2. Learning Objectives
Receive and develop for approval a business
requirements document for a new report request within a
specific timeframe.
Complete a face-to-face requirement gathering session
with trainer.
Complete a face-to-face requirements review session
with trainer.
4. Business Analysis is the practice of enabling
change in an organizational context, by
defining needs and recommending solutions
that deliver value to stakeholders.
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5. Execution of Business Analysis
Do you know what the current status of the
project is, because if not then you cannot
enable change.
Current vs. Future
Status
A business need is something that will: save
a resource, increase a resource or reduce
an expense. A want is everything else
Needs vs. Wants
You are the architect – define the solution,
illustrate the value, implement and evaluate
the response.
Solutions & ValueSolutio
ns &
Value
Definin
g
needs
Enabli
ng
Chang
eBusin
ess
analys
is
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6. If (PM – BA) = Chaos
And (PM + BA) = Solution
Then BA = [ ]
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7. Actors Involved in Business Analysis
Business
Owner
The person or entity
that is the
owner/leader of the
functional area
being evaluated.
Project
Manager
The person who is
in charge of the
overall project that
works in conjunction
with the Business
Owner.
Business Analyst
You. The person
that asks the
questions, develops
the solutions and
prepares the
documentation for
the process to work.
Action Personnel
All other personnel
involved in the
project that have an
action item related
to or in support of
the project that does
not fall into the first
three categories.
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8. Our Sweet Spot
The business analyst is the center of
attention during the project start phase
because this role will be the point of
contact for various roles in each of the
three major players.
- Coordinate with subject matter
experts
- Coordinate with
development/technical personnel
Business Analyst
Project
Manager
Action
Personnel
Business
owner
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10. Is it truly a problem if you don’t
know it’s a problem?
- Probably every PM ever…
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11. Business Analysis Process
Step 1
Understanding the
“why” for the project.
Complete the
business
requirements and
begin developing
project timeline.
Step 2
Developing the “how”
through course of
action (COA)
evaluation.
Targeting the “when”
by conducting asset
evaluation.
Securing the “who”
from the Project
Manager.
Step 3
Create the “what” in
functional
requirements.
Submit for approval
from business
owners.
Finalize timeline to
transition to the
development phase.
Step 4
Evaluate the “where”
-> where along in the
development
process are we?
Define results in after
action review.
Gather &
Receive
Evaluate
& Assess
Supervise
& refine
Develop &
Approve
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12. When Do I Engage?
The project management cycle begins with creating
a plan, but can you make a plan if you don’t know
all the facts?
Business analysis starts before the project
management life cycle (PMLC) even begins.
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13. Business Analyst Questions
WHY: Why does the business owner need this report?
HOW: How will the business owner use this report?
-> How will this report improve process, increase efficiency,
increase revenue?
WHEN: When is the report needed? When does it need to be
delivered?
WHO: Who is in the population? Who is going to receive this report?
-> Can this person/entity receive this type of information?
WHAT: What are the parameters required for this report?
- > Time, demographics, geography, financial, etc.
WHERE: Where do I send this report? Where [how] will the BO1 A u g u s t 2 0 1 6
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14. No.
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16. Elicit details in order to gather
information through open-ended
questions.
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17. Information Gathering
Information is best gathered when
there is a conversation occurring
between two or more people. Schedule
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18. Requirement Etiquette
Do’s Don’t
Prepare complete, clear, correct and
consistent requirements documents.
Prepare illustrations and process
guides for complex concepts &
situations.
Confirm or annotate any assumption.
Follow standard technical writing
guidelines.
Rehearse prior to submission meeting.
Document referenced material.
Provide incomplete requirements to
someone in the business that could
assume they are final.
Provide unrealistic expectations.
Make assumptions without support
documentation.
Use poor grammar or writing skills.
Just “wing” the meetings.
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20. Practical Exercise
Business
Owner
Business
Analyst
✳ An employee of HCSC
is needing a report
developed for the
implementation of a
new wellness program
their client is initiating.
He is looking for your
help to understand
Aerial.
✳ You’re the business
analyst assigned, how
do you begin the
process helping your
client?
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Notes de l'éditeur
Enabling Change
Before you (as a business analyst) can enable change you must have a strong understanding of how the organization functions and be knowledgeable on SOPs, workflows and the mission statement.
Defining Needs
The ability to define needs is based on the business analyst’s ability to gather information through question elicitation that guides the business owner in order to define the actual needs versus the perceived needs.
A word of caution: do not assume that the business owner has not evaluated their needs; use probing questions to confirm whether or not the evaluation has been completed.
Recommending Solutions
This is critical to the business owner, because if they have engaged you by defining a need that means they do not have a solution. However, the solution may not always be to the need the business owner originally identified which is the beauty of the needs evaluation process.
Solutions need to be concise and comprehensive. If the solution is more difficult then the problem then the solution is not effective.
Deliver Value
Value to the business owner is the right solution, the first time.
Value is also perceived when the business owner has confidence in your decision making skills which is a reflection of your professional demeanor and personal confidence level.
If you understand this equation, then you might be a business analyst…
Confucius says a problem is not a problem if one does not know it’s a problem. That’s a double edge sword however as a business analyst because if you don’t identify the problem, it’s your fault. If you bring up a problem that no one else thought of then it becomes yours. It is probably better to identify and hope someone else will volunteer quickly to take possession.
The business analysis process can be broken down to the “who, what, when, where, why and how” sections for ease of management.
The questions a business analyst needs to be prepared to ask are:
Why is the project occurring?
How is the project going to work?
When will resources be available and when is the project due?
Who is in charge of each part of the project?
What are the requirements needed for this project?
Where are we in the process?
The project management process is Plan, Build, Test and Implement; how can that be done if the project manager doesn’t know what the problem is?
The business analyst belongs at the beginning, middle and end of every project.
In the beginning we define, in the middle we develop and in the end we re-evaluate and refine. This is the overall process.
Always know if the juice is worth the squeeze, because if a requested report is going to consume more time than would be saved by having said report, the juice was not worth it.
Business owners will request reports just for the sake of having reports, and then they will ask for a report to tell them what reports they have.
Don’t believe me, go ask a mouse if he would like a cookie -> same philosophy applies with all business owners.
You must be able to answer these questions during the requirements gathering section or you are doing yourself a disservice and not utilizing resources properly.
This may be the hardest word you will ever learn as a business analyst. No.
It is okay to say no. It is okay to tell a business owner that a report request is not in scope. It is okay to tell a business owner that resources are not available and there are other priorities ahead of theirs.
HOWEVER, make sure you have conducted your evaluation thoroughly, discussed it with either another associate or your supervisor before telling a business owner a definitive “no”. The business owner, once told “no” will immediately go above your role and request it again, I promise.
Gather, Evaluate,
If you understand this equation, then you might be a business analyst…
When should you have a requirements session with the business owner? EVER TIME.
Never assume to know what the business owner is “attempting” to do because realistically they don’t know which is why their subject matter expert is involved in the conversation as well.
Keys to Successful Interviews
Do your home if you don’t know what the topic is about.
Prepare questions in advance
Have documentation previously outlined -> easier to make sure you don’t lose track of what you are trying to do
If they give you a “yes” or “no” response, ask them to elaborate. This is your only chance to get their thoughts before the requirement process begins.
Take notes….