relatively
stable compared to the extended set of business architecture
domains.
Business architecture may be performed across the enterprise or
across single line of business or across a single functional division.
Activities are generally performed with a view of the entire
enterprise in mind.
The architectural blueprint helps in understanding of how well the
organization aligns to its strategy. For each blueprint, current state,
future state and one or more transition state may be defined.
Organizational strategy is central to the communication strategy of

the business architect. It is essential to ensure that the stakeholders
understand and support the organization’s strategy.
Architectural views can be provided by capability maps, value maps,
organization maps, and information and business process models.
Models are intended to provide context and information that result in
better requirements and designs.
During solution evaluation, an important question is how well is the

business is performing?
CASE STUDY EXERCISE
 Defect per Unit

CASE STUDY
OVERVIEW - BUSINESS NEED
Standard Inc is a leading US based insurance company

with 3,000 employees and 30,00,000 customers, providing
life and health insurance services to retail and corporate
clients, directly and through partners.
Redstar Inc is a company with 1,100 employees with

15,00,000 customers in Asia pacific region and providing
home, travel and life insurance products.
It was a strategic decision for Standard to acquire Redstar,

so that they can expand their market and leverage
capabilities of Redstar in Asia pacific region.
CASE STUDY
BUSINESS ANALYSIS
Business leaders asked John, a senior business analyst,

to assess the impacts on enterprise architecture and
develop an enterprise architecture strategy in order to
align the business, information and application layer of
both the companies.
Standard Inc. was using a proven framework, which
helped their businesses to integrate with Redstar
businesses.
CASE STUDY
BUSINESS ANALYSIS
John and his team developed future state architecture,

considering the business, information and application tier
of both the companies. The future state architecture
contains various models and blueprints created by the
team of business analysts.
The initiatives involve collaboration with all levels of both
organizations, including senior leadership, functional
managers, portfolio, program and project managers,
product managers, solution architects, operations and IT
team.
It was important for a John to ensure that the companies
continue to deliver value to stakeholders during normal
operations and during change.
CASE STUDY
BUSINESS ANALYSIS
John developed a roadmap based on the organization’s

change strategy. These were the steps:
• Merge essential employee and accounting transactions
internal to the organization
• Focus on customer-facing processes with common lines
of business
• Integrate the processes related to the new lines of
business
From an EA perspective, John has taken a holistic look at

all architectural activities including applications, data,
integration, infrastructure, technology services, security
and change management. Support of executive business
leadership team and regular meetings with key
stakeholders helped the two companies to merge quickly.
CASE STUDY
QUESTIONS
Questions Response
1 What is the breadth of change described in Across a single functional division
the case study? Across a single line of business
Across the enterprise as a whole
Across all information technology systems and
applications
2 Which is the following underlying The ability to put things in context
competencies is least likely to be A high tolerance of ambiguity and uncertainty
demonstrated in the case study? The ability to lead and direct change in
organizations
The ability to deal with external politics
3 Which one of the following is most likely to be ACORD
used by the Standard Inc., for helping their ACCORD
businesses integrate with Redstar’s NAIC
businesses? PCF
CASE STUDY
QUESTIONS
Questions Response
4 Which one of the following factors contributed The support of the business leadership team
most towards the success of the business Integration with ongoing initiatives
architecture work as described in the case Access to senior leadership team, functional
study? managers and other key stakeholders
Integration with effective governing processes
5 Which of the following is central to the Organisational change management

communication strategy of business Advocacy for the organizational strategy
architects? Organizational hierarchy and map
Stakeholder management
CASE STUDY
ANSWERS
Questions Answers
1 What is the breadth of change described in the case study? Across the enterprise as a whole.
2 Which is the following underlying competencies is least likely The ability to deal with external
to be demonstrated in the case study? politics.
3 Which one of the following is most likely to be used by the ACORD

Standard Inc., for helping their businesses integrate with
Redstar’s businesses?
4 Which one of the following factors contributed most towards The support of business
the success of the business architecture work as described in leadership team
the case study?
5 Which of the following is central to the communication strategy Advocacy for the organizational
of business architects? strategy
Quiz
QUIZ
Which one of the following is considered as the foundation of the business architecture?
1
a. Organization, Capability, Value, Information
b. Organization, Product, Employees, Suppliers
c. Mission, Vision, Goal, Strategy
d. Organization, Stakeholder, Product & Services, Capability

