Business AnalysisCIBAP Exam Preparation

Expand capabilities, enhance value, and gain ‘the edge’ through mastering the Business Analysis tacticsand skills

1

Participants

Introduction

••••••••

NameCurrent roleEducationPrevious experienceProject management experienceBusiness analysis experienceWhy are you pursuing BusinessParticipants Expectations

Analysis Training?

3

Agenda

Looking for a volunteer to help me executing

this agenda (time keeper)

4

Morning 6 days x 8

hours09:00 am – 11:20 am Session # 111:20 am – 12:30 pm Break12:30 pm – 02:30 pm Session # 202:30 pm – 03:25 pm Break03:15 pm – 05:00 pm Session # 3

Open Discussion

•••••

Is this statement true?What should we do to get differentWhere to start?Who should lead this initiative?Who should be involved?

results?

5

Open Discussion

•••

What is the role of Business Analyst?HowHow

cancan

youyou

benefit from Business Analysis course at your work?improve the Business Analyst role at your organization?

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

6

Whatdoes

the

Sponsor

Expect

fromthe

Project?

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

7

How Are the

TeamRecognize

the

Project?

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

8

reserved.

Whatwill the

TeamDeliver?

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

9

Business Challenges

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

10

TAS1<

Whatthe

customer

requested

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

11

TAS1<

Whatthe

business

analyst

understood

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

12

TAS1<

Whatsales

described

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

13

TAS1<

Whatthe

project

team

delivered

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

14

TAS1<

Whatwasdocumented

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

15

TAS1<

Whatthe

customer

paidfor

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

16

TAS1<

Whatwasimplemented

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

17

TAS1<

Whatsupport

wasprovided

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

18

AB B

he t

on ed

s

ba

tion,

Prepara maxE

AP CB-on

lysis itiedAna nd

iness e2

s uiuB G

19

TAS1<

Whatthe

customer

needed

OKd

Introduction to

Business

Analysis••••••

IIBA CIBAPMain ConceptsRole of the Business

AnalystStandardization and Adaptability

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

20

IIBA

• International Institute of Business Analysis (IIBA) is an independentnon-profit professional association serving the field of businessanalysis.

• IIBA established October 2003 in Toronto, Canada, With 28 foundingmembers from 21 different organizations.

••

Certification of Competency in Business Analysis™ (CCBA®) - 430Certified Business Analysis Professional™ (CIBAP®) - 3,13

9

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

21

CIBAP - Exam Information• Each CIBAP® applicant must meet

the following requirements to beeligible to write the exam.

• Minimum 7500 hours of BA workexperience aligned with the ®Guide in the last 10 yearsMinimum 900 hours in each of four of the six knowledge areasMinimum 21 hours of Professional Development in the past four years Two references from a career manager, client or CIBAP® recipientSigned Code of Conduct

•

•

•

•

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

22

Exam Blueprint• The current

follows:exam blueprint based on v2.0 of the ® Guide is as

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

23

Knowledge Area Percent ofQuestions

Business Analysis Planning and Monitoring 19.33%Elicitation 14%Requirements Management and Communication 16%Enterprise Analysis 15.33%Requirements Analysis 19.33%Solution Assessment and Validation 16%

What is ?

• Guide contains thegenerally accepted bestpractices of the businessanalysis field

• It describes the knowledgeof the business analysis,required skills needed to

area

perform the tasks and activitiesof the business analysis

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

24

What is ?

• •PART 1 PART 2: Knowledge Area•

•Introduction 1. Business analysis planning and

monitoringElicitation

Main concepts

2.3. Requirement management

communication

Enterprise analysis Requirement analysis Solution assessment andvalidation

and

4.5.6.

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

25

Knowledge Area• Knowledge Area Tasks

1.2.3.

PurposeDescriptionElements

4.5.6.

InputsTechniqueOutputs

7. Stakeholder

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

26

TAS1<

Guide Knowledge

Areas

- Interaction

II I

II

Oper.atJOiilS

Business Analysis Plarnnlng and Monitoring I

·--~----iiiiiiiiil----~----iiiiiiiiiii----~----iiiiiiiiiii----iiiiiiiiil----~----iiiiiiiiil---i[:::~~:::~~:

::~~:::~ I

IEllcltatlon I

I I

I I

and ValldatloraI

I

'----------------------~--------------------------

I

I IRequ I rem e nts

Management and Communication

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

27

I·-

I

·-----·------------------------------

----------------------------·----.-------- I

I

~I ---------~---------~---------~---------~------I

.I~.-..--·-----~---~~---~l-liii-ill-·--

~-li-i·i-ll-l-ii-illl&iii-ll-------

~·-----l-l-l-ii-i-i-li-l----i·i-i--i-

ililii-ii&il--_-_- I

Re q 1JJ1 u irements Analysls

Soll.W11orn Assessment ---·----lliiiil·---·-----~----iiliiiilil·---·----

iiiiili----·----lliiiill--J

I

Sc11.1t10t1 to

ControlledEnd

I I

Close tlhe

Tiiams o- n-

0 going

Conrtr10. I ledlStart

I

~rfmm Pir.a-PlcJect

A.ctlv . @S

ProJ@Cii: a nel

Business Analysls Work

I

I

lnltJam

asna

IPia

Ov~all

IN@;,;:t

St:ag €!

I

ContfolledMlddle

I Con

I EII Formally

I IPreJ@t.i:"t

I I

Mon110 r .andCcntrcl Pr~oct

·work :er Sac: nStage

P@rlommif'Kli"I 1ca1

?roJ.a.ctWork

Requirements Planning Elicitation

Req. V&S Plan

Enterprise Requirements

Analysis Analysis

An. Mod.

