1. Kris Hicks-Green April 23, 2013 IIBA Austin
CBAP Study Guide for the Business Analyst Body of Knowledge (BABOK) Version 2.0
Sections 2.1: Plan Business Analysis Approach 2.2: Conduct Stakeholder Analysis
2.3: Plan Business Analysis Activities
Kris Hicks-Green
April 23, 2013
IIBA Austin

2. Chapter 2 emphasizes BA planning and monitoring as it applies to software application development, but the lessons can be applied to other work as well.
Chapter 2 Overview

3. Chapter 2 Overview (Cont.)
It (and the rest of BABOK) consistently uses the following approach:
Also provides info on Elements (factors to plan for); Techniques; Stakeholders
Sections 2.1 – 2.3 have four such diagrams: BA Planning and Monitoring (overview); Plan BA Approach; Conduct Stakeholder Analysis; Plan BA Activities
Chapter 2 Overview (Cont.)

4. Chapter 2 Overview (Cont)
Everything a BA does—
the process followed
how and when the tasks are performed
the techniques used
the products that result
—can differ by project.
To develop an appropriate approach, the BA must understand the organizational process needs and objectives that apply to the project.
Chapter 2 Overview (Cont)

5. Section 2.1: Plan BA Approach
Inputs to Consider
Business Need
Problem/Opportunity  Risks  Timeframe
Expert Judgment
You  Stakeholders  Ctrs of Comp  Other
Organizational Process Assets
BA/Process Change/Software Dev Approaches  Stakeholder Tools  Governance Standards  Templates  Guidelines
Section 2.1: Plan BA Approach

6. What Methodology Fits Input?
Plan-driven (Waterfall)
Change-driven (Agile)
Why
Minimize up-front uncertainty
Exploratory/incremental
Maximize control
Rapid delivery
Minimize risk
Frequent feedback points
Who
Sponsors approve
Project Owner approves
When
BA work mostly at beginning or one specific project stage
List of Req. created early Detail reqs. when ready for dev.
What Methodology Fits Input?

7. What Methodology Fits Input?
Plan-driven (Waterfall)
Change-driven (Agile)
How
High ceremony, detailed deliverables
Limited documentation, may come after product completion
Formal approval req’d to advance
Define reqs., obtain approval through team interaction
Changes occur only when necessary & justified. Changes as “mini projects”
Changes integrated into production: prioritized alongside other features
Formal, frequently written, predefined communication methods
Frequent, informal. Documentation follows implementation to “catch up”
What Methodology Fits Input?

8. Further Approach Considerations
Project Complexity
Number of stakeholders
Number of business areas affected
Number of business systems affected
Amount and nature of risk
Uniqueness of requirements
Uncertainty of requirements (e.g., new venture vs. accounting project)
Number of technical resources required
Need to maintain solution knowledge over long term
Further Approach Considerations

9. Techniques to Determine Approach
Decision Analysis
Rates available methodologies against org needs and objectives
Process Modeling
Defines and documents BA approach
Structured Walkthrough
Validates a created, selected, or tailored BA approach
These are discussed in detail in Chapter 9
Techniques to Determine Approach

10. Identify Stakeholders
Customer, Domain SME, End User or Supplier
Implementation SME
Project Manager
Tester
Regulator
Sponsor
Identify Stakeholders

11. The definition of the approach that will be taken for business analysis in a given initiative. It may specify:
Team roles
Deliverables
Analysis techniques
Timing & frequency of stakeholder interactions
More
Output: BA Approach

12. 2.2: Stakeholder Analysis: Inputs
Business Needs
Enterprise Architecture
Org units, incl. roles and relationships, and those units’ interactions, customers, suppliers, responsibilities
Organizational Process Assets
Policies and procedures, forms, methodologies, templates, guidelines
2.2: Stakeholder Analysis: Inputs

13. Stakeholder Assessment Elements
Identification
Complexity
Number and variety of direct end users
Number of interfacing business processes and automated systems
Attitude
Influence
Influence on project, in org, needed for the good of project, with other stakeholders
Stakeholder Assessment Elements

14. Stakeholder Analysis: Techniques
Brainstorming
Interviews
Organization Modeling
Requirements Workshops
These and more are described in detail in Chapter 9
Stakeholder Analysis: Techniques

15. Technique: RACI Matrix
Describes roles of those involved in BA activities:
[R]esponsible – Does the work
[A]ccountable – The decision maker (limit to one)
[C]onsulted – To be consulted prior to work; gives input
[I]nformed – To be notified of outcome
Change Request Process
RACI
Executive Sponsor A
Business Analyst R
Project Manager C
Developer
Tester I
Trainer
Technique: RACI Matrix

16. Technique: Stakeholder Map
Diagrams that depict the relationship of stakeholders to the solution and one another.
Technique: Stakeholder Map

17. Determines activities that must be performed and deliverables to be produced
Defines scope
Estimates effort required
Identifies management tools to measure progress
2.3: Plan BA Activities

18. Plan incrementally or on a “rolling wave” basis. (Plan-driven Projects)
High-level plan for long term
Detailed plan for near-term activities
Communicate need (and method) for long-term plans to change as more is known
Follow a well-defined, time limited process for developing requirements. Limit each iteration to work that can be completed in time allotted. (Change-driven Projects)
To Accommodate Change

19. Plan BA Activities: Input
BA Approach
BA Performance Assessment
Prior experience
Organizational Process Assets
May mandate particular deliverables
Lessons learned from previous efforts
Stakeholder List, Roles, Responsibilities
Plan BA Activities: Input

20. Plan BA Activities: Elements
Geographic Distribution of Stakeholders
Type of Project or Initiative
Deliverables
Determine Activities (Work Breakdown Structure)
Optional: Assumptions, Dependencies, Milestones
Plan BA Activities: Elements

21. Plan BA Activities: Techniques
Estimation
Typically developed in conjunction with PM and other team members
Makes use of org. methodology and templates
Functional Decomposition
Breaks down the tasks in a project or product to facilitate understanding of the work to enable estimation
Risk Analysis
Identify risks that might impact the business analysis plans
Plan BA Activities: Techniques

22. Plan BA Activities: Stakeholders
Customer, Domain SME, End User, Suppliers
Likely the major source of requirements
May need assistance understanding process, goals
Availability is crucial
Implementation SME
Can participate to better learn stakeholder needs, deliverable form and schedule
Operational Support
May use BA deliverables for planning support work
Project Manager
BA Plan integrated with overall project plan
Tester
Can participate to learn deliverable form and schedule
Sponsor
Must participate in approval of BA deliverables
Plan BA Activities: Stakeholders

23. Plan BA Activities: Output
Business Analysis Plan(s). May include:
Scope of Work
Work Breakdown Structure
Activity List
Estimates for each activity and task
How and when plan should be changed
Plan BA Activities: Output

24. 18% of the CBAP exam questions are drawn from BA Planning and Monitoring Section.
Tables and diagrams are particularly important to remember (see pps. 17, 19, 25, 30, 33).
Good to Know!