- •Foreword
- •Preface the purpose of this book
- •Intended audience
- •Book organization
- •About b2t training
- •Chapter 1: Possess a Clear Understanding of Business Analysis overview
- •What is business analysis?
- •Business Analysis vs. Software Development
- •The Role of the Business Analyst
- •Business Analyst Traits
- •History of Business Analysis
- •Where Do Business Analysts Come From?
- •From it
- •Case in Point
- •From Business
- •Case in Point
- •Where Do Business Analysts Report?
- •Who makes a great business analyst?
- •Case in Point
- •Business Analyst Suitability (- відповідність) Questionnaire
- •Suitability Questionnaire
- •Answers
- •Business Analyst Career Progression
- •Key business analysis terms/concepts
- •What Is a Requirement?
- •Iiba Business Analysis Body of Knowledge® (babok®) definition of requirement:
- •Core Requirements Components
- •Why Document Requirements?
- •Why Do Requirements Need to Be Detailed?
- •High-Level Requirements Are Interpreted Differently
- •Many Analysts Only Use Text to Document Requirements
- •Complex Business Rules Must Be Found
- •Requirements Must Be Translated
- •Case in Point
- •What Is a Project?
- •What Is a Product?
- •What Is a Solution?
- •Case in Point
- •What Is a Deliverable?
- •System vs. Software
- •It Depends
- •Business analysis certification
- •Iiba babok®
- •Summary of key points
- •Bibliography
- •Chapter 2: Know Your Audience overview
- •Establish trust with your stakeholders
- •With whom does the business analyst work?
- •Executive or Project Sponsor
- •Case in Point: Giving the Sponsor Bad News
- •Project Manager
- •Why Does a Project Need a Project Manager and a Business Analyst?
- •Project Manager and Business Analyst Skills Comparison
- •Tips for Those Performing Both Roles
- •Other Business Analysis Professionals
- •Subject Matter Experts and Users
- •Getting to Know Your Subject Matter Experts
- •A Manager Who Does Not Understand His or Her Employees’ Work
- •When the Expert Is Not Really an Expert
- •When the Expert Is Truly an Expert
- •The Expert Who Is Reluctant to Talk
- •The Expert Who Is Angry about Previous Project Failures
- •The Expert Who Hates His or Her Job
- •Quality Assurance Analyst
- •When “qa” Is a Bad Word in Your Organization
- •Usability Professional
- •It Architect
- •Case in Point
- •It Developer
- •Case in Point
- •The Developer Who Is Very Creative
- •The Developer Who Codes Exactly to Specs
- •The Developer’s Industry Knowledge
- •Data Administrator/Architect/Analyst
- •Database Designer/Administrator
- •Stakeholder Analysis
- •Balancing stakeholder needs
- •Case in Point
- •Understanding the Political Environment
- •Working with dispersed teams
- •Physical Distance
- •Time Zone Differences
- •Nationality/Cultural Differences
- •Language Differences
- •Using Team Collaboration Tools
- •Using a Shared Presentation
- •Sharing a Document
- •Summary of key points
- •Bibliography
- •Chapter 3: Know Your Project
- •Why has the organization decided to fund this project?
- •Business Case Development
- •Case in Point
- •Project Initiated Because of a Problem
- •Case in Point
- •Project Initiated to Eliminate Costs (Jobs)
- •Project Initiated by Outside Regulation
- •Project Initiated by an Opportunity
- •Projects for Marketing or Advertising
- •Case in Point
- •Projects to Align Business Processes
- •Strategic planning
- •Portfolio and Program Management
- •How Does Your Project Relate to Others?