RequirementsSatisfaction assessment

Requirements Management documentationand Communication

BRD

Acc.Cert

Solution Assessment &

Validation

Testing Requirements validation

TAS1<

Roleof the

BA in Requirements

Documentation

Main Concepts• •Domain Solution

• •Domain is the areaanalysis.

undergoing Solution is a set of changes thatmade to the current state of theorganization which enable it toachieve its strategic goals andobjectives.

• It could be the whole organizationoror

part of it or certaindepartment.

business unit

• The scope of the solution isworkingscope.

as a basis for the project

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

29

Requirements• The formal definition of requirement is conditions or

capabilitiesneeded by a stakeholder to solve a problem or to reach certain objective.

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

30

Type of Requirements• Business

Requirement• They define the high - level goals,objectives, and needs of theorganization.They describe and justify the high – level business functionality that is needed in the resulting solution

•

• Stakeholder Requirements• These requirements define the needs of

stakeholders and how they will interactwith a solution.Stakeholder requirements bridge between the business requirements and the more detailed solution requirements

•

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

31

Type of Requirements• Solution

Requirements• are the most detailed type ofrequirements.They describe the solution characteristics that will be needed to meet the higher - level business and stakeholder requirements.

•

• Transition Requirements• define the solution capabilities

required to transition from thecurrent to the future state and areno longer needed once thetransition is complete.

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

32

Group ExerciseIn group of 3 to 5 members, for a milk

packdefine:

••

The functional requirementsThe non-functional requirements

Present your team result in a flip chart

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

33

What Is Business Analysis?

Business analysis is the set of tasksand techniques used to work as a liaison

among stakeholders in order to understand the structure,

policies, and operations of an organization, andrecommend solutions that enable the organization to

achieve its goals.1A Guide to the Business Analysis Body of Knowledge®, ( ® Guide), Version 2.0, International Institute of Business Analysis, 2009, 223.

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

34

The Business

Analyst

Role

Policies Operations

Recommendedsolutions to enable theorganization to achieve its goalsTasks and

techniques

Structure

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

35

Vision andScope

Vision and Scope

Current state anddesired state from thebusiness perspective

In-scope and out-of-scope solution features

2-4

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

36

Business

Rules

Operative Rules Structural Rules

You willnot…

Use thiscalculation

to…

Youcannot

…

This willbe filed under…

The securitysettingswill be…

You areforbidden

to…

You are notallowed to…

Normal hours ofoperation are…

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

37

Assumptions

andConstraints

Requirements

Constraints• Limits the solution• Policies, schedule, budget,

technology

Assumptions• True but unable to

confirm• True but could change

during project

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

38

Non-Functional Requirement• Define the overall qualities or attributes of the resulting

solution components.solution or

• Basically, they constrain how the solution requirementsthe solution itself

are to be met

by

• Nonfunctional requirements state the

qualities

of behavior

or qualityattributes

that the stakeholders want

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

39

Non-Functional

Requirement

• •Reliability Maintainability• •Reliability focuses on the solution ’ s Focuses on how easy it will be to

change one solution componentwithout affecting other components.

availabilityneed it.

Operability

when the stakeholders

• • Transferability• •Measures the extent to which your Determine whether the solution can be

migrated to, installed in, anduninstalled from differentenvironments when needed.

stakeholders can recognize whethernot a solution meets their needs. It

or

also evaluates the ease of learning touse the new solution, its capabilities, • Efficiencyand howis.

Security

usable the solution actually • Looks at the time it takes to performactivities and the resource utilizationlevels for the solution.•

• This category looks at the solution ’ s •••

UsabilityAvailabilityCompatibility

ability to store information and protectit from unauthorized use.

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

40

Stakeholders• A stakeholder is an

individual, group ororganization who mayaffect, be affected by orperceive itself to beaffected by a decision,activity, or outcome of aproject.

ISO 21500-2012 Guidance on project management, Page 10

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

41

Expert Judgment• Applied to any technical and management details during the

ProjectProcesses across lifecycle

• Provided by any group or individualtraining

with specialized knowledge or

• Available through many sources••••••

Other units within the organizationConsultantCustomer, users and sponsors Professional and technical associations Industry groupsSubject Matter Experts

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

42

Organizational Process Assets

(OPA)• All related assets from any or all

ofthe organizations involved in the project that can be used to influence the project’ s success.

• Corporate Knowledge Base• Quality Management System (QMS)••

Process management databasesProject files (ex: scope, cost ,schedule, quality, performance measurements baselines, etc.)Lessons learned (ex: project records and closure documentation, etc.)Financial databases (labor hours, costs, budgets, etc.)

• Organizational standard (processes,policies and procedures)Standardized guidelines (proposal evaluation criteria, closure , etc.) Templates, communication requirements, HR policies, Proc policies, etcControl procedures for (finance, risk, staffing, change, etc.)

•

••

••

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

43

Standardization of Processes

andVocabulary

• The goal of standardization is to:

••••••

Improve communicationProvide a repeatableIncrease efficiencyFacilitate interactionAllow compatibility

methodology

Enable adaptability

1-12

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

44

The Business Analyst Role••

BAs are the bridge between the businessBAs must be expert communicators

and IT stakeholders

• Business Analysis could include:------

System analystsProcess analysts Product managers Enterprise analysts Business architectsManagement consultants

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

45

BA vs.

PM vs. SAHow much will

this phone system cost?

Will this system be able to handlethe higher volume of calls when

we roll it outto the new branch?

Will we need to acquire newservers to handle the expected call volume?

What date do we needto roll

it out by?

