BABOK C3: Business Analysis Planning and Monitoring
Usage Considerations
---Strengths--- • Identifies the specific people who must be engaged in requirements elicitation activities. • Helps the business analyst plan collaboration, communication, and facilitation activities to engage all stakeholder groups. • Useful to understand changes in impacted groups over time. ---Limitations--- • Business analysts who are continuously working with the same teams may not utilize the stakeholder analysis and management technique because they perceive change as minimal within their respective groups. • Assessing information about a specific stakeholder representative, such as influence and interest, can be complicated and may feel politically risky.
Plan Business Analysis Governance Elements (4)
1. Decision Making 2. Plan Prioritization Approach 3. Change Control Process 4. Plan for Approval
3 Types of Organization Models
1. Functionally Oriented 2. Market Oriented 3. Matrix Model
Plan Stakeholder Engagement Elements (3)
1. Perform Stakeholder Analysis (roles, attitudes, decision making authority, level of power of influence) 2. Stakeholder Communication Needs 3. Planning Stakeholder Collaboration
Identify BA Performance Improvement Elements (3)
1. Performance Analysis (existing or new) 2. Assessment Measures (accuracy, completeness) 3. Recommendations for Improvement
Plan Business Analysis Approach Elements
1. Plan Approach (predictive/adaptive) 2. formality and level of details of deliverables 3. identify and break down activities into tasks 4. timing for BA tasks to be performed 5. complexity and size of change and overall risk 6. BA approach reviewed and agreed upon
Business Analysis Planning and Monitoring Tasks (5)
1. Plan Business Analysis Approach 2. Plan Stakeholder Engagement 3. Analyze and Plan Business Governance 4. Plan Business Analysis Information Management 5. Identify Business Analysis Performance Improvements
Stakeholder Map Elements (2)
1. Stakeholder Matrix 2. Stakeholder Onion Diagram
Plan Business Analysis Information Management Elements (6)
1. organization of Business Analysis Information 2. Level of abstraction 3. plan traceability approach 4. plan requirements reuse 5. storage and access 6. requirement attributes
Business Analysis Activities in Plan BA Approach
A BA approach provides a description of the types of activities that the business analyst will perform. Integrating business analysis activities in the business analysis approach includes: • Identifying activities required to complete each deliverable & breaking each activity into tasks • Dividing tasks into iterations, identifying deliverables for each iteration and identifying associated activities and tasks, or • Using a previous similar initiative as an outline and applying detailed tasks and activities unique to current initiative
Stakeholder Analysis - Level of Power of Influence
A) BA should understand: • nature of influence • influence structures • channels within organization B) Understanding the influence and attitude each stakeholder support strategies for obtaining buy-in and collaboration developing C) Mismatch between influence required and amount of influence stakeholder has or is perceived to have, develop risk plans, responses and other strategies needed to obtain required level of support
Plan Business Analysis Information Management Inputs
A) Business Analysis Approach: Incorporating the business analysis approach into the information management approach B) Governance Approach: Change management, approval, prioritization C) Stakeholder Engagement Approach: Stakeholders' communication and collaboration needs is useful in determining their specific information management needs
Guidelines and Tools of Plan Stakeholder Engagement
A) Business Analysis Performance Assessment • Provides results of previous assessments that should be reviewed and incorporated B) Change Strategy • Used for improved assessment of stakeholder impact and development of more effective stakeholder engagement strategies C) Current State Description • Provides context within which the work needs to be completed;
Plan Business Analysis Information Management Elements: Guidelines and Tools
A) Business Analysis Performance Assessment: provides results of previous assessments that should be reviewed and incorporated into all planning approaches. B) Business Policies: define the limits within which decisions must be made. C) Information Management Tools: each organization uses some tools to store, retrieve, and share business analysis information (from whiteboard to global wiki or robust requirements management tool). D) Legal/Regulatory Information: describes legislative rules or regulations that must be followed, and helps determine how business analysis information will be managed
Plan Business Analysis Governance Elements: Change Control Process
A) Determine process for requesting changes: - Specify objects which control process covers and change management settings (specific size, cost, or level of effort) - Details steps for proposing change (when and who can propose changes, how CR are communicated) B) Determine the elements of the change request: • Cost and time estimates • Benefits • Risks • Priority • Course(s) of action C) Determine how changes will be prioritized D) Determine how changes will be documented: configuration management and traceability standards establish product baselines and version control practices E) Determine how changes will be communicated: how proposed changes, changes under review, and approved, declined, etc. F) Determine who will perform impact analysis G) Determine who will authorize changes: include designation of who can approve changes and what business analysis information their authority covers
Define Stakeholder Collaboration
A) Essential for maintaining engagement in business analysis activities B) Objective: Select approaches that work best to meet the needs of each stakeholder group and ensure their interest and involvement is maintained across the initiative C) Can be spontaneous event • Much is deliberate and planned with specific activities and outcomes determined ahead of time during planning activities D) Some considerations when planning collaboration include: • timing and frequency • location • available tools such as wikis and online communities • delivery method such as in-person or virtual • preferences of the stakeholders E) Planning considerations can be documented in stakeholder collaboration plan
Stakeholder Analysis - Decision Making Authority
A) Identify authority level stakeholder has over: • business analysis activities • deliverables • changes to business analysis work B) Understanding authority levels upfront eliminates confusion during the effort C) Ensures business analyst collaborates with proper stakeholders when looking for a decision to be made or seeking approvals
Plan Business Analysis Information Management Elements: Level of Abstraction
A) Representations of information may range from highly conceptual or summarized to very detailed. B) Factors: • the needs of stakeholders • the complexity of what is being explained • the importance of the change C) Rather than present the same information to all stakeholders, present information with appropriate breadth and level of detail based on each stakeholder's role.
