Business Analysis Planning & Monitoring

Outputs for Plan Stakeholder Engagement

.Stakeholder Engagement Approach: contains a list of the stakeholders, their characteristics which were analyzed, and a listing of roles and responsibilities for the change. It also identifies the collaboration and communication approaches the business analyst will utilize during the initiative

techniques for plan business analysis governance

Brainstorming: used to generate an initial list of potential stakeholder names who may need approval roles in the defined governance process. Document Analysis: used to evaluate existing governance processes or templates. Interviews: used to identify possible decision-making, change control, approval, or prioritization approaches and participants with an individual or small group. Item Tracking: used to track any issues that arise when planning a governance approach. Lessons Learned: used to find if past initiatives have identified valuable experiences with governance that can be leveraged on current or future initiatives. Organizational Modelling: used to understand roles/responsibilities within the organization in an effort to define a governance approach that involves the right stakeholders. Process Modelling: used to document the process or method for governing business analysis. Reviews: used to review the proposed governance plan with key stakeholders. Survey or Questionnaire: used to identify possible decision-making, change control, approval, or prioritization approaches and participants. Workshops: used to identify possible decision-making, change control, approval, or prioritization approaches and participants within a team setting.

Techniques for Identify Business Analysis Performance Improvements

Brainstorming: used to generate ideas for improvement opportunities. Interviews: used to gather assessments of business analysis performance. Item Tracking: used to track issues that occur during the performance of business analysis for later resolution. Lessons Learned: used to identify recommended changes to business analysis processes, deliverables, templates, and other organizational process assets that can be incorporated into the current initiative and future work. Metrics and Key Performance Indicators (KPIs): used to determine what metrics are appropriate for assessing business analysis performance and how they may be tracked. Observation: used to witness business analysis performance. Process Analysis: used to analyze existing business analysis processes and identify opportunities for improvement. Process Modelling: used to define business analysis processes and understand how to improve those processes to reduce problems from hand-offs, improve cycle times, or alter how business analysis work is performed to support improvements in downstream processes. Reviews: used to identify changes to business analysis processes and deliverables that can be incorporated into future work. Risk Analysis and Management: used to identify and manage potential conditions or events that may impact business analysis performance. Root Cause Analysis: used to help identify the underlying cause of failures or difficulties in accomplishing business analysis work. Survey or Questionnaire: used to gather feedback from stakeholders about their satisfaction with business analysis activities and deliverables. Workshops: used to gather assessments of business analysis performance and generate ideas for improvement opportunities.

Techniques for Plan Business Analysis Information Management

Brainstorming: used to help stakeholders uncover their business analysis information management needs. Interviews: used to help specific stakeholders uncover their business analysis information management needs. Item Tracking: used to track issues with current information management processes. Lessons Learned: used to create a source of information for analyzing approaches for efficiently managing business analysis information. Mind Mapping: used to identify and categorize the kinds of information that need to be managed. Process Modelling: used to document the process or method for managing business analysis information. Survey or Questionnaire: used to ask stakeholders to provide input into defining business analysis information management. Workshops: used to uncover business analysis information management needs in a group setting.

Techniques for Plan Business Analysis approach

Brainstorming: used to identify possible business analysis activities, techniques, risks and other relevant items to help build the business analysis approach. Business Cases: used to understand whether elements of the problem or opportunity are especially time-sensitive, high-value, or whether there is any particular uncertainty around elements of the possible need or solution. • Document Analysis: used to review existing organizational assets that might assist in planning the approach. Estimation: used to determine how long it may take to perform business analysis activities. Financial Analysis: used to assess how different approaches (and the supported delivery options) affect the value delivered. Functional Decomposition: used to break down complex business analysis processes or approaches into more feasible components. Interviews: used to help build the plan with an individual or small group. Item Tracking: used to track any issues raised during planning activities with stakeholders. Can also track risk related items raised during discussions when building the approach. Lessons Learned: used to identify an enterprise's previous experience (both successes and challenges) with planning business analysis approach. Process Modelling: used to define and document the business analysis approach. Reviews: used to validate the selected business analysis approach with stakeholders. Risk Analysis and Management: used to assess risks in order to select the proper business analysis approach. Scope Modelling: used to determine the boundaries of the solution as an input to planning and to estimating. Survey or Questionnaire: used to identify possible business analysis activities, techniques, risks and other relevant items to help build the business analysis approach. Workshops: used to help build the plan in a team setting.

Techniques for Plan Business Analysis approach

Brainstorming: used to identify possible business analysis activities, techniques, risks and other relevant items to help build the business analysis approach. Business Cases: used to understand whether elements of the problem or opportunity are especially time-sensitive, high-value, or whether there is any particular uncertainty around elements of the possible need or solution. Document Analysis: used to review existing organizational assets that might assist in planning the approach. Estimation: used to determine how long it may take to perform business analysis activities. Financial Analysis: used to assess how different approaches (and the supported delivery options) affect the value delivered. Functional Decomposition: used to break down complex business analysis processes or approaches into more feasible components. Interviews: used to help build the plan with an individual or small group. Item Tracking: used to track any issues raised during planning activities with stakeholders. Can also track risk related items raised during discussions when building the approach. Lessons Learned: used to identify an enterprise's previous experience (both successes and challenges) with planning business analysis approach. Process Modelling: used to define and document the business analysis approach. Reviews: used to validate the selected business analysis approach with stakeholders. Risk Analysis and Management: used to assess risks in order to select the proper business analysis approach. Scope Modelling: used to determine the boundaries of the solution as an input to planning and to estimating. Survey or Questionnaire: used to identify possible business analysis activities, techniques, risks and other relevant items to help build the business analysis approach. Workshops: used to help build the plan in a team setting.