Business analystSystem analyst

Project manager

1-10

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

46

Group ExerciseIn group of 3 to 5 members, for a Car Licensing Authority

Office

••••

WriteWriteWriteWrite

downdown downdown

2 business requirementsup to 5 functional requirementsup to 5 non-functional requirements2 transition requirements

Present your team result in a flip chart

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

47

Business Analysis Planning and Monitoring1.2.3.4.5.6.

Plan Business Analysis ApproachConducting Stakeholder AnalysisPlanningPlanningPlanning

Business Analysis ActivitiesBusiness Analysis Communicationthe Requirements Management ProcessManaging Business Analysis Performance

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

48

TAS1<

Guide Knowledge

Areas

- Interaction

II I

II

Oper.atJOiilS

IAnalysisBusiness Plarnnlng and Monitoring

·--~----iiiiiiiiil----~----iiiiiiiiiii----~----iiiiiiiiiii----iiiiiiiiil----~----iiiiiiiiil---i[:::~~:::~~:

::~~:::~ I

IEllcltatlon I

I I

I I

and ValldatloraI

I

'----------------------~--------------------------

I

I IRequ I rem e nts

Management and Communication

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

49

I·-

I

·-----·------------------------------

----------------------------·----.-------- I

I

~I ---------~---------~---------~---------~------I

.I~.-..--·-----~---~~---~l-liii-ill-·--

~-li-i·i-ll-l-ii-illl&iii-ll-------

~·-----l-l-l-ii-i-i-li-l----i·i-i--i-

ililii-ii&il--_-_- I

Re q 1JJ1 u irements Analysls

Soll.W11orn Assessment ---·----lliiiil·---·-----~----iiliiiilil·---·----

iiiiili----·----lliiiill--J

I

Sc11.1t10t1 to

ControlledEnd

I I

Close tlhe

Tiiams o- n-

0 going

Conrtr10. I ledlStart

I

~rfmm Pir.a-PlcJect

A.ctlv . @S

ProJ@Cii: a nel

Business Analysls Work

I

I

lnltJam

asna

IPia

Ov~all

IN@;,;:t

St:ag €!

I

ContfolledMlddle

I Con

I EII Formally

I IPreJ@t.i:"t

I I

Mon110 r .andCcntrcl Pr~oct

·work :er Sac: nStage

P@rlommif'Kli"I 1ca1

?roJ.a.ctWork

Business Analysis Planning and Monitoring• This knowledge area focuses on laying the groundwork for successfully

defining, planning, and completing theproject

business analysis work for a

• The business analyst determine the:•••

required processes,templates andactivities needed to perform the business analysis tasks

• This knowledge area govern and control allother knowledge areas

activities

performed on the

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

50

Business Analysis Planning and Monitoring1.2.3.4.5.6.

Plan Business Analysis ApproachConducting Stakeholder AnalysisPlanningPlanningPlanning

Business Analysis ActivitiesBusiness Analysis Communicationthe Requirements Management ProcessManaging Business Analysis Performance

Documentationand validation

plan

Communication planand risk management

plan

Elicitationplan

Analysisplan

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

51

Plan Business Analysis

Approach

1. Business analysis approach

1.2.3.

Business NeedExpert JudgmentOrganizational Process Assets

1.2.3.

Decision AnalysisProcess ModelingStructured Walkthrough

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

52

Tools and Techniques

Select the business approach, define the stakeholder who will be involved in the decision and illustrate how and when the business analysis activities will be performed through out the project, the tool and techniques that will be used and define the required

deliverables.

Output

Process

Input

Elements

BAs adapt their activities for…

Project importance Project size Development approach Project standards

Large Small Waterfall Phased Iterative New Changed Client

••••••

Timing of business analysisFormality and level of detailsChange managementCommunication with stakeholder andProject complexity

SCRUM Agile

its formality

Requirement analysis and management tool

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

53

Elements• Plan – driven approaches

• focus on ensuring that the solution is fully defined before its implementationbegins.

• Change - driven approaches• are used on projects where many small iterations are defined and developed en

route to the final result

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

54

The Waterfall

SDLC

Initiation

Analysis

Design

Development

Testing

Implementation

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

55

TypicalRelease 1

Phased Waterfall

Release 2

Release 3

Initiation Initiation Initiation

Analysis Analysis Analysis

Design Design Design

Development Development Development

Testing Testing Testing

Implementation Implementation Implementation

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

56

on1

It on2

It on3

It on4

It

E

d

Typical Iterative

Life Cycle

erati erati erati erati

Iterationdetail

Implementationand developer

testing

Design ananalysis

Deploymentprioritization

Proj

ect s

tart

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

57

Design an Implementation Itanalysis testing de

Detailed Acceptance requirements testing

valuation and

Projectcompletion

Process

Modeling

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

58

Verification and Validation Techniques• Structured walkthrough

• is used to validate the business analysis approach for a project with keystakeholders and team members.

Desk checking

Walkthrough

Peer review

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

59

Conducting Stakeholder

Analysis

1.2.3.

Business NeedEnterprise Architecture Organizational Process Assets (OPAs)

1. Stakeholder List, Roles and

Responsibilities

be defined and documented.

1.2.3.4.5.6.7.8.9.10.11.12.

Stakeholder MapStakeholder Matrix Organization Modeling RACI MatrixScope Modeling Scenarios and Use Cases User StoriesRisk Analysis Process Modeling Brainstorming InterviewsRequirements Workshops

13. Survey/Questionnaire 14. Acceptance & Evaluation Criteria Definition

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

60

Tools and Techniques

identify all stakeholder who may affect the execution and/or affected

by the result of the project. It is ongoing process, should start once the business need is defined and

documented.The role, attitude, responsibility and authority of each stakeholder should

Output

Process

Input

Elements• Identification

• list all the stakeholder and the expected impactone of them

of the proposed change on each

• Complexity of the stakeholder groups

• Stakeholder attitude•••••

Business goal, objectivesand solutionBusiness analysisSponsorProject teamCollaboration

work

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

61

Stakeholders• A stakeholder is an

individual, group ororganization who mayaffect, be affected by orperceive itself to beaffected by a decision,activity, or outcome of aproject.