Plan Business Analysis Information Management Elements: Plan for Requirements Reuse
A) Reusing requirements can save an organization time, effort, and cost B) First class of candidates for long-term use are those an organization must meet on an ongoing basis such as: • regulatory requirements, • contractual obligations, • quality standards, • service level agreements, • business rules, • business processes, or • requirements describing products the enterprise produces. C) Second class is a requirements which describe common features or services that are used across multiple systems, processes, or programs. D) BA define how best to: • structure • store • access requirements so they are usable and accessible for future business analysis efforts. E) In order for requirements to be reused they must be: • clearly named • defined • stored in a repository
Plan Business Analysis Governance Elements: Plan for Approvals
A) The timing and frequency of approvals based on the size and complexity of the change and associated risks of foregoing or delaying. B) The business analyst must determine: • the type of requirements and designs to be approved • the timing for the approvals • the process to follow to gain approval • who will approve the requirements and designs. C) Organizational culture and the type of information being approved!
Requirements Attributes
Absolute reference Author Complexity Ownership Priority Risk Source Stability Status Urgency
Performance Metrics Types
Accuracy and Completeness Knowledge Effectiveness Organization Support Significance Strategic Timeliness
Plan BA Performance Improvement Purpose
Assess BA work and to plan to improve processes where required
Identify Business Analysis Performance Improvements Purpose
Assess business analysis work and plan to improve processes where required
Plan BA Approach Outputs
BA Approach
Plan BA Information Management Input
BA Approach Stakeholder Engagement Approach Governance Approach
Planning & Monitoring Outputs
BA Approach Stakeholder Engagement Approach Governance Approach Information Management Approach BA performance Assessment
Plan BA Governance Inputs
BA Approach Stakeholder engagement approach
Plan Stakeholder Engagement Guidelines & Tools
BA Performance Assessment Change Strategy Current State Description
Plan BA Information Management Guidelines & Tools
BA Performance assessment Business policies Information Management Tools Legal/Regulatory Information
Plan BA Performance Improvement Output
BA performance Assessment
Plan BA Governance Guidelines & Tools
BA performance assessment Business Policies Current State Description Legal/Regulatory Information
Plan BA Approach Guidelines & Tools
BA performance assessment Business Policies Expert Judgement Methodologies and Framework Stakeholder Engagement Approach
Plan Business Analysis Information Management Elements: Plan Traceability Approach
Based on: • the complexity of the domain, • the number of views of requirements that will be produced, • any requirement-related risks, organizational standards, applicable regulatory requirements • an understanding of the costs and benefits involved with tracing.