Techniques for plan stakeholder engagement

Brainstorming: used to produce the stakeholder list and identify stakeholder roles and responsibilities. Business Rules Analysis: used to identify stakeholders who were the source of the business rules. Document Analysis: used to review existing organizational assets that might assist in planning stakeholder engagement. Interviews: used to interact with specific stakeholders to gain more information or knowledge about stakeholder groups. Lessons Learned: used to identify an enterprise's previous experience (both successes and challenges) with planning stakeholder engagement. Mind Mapping: used to identify potential stakeholders and help understand the relationships between them. Organizational Modelling: used to determine if the organizational units or people listed have any unique needs and interests that should be considered. Organizational models describe the roles and functions in the organization and the ways in which stakeholders interact which can help to identify stakeholders who will be affected by a change. Process Modelling: used to categorize stakeholders by the systems that support their business processes. Risk Analysis and Management: used to identify risks to the initiative resulting from stakeholder attitudes or the inability of key stakeholders to participate in the initiative. Scope Modelling: used to develop scope models to show stakeholders that fall outside the scope of the solution but still interact with it in some way. Stakeholder List, Map, or Personas: used to depict the relationship of stakeholders to the solution and to one another. Survey or Questionnaire: used to identify shared characteristics of a stakeholder group. Workshops: used to interact with groups of stakeholders to gain more information about stakeholder groups.

Inputs for Identify Business Analysis Performance Improvements

Business Analysis Approach: identifies business analysis deliverables that will be produced, activities that will need to be performed (including when they will be performed and who will be performing them), and techniques that will be used. Performance Objectives (external): describe the desired performance outcomes that an enterprise or organization is hoping to achieve.

Output for Plan Business Analysis approach

Business Analysis Approach: identifies the business analysis 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 business analysis techniques that may be utilized. The remaining outputs of the Business Analysis Planning and Monitoring knowledge area may be integrated into an overall approach or be independent based upon methodology, organization, and perspective.

Inputs for Plan Business Analysis Information Management

Business Analysis Approach: incorporating the overall business analysis approach into the information management approach is necessary to ensure consistency across the approaches. Governance Approach: defines how business analysts manage changes to requirements and designs, how decisions and approvals for business analysis deliverables will be made, and how priorities will be set. Stakeholder Engagement Approach: identifying stakeholders and understanding their communication and collaboration needs is useful in determining their specific information management needs.

Inputs for Plan Business Analysis Governance

Business Analysis Approach: incorporating the overall business analysis approach into the governance approach is necessary to ensure consistency across the approaches. Stakeholder Engagement Approach: identifying stakeholders and understanding their communication and collaboration needs is useful in determining their participation in the governance approach. The engagement approach may be updated based on the completion of the governance approach.

Outputs for Identify Business Analysis Performance Improvements

Business Analysis Performance Assessment: includes a comparison of planned versus actual performance, identifying the root cause of variances from the expected performance, proposed approaches to address issues, and other findings to help understand the performance of business analysis processes.

Guidelines and tools for Plan Business Analysis Information Management

Business Analysis Performance Assessment: provides results of previous assessments that should be reviewed and incorporated into all planning approaches. Business Policies: define the limits within which decisions must be made. They may be described by regulations, contracts, agreements, warranties, certifications, or other legal obligations. Information Management Tools: each organization uses some tools to store, retrieve, and share business analysis information. These may be as simple as a whiteboard, or as complex as a global wiki or robust requirements management tool. Legal/Regulatory Information: describes legislative rules or regulations that must be followed, and helps determine how business analysis information will be managed.

Guidelines and tools for plan business analysis governance

Business Analysis Performance Assessment: provides results of previous assessments that should be reviewed and incorporated into all planning approaches Business Policies: define the limits within which decisions must be made. They may be described by regulations, contracts, agreements, warranties, certifications or other legal obligations. Current State Description: provides the context within which the work needs to be completed. This information can help drive how to make better decisions. 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

Guidelines and Tools for Plan Stakeholder Engagement

Business Analysis Performance Assessment: provides results of previous assessments that should be reviewed and incorporated. Change Strategy: used for improved assessment of stakeholder impact and the development of more effective stakeholder engagement strategies. Current State Description: provides the context within which the work needs to be completed. This information will lead to more effective stakeholder analysis and better understanding of the impact of the desired change.