ISO 21500-2012 Guidance on project management, Page 10

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

62

TAS1<

Categories

of Stakeholders

External StakeholdersTeamcontributorsand

Customer

•••••••••

ChampionProject Leader Process Owner Subject Expert Business Analyst SW Architect TesterQuality Manager

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

63

External S

Users E

Government

Suppliers

xternal

Regulatory

Competitors

Internal Stakeholders

Sales and ExecutiveMarketing Sponsors

Product Support staff

Engineering Internal/ProcessCustomer

Stakeholder Map• Represent the relationship between the stakeholders and between the

stakeholders and the solution

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

64

Stakeholder

Matrix

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

65

TAS1<

A Stakeholders

Register

.- . ..

.I

...

-•

'I

. I . --

.~Irn.v·i-te to WS •

«:

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

66

Project role Job Title Area Name/contact Level ofSupport

Link to the Problem area

Actions required

Comments

GB Project team member

Test Mgr QC Alex Bates (AB) High Testing Manager

Green Belt DemandAnalyst

FIN Peter Goja (PG) High Process Owner

Project Team member

Finance Business partner

FIN TBA

Master BlackBelt

Consultant 3 Party Rob Owen (RO) High Mentor to the project team greenbelts

Black Belt QAConsultant

QA Simon Cull (SC) High Co-ordinator for the 6 sigma programme

ProjectSponsor CTO IT Jack Duly (JO) High Executive sponsor for the 6sigma programme

ProjectChampion

HO TestingServices

IT Nathan Crowe(NC)

High HO Testing Services Inform

;'

ProgrammeMgr -~ ·-

R!"1 ;• .~en Chower (BC)

11Medlu'!1 Responslble.ror IT Dev portfolio

forBcommMeet

Customer- Release· Manager:.

RLt '!-4oahGoo~frey(NG) - .

'Medium ...• J •••

-.....

-:r·

Customer Delivery Mgr MIS Suzie Naples(SN) Low SME & Business user I CustomerIla Ison

TBC

User ' 'Account·M. ,.\t MIS Paula Wltley Medium· System. u"ser I Interview

Customer Change manager

Solution tan Howe (IHt) High Accountable for delivery ofBusiness SI change

Stakeholder

Profiles

Solutioninfluence

andauthority

Specialneeds

Role andresponsibilitie

s

Solutioninterest

SolutionattitudeName

and title

Socioeconomicinformation

Number

Stakeholderprofile

Demographicinformation Location

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

67

Organization

ModelingQUAD-H

Board of Directors

Ima VeepVP Patient Care

Keypen BookVP Admin Services

John HouseDir Physician

Florence NightingaleDir Nursing Ops

Technology

Ask the customer for his organization chart

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

68

PhysiciansNursingSupervisors

Nurses

John Hipa Manager Patient

Record Mgmt

I T SysrunninMgr Information

AdministrativeClerks

System designers/ Programmers

Services

RaymondXavier

Dir Radiology

Clair Pharma Dir Hospital Pharmacy

E Murge Ansi Dir Emergency

Medicine

Medical TechnicianSupervisors

Pharmacists

MedicalTechnicians

TAS1<

RACI Matrix

C - Cons.1.dt

R - Res~onsibie

I -· I

A - Accountable

o m

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

69

RACI Chart Person

ActivityAmArnn HossBaemn AhCmareldo

sIbraDhinima EmEad1d

Define A R I I I

Des.ign I A R c c

Develop I A R c c

Iest A ~ ~ R I

Scope Modeling• Show the business analysis

team the set of stakeholdersexternal to the solution scopewho interact with the solution

• The main diagram used tocontextmodel the

diagramscope is

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

70

totor

with

Use Case Diagram• This technique is used

describe how(stakeholder)

each acinteractsthe solution.

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

71

User Story• Short description of the

functionalities of the solutionthat are needed by thestakeholders.

• It describe in very few sentence••

who sue the story,the goal we need to accomplishand other information that is usefulto complete the taskthe acceptance and evaluation criteria

•

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

72

Risk Analysis• •What is Risk tolerance? Stakeholder tolerance: determine

up to what level a certainstakeholder can accept a risk.

• “ The degree , amount , or volume ofrisk that an organization or individualwill withstand or can accepted.

• Risk Averter• Communicate

stakeholders:Risk to • Not likely to take a risk that is

considered a high risk••••

Communication managementStakeholder register

plan• Risk Seeker

Stakeholder management strategy • Prefers an uncertain outcome andbe willing to pay a penalty to takehigh risk.

mayaRisk management plan

• Risk Neutral• Tolerance to risk is proportional to the

amount of money at stake

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

73

Group ExerciseIn group of 3 to 5 members, for a Car Licensing Authority Office••

Prepare a stakeholder registerIdentify, analyze, prioritize and classify theStakeholder Analysis Matrix

project stakeholders using

• Develop Stakeholders Engagement Plan

Present your team result in a flip chart

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

74

Plan Business Analysis

Activities

1. Business Analysis Approach2. Business Analysis

Performance Assessment

3. Stakeholder List, Roles, and

Responsibilities4. (OPAs)

1. Business analysis Plan(s)

1. Risk Analysis2. Function decomposition3. Estimation

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

75

Tools and Techniques

Business analysis activities must be planned. The business analysis plans are the road map for what needs to be done, when it needs

to be done, who is responsible for actually doing it, what are the

expected deliverables anddevelop estimates for the

business analysis work.