Plan BA Approach Techniques
Brainstorming Business Cases Document Analysis Estimation Financial Analysis Functional Decomposition Interviews Item Tracking Lessons Learned Process Modelling Reviews Risk Analysis Scope Modelling Survey or Questionnaire Workshops
Plan Stakeholder Engagement Techniques
Brainstorming Business Rules Analysis Document Analysis Interviews Lessons Learned Mind Mapping Organizational Modelling Process modelling Risk analysis Scope Modelling Stakeholder list, map, or personas Survey or Questionnair Wrokshop
Plan BA Governance Techniques
Brainstorming Document Analysis Interviews Item Tracking Lessons Learned Organizational Modelling Process Modelling Reviews Survey or Questionairs Workshops
Plan BA Performance Improvement Techniques
Brainstorming Interviews Item Tracking Lessons Learned Metrics and KPI Observation Process Analysis Process Modelling Reviews Risk Analysis Root Cause Analysis Survey or Questionnaire Workshop
Plan BA Information Management Techniques
Brainstorming Interviews Item Tracking Lessons Learned Mink Mapping Process Modelling Survey or Questionnaire Workshop
Plan Business Analysis Governance Inputs
Business Analysis Approach Stakeholder Engagement Approach
Guidelines and Tools for Plan BA Approach
Business Analysis Performance Assessment Business Policies Expert Judgement Methodologies and Frameworks Stakeholder Engagement Approach
BACCM for Business Analysis Planning and Monitoring
Change Determine how change to business analysis results will be requested and authorized Need Select a business analysis approach that provides a suitable amount of analysis for the desired change Solution Evaluate if business analysis performance contributed to successful implementation of a solution Stakeholder Perform stakeholder analysis to account for stakeholder characteristics and reflect their needs Value Use performance analysis to ensure business activities produce sufficient value for the stakeholders Context Ensure a thorough understanding of context in order to develop an efficient business analysis approach
Plan BA Information Management Tasks
Communicate BA information Trace Requirements Maintain Requirements Define Requirements Architecture
Plan Business Analysis Information Management Description
Comprised of all the information that business analysts elicit, create, compile, and disseminate in the course of performing business analysis. Information management entails identifying: • how information should be organized, • the level of detail at which information should be captured, • any relationships between the information, • how information may be used across multiple initiatives and throughout the enterprise, • how information should be accessed and stored, • characteristics about the information that must be maintained
Stakeholder Engagement Approach Artifacts
Contains a list of stakeholders, their characteristics which were analyzed and a list of rolls and responsibility for the change. Also identifies the collaboration and communication approaches the BA will utilize during the initiative
Outputs of Plan Stakeholder Engagement
Contains: • stakeholder list • characteristics • roles and responsibilities • collaboration and communication approaches to be used
Elements of the change request components
Cost and time estimation Benefits Risks Priority Course of Action
Plan Stakeholder Engagement Stakeholders
Customers Domain SME End User Project Manager Regulator Sponsor Supplier
Plan Business Analysis Governance Elements
Decision Making Change Control Process Plan Prioritization Approach Plan for Approvals
Plan BA Approach Purpose
Define and appropriate method to conduct BA activities
Plan Business Analysis Governance Purpose
Define how decisions are made about requirements and designs, including reviews, change control, approvals, and prioritization
Plan BA Governance Purpose
Define how decisions are made about requirements and designs, including reviews, change control, approvals, and prioritization
Business Policies as tool of Plan BA Approach
Define the limits within which decisions must be made (described by regulations, contracts, agreements, deals, warranties, certifications, or other legal obligations).
Information Management Approach
Defines how BA information will be stored, access, utilized during the change and after the change is compete
Plan Business Analysis Approach Definition
Defines: - overall method to conduct BA activities - approach of making a change
Change Control Process
Determine the process for requesting changes Determine the elements of the change request Determine how changes will be prioritized Determine how changes will be documnted Determine how changes will be communicated Determine who will perform the impact analysis Determine who will authorize changes
Timing of Business Analysis Work
Determine when tasks must be performed and if level of effort needs to vary over time • Determine whether other knowledge area tasks will be performed primarily in specific phases or iteratively over course of initiative • Timing also affected by: • resource availability • priority and/or initiative urgency • other concurrent initiatives • contract terms or regulatory deadlines constraints
Plan Business Analysis Information Management Purpose
Develop an approach for how business analysis information will be stored and accessed
Plan BA Approach Stakeholders
Domain SME Project Manager Regulator Sponsor
Plan BA Governance Stakeholders
Domain SME Project Manager Regulator Sponsor
Plan BA Performance Improvement Stakeholders
Domain SME Project Manager Sponsor
Plan BA Information Management Stakeholders
Domain SME Regulator Sponsor
Stakeholder Communication Needs
Evaluate: • what needs to be communicated • the appropriate delivery method (written or verbal) • appropriate audience • timing & frequency • stakeholder geographic location • appropriate level of detail and formality Documented in communication plan • Build and review with stakeholders to ensure communication requirements and expectations are met
Complexity and Risk in Plan BA Approach
Factors impacting complexity: • Size of change • Overall risk of the effort • Number of stakeholders or business analysis resources involved in the initiative • Number of business areas or systems affected • Geographic and cultural considerations • Technological complexities • Any risks that could impede business analysis effort Factors impacting risk level of a business analysis effort include: • experience level and domain knowledge of the business analyst, • level of experience stakeholders have in communicating their needs, • stakeholder attitudes about the change and BA in general, • amount of time allocated by stakeholders to the BA activities, • any pre-selected framework, methodology, tools, and/or techniques imposed by organizational policies and practices • cultural norms of the organization
Plan BA Governance Output
Governance Approach
Governance Approach
Identify stakeholders who will have the responsibility and authority to make decisions about the BA work including who will be responsible for setting priorities and who will approve changes to the BA information. It also defines the process that will be utilized to manage requirement and design changes.