Stakeholders for Plan Stakeholder Engagement

Customers: a source of external stakeholders. Domain Subject Matter Expert: may help to identify stakeholders and may themselves be identified to fulfill one or more roles on the initiative. End User: a source of internal stakeholders. Project Manager: may be able to identify and recommend stakeholders. Responsibility for stakeholder identification and management may be shared with the business analyst. Regulator: may require that specific stakeholder representatives or groups be involved in the business analysis activities. Sponsor: may request that specific stakeholders be involved in the business analysis activities. Supplier: a source of external stakeholders

Stakeholders for Plan Business Analysis approach

Domain Subject Matter Expert: can be a source of risk when their involvement is required and availability is lacking. The approach taken may depend on availability and level of their involvement with the initiative. Project Manager: determines that the approach is realistic for the overall schedule and timelines. The business analysis approach must be compatible with other activities. Regulator: may be needed to provide approval for aspects of the business analysis approach or decisions made in tailoring the process, especially in organizations where the business analysis process is audited. Sponsor: can provide needs and objectives for the approach and ensures that organizational policies are followed. The selected approach may depend on availability and involvement with the initiative.

Stakeholders for plan business analysis governance

Domain Subject Matter Expert: may be a possible source of a requested change or may be identified as needing to be involved in change discussions. Project Manager: works with the business analyst to ensure that overall project governance aligns with the business analysis governance approach. Regulator: may impose rules or regulations that need to be considered when determining the business analysis governance plan. May also be a possible source of a requested change. Sponsor: can impose their own requirements for how business analysis information should be managed. Participates in change discussions and approves proposed changes

Stakeholders for Plan Business Analysis Information Management

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

Stakeholders for Identify Business Analysis Performance Improvements

Domain Subject Matter Experts: should be informed about the business analysis activities in order 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 and must be kept informed of the current status of business analysis work. If potential problems or opportunities for improvement are identified, the project manager must be consulted before changes are implemented to assess whether those changes will have an impact on the 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. A manager of business analysts may also sponsor initiatives to improve the performance of business analysis activities.

Outputs for Plan business analysis governance

Governance Approach: identifies the stakeholders who will have the responsibility and authority to make decisions about business analysis work including who will be responsible for setting priorities and who will approve changes to business analysis information. It also defines the process that will be utilized to manage requirement and design changes across the initiative.

Outputs for Plan Business Analysis Information Management

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.

Inputs for Plan Business Analysis approach

Needs: the business analysis approach is shaped by the problem or opportunity faced by the organization. It is necessary to consider what is known about the need at the time of planning, while acknowledging that understanding evolves throughout business analysis activities.

Inputs for Plan Stakeholder Engagement

Needs: understanding the business need and the parts of the enterprise that it affects helps in the identification of stakeholders. The need may evolve as stakeholder analysis is performed. Business Analysis Approach: incorporating the overall business analysis approach into the stakeholder analysis, collaboration, and communication approaches is necessary to ensure consistency across the approaches.

Guidelines and Tools for Identify Business Analysis Performance Improvements

Organizational Performance Standards: may include performance metrics or expectations for business analysis work mandated by the organization.

Business Analysis Planning and Monitoring knowledge area task

Plan Business Analysis Approach, Plan Stakeholder Engagement, Plan Business Analysis Governance, Plan Business Analysis Information Management, Identify Business Analysis Performance Improvements

Plan Business Analysis Information Management

defines how information developed by business analysts (including requirements and designs) is captured, stored, and integrated with other information for long-term use.

Plan Business Analysis Governance

defines the components of business analysis that are used to support the governance function of the organization. It helps ensure that decisions are made properly and consistently, and follows a process that ensures decision makers have the information they need. Examples of this include requirements management, business analysis risk management, and allocation of business analysis resources.

Identify Business Analysis Performance Improvements

describes managing and monitoring how business analysis work is performed to ensure that commitments are met and continuous learning and improvement opportunities are realized.

Plan Business Analysis Approach:

describes the planning of business analysis work from creation or selection of a methodology to planning the individual activities, tasks, and deliverables.

Business Analysis Planning and Monitoring

describes the tasks that business analysts perform to organize and coordinate the efforts of business analysts and stakeholders. These tasks produce outputs that are used as key inputs and guidelines for the other tasks

Plan Stakeholder Engagement

describes understanding which stakeholders are relevant to the change, what business analysts need from them, what they need from business analysts, and the best way to collaborate.

Guidelines and Tools For Plan Business Analysis approach

• Business Analysis Performance Assessment: provides results of previous assessments that should be reviewed and incorporated into all planning approaches. Business Policies: define the limits within which decisions must be made. They may be described by regulations, contracts, agreements, deals, warranties,certifications, or other legal obligations. These policies can influence the business analysis approach. Expert Judgment: used to determine the optimal business analysis approach. Expertise may be provided from a wide range of sources including stakeholders on the initiative, organizational Centres of Excellence, consultants, or associations and industry groups. Prior experiences of the business analyst and other stakeholders should be considered when selecting or modifying an approach. Methodologies and Frameworks: shape the approach that will be used by providing methods, techniques, procedures, working concepts, and rules. They may need to be tailored to better meet the needs of the specific business challenge. Stakeholder Engagement Approach: understanding the stakeholders and their concerns and interests may influence decisions made when determining the business analysis approach.