Output

Process

Input

Elements•••

Geographic distribution of the stakeholdersType of projectDetermine the needed business analysis work.• Create BA WBS

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

76

TAS1<

EstimationTechnique

similar projects

top-dawn estimates

Analogous

estimatlon

Uses

as the basis for

Parametric

estlrnatlon

Uses

parameters

and

historical

data

estl matlon

Battom·-u pRolnng wave

tor

bottom-up and top-down estlrnates

uses

hlstorv

as basis

Expert judrgment

ComlJilnes expert Judgm1ent

Delphi estl rnatlon

and history

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

77

Business Analysis Plan••••••••

Define the scope of workGenerate a task list and task attributesDevelop the WBSDevelop acceptance criteria for tasks and deliverablesConstruct task dependencies and critical pathsAssess resource requirementsCalculate the budgetIntegrate with the project plan and schedule

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

78

Stakeholders••••••••

CustomersDomain SME End users Suppliers Implementation Project Manager TestersSponsors

SME

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

79

Planning Business

AnalysisCommunication

1. Business AnalysisApproachBusiness Analysis plans Stakeholder List, Roles, and Responsibilities(OPAs)

1. Business analysisCommunication Plan2.

3.

4.

1. Structured Walkthrough

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

80

Tools and Techniques

Used to decide, who, how, and when and what business analysis

information needs to be communicated, who needs to

receive that information, how the information will be delivered, and

when the information will be required.

Output

Process

Input

Elements•••••

GeographyCulture Project type CommunicationCommunication

FrequencyFormality

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

81

Business Analysis Communication

Plan

••••••••

Plan overview and project objectivesKey project stakeholdersBusiness analysis team informationBusiness analysis reportsMeeting scheduleBusiness analysis team meetingBusiness analysis communication toolsInformation storage and retrieval

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

82

Stakeholder••••••••••

CustomersDomain SME End users Suppliers Implementation Project Manager TestersSponsorsRegulator

SME

Operational Support

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

83

Planning the Requirements

Management

Process

1. Business AnalysisApproachBusiness Analysis plans(OPAs)

1. Requirement managementPlan

2.3.

1.2.3.

Decision AnalysisProblem TrackingRisk Analysis

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

84

Tools and Techniques

define the process for developing project requirements, how they

will approach requirements traceability, requirements prioritization, requirement

approval and changing requirements.

Output

Process

Input

Elements• •Repository Requirement prioritization

processChange managementTraceabilityTailoring the requirement

••••

White boardWord documentSoftware applicationwikis

•••

managementUrgencyStabilityStatus

process• Requirement attribute •

••

••

Author: consultant for clarificationOwnership: group or individual that need the requirementSource of requirement: consultant for change or extra detailed needed ReferencePriorityRisk

•

•••

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

85

Requirement management Plan• The requirements management plan describes the

project’sand process for developing and managing requirements.

approach

• It contains the following contents:••••

Traceability approach for the requirementsSelection of requirements attributesDefinition of the requirements prioritization processManagement of changing requirements, including how to request, analyze,approve, and implement those changes

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

86

Requirements Management Plan

throughout the project.• Specifies how

requirements activities will be

conducted

• Managing requirements

activities includes at least:

• Planning activities such as:• Collecting• Analyzing• Categorizing• Prioritizing• Documenting• Determining metrics• Defining the traceability

structure

• Managing activities such as:• Tracking• Reporting• Tracing• Validating

• Performing configuration

management

Planning activities

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

Collection

Analysis

Categories

Prioritization

DocumentationManaging activitiesTraceabilityStructureTracking

Reporting

Validation

ConfigurationManagement

87

Requirements Documentation• When documenting requirements, it useful to group them by category.

• Some common categories include:••••••

Business requirementsStakeholder requirementsSolution requirements (Functional and Nonfunctional)Project requirements (Acceptance criteria, Impacts to other organization areas, Support and training requirements)Quality requirementsTransition requirements

• It is beneficial to document:••

dependencies between requirements andassumptions and constraints pertaining to requirements.

• Requirements Documentation provides information to:•••

Scope BaselineQuality Management PlanProcurement Management Plan

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

88

Requirements DocumentationID Requirement Stakeholder Category Priority Acceptance Criteria Validation Method

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

89

Requirements

Attributes

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

90

RequirementRequirements Attributes

Feature in Scope Doc Priority Source

Requirement 001 Query 07 High Customer request

Requirement 002 Scheduling 14 Low Customer request

Requirement 003 Relationship 02 Low Business strategy document

Requirement 004 Platform 12 Medium Business strategy document

Requirement 005 Security Level 16 High Federal regulation

Requirement 006 Name 01 High State law

Requirement 007 Tag 16 Medium Customer request

Requirement 008 Metadata 19 High Stakeholder request

Stakeholder•••••••

Domain SMEEnd users Tester Implementation Project ManagerSponsors

SME

Operational Support

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

91

Manage Business

AnalysisPerformance

1. Business analysisperformance metrics Business analysis plans Requirement management planOrganizationalperformance standard

1. Business analysisperformance assessment Business analysis process assets

2.3.

2.

4.

1.2.3.4.5.6.7.

Metrics and KPIsVariance Analysis Root Cause Analysis Problem Tracking Process Modeling Survey / QuestionnaireInterviews

8. Lessons Learned Process

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

92

Tools and Techniques

Monitoring and measuring business analysis performance against the business analysis

plans ensures that the project’s business analysis effort produces

the desired outcomes and that the business analysis work is

performed efficiently.