BA Approach
Identify the BA approach and activities that will be performed across an initiative including who will perform the activities, the timing and sequencing of the work, the deliverables that will be produced and the BA techniques that may be utilized
BA Performance Assessment
Includes a comparison of the planned versus actual performance, identifying the root cause of the variance from the expected performance, proposed approaches to address issues, and other finds to help understand the performance of the BA processes
Plan Business Analysis Governance Business Analysis Approach
Incorporate overall business analysis approach into governance approach to ensure consistency across approaches
Onion Diagram
Indicates how involved the stakeholders are with the solution, which stakeholders will directly interact with the solution or participate in a business process, which are part of the larger organization, and which are outside the organization.
Plan BA Information Management Output
Information Management Approach
Business Policies
Limits within which decisions must be made. They may be described by regulations, contacts, agreements, deals, warranties, certification or other legal obligations.
Plan BA Approach Inputs
Needs
Plan Stakeholder Engagement Inputs
Needs BA Approach
Planning & Monitoring Inputs
Needs Performance Objectives(external)
Inputs of Plan Stakeholder Engagement
Needs Understanding business need and enterprise components that it affects helps in identification of stakeholders; need may evolve as stakeholder analysis is performed Business Analysis Approach Incorporating approach into the stakeholder analysis, collaboration, and communication approaches ensures consistency across the approaches
Plan BA Performance Improvement Guidelines & Tools
Organization Performance Standards
Identify Business Analysis Performance Improvements Elements: Guidelines and Tools
Organizational Performance Standards: • may include performance metrics or expectations for business analysis work mandated by the organization
Output of Plan BA Approach
Output - Business Analysis Approach • Approach and activities performed across an initiative Includes: • Who performs activities • Work timing and sequencing • Deliverables • Techniques that may be used • Other outputs may be integrated into overall approach or be independent based upon methodology, organization, and perspective
Plan BA Performance Improvement Inputs
Performance Objective(external) BA Approach
Identify Business Analysis Performance Improvements Elements: Assessment Measures
Performance measures may be based on: • deliverable due dates as specified in the business analysis plan, • metrics such as the frequency of the changes to business analysis work products, • the number of review cycles required, • task efficiency, or • qualitative feedback from stakeholders and peers regarding the business analyst's deliverables • Measures may be both quantitative and qualitative. • Qualitative measures are subjective and can be heavily influenced by the stakeholder's attitudes, perceptions, and other subjective criteria • All performance metrics will encourage certain behaviours and discourage others. • Poorly chosen metrics may drive behaviour that is detrimental to the enterprise as a whole
Plan Stakeholder Engagement Tasks
Plan BA Approach Plan BA Governance Plan BA information Management Prepare for Elicitation Conduct Elicitation Communication BA Information Manage Stake holder collaboration Asses Risks Define Change Strategy
Planning & Monitoring Tasks
Plan BA Approach Plan Stakeholder Engagement Plan BA Governance Plan BA Information Management Identify BA Performance Improvements
Plan BA Performance Improvement Tasks
Plan BA Approach Plan Stakeholder Engagement Plan BA Governance Plan BA Information Management Manage Stakeholder collaboration
Plan BA Governance Tasks
Plan BA information Management Prioritize Requirements Assess Requirements Changes Approve Requirements
Purpose of Plan Stakeholder Engagement
Plan an approach for establishing and maintaining effective working relationships with the stakeholders
Plan Stakeholder Engagement Definition
Plan an approach for establishing and maintaining effective working relationship with stakeholders
Plan Stakeholder Engagement Purpose
Plan an approach for establishing and maintaining effective working relationships with the stakeholders.
Plan BA Approach Tasks
Plan stakeholder engagement Plan BA Governance Plan BA Information Management Identify BA performance improvement Prepare for elicitation Conduct elicitation Communicate BA information Manager stakeholder collaboration Analyze current state Define change strategy Assess risks
Planning Approaches types
Predictive approaches Adaptive approaches • Different approaches may be used within same initiative • Consider organization's standards, tolerance for uncertainty, and previous experience with different approaches • Changing business conditions and newly raised issues may trigger re-planning & updates • Includes description of how plans will be altered if changes are required
Formality and Level of Detail of Business Analysis Deliverables: Activities
Predictive: Activities required to complete deliverables are identified first and then divided into tasks. Adaptive: Activities are divided into iterations with deliverables first and then the associated tasks are identified
Formality and Level of Detail of Business Analysis Deliverables: Solution Definition
Predictive: Defined before implementation to maximize control and minimize risk Adaptive: Defined in iterations to arrive at best solution or improve an existing solution
Formality and Level of Detail of Business Analysis Deliverables: Level of Formality
Predictive: Formal—information is captured in standardized templates. Adaptive: Informal—information is gathered through team interaction and feedback.