- •Enterprise Architecture
- •Business Architecture
- •The Organizational Chart
- •Locations
- •Swot (Strengths, Weaknesses, Opportunities, Threats)
- •Products
- •Information Architecture
- •Application Architecture
- •Technology Architecture
- •Case in Point
- •Security Architecture
- •Communicating Strategic Plans
- •Project Identification
- •Project initiation
- •Naming the Project
- •Initiation
- •Approach or Methodology
- •Statement of Purpose
- •Objectives
- •Problems/Opportunities
- •Stakeholders
- •Business Risks
- •Items Out of Scope
- •Assumptions
- •Scope of the Business Area
- •Scoping the Analysis Area Using a Context-Level Data Flow Diagram
- •Area of Study
- •High-Level Business Processes
- •Scoping the Analysis Area Using a Use Case Diagram
- •Project Initiation Summary Revisit Scope Frequently
- •Scope Creep
- •Summary of key points
- •Bibliography
- •Chapter 4: Know Your Business Environment overview
- •Case in Point
- •How does a business analyst learn about the enterprise?
- •Read the Company’s Marketing Materials
- •Read the Company’s Financial Reports
- •Review the Corporate Strategic Plan
- •Seeing things from the business perspective
- •Case in Point
- •Prioritizing Requests
- •Case in Point
- •How a business analyst learns the business: elicitation techniques
- •Review Existing Documentation
- •Case in Point
- •Observation
- •Case in Point
- •Case in Point
- •Interviews
- •Surveys and Questionnaires
- •Facilitated Sessions
- •Why Use a Facilitated Session?
- •Challenges for the Business Analyst as the Facilitator
- •Focus Groups
- •Competitive Analysis
- •Interface Analysis
- •Learn the current (as is) system
- •Case in Point
- •What is a business process?
- •Essential Analysis
- •Perfect Technology
- •No Storage Limitations or Constraints
- •Case in Point
- •Completely Error-Free Processing
- •Case in Point
- •No Performance Limitations
- •Technology Is Available at No Cost
- •Case in Point
- •Summary of Perfect Technology
- •Essential Business Processes
- •Case in Point
- •What Is the Difference between a Process and a Use Case?
- •Describing a Process
- •Seeing Things from the Top and from the Bottom
- •Implementation Planning
- •Training
- •Rollout Plan
- •Schedule
- •Metrics
- •Procedures/Organizational Changes
- •Summary of tips for learning your business
- •Summary of key points
- •Bibliography
- •Chapter 5: Know Your Technical Environment overview
- •Case in Point
- •Why does a business analyst need to understand the technical environment?
- •Understand Technology, But Don’t Talk Like a Technologist
- •Case in Point
- •What does a business analyst need to know about technology?
- •Software Development/Programming Terminology
- •Does a Business Analyst Need to Know How to Develop Software?
- •Software Development Methodologies
- •Methodology/Software Development Life Cycle
- •Waterfall
- •Planning Phase
- •Analysis Phase
- •Design Phase
- •Construction Phase
- •Testing Phase
- •Information Engineering
- •Joint Application Development/Design
- •Rapid Application Development
- •Iterative/Incremental Development Approaches
- •Object-Oriented Analysis and Design
- •Rational Unified Process
- •Agile Development Approaches
- •An Organization’s Formal Methodology
- •Why Don’t Most Methodologies Detail the Business Analysis Approach?
- •An Organization’s Informal Standards
- •Technical Architecture
- •Operating Systems
- •Case in Point
- •Computer Networking
- •Data Management
- •Relational Database
- •Structured Query Language
- •Software Usability/Human Interface Design
- •Software Testing
- •Case in Point
- •Software Testing Phases
- •Unit Testing
- •Integration Testing
- •System Testing
- •Regression Testing
- •Case in Point
- •User Acceptance Testing
- •Post-Implementation User Assessment
- •Working with it Communicating with Developers
- •When to Get it Involved in a Project
- •It Corporate Culture
- •Summary of key points
- •Bibliography
- •Chapter 6: Know Your Analysis Techniques overview
- •Case in Point
- •Categorizing and presenting requirements Collecting and Managing Requirements
- •What Is a Requirement?
- •Categorizing Requirements
- •Case in Point
- •Why Categorize Requirements?