Output

Process

Input

Elements• Performance measures

••

Actual vs. planed dateNumber of changes per week/month/quarter

••

Performance reportingPreventive and corrective actions

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

93

Root Cause Analysis• The objective of this

problem.technique is to determine the underlying source of

••

Fishbone diagram5 WHYs

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

94

Stakeholders•••••••

Domain SMEEnd users Tester Implementation Project ManagerSponsors

SME

Operational Support

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

95

Group ExerciseIn group of 3 to 5 members, for a Car Licensing Authority

Office

• Develop a requirement analysis plan, to describe:•••••

Requirement ElicitationRequirement Analysis Requirement Documentation Requirement Verification and ValidationRequirement Management & CommunicationPresent your team result in a flip chart

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

96

on

Requirements Elicitation••

Elicitation TechniquesSelecting the Right RequirementsTechnique

Elicitati

• TasksPrepare for elicitationConduct elicitation activityDocument elicitation resultsConfirm elicitation results

••••

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

97

TAS1<

Guide Knowledge

Areas

- Interaction

II I

II

Oper.atJOiilS

Business Analysis Plarnnlng and Monitoring I

·--~----iiiiiiiiil----~----iiiiiiiiiii----~----iiiiiiiiiii----iiiiiiiiil----~----iiiiiiiiil---i[:::~~:::~~:

::~~:::~ I

IEllcltatlon I

I I

I I

and ValldatloraI

I

'----------------------~--------------------------

I

I IRequ I rem e nts

Management and Communication

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

98

I·-

I

·-----·------------------------------

----------------------------·----.-------- I

I

~I ---------~---------~---------~---------~------I

.I~.-..--·-----~---~~---~l-liii-ill-·--

~-li-i·i-ll-l-ii-illl&iii-ll-------

~·-----l-l-l-ii-i-i-li-l----i·i-i--i-

ililii-ii&il--_-_- I

Re q 1JJ1 u irements Analysls

Soll.W11orn Assessment ---·----lliiiil·---·-----~----iiliiiilil·---·----

iiiiili----·----lliiiill--J

I

Sc11.1t10t1 to

ControlledEnd

I I

Close tlhe

Tiiams o- n-

0 going

Conrtr10. I ledlStart

I

~rfmm Pir.a-PlcJect

A.ctlv . @S

ProJ@Cii: a nel

Business Analysls Work

I

I

lnltJam

asna

IPia

Ov~all

IN@;,;:t

St:ag €!

I

ContfolledMlddle

I Con

I EII Formally

I IPreJ@t.i:"t

I I

Mon110 r .andCcntrcl Pr~oct

·work :er Sac: nStage

P@rlommif'Kli"I 1ca1

?roJ.a.ctWork

Elicitation• Elicitation defines how business analysts work with stakeholders to

identify and gather requirements and understand their needs andconcerns

• The Elicitation knowledge area focuses on:••

GatheringElicitationquickly as

the right information to develop project requirementstechniques must be selected to gather as much relevant informationpossible

as

• Requirements elicitation is performedfound in the ® Guide:

for all types of requirements

••••

Business,Stakeholder,Solution, andTransition

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

99

TAS1<

Elicitation Inputs, Tasks,-·-·-·-·-~-·-·-~-&-·-·~.

andOutputs

i'II

Inputs

· '!--·1-11-11-11,_ ll_ It_,

(I

II

~·~-·-·-·-·-·-·-·---~-~---

Tasks

Oiutpu1ts

•

I,I

I~ 3.

,2Conduct

~licitation

Activ~ty

~--~

,, 3.,.

11

Prep1a re

Forl~licitaUon

..........--~

,,

I

Business Case

Business Need

OrganizationalProms Assets

II i

iiq

.

.

II

,,!II,,

I I

I1. ••••

,I,

I

.

.~

ScheduledResources

, I

. I

ElicitationResults

.

..

j"""~iI

..

.--,

--3 4

3.,,3.

1

l~ •{ I

Document

Elicitation !

Results

Confirm Elicitation

Results

II,1

Stak1eholdlerList

Roles, and

R1esponsibilities

R~,qu~rem1ents

1Manag1e

,m1entPlan

So~utio

nScope

,

,

I,

II

~II

i;

,'

II

IStakeholder

Supporting\

Concerns

MateMalsIJ- 11- ,1-11-·-

·-·-"I

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

100

uii

,r:,4,,

t~ ,~:~11

Prepare for

Elicitation

1. Business Need2. Solution scope3. Business case4. Stakeholder List, Roles, and

Responsibilities

1. Scheduled Resources2. Supporting Documentation

1. Interviews2. Focus Groups3. Requirements Workshops4. Brainstorming5. Observation6. Survey / Questionnaire7. Prototyping

8. Interface Analysis

9. Document Analysis

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

101

Tools and Techniques

The business analyst prepare a detailed schedule of the elicitation

activities.Ensure that all the required

resources to conduct theelicitation activities are defined

and available.

Output

Process

Input

Elements•••

Clarify the scope of each elicitation techniqueDevelop a schedule for all the needed resourcesCommunicate the schedule with the appropriate parties

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

102

Interview

Interview when you…

Need generalinformation

aboutrequireme

nts

Want thestakeholders

toexplain their

needs

Need more in-depth

Want thestakeholder’

sunique

perspective

Have conflictingrequirements information on

requirementa

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

103

Use a focus groupwhen you…

Want to gauge attitudes and preferences Want to see people’s responses

TASl<

Focus

Group

A focus group is a carefully planned interactive session with a selected group of people to elicitideas attitudes} impressions} preferences, and needs about a specific solution. Participants are freeto talk to each other but interaction is guided by a moderator. Observers must record or monitor tbe focus group.