QUIZ
Which one of the following is considered as the foundation of the business architecture?
1
a. Organization, Capability, Value, Information
b. Organization, Product, Employees, Suppliers
c. Mission, Vision, Goal, Strategy
d. Organization, Stakeholder, Product & Services, Capability
Explanation: Organization, capability, value, and information represented comprises the foundation of the business architecture.
QUIZ
Which one of the following is not a valid assumption?
2
a. A view of the entire organization under analysis
b. Full support from the implementation team
c. Participation of business owners and Subject Matter Experts (SMEs)
d. Organizational strategy is in place

QUIZ
Which one of the following is not a valid assumption?
2
a. A view of the entire organization under analysis
b. Full support from the implementation team
c. Participation of business owners and Subject Matter Experts (SMEs)
d. Organizational strategy is in place.
Explanation: Full support from the implementation team is not a valid assumption; what is important is to have full support from the senior leadership.
QUIZ
Which reference model is the most used reference model?
3
a. Process Classification Framework® (PCF)
b. Information Technology Infrastructure Library (ITIL)
c. Control Objective for IT (COBIT)
d. Supply Chain Operations Reference (SCOR)

QUIZ
Which reference model is the most used reference model?
3
a. Process Classification Framework® (PCF)
b. Information Technology Infrastructure Library (ITIL)
c. Control Objective for IT (COBIT)
d. Supply Chain Operations Reference (SCOR)
Explanation: Process Classification Framework® (PCF) is the most used process framework in the world.
QUIZ
Which technique is used to model the relation between business units to each other, to external partners, to
capabilities and information?
4
a. Capability map
b. Information map
c. Organization map
d. Business process architecture

QUIZ
Which technique is used to model the relation between business units to each other, to external partners, to
capabilities, and to information?
4
a. Capability map
b. Information map
c. Organization map
d. Business process architecture
Explanation: Organizational map is a model to depict relationship between business units to each other, to external partners, to capabilities, and to information.
This concludes “Business Architecture Perspective.”
The next lesson is “Business Process Management Perspective.”

THANK YOU
Lesson 13—Business Process Management Perspective
About Business Process Management
Change Scope
Business Analysis Scope
Frameworks, Methodologies, and

Techniques
Underlying competencies
Impact on Knowledge Areas

Lesson 13: Business Process Management Perspective
 Introduction
Defect pertoUnit
the Business Process Management perspective
INTRODUCTION
Focuses on how organization performs

work
Business Process Management

(BPM)  View of value delivery of the organization
Organization
Views the organization through a process-
centric lens
delivers value
BPM Implementing the improvement in the way work
Initiative is performed in an organization
Note: BPM is an ongoing effort and an integral part of the ongoing management and the operation of the organization.
 What Change Scope is in the Business Process Management perspective

 Breadth and Depth of change
 Value and solution delivered
Defect per Unit
 BPM drivers
 Delivery approach
 Process improvement approach
 Major assumptions
 operations
CHANGE SCOPE
BUSINESS PROCESS MANAGEMENT LIFECYCLE
Designing
Optimizing Modeling
Monitoring Executing
CHANGE SCOPE
BREADTH AND DEPTH OF CHANGE
Ensure that the value delivery is

Breadth of change optimized from end to end
Goal
Depth of change
Uses the BPM frameworks to facilitate the analysis

and understanding of the organization processes
Engages in continuous improvement activities

Business Analyst
CHANGE SCOPE
VALUE AND SOLUTION DELIVERED

Improving operational performance
  Reducing costs
Value can be
increased by  Reducing risks
Including transparency into processes and operations provides clear

operational view
CHANGE SCOPE
BPM DRIVERS
Cost reduction initiatives Increase in quality Increase in productivity Emerging competition Risk management
Core system Post merger and Standardization of

Compliance initiatives Process automation
implementation acquisition rationalization initiatives
Establishment of BPM
Major transformations Increase agility Faster processes
Center of Excellence
CHANGE SCOPE
DELIVERY APPROACH—IMPLEMENTATION MECHANISM
Business Process Substantial Process Specialized BPMS

Evolutionary Change
Re-engineering Discovery Benchmarking applications
CHANGE SCOPE

Evolutionary Change
• Major process
re-design across
the enterprises
CHANGE SCOPE

Evolutionary Change
• Overall objectives
of the process
• Individual changes
at sub-process
level in line with
process goals
CHANGE SCOPE