- •Developing a System for Organizing Requirements
- •Iiba babok Categories
- •A Recommended Categorization System
- •Business Requirements
- •Functional Requirements
- •Technical Requirements
- •Core requirements components
- •Overview of Core Requirements Components Data (Entities and Attributes)
- •Processes (Use Cases)
- •External Agents (Actors)
- •Business Rules
- •Case in Point
- •Core Requirements Component: Entities (Data)
- •Core Requirements Component: Attributes (Data)
- •Attribute Uniqueness
- •Mandatory or Optional
- •Attribute Repetitions
- •Core Requirements Component: Processes (Use Cases)
- •Core Requirements Component: External Agents (Actors)
- •Internal vs. External
- •Core Requirements Component: Business Rules
- •Finding Business Rules
- •Analysis techniques and presentation formats
- •Glossary
- •Workflow Diagrams
- •Why Use Workflow Diagrams?
- •Entity Relationship Diagramming
- •Why Build a Logical Data Model?
- •Business Process Modeling with the Decomposition Diagram
- •Why Build a Decomposition Diagram?
- •Use Case Diagram
- •Use Case Descriptions
- •Why Use Use Cases?
- •Case in Point
- •Prototypes/Simulations
- •Why Use Prototypes/Simulations?
- •Other Techniques Event Modeling
- •Entity State Transition/uml State Machine Diagrams
- •Object Modeling/Class Modeling
- •User Stories
- •Traceability Matrices
- •Gap Analysis
- •Data Flow Diagramming
- •Choosing the Appropriate Techniques
- •Using Text to Present Requirements
- •Using Graphics to Present Requirements
- •Using a Combination of Text and Graphics
- •Choosing an Approach
- •Case in Point
- •Business Analyst Preferences
- •Case in Point
- •Subject Matter Expert Preferences
- •Case in Point
- •Developer Preferences
- •Project Manager Preferences
- •Standards
- •Case in Point
- •As is vs. To be analysis
- •Packaging requirements How Formally Should Requirements Be Documented?
- •What Is a Requirements Package?
- •Case in Point
- •Request for Proposal Requirements Package
- •Characteristics of Excellent Requirements
- •Getting Sign-Off
- •Requirements Tools, Repositories, and Management
- •Summary of key points
- •Bibliography
- •Chapter 7: Increase Your Value overview
- •Build your foundation Skill: Get Started
- •Skill: Think Analytically
- •Skill: Note Taking
- •Technique: Brainstorming
- •Skill: Work with Complex Details
- •Case in Point
- •How Much Detail? Just Enough!
- •Case in Point
- •Time management Skill: Understand the Nature of Project Work
- •Skill: Work on the Most Important Work First (Prioritize)
- •Case in Point
- •Technique: Understand the 80-20 Rule
- •Technique: Timeboxing
- •Build your relationships and communication skills Skill: Build Strong Relationships
- •Skill: Ask the Right Questions
- •Case in Point
- •Skill: Listen Actively
- •Barriers to Listening
- •Listening for Requirements
- •Skill: Write Effectively
- •Case in Point
- •Skill: Make Excellent Presentations
- •Skill: Facilitate and Build Consensus
- •Skill: Conduct Effective Meetings
- •Prepare for the Meeting/Select Appropriate Attendees
- •Meeting Agenda
- •Conducting the Meeting
- •Tips for Conducting Successful Meetings
- •Follow-Up/Meeting Minutes
- •Skill: Conduct Requirements Reviews
- •How to Conduct a Review
- •Step 1. Decide on the Purpose of the Review
- •Step 2. Schedule Time with Participants
- •Steps 3 and 4. Distribute Review Materials and Have Participants Review Materials Prior to the Session
- •Case in Point
- •Step 5. Conduct the Review Session
- •Steps 6 and 7. Record Review Notes and Update Material
- •Step 8. Conduct a Second Review If Necessary
- •Typical Requirements Feedback Corrections
- •Missing Requirements
- •Unclear Sentences
- •Scope Creep
- •Keep learning new analysis techniques Technique: Avoid Analysis Paralysis!