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

104

Requirements Workshop• Three of the more common requirements workshops:

•••

Requirements MeetingJAD SessionsBrainstorming

3-12

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

105

Requirements

Workshop: Requirements Meeting

Use a requirementsworkshop when you…

Want to generateideas

Want tothe requirementsNeed requirement consensus on reviewnoncontroversial issues

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

106

Requirements Workshop: JAD Sessions

Use a JAD when you…

Have multiplestakeholders with

Need to makecontroversial

decisions

Need stakeholderbuy-in different views

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

107

Requirements Workshop: Brainstorming

Use a brainstormingyou…

session when

Want creative, Need manyinnovative solutions solution options

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

108

Observation

Use observation when you…

Need to learn about Need to understandworkflow

Need informationthat the users can’ta user’s environmentor won’t provide

fully

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

109

Survey

Administer surveys when you…

Have only a shorttime

to gathera lot of

information

Need to provide away for users to

respondanonymously

Have a majorityof remote users

to contact

Have statisticaland survey

writing abilities

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

110

Prototyping

Prototype the productwhen you…

Gain advantage witha clear

representation earlyfor feedback

purposes

Need toidentify missing

requirements

Need to identifyusability issues

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

111

OtherElicitation

Techniques

Document analysis Business rules analysis

Black box reverseengineering Product trials

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

112

Document Analysis

Analyze documentation when you…

Need information on the currentsolution

Cannot contact the SMEs for theexisting solution

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

113

Business Rules Analysis

Analyze business rules when you…

Need tounderstand

businessdirectives

Need tovalidate against

business policy

Need to clarify Need to clarifywhether a ruleis not relevant

contradictoryrules

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

114

Reverse Engineering

Use reverse engineeringwhen you…

Need to understandwhy the productworks the way

it does

Lack documentationabout the

existing product

Want to understand acompetitor’s product

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

115

Product Trials

Perform product trialswhen you…

Think a COTS product might be the solution

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

116

Activity Analysis

Analyze activities when you…

Need to knowhow long it

takes toperform

a task

Need toidentify

unnecessary

activities

Want toeliminate

wasted time

Need toprioritizeactivities

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

117

Interface Analysis• Used to identify the interfaced between

identify the way they interact.the solution components and to

• There are three types of interfaces:•••

User interfaceInterfacesInterfaces

to/fromto/from

externalexternal

applicationhardware devices

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

118

Selecting the Right Requirements

Elicitation

Technique

• Always consider these three factors:

•••

StakeholdersRequirement typeGeography of the solution

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

119

Conduct Elicitation

Activity

1.2.3.4.

Business NeedSolution scopeBusiness caseStakeholder List, Roles, andResponsibilitiesOPARequirement management planScheduled resourcesSupporting material

1. Elicitation result

5.6. 1. Interviews

2. Focus Groups3. Requirements Workshops4. Brainstorming5. Observation6. Survey / Questionnaire7. Prototyping8. Interface Analysis9. Document Analysis

7.8.

10.Data Dictionary and Glossary

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

120

Tools and Techniques

the business analysis team meet with the stakeholders to elicit the

needed information and requirements.

Output

Process

Input

Elements• Tracing Requirement

• This is to trace the requirement back to the goal and objectives of the performingorganization, to protect the project from scope creep

• Capturing requirement attribute

• Metrics• Measure the performance of the meetings and the performance of the participants

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

121

Data Dictionary and Glossary• Glossary

• include the terms relevant to each domain and its unique definition

• Data dictionary• includes the standard definition of each data element, its meaning and values

• There are two types of data element• Primitive Data Element

••••

NameAliasesValue / meaningDescription• Composite Data Element

•••

NameAliasesValue / meaning

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

122

Stakeholders••••••••

CustomersDomain SME End users Suppliers Implementation Project Manager TestersSponsors

SME

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

123

Document Elicitation

Results

1.2.3.4.

Business NeedSolution scopeBusiness caseStakeholder List, Roles, andResponsibilitiesOPARequirement management planScheduled resourcesSupporting material

1. Elicitation result

5.6. 1. Interviews

2. Focus Groups3. Requirements Workshops4. Brainstorming5. Observation6. Survey / Questionnaire7. Prototyping8. Interface Analysis9. Document Analysis

7.8.

10.Data Dictionary and Glossary

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

124

Tools and Techniques

The objective of this task is to document the result generated during the conduct elicitation

task.

Output

Process

Input

Elements• Documents the elicitation results using the following tools:

•••

Written documentVisual or audioWhiteboard

recording

Formal Documentation••••

Large, high profile, high-stakes projectsProjects with high degree of uncertaintyImportant, expensive projectsSignoff of documentation is extremely important

Informal Documentation••••

Small projects

Products being developed using an iterative life cycle Requirements written on flip charts or whiteboards Signoff or approval, even verbal, still extremely important

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

125

Requirement

Status

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

126

Stakeholders• Business Analyst

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

127

Confirm Elicitation

Results

1. Requirement [stated]2. Stakeholder concerns

1. Requirement [confirmed]2. Stakeholder concerns

[confirmed]

1. Interviews2. Observation

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

128

Tools and Techniques

validate the stated requirement generated by the stakeholders and confirm that the business

analysis clearly understand the stakeholder issues and may affect the requirement and the project.