Evolutionary Change
• Methods used
when processes
are undefined
• When the
documented
version is different
from actual
process in use
CHANGE SCOPE

Evolutionary Change
• Comparison of the
organization’s
processes and
performance
metrics to the
industry best
practices
CHANGE SCOPE

Evolutionary Change
• Designed to
support BPM
initiatives and
execute the
process models
directly
CHANGE SCOPE
PROCESS IMPROVEMENT APPROACHES
Top-down
Bottom-up
People-
centric
IT-centric
CHANGE SCOPE
• Orchestrated by Senior Management

Top-down • Spanning end-to-end processes
Bottom-up
People-
centric
IT-centric
CHANGE SCOPE
Top-down
Tactical approaches to improve the

Bottom-up individual processes or sub-processes
People-
centric
IT-centric
CHANGE SCOPE
Top-down
Bottom-up
Change is related to the activities and

People-centric workflows in an organization
IT-centric
CHANGE SCOPE
Top-down
Bottom-up
People-
centric
Initiatives are focused on process

IT-centric automation
CHANGE SCOPE
MAJOR ASSUMPTIONS
Major assumptions include
• Processes are generally supported by IT systems. Development of IT

systems are not covered under BPM.
• BPM initiatives have senior management support.
• BPM system requires a tight integration with organizational strategy.
Business Analysis • BPM initiatives are cross functional.

Work • BPM initiatives are end-to-end processes in the organization.
 Change sponsor
 Change targets
 Position
Defectofper
a business
Unit analyst
 Business analysis outcomes
Change Sponsors Change Targets
• Focus on value
and outcomes
Customer Regulator
• BA practices
applied to BPM
initiatives
Executive
Process owner Process participants
Initiate and manage

process improvements
Process Manager
Process manager Implementation Team
• Modeling, analyzing, deploying, monitoring, and continuously improving business

processes
• Developing and maintaining standards.

Process
Architect • Maintaining repository of reference models for products, services, business processes,
Key Performance Indicators (KPIs), and Critical Success Factors (CSF)
• Documenting process design along with performance trends

Process
Analyst • Performing analysis and assessment of As-Is process, evaluating process design options, and making
Business Analyst Or recommendations for change
Designer
• Capturing As-Is and To-Be processes
Process • Documenting a process for implementation

Modeler
Business process models
Business rules
Business decision
Process performance measures
Process performance assessment

Topic 13.4: Frameworks, Methodologies, and Techniques
 BPM Frameworks
 BPM Methodologies
 BPM Techniques
FRAMEWORKS, METHODOLOGIES, AND TECHNIQUES
BPM FRAMEWORKS
ACCORD
Maps current state models and unstructured data to

conceptual models
Governments Strategic Reference Model (GSRM)

Enhanced Telecommunications Operations Map (eTOM)
Provides generic government processes and patterns for
each stage of organizational maturity
Maps out the processes involved at the enterprise level
Model based and integrated process improvement (MIPI)

• Understand business needs and process
• Model and Analysis process
Business Analyst Process Classification Framework (PCF)
• Redesign process Creates a common language for organizations to

• Implement new process communicate and define work processes comprehensively
• Assess new process and methodology and without redundancies
• Review process
BPM METHODOLOGIES
Adaptive Case Management Business Process Re-engineering Continuous Improvement (CI)

(ACM) (BPR)
Lean Six Sigma Theory Of Constraints (TOC)
Total Quality Management (TQM)

BPM METHODOLOGIES
• Used when processes are not

Adaptive Case Management static and have a lot of human Business Process Re-engineering Redesigning business processes
(ACM) interaction (BPR) for improvements in critical
• May be different each time it is performance measures
performed
Ongoing monitoring and

Continuous improvement
Continuous Improvement (CI) adjustment of existing processes Lean methodology focusing on
to bring them closer to goals or
eliminating waste in a process
performance targets
FRAMEWORKS, METHODOLOGIES AND TECHNIQUES
BPM METHODOLOGIES
Continuous improvement methodology

Six Sigma focusing on eliminating variations in the
outcome of a process
• Controls the performance, and can be

optimized by managing the variables
Theory Of Constraints (TOC)
• Variables are throughput, operational
expenses, and product inventory
• Organization processes should provide

highest quality products and services to
Total Quality Management (TQM) the customer and stakeholders
• Products or services should meet or

exceed the customer and stakeholder
expectations
BPM TECHNIQUES
House of Quality / Inputs, Guide,