Formality and Level of Detail of Business Analysis Deliverables: Timing
Predictive: Tasks are performed in specific phases Adaptive: Tasks are performed iteratively
Recommend Actions for Improvement Types
Preventative Corrective Improvement
Business Analysis Performance Assessment as tool of Plan BA Approach
Provides results of previous assessments that should be reviewed and incorporated into all planning approaches
BA performance assessment
Provides results of previous assessments that should be reviewed and incorporated into all planning approaches
Purpose of Stakeholder List, Map, or Personas
Purpose • Assist the business analyst in analyzing stakeholders and their characteristics • Important in ensuring that - the Business analyst identifies all possible sources of requirements - That the stakeholder is fully understood so decisions made regarding stakeholder engagement, collaboration, and communication are the best choices for the stakeholder and for the success of the initiative
PLAN BUSINESS ANALYSIS APPROACH
Purpose • Defines appropriate overall method to conduct business analysis activities on a given initiative • Description • Describes how and when tasks will be performed & deliverables produced • Identifies initial set of techniques to use • May be defined by a methodology or by organizational standards • May be standardized and formalized and/or tailored to the needs of the initiative • May be developed in collaboration with stakeholders to determine how work will be completed. Approach should: • Align to overall goals of the change • Coordinate business analysis tasks with activities and deliverables of overall change • Include tasks that manage those risks that could reduce business analysis deliverables quality or impede task efficiency • Leverage approaches and select techniques and tools that have historically worked well
Responsibility (RACI) Matrix
Responsible (R): • The persons who will be performing the work on the task. Accountable (A): • The person who is ultimately held accountable for successful completion of the task and is the decision maker. Only one stakeholder receives this assignment. Consulted (C): • The stakeholder or stakeholder group who will be asked to provide an opinion or information about the task. This assignment is often provided to the subject matter experts (SMEs). Informed (I): • A stakeholder or stakeholder group that is kept up to date on the task and notified of its outcome. Informed is different from Consulted as with Informed the communication is one-direction (business analyst to stakeholder) and with Consulted the communication is two-way.
Methodologies and Frameworks as tool of Plan BA Approach
Shape approach used by providing: • methods, • techniques, • procedures, • working concepts, • rules; • may need to be tailored to better meet needs of specific business challenge
Plan Business Analysis Information Management Elements: Requirements Attributes
Some commonly used requirements attributes include: • Absolute reference • Author • Complexity • Ownership • Priority • Risks • Source • Stability • Status • Urgency
Identifying stakeholders
Stakeholder = who will be directly or indirectly impacted by the change Repeat as necessary to ensure stakeholders are not overlooked and critical needs and expectations are not uncovered • Needs uncovered late can require revision to tasks in progress or those already completed • Not understanding who stakeholders are (the impact of changes, and their influence) can result in increased costs and decreased stakeholder satisfaction Identifying internal stakeholders: • Initial sources can be organizational charts, business processes and sponsors Identify external stakeholders by analyzing: • Existing contracts • Anticipated vendors that may have existing relationships • Regulatory and governing bodies that may influence the work • Shareholders • Customers • Suppliers
Plan Stakeholder Engagement Output
Stakeholder Engagement Approach
Elements of Stakeholder List
Stakeholder Lists Stakeholder Map
Plan Business Analysis Governance Elements: Decision Making
Stakeholder may serve in various roles in the decisionmaking process such as: • participant in decision-making discussions • subject matter expert (SME) lending experience and knowledge to decision making process • reviewer of information • approver of decisions If teams cannot reach consensus? Decision-making process should identify escalation paths and key stakeholders who hold final decision-making authority
Plan Business Analysis Information Management Elements: Storage and Access
Storage decisions depend on: • who must access the information • how often they need to access it • what conditions must be present for access • organizational standards • tool availability also influence storage and access decisions. • Tools may shape the selection of business analysis techniques, notations to be used, and the way that information is organized. • The repository should be able to indicate the status of any stored information, and allow for modification of that information over time.
Brainstorming Strengths & Limitations
Strengths • Ability to elicit many ideas in a short time period. • Non-judgmental environment enables creative thinking. • Can be useful during a workshop to reduce tension between participants Limitations • Participation is dependent on individual creativity and willingness to participate. • Organizational and interpersonal politics may limit overall participation. • Group participants must agree to avoid debating the ideas raised during brainstorming
BA Planning & Monitoring
Tasks the BA perform to organize and coordinate the efforts of BAs and stakeholders.