Output

Process

Input

Requirement Analysis• Tasks

Prioritize RequirementsOrganize RequirementsSpecify and Model requirementsDefine Assumptions and constraintsVerify RequirementsValidate Requirements

••••••

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

129

TAS1<

Guide Knowledge

Areas

- Interaction

II I

II

Oper.atJOiilS

Business Analysis Plarnnlng and Monitoring I

·--~----iiiiiiiiil----~----iiiiiiiiiii----~----iiiiiiiiiii----iiiiiiiiil----~----iiiiiiiiil---i[:::~~:::~~:

::~~:::~ I

IEllcltatlon I

I I

I I

and ValldatloraI

I

'----------------------~--------------------------

I

I IRequ I rem e nts

Management and Communication

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

130

I·-

I

·-----·------------------------------

----------------------------·----.-------- I

I

~I ---------~---------~---------~---------~------I

.I~.-..--·-----~---~~---~l-liii-ill-·--

~-li-i·i-ll-l-ii-illl&iii-ll-------

~·-----l-l-l-ii-i-i-li-l----i·i-i--i-

ililii-ii&il--_-_- I

Re q 1JJ1 u irements Analysls

Soll.W11orn Assessment ---·----lliiiil·---·-----~----iiliiiilil·---·----

iiiiili----·----lliiiill--J

I

Sc11.1t10t1 to

ControlledEnd

I I

Close tlhe

Tiiams o- n-

0 going

Conrtr10. I ledlStart

I

~rfmm Pir.a-PlcJect

A.ctlv . @S

ProJ@Cii: a nel

Business Analysls Work

I

I

lnltJam

asna

IPia

Ov~all

IN@;,;:t

St:ag €!

I

ContfolledMlddle

I Con

I EII Formally

I IPreJ@t.i:"t

I I

Mon110 r .andCcntrcl Pr~oct

·work :er Sac: nStage

P@rlommif'Kli"I 1ca1

?roJ.a.ctWork

Requirement Analysis• Requirements Analysis focuses on:

••

Analyzing what the stakeholders have told the business analyst andDefining which capabilities need to be part of the resulting solution

• The knowledge area is where we develop the stakeholder and solutionrequirements for the project.• Stakeholder requirements describe the capabilities of the solution that will meet

the stakeholder needs.• Solution requirements are more detailed requirements, describing the behavior

the solution components so that those components can actually be created laterthe project life cycle.

ofin

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

131

P or t ze

Requ rement

s

TAS1<

Requirement Analysis.~·-·-·-·-·-·-·

-·-·-·-·-·~I

I

llnpurts,

-·-·-..

- .. ._·-·~',.,,_.•-•-•-r-•-• Ths~ I I I

16,

11

i i

iri

Organize

Rueq,..ui'r,,emen t'5,

Business Case

Need.

I·

!

Bus!iness

jI 1' i Require

ments,~--~I

r=.....................,....1..4....,.....

.......................

.·

IDefineAs,~umptions

,

II

II

II

I

i A1s-m-u, ptionsRequ'irements

Requ'imment

s[Prioritized]

1613

Specify and

Mode:! Requirements

I~·,-····~i

~·······~'

iII

and Ccmstraiints

St~uctureStake

holderConcerns,

OirganizationaI

Requirements

Man~gement

Pilan

Ij

and Con1traints

. !I

i1

II'"'--.

, _d'IProcess Assets i,,----

===---"

I I

IIi.,~,.

I

II

1

I1

16,S

Requirements[Validate<!]

Requirements[Verified]

StakeholderorSolution

,I

·'i

VerifyRequir

ements

Vallid~te

Requi1rements,

~iiiiiiiiiiiiiiiiiiiiiiiiiiiiii ),

I,

I

Requ1reiments

I'

l, ~iiiiiiiiiiiiiiiiiiiiiiiiiiiiiid =. =,. _ • -·-·=·=--

·=·--=-=·JStakeholder Solution Srnpe

List Roles) andResponsilblliti es

I

I!Im·-·-,·-··-•

·-·-·-·-·-·-·-·-·

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

132

5.4

l.2

6J:

ts

Prepare for Elicitation

1. Requirements (Prioritized)1. Business Case2. Business Need3. Requirements (Any)4. Requirements Management

Plan5. Stakeholder List, Roles and

Responsibilities 1. MoSCoW Analysis2. Timeboxing / Budgeting3. Voting4. Decision Analysis5. Risk Analysis

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

133

Tools and Techniques

determine the relative importance of the requirements, based on (Value, Risk, Easy (difficulty) of

implementation)

Output

Process

Input

Elements• Basis of prioritization

• Challenge• Non- negotiable demand (all

the requirements are high)Unrealistic tradeoffs (overestimating effort and complexity)

•

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

134

• •MoSCoW Analysis Timeboxing / Budgeting• •••

Must• These requirements are must haves.

They must be part of the finalsolution

Should• These requirements are also

high - priority requirements. However, there might be workarounds or

they may not be as time critical.Could• These desirable requirements arenice-to-have capabilitiesWon’t• These requirements will not

be implemented in a given

solution release

All inAll outSelective: add and remove bases onthe high priority

•

•

•

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

135

Organize Requirement1. Organizational Process

Assets (OPAS)2. Requirements (Stated)3. Solution

1. Requirements Structure

your stakeholders.

1. Organization Modeling2. Process Modeling3. Scenarios and Use Cases4. Scope Modeling5. Data Flow Diagrams6. Data Modeling7. Functional Decomposition

8. User Stories9. Business Rules Analysis

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

136

Tools and Techniques

structure and organize individual requirements, group those

requirements, and show the relationships between them to ensure that the requirement is

complete, comprehensive, consistent, and understandable to

Output

Process

Input

Defining a Model• Model

• A representation and simplification of reality developed to convey information toa specific audience to••

support analysis,and understanding.1communication

A Guide to the Business Analysis Body of Knowledge®, ( ® Guide), Version 2.0, International Institute of Business Analysis, 2009, 228.

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

137

TAS1<

Value of Modeling

bring value to requirements analysis, By using models, the

BA ca1111:

Models

More easily answer the questions:1•

Vlho?'What? When~,

"