Cost Analysis Voice of Customers Outputs, Enablers
(VOC) (IGOE)
Failure Mode and

Critical To Quality Who What When
Effect Analysis Kaizen Event
(CTQ) Where Why (5Ws)
(FMEA)
Supplier, Inputs,
Drum-Buffer-Rope Value Stream
Cycle Time Analysis Process, Outputs,
(DBR) Analysis
Customers (SIPOC)
Define Measure Define Measure Theory of

Value Added
Analyze Design Analyze Improve Constraints (TOC)
Analysis
Verify (DMADV) Control (DMAIC) Thinking Processes
BPM TECHNIQUES
Critical To Quality
Cost Analysis (CTQ)
A set of diagrams used for aligning

A list of cost of each activity in a
process improvement effort to
process is totaled to understand
customer requirements. Used in
the cost associated with a
six sigma Define Measure
product or service Cycle Time Analyze Design
Analysis Verify (DMADV)
An analysis of time taken by Used to develop new processes

each activity within the process or improve existing processes.
Used in six sigma
BPM TECHNIQUES
Define Measure Failure Mode and

Analyze Improve Effect Analysis
Control (DMAIC) (FMEA)
Used to improve processes. A systematic method of

Used in six sigma investigating process failures
and defects and identifying the House of Quality /
Drum-Buffer-Rope potential causes Voice of Customers
(DBR) (VOC)
A method to ensure that the A matrix relating customer need and

system constraint always functions product characteristics to the
at the maximum possible output capabilities of an organization
BPM TECHNIQUES
Inputs, Guide, Supplier, Inputs,

Outputs, Enablers Process, Outputs,
(IGOE) Customers (SIPOC)
A diagram that describes the A table that summarizes the

context of a process, by listing inputs and outputs of multiple Theory of
the Inputs, Outputs, Guide and processes Constraints (TOC)
Kaizen Event
Enablers or Supporting tools Thinking Processes
required for the process
A rapid effort to improve value A set of logical cause and effect

delivery in one specific activity models used to diagnose
or sub-process conflicts, identify root cause of
the problem
BPM TECHNIQUES
Value Added Who What When

Analysis Where Why (5Ws)
Value Stream
Analysis
Benefit to the customer added A set of questions for basic

at each step to identify information gathering. 5Ws may
opportunities for improvement also include How, then it’s 5Ws
1H
To assess the value added by
each functional area of a
business to the customer as
part of end-to-end process
Topic 13.5: Underlying Competencies
 Underlying
Defect percompetencies
Unit in the BPM perspective
INTRODUCTION
Needs to challenge the status quo, understand the root cause of a problem and encourage SMEs to
consider new ideas and approaches
Understands and articulates internal and external views of the processes under analysis
Business Analyst A neutral and independent facilitator of the change and frequently involved in negotiation,
conflict resolution between individuals with different opinions
Needs to communicate to individuals, across the organization, and outside the organization
Topic 13.6: Impact of Knowledge Areas
 Impact of the BPM Perspective on Knowledge Areas

Requirements Analysis Solution Evaluation

Strategy Analysis
Potential Actual


Used as key inputs
3. Plan business analysis governance and guidelines for
4. Plan business analysis information management the other tasks
improvements
Business Analysis
Planning and
Monitoring tasks
Performs

Progressive elaboration is common
 Involves continuous improvement activities

Business Analysis
Planning and Common cause of failure is the failure to plan for ongoing
Monitoring monitoring of the effects of change to the process
The initial focus is on analyzing and improving business processes, then

on the technology and systems which support business processes
BABOK® Techniques
Stakeholder List, Map, or Personas Process Modeling
Estimation Item Tracking
Reviews Workshops
Other Techniques Input, Guide, Outputs, Enablers (IGOE)

To prepare for
1. Prepare for elicitation and conduct
2. Conduct elicitation Objective elicitation
3. Confirm elicitation results activities and
confirm the result
4. Communicate business analysis obtained
Elicitation and information
tasks
Performs

Process modeling and stakeholder analysis is utilized during the elicitation

phase.
The effect of all process improvements on the organization, people and

technology are considered when existing processes are changed.
Elicitation and
Collaboration  Process maps are important tools to drive elicitation.
Process changes can have a significant impact across the organization. So

managing stakeholder expectations are critical.
BABOK® Techniques
Stakeholders List, Map, Personas Root Cause Analysis Scope Modeling
Process Modeling Brainstorming Document Analysis
Focus Groups Interface Analysis Interviews
Observations Prototyping Surveys and Questionnaire
Workshops Reviews Use Cases and Scenarios
Metrics and Key Performance Indicators

