Examples of Mapped Projects

Conversion of old software system to purchased package (COTS). If the business area is well understood and a business model exists, there is no need to perform what analysis, so the project is mapped to two quadrants: (1) As is analysis of existing technology is in the lower left quadrant (how). (2) To be analysis of the purchased package is in the lower right quadrant (how). Conversion requirements are also needed to implement the change.

Business process improvement project. These projects typically map to three quadrants: (1) Analyzing the current as is involves learning about the core business needs, which is the upper left quadrant (what). (2) To improve a process, you must understand how it is currently done, which puts you in the lower left quadrant. (3) The process redesign (how) is in the lower right quadrant.

New business activity (e.g., new product for sale, new service). This project maps to two quadrants: (1) Understanding/analyzing the new business requirements is in the top right quadrant. (2) Creating a system to support this new business activity is in the bottom right quadrant. Analyzing a new business activity can be particularly challenging because the organization may not have any SMEs.

Skill: Plan Your Work

As in any profession where work is project oriented, planning your work is the best way to ensure a successful result. Even a new project that appears to be the smallest, simplest assignment that you have ever had requires planning. It is not necessary to write a formal planning document for a simple project. It may be that all the planning that is necessary is for you to sit for five minutes and think about what you are going to do, and then do it. This is still planning.

The goal is to realistically plan the amount of time needed to elicit, analyze, document, and communicate requirements. Traditionally, many project plans had one task for requirements gathering. Conventional thinking was that one or two meetings were needed to simply ask the users what they wanted and this task was complete. Actually, this one task represents many subtasks, and the BA should identify those individual subtasks for the project manager. Experienced business analysis professionals know what it takes to complete requirements. Be prepared to tell the project manager how much time is needed.

The first step in business analysis planning is to learn about the project. Review all existing project documentation to get an initial understanding of the work. Assess the current status of the project based on your research and by asking a few key questions of the project manager and sponsor:

• Is there a project charter or vision statement?

• Is there a project plan?

• Has the project been scoped?

• Have all stakeholders been identified?

• Are the project objectives clearly defined?

Once you know the current status of the project, you can plan your business analysis work. Any of the project initiation analysis that has not been completed goes to the top of your task list. Without clearly defining objectives and scope, successful analysis will be difficult. Assessing the project is the first step in the Business Analysis Planning Framework™ (B2T Training, 2008). Figure 7.2 provides an overview of the framework.

Figure 7.2: Business Analysis Planning Framework™