- •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
Structured Query Language
BAs need to understand the purpose of basic SQL statements
Structured query language (SQL) is a query language used to access and manipulate data in a relational database. It was originally designed using English language statements to allow business people to query their data for ad hoc reporting. The hope was that IT developers would be free to focus on developing new complex software while business users could develop their own reports. Unfortunately, the complexity of most databases has prevented all but the most sophisticated users from becoming independent of IT support. SQL is used for almost every database management system based on the relational model. There are hundreds of books/publications available from which you can learn SQL. There are two primary statements with which the BA should be familiar: SELECT and JOIN.
Like relational database concepts, the basic building blocks of SQL are relatively simple concepts. The statement or code that tells the computer to retrieve information out of one of the database tables is a SELECT statement:
SELECT CUSTOMER NAME FROM CUST_TABLE
This statement tells the database management system to look at the table called CUST_TABLE and retrieve the customer names. You will often hear developers talk about the SELECT statement because it is the most used statement in all of SQL. If you find incorrect data in a report, the developer might say something like: “My SELECT statement only pulled customers who are active.” The SELECT statement for a complex request may be several lines or even a page long. They are very complex to write and change. A simple change in a SELECT statement can result in a completely different result. See Figure 5.3 for an example of a complex SELECT statement.
Figure
5.3: Sample
Complex SELECT Statement
The other statement with which you need to be familiar is JOIN. In SQL, the word JOIN refers to the task of bringing together information that is stored in two or more different tables. It is not critical that you understand the intricacies of the JOIN statement, but you should understand its basic purpose so that you can better communicate with developers.
Since most software applications manage large amounts of data, there are usually many tables. Almost any search of a database requires that at least two tables be joined together to find the requested information. See Figure 5.4 for a sample JOIN statement.
Figure
5.4: Sample
JOIN Statement
For example, if a business area wanted to see a list of all of the orders placed by a particular customer, the SQL code would JOIN the two tables together to provide a list (printed or on screen) showing the customer name and all of the order numbers, with any other details needed. Like the SELECT statement, a JOIN can become very complex and may be at the root of an erroneous report. Be prepared to listen to developers talk about the complexity of their JOIN when trying to diagnose problems. To learn more about SQL, refer to a book like Sams Teach Yourself SQL in 10 Minutes (Forta, 2004).
In cases where you are asking a developer to make a change to a data access, be aware that if the developer did not write the original SQL, he or she is going to need time to become familiar with the existing code before attempting to change it. As stated earlier, a simple one-word coding change can result in a significant change in the result. This points out one reason why understanding the current or as is system is important. A developer may make a change that answers the new requirement but negatively impacts an old requirement that still exists. The BA must understand what pieces of the existing system need to remain, along with the new functionality that is required.