User Stories
(KPIs)
Other Techniques House of Quality / Voice of Customer

• Establish meaningful
relationships between
1. Trace requirements related requirements and
2. Maintain requirements designs
3. Prioritize requirements • Assess, analyze and
gain consensus on
4. Assess requirement changes proposed changes to the
Requirement 5. Approve requirements requirements and
lifecycle designs
management
tasks
Performs
Business Analyst
 BPM is a set of approaches focused on delivering value across multiple functional areas
through a process centric lens.
BPM activities can drive new business requirements resulting in new design,
development and implementation.
The Business analyst has to ensure communication with stakeholders and process
Requirement owners.
lifecycle
management
Process owners are ultimate decision makers about the process change and
supporting solutions.
 The documentation of business analysis is available to all stakeholders, as it is to be used

in the daily operations of the business.
BABOK® Techniques
Acceptance and Evaluation Criteria Scope Modeling Process Modeling
Process Analysis Business Rules Analysis Non Functional Requirements Analysis
Backlog Management Prioritization Brainstorming
Prototyping Workshops
STRATEGY ANALYSIS
• A need of strategic or
tactical importance
1. Analyze current state Identifies • Enable the enterprise
2. Define future state to address that need
3. Assess Risks and align it for the
4. Define change strategy change with higher and
lower level strategies
Strategy
Analysis tasks
Performs

STRATEGY ANALYSIS
 In the BPM context, the business analyst needs to understand the role of
each process in value delivery.

The Current state or As-Is process describes current performance
measures while the future state or To-Be process describes target
performance measures.
Strategy
Analysis Continuous Improvement focuses on the performance measures to
determine strategy and change strategy involved in the identification of
possible process changes.
STRATEGY ANALYSIS
BABOK® Techniques
Process Modeling Process Analysis Document Analysis
Functional Decomposition Lessons Learned Interviews
Other Techniques
House of Quality/Voice of Customer Input, Guide, Outputs, Enablers (IGOE) Drum-Buffer-Rope
TOC Thinking Processes


Analysis and
Design Definition
tasks
Performs
Business Analyst
 The focus is on defining the To-Be process model
Requirements architecture includes process models, business rules and

decisions, information requirements, and organization structure
Requirement
Analysis and
Design

Definition
Solution options may include changes to the IT system to support the process
BABOK® Techniques
Benchmarking and Market Analysis Business Rules Analysis Scope Modeling
Decision Modeling Functional Decomposition Stakeholder List, Maps or Personas

Estimation Prioritization
(KPIs)
Prototyping Workshops
Other Techniques Kaizen Event Process Simulation

SOLUTION EVALUATION
1. Measure solution performance Removal of

2. Analyze performance measures barriers or
Recommend
3. Assess solution limitations constraints that
4. Assess enterprise limitations prevent the full
5.Recommend actions to increase solution realization of
Solution value value
Evaluation
tasks
Performs
Business Analyst
SOLUTION EVALUATION
Solution evaluation occurs repeatedly during BPM initiatives
Solution evaluation provides insights about the impact of process improvements

and value delivered by process change
Analyze solution performance task is performed to understand the difference

between potential and actual value
Solution
Evaluation
Solution evaluation examines the opportunities or constraints of the implemented
solution
New opportunities trigger a repeat of the BPM life cycle

SOLUTION EVALUATION
BABOK® Techniques
Benchmarking and Market Analysis Balanced Scorecard SWOT Analysis
Root Cause Analysis Business Capability Analysis Business Rules Analysis
Decision Analysis Risk Analysis and Management Stakeholder List, Maps or Personas

Acceptance and Evaluation Criteria Estimation
(KPIs)
Process Modeling Organizational Modeling Brainstorming
Document Analysis Interviews Observation
Reviews Survey or Questionnaire
Kaizen Event Process Simulation