- •Technique: Root Cause Analysis
- •The Five Whys
- •Case in Point
- •Skill: Intelligent Disobedience
- •Continually improve your skills
- •Skill: Make Recommendations for Solutions
- •Understand the Problem
- •Imagine Possible Solutions
- •Case in Point
- •Evaluate Solutions to Select the Best
- •Skill: Be Able to Accept Constructive Criticism
- •Case in Point
- •Skill: Recognize and Act on Your Weaknesses
- •Technique: Lessons Learned
- •Business analysis planning
- •Technique: Map the Project
- •Examples of Mapped Projects
- •Skill: Plan Your Work
- •Technique: Assess Business Impact
- •Case in Point
- •Factors That Determine Business Impact
- •Case in Point
- •Technique: Conduct Stakeholder Analysis
- •Technique: Plan Your Communications
- •Skill: Choose Appropriate Requirements Deliverables
- •Skill: Develop a Business Analysis Task List
- •Skill: Estimate Your Time
- •Summary of key points
- •Bibliography
The Developer Who Is Very Creative
Developers who are very creative are wonderful people. They are the people who have created Google™, Yahoo™, and many exciting games and gadgets. They see the world from a very different perspective and are constantly looking at old things in new ways. These individuals are critical resources in organizations where leading-edge technology is a critical success factor. The challenge for BAs working with these extremely creative individuals is their feelings about requirements. Creative IT people often appear to be ignoring the requirements, which can be very frustrating for the BA. In actuality, they see the requirements as guidelines. Giving them a detailed set of requirements is like putting them in jail. You are limiting their creativity and preventing them from doing the thing that they are really good at and enjoy best. Make sure that they understand the true business need and then allow them to use their creativity in the functional design. Be sure to keep them within the scope of the project.
The Developer Who Codes Exactly to Specs
At the other extreme are developers who write program code that supports the written requirements or specifications exactly. They will not add any additional functionality, even when it seems obvious that something was simply missed in the specs. These individuals will not make suggestions for better approaches or ask questions about possibilities outside of the requirements. Often, developers working for contract and/or outsourcing companies are instructed to code exactly to specs.
This can be a challenging situation for BAs since the requirements are supposed to be complete and accurate and should provide everything that the developer needs to know. Realistically, no requirements specification is perfect, so having a developer who thinks logically about the code he or she is writing and asks questions when he or she sees potential holes is ideal. The best way to handle a developer who codes blindly to specification is to have structured walkthroughs on each requirement deliverable and talk about the needs with the developer. Try to get the developer to ask questions and find the missing pieces right away so that you can amend the requirements before he or she starts work. Ultimately, the business needs must be supported by the code, so if changes are required after coding because of errors in the specifications, they may have to go through the project change control process.
The Developer’s Industry Knowledge
Most developers specialize in a particular set of technical skills which are independent of a particular business industry. It is not uncommon to meet a developer who has worked in a manufacturing organization, followed by a telecommunications company, and then a financial services or health care business. Developing software for business functions that are not well understood is possible when developers work with BAs and system architects who understand the business domain. Some developers are not really interested in what the organization sells or services as much as they are interested in using the latest technical tools and approaches. The less a developer knows about (or is interested in) the business domain, the more dependent he or she is on complete, accurate requirements. The business terminology will not be known, so specific design components like screen labels and error messages must be explicitly stated and followed.
Alternately, some developers have experience/knowledge in a particular industry or business domain. For example, there are developers who specialize in commercial off-the-shelf applications like SAP© or PeopleSoft™. These developers may be very familiar with a set of terms unique to the application or business domain. They will provide less of a communication challenge because they know the language of the business. Just be sure that the developer knows the language of your particular business. Your organization may use terminology differently from other businesses in the same industry. In the training industry, there is inconsistency in the use of fundamental terms like class, course, and seminar. If a developer with industry experience joins your organization, make sure that he or she doesn’t assume terminology is used exactly the same way. Again, detailed requirements avoid ambiguity.