Identify Business Analysis Performance Improvements Elements: Analyze Results
The analysis may be performed on the: • business analysis process • the resources involved • the deliverables. Performance may be determined from the point of view of: • the stakeholders who are the recipients of the BA work • a personnel manager • a Centre of Excellence.
Methodologies & Framework
These shape the approach that will be used by providing methods, techniques, procedures, working concepts, and rules.
Plan Business Analysis Governance Elements: Plan Prioritization Approach
Timelines, expected value, dependencies, resource constraints, adopted methodologies should be take into account When planning the prioritization process, determine: • formality and rigour of prioritization process • participants who will be involved in prioritization, • process for deciding how prioritization will occur, including which prioritization techniques will be utilized • criteria to be used for prioritization, as in cost, risk, and value Approach should also determine which stakeholders will have a role in prioritization.
Plan BA Information Management Purpose
To develop an approach for how the BA information will be stored and accessed.
Identify Business Analysis Performance Improvements Description
To monitor and improve performance, it's necessary to: • establish performance measures • conduct the performance analysis • report on the results of the analysis • identify necessary preventive, corrective, or developmental actions.
Plan Business Analysis Governance Engagement Approach
Understanding stakeholder communication and collaboration needs
Stakeholder Engagement Approach as tool of Plan BA Approach
Understanding the stakeholders and their concerns and interests may influence decisions made when determining approach
Stakeholder Engagement Approach
Understanding the stakeholders and their concerns and interest may influence decisions made when determining the BA approach.
Expert Judgement
Used to determine the optimal BA approach. Sources include stakeholders, COE, consultants, association and industry groups
Expert Judgment as tool of Plan BA Approach
Used to determine the optimal business analysis approach (e.g. Centers of Excellence, consultants, or associations and industry groups; )
Identify BA Performance Improvements Definition
assess Business Analysis work and plan to improve processes
Plan Business Analysis Governance (Definition)
define how decision will be made about requirements and design -reviews -change control -approval -prioritization
Plan Business Analysis Information Management Definition
develop business analysis information management plan
Personas
fictional character that explains how the typical user interacts with the products, written or narrative form
Stakeholder Onion Diagram
indicates how stakeholder is involved with solution
Stakeholder Matrix
maps the level of stakeholder influence against interest or impact
Identify Business Analysis Performance Improvements Elements: Outputs
• A comparison of planned versus actual performance • Identifying the root cause of variances from the expected performance • Proposed approaches to address issues • Other findings to help understand the performance of business analysis processes
Identify Business Analysis Performance Improvements Elements: Assessment Measures - Possible Measures
• Accuracy and Completeness - correctness • Knowledge - skilled or not • Effectiveness - easy to use • Organizational Support - adequate resources • Significance - benefit vs cost/time/resource justification • Strategic - objectives met • Timeliness - on time or not
Acceptance in Plan BA Approach
• Approach reviewed and agreed upon by key stakeholders • Some organization's processes may be more structured and asked to ensure: • all business analysis activities have been identified • estimates are realistic • proposed roles and responsibilities are correct • Business analyst documents and seeks resolution of any issues raised by stakeholders when reviewing approach • Stakeholders also review and accept changes prompted by changing conditions in the initiative
PLAN BUSINESS ANALYSIS Inputs: Needs
• Approach shaped by the problem or opportunity facing the organization • Consider what is known about the need at the time of planning • Acknowledge understanding evolves throughout business analysis activities
Techniques in Plan BA Approach
• Brainstorming • Business Cases • Document Analysis • Estimation • Financial Analysis • Functional Decomposition • Interviews • Item Tracking • Lessons Learned • Process Modeling • Reviews • Risk Analysis and Management • Scope Modeling • Survey or Questionnaire • Workshops
Plan Business Analysis Governance Techniques
• Brainstorming • Document Analysis • Interviews • Item Tracking • Lessons Learned • Organizational Modelling • Process Modelling • Reviews • Survey or Questionnaire • Workshops
Plan Business Analysis Information Management Techniques
• Brainstorming • Interviews • Item Tracking • Lessons Learned • Mind Mapping • Process Modelling • Survey or Questionnaire • Workshops
Stakeholder List
• Brainstorming and interviews are two common techniques that can be used to generate a stakeholder list • It is important to have an exhaustive list to ensure that no important stakeholder or stakeholder group has been overlooked, which opens up the risk that requirements will be missed later on. • As the analysis is conducted, the business analyst categorizes and adds structure to the list.
Description of Brainstorming
• Brainstorming is a technique intended to produce a broad or diverse set of options. It helps answer specific questions such: • What options are available to resolve the issue at hand? • What could be causing a delay in activity 'A'? Purpose and Description • What can the group do to solve problem 'B'? This technique is best applied in a group as it draws on the experience and creativity of all members of the group.
Purpose of Brainstorming
• Brainstorming is an excellent way to foster creative thinking about a problem. • The aim is to produce numerous new ideas, and to derive from them themes for further analysis.
Techniques of Plan Stakeholder Engagement
• Brainstorming: • Business Rules Analysis • Document Analysis • Interviews • Lessons Learned • Mind Mapping • Organizational Modelling • Process Modelling • Risk Analysis and Management • Scope Modelling • Stakeholder List, Map, or Personas • Survey or Questionnaire • Workshops
Identify Business Analysis Performance Improvements Elements: Technique
• Brainstorming; • Interviews; • Item Tracking; • Lessons Learned; • Metrics and KPIs; • Observation; • Process Analysis; • Process Modelling; • Reviews; • Risk Analysis and Management; • Root Cause Analysis; • Survey or Questionnaire; • Workshops;
Plan Business Analysis Governance Guidelines and Tools
• Business Analysis Performance Assessment: provides results of previous assessments • Business Policies: define the limits within which decisions must be made. • Current State Description: provides context within which the work needs to be completed. • Legal/Regulatory Information: describes legislative rules or regulations that must be followed, and can be used to help develop a framework that ensures sound business decision making
Formality and Level of Detail of Business Analysis Deliverables: Other considerations
• Complexity & risk level of change • Regulations, contracts and/or agreements • Geographically distributed stakeholders • Outsourced resources • Staff turnover and/or inexperience • Necessity for formal signoff • Deliverable retention & reuse requirements
Stakeholders of Plan Stakeholder Engagement
• Customers & Suppliers: source of external stakeholders • Domain Subject Matter Expert: helps identify stakeholders; may fulfill one or more roles on initiative • End User: source of internal stakeholders • Project Manager: may identify and recommend stakeholders; may share responsibility for stakeholder identification and management with business analyst • Regulator: may require specific stakeholders or groups be involved in activities • Sponsor: may request specific stakeholders be involved in activities
Preparation for Brainstorming
• Develop a clear and concise definition of the area of interest. • Determine a time limit for the group to generate ideas; • Identify the facilitator and participants (6-8 participants). • Set expectations with participants and get their buy-in to the process. • Establish the criteria for evaluating and rating the ideas.
Stakeholder Map
• Diagram that depicts the relationship of stakeholders to the solution and to one another • The business analyst typically starts their stakeholder analysis by reviewing the proposed scope of the solution and then analyzing which groups will be impacted • Stakeholder analysis is considered iterative and reviewed frequently by the business analyst
Brainstorming Wrap-up
• Discuss and evaluate the ideas using the predetermined evaluation criteria. • Create a condensed list of ideas, combine ideas where appropriate, and eliminate duplicates. • Rate the ideas, and then distribute the final list of ideas to the appropriate parties.
Stakeholders in Plan BA Approach
• Domain Subject Matter Expert - Approach may depend on availability and level of involvement • Project Manger - Determines that approach is realistic for overall schedule and timelines; approach must be compatible with other activities • Regulator - May provide approval for aspects of approach, especially where process is audited • Sponsor - Can provide objectives for approach and ensure organizational policies are followed; may depend on availability and involvement with initiative
Plan Business Analysis Governance Stakeholders
• Domain Subject Matter Expert: may be a possible source of requested change or may be identified as needing to be involved in change discussions • Project Manager: works with business analyst to ensure that overall project governance aligns with governance approach • Regulator: may impose rules or regulations that need to be considered when determining the governance plan; may also be possible source of requested change • Sponsor: can impose their own requirements for how information should be managed; participates in change discussions and approves proposed changes.
Plan Business Analysis Information Management Stakeholders
• Domain Subject Matter Expert: may need to access and work with business analysis information, and will be interested in a more specific view of business analysis information which relates to their area of expertise. • Regulator: may define rules and processes related to information management. • Sponsor: reviews, comments on, and approves business analysis information.
Identify Business Analysis Performance Improvements Elements: Stakeholders
• Domain Subject Matter Experts: informed about BA activities to set expectations regarding their involvement in the work and to elicit their feedback regarding possible improvements to the approach • Project Manager: is accountable for the success of a project. They may also deliver reports on business analysis performance to the sponsor and other stakeholders. • Sponsor: may require reports on business analysis performance to address problems as they are identified.