Other Techniques
Value Stream Analysis Failure Mode and Effect Analysis (FMEA)
KEY TAKEAWAYS
A BPM Initiative delivers value by implementing the improvement
the way work is performed in an organization.
BPM is ongoing effort and integral part of the ongoing management
and operation of the organization.
The BPM life cycle generally includes designing, modeling,
executing, monitoring, and optimizing.
The goal of BPM is to ensure that value delivery is optimized across

end-to-end processes. A BPM initiative can span the entire
enterprise to make a process-centric organization. Individual
initiative may improve specific processes and sub-processes.
BPM implementation approaches are Business Process Re-
engineering, Evolutionary Change, Substantial Discovery, Process
benchmarking, and Specialized BPMS applications.
Process improvement approaches are Top-down, Bottom-up,

People-centric and IT-centric.
Primary change targets may include, customer, regulator, process
owner, process participants, process manager, and implementation
team. Business Analyst may assume a role of process architect,
process analyst, process designer, or process modeler.
Managing stakeholder expectations are critical, as process changes
can have a significant impact across the organization.
Without effective stakeholder management, process changes may
not be successful..
CASE STUDY
OVERVIEW - BUSINESS NEED
Standard Inc. is a leading insurance company with 3000

employees and 30,00,000 customers. The company’s
strategic objectives are to improve the insurance agent-
customer interaction, increase up-sales and cross-sales,
improve claims processing efficiency, improve profitability,
and reduce costs. The company provides customized
services to corporate clients apart from serving retail
clients directly and through partners.
Standard Inc.
CASE STUDY
Paul is a Sr. Business Analyst assigned to this strategic

initiative to improve the process efficiency. He is working
with a couple of junior business analysts. He performed an
initial document analysis to understand the current state of
the company. He observed that the available process
diagrams are generic and inconsistent in terminology and
notations. He asked all BAs to utilize standard notation for
documenting the existing process, so that the new process
can be designed.
Sr. Business Analyst

Jr. Business Analysts
CASE STUDY
Paul has also considered industry standards to

standardize insurance operations, integrate applications,
and streamline customer and partner interaction.
The key processes are Quote Insurance Premium,
Underwriting proposal, Generate Insurance Policy,
Renewal, Estimate Validation, Approval, and Claims
Processing.
The key applications are Insurance Management
Software, CRM, and Document Management Software.

CASE STUDY
Paul has conducted a number of elicitation sessions to

challenge the existing process, develop a To-Be process,
and determine target performance measures.
During the elicitation sessions, he encouraged the subject
matter experts to explore new ideas and approaches,
facilitate discussion among the stakeholders, and
arbitrated between individuals with differing opinions.
The delivery approach is to focus on individual processes
based on the priority considering impact, changes on the
existing IT systems, and delivering value to the
stakeholders.

CASE STUDY
EXERCISE
Questions Options
1 Paul has asked all BAs to utilize standard notation for o Business Process Model and Notation
documenting existing processes. Which one of the following o Decision Model and Notation
is most likely to be used? o Case Management Model and Notation
o IDEF3 – Process Description Capture
2 Which underlying competency is less likely to be o Problem solving skills

demonstrated in the case study? o Interaction skills
o Negotiation Skills
o Adaptability
3 Which one of the following is an industry standard to o ACORD

standardize insurance operations, integrate applications, and o ACCORD
streamline customer and partner interaction? o NAIC
o PCF
4 In the case study, delivery approach is focused on individual o Hybrid approach

processes. Which type of process improvement approach is o Individual approach
this? o Bottom up approach
o Top down approach
5 Which one of the following is the most important in Business o Effective elicitation and collaboration in process analysis and
Process Management initiatives? design work
o Effective stakeholder management
o Communication with stakeholders and process owners
o Executive involvement
CASE STUDY
ANSWERS
Questions Options
1 Paul has asked all BAs to utilize standard notation for Business Process Model and Notation
documenting existing processes. Which one of the following
is most likely to be used?
2 Which underlying competency is less likely to be Adaptability

demonstrated in the case study?
3 Which one of the following is one of the industry standards to ACORD

standardize insurance operations, integrate applications, and
streamline customer and partner interaction?
4 In the case study, delivery approach is focuses on individual Bottom up approach

processes. Which type of process improvement approach is
this?
5 Which one of the following is most important in Business Effective stakeholder management
Process Management initiatives?
Quiz
QUIZ
Which BPM technique is used to design new processes or improve existing processes?
1
a. DBR
b. DMADV
c. DMAIC
d. FMEA
QUIZ
Which BPM technique is used to design new processes or improve existing processes?
1
a. DBR
b. DMADV
c. DMAIC
d. FMEA
The correct answer is b
Explanation: DMADV is used to develop new processes or improve existing processes. DMADV is used in six sigma, but is not exclusive to six sigma.
QUIZ
What does DMAIC stand for?
2
a. Define, Measure, Analyze, Implement, Control
b. Design, Measure, Analyze, Improve, Control
c. Define, Measure, Analyze, Improve, Control
d. Design, Measure, Analyze, Implement, Control

QUIZ
What does DMAIC stand for?
2
a. Define, Measure, Analyze, Implement, Control
b. Design, Measure, Analyze, Improve, Control
c. Define, Measure, Analyze, Improve, Control
d. Design, Measure, Analyze, Implement, Control
The correct answer is c
Explanation: DMAIC stands for Define, Measure, Analyze, Improve, Control. DMAIC is used in six sigma, but is not exclusive to six sigma.
QUIZ
Which BPM methodology is a continuous improvement method that focuses on eliminating variations in the outcome of
a process?
3
a. Six Sigma
b. Continuous Improvement
c. Lean
d. Continuous Process Improvement

QUIZ
Which BPM methodology is a continuous improvement method that focuses on eliminating variations in the outcome of
a process?
3
a. Six Sigma
b. Continuous Improvement
c. Lean
d. Continuous Process Improvement
The correct answer is a
Explanation: Six Sigma is a continuous improvement methodology that focuses on eliminating variations in the outcome of a process.
QUIZ
In which BPM framework are the current state models mapped to the conceptual models?
4
a. PCF
b. MIPI
c. ACORD
d. ACCORD
QUIZ
In which BPM framework are the current state models mapped to the conceptual models?
4
a. PCF
b. MIPI
c. ACORD
d. ACCORD
The correct answer is d
Explanation: ACCORD is a methodological framework that maps current state models, as well as unstructured data, to conceptual models.
This concludes “Business Process Management Perspective.”
This concludes CBAP® certification exam preparation course.

THANK YOU

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CBAP® Exam Preparation Course

Lesson 1 – Introduction to CBAP® Certification

Benefits of IIBA® Professional

Criteria for CBAP® certification

The exam application process

The exam outline

Defines standards for business

Identifies the skills necessary Through the IIBA Business

Recognizes business analysis Through the ECBA®, CCBA®,

• Volunteer with the organization

Benefits to the individual

INDIVIDUAL Competence in the principles

 Helps ensure continuous self

Benefits to the organization

Helps in establishment and implementation of

Ensures more reliable and higher quality results

Demonstrates to the stakeholders that Enables to identify professional business analysts

Criteria Requirements for CBAP®® Certification

Professional Development 35 Hours in the last 4 Years

Signed Code of Conduct Yes

• Application and Exam Fees

Application Fee (non-refundable) $125 $125

Exam Fee – English and Japanese $325 $450

Exam Fee – German *$770 $880

Exam Cancellation Fee (CBT) $50 $50

Exam Re-write Fee – English and Japanese $250 $375

Exam Re-write Fee – German *$430 $540

To prepare for the exam:

Find opportunities to practice tasks by

Review the BABOK® Learning Guide

Review Frequently Asked Questions

Review recommended resources on the

Attend training as needed Review available study guide(s)

Domain Percentage of Questions

Business Analysis Planning and Monitoring 14%

Elicitation and Collaboration 12%

Requirements Life Cycle Management 15%

Strategy Analysis 15%

Requirements Analysis and Design Definition 30%

Solution Evaluation 14%

Offers a standard and objective

Sustains the global recognition

CERTIFICATION RENEWAL ADDITIONAL NOTES CDU CATEGORIES

To ensure receiving all IIBA® 1. Formal Academic Education

CBAP® Recertification Handbook Report 60 accepted CDUs and

Membership of IIBA® provides several benefits, both to the

Applying and taking the exam is a 5-step process.

The CBAP® exam is a 3.5-hours long exam and consists of 150

The CBAP® Recertification program helps individuals demonstrate

The next lesson is “Introduction to BABOK® Guide Version 3.”

What is business analysis?

What does a business analyst do?

Business Analysis Core Concept

 Who is a Business Analyst?

The act of transformation in response to need

Circumstances that influence or are

1. Business Analysis Planning and Monitoring

2. Elicitation and Collaboration

3. Requirements Lifecycle Management

5. Requirements Analysis and Design Definition

1. Business Analysis Planning and Monitoring

2. Elicitation and Collaboration It describes the tasks to be performed to

5. Requirements Analysis and Design Definition