Plan Business Analysis Governance Description
• Ensure that governance process is in place and clarify any ambiguities within it • Identifies decision makers, process, and information required for decisions to be made • Describes how approvals and prioritization decisions are made for requirements and designs When planning the governance approach, identify: • how business analysis work will be approached and prioritized • process for proposing a change to business analysis information • who has authority and responsibility to propose changes and who should be involved in the change discussions • who has responsibility for analyzing change requests • who has authority to approve changes • how changes will be documented and communicated
Plan Business Analysis Governance Outputs
• Identifies stakeholders who: • will have responsibility and authority to make decisions about business analysis work • who will be responsible for setting priorities • who will approve changes to business analysis information • Also defines the process that will be used to manage requirement and design changes across the initiative
Description of Plan Stakeholder Engagement
• Identify all involved stakeholders and analyze their characteristics • Define best collaboration and communication approaches for initiative and appropriately plan for stakeholder risks • Degree of complexity can increase as the number of stakeholders involved increases • Increasing amount of stakeholders = new or different techniques for stakeholder management
Stakeholder Analysis - Roles
• Identify stakeholder roles to understand where and how stakeholders will contribute to initiative • Be aware of various roles a stakeholder is responsible for within organization
Elements of Plan Stakeholder Engagement
• Identifying stakeholders • Roles • Attitudes • Decision Making Authority • Level of Power or Influence
Plan Business Analysis Information Management Outputs
• Information Management Approach • Includes the defined approach for how business analysis information will be stored, accessed, and utilized during the change and after the change is complete.
Plan Business Analysis Information Management Elements: Organization of Business Analysis Information
• Not difficult to locate, conflicts with other information, or is needlessly duplicated • The BA define how best to structure and organize information at the start of an initiative based on: • type and amount of information to be collected • the stakeholder's access and usage needs • the size and complexity of the change • Relationships among the types of information must be defined to assist in managing the effect of new or changed information in the future
Plan Business Analysis Information Management Elements
• Organization of Business Analysis Information • Level of Abstraction • Plan Traceability Approach • Plan for Requirements Reuse • Storage and Access • Requirements Attributes
Identify Business Analysis Performance Improvements Elements
• Performance Analysis • Assessment Measures • Analyze Results • Recommend Actions for Improvement
Identify Business Analysis Performance Improvements Elements: Recommend Actions for Improvement
• Preventive: reduces the probability of an event with a negative impact • Corrective: establishes ways to reduce the negative impact of an event • Improvement: establishes ways to increase the probability or impact of events with a positive impact These actions are likely to result in changes to the: • business analysis approach • repeatable processes • tools
Adaptive approaches
• Rapid delivery of business value in short iterations in return for acceptance of a higher degree of uncertainty regarding the overall delivery of the solution. • Preferred when taking an exploratory approach to finding the best solution or for incremental improvement of an existing solution.
Brainstorming Session
• Share new ideas without any discussion, criticism, or evaluation. • Visibly record all ideas. • Encourage participants to be creative, share exaggerated ideas, and build on the ideas of others. • Don't limit the number of ideas as the goal is to elicit as many as possible within the time period.
Description of Stakeholder List, Map, or Personas
• Stakeholder analysis involves identifying the stakeholders • Common types of stakeholder characteristics - Level of authority within the domain of change and within the organization, - Attitudes toward or interest in the change being undertaken, - Attitudes toward the business analysis work and role, and - Level of decision-making authority
Stakeholder Analysis - Attitudes
• Stakeholder attitudes can positively or negatively impact a change • Stakeholders with positive attitudes may be strong champions and great contributors • Others may: • not see value in the work • may misunderstand the value being provided • may be concerned about the effect the change will have on them • Consider collaboration approaches that increase cooperation for those expected to serve in key roles and participate heavily in analysis activities, but who view a change negatively • Analyze stakeholder attitudes about: • Business goals, objectives of initiative, and any proposed solutions • Business analysis in general • Level of interest in the change • Sponsor • Team members and other stakeholders • Collaboration and team-based approach
Identify Business Analysis Performance Improvements Elements: Performance Analysis
• What constitutes effective business analysis work? It depends on the context of a particular organization or initiative • Reports on business analysis performance can be • informal and verbal, • may include formal documentation • Reports are designed and tailored to meet the needs of the various types of reviewers
Predictive approaches
• minimizing upfront uncertainty • ensuring that the solution is defined before implementation begins in order to maximize control and minimize risk. • Preferred when requirements can effectively be defined ahead of implementation, the risk of an incorrect implementation is unacceptably high, or when engaging stakeholders presents significant challenges.
Identify Business Analysis Performance Improvements Inputs
•Business Analysis Approach: identifies deliverables, activities (including when they will be performed and who will be performing them), and techniques • Performance Objectives (external): describe the desired performance outcomes that an enterprise or organization is hoping to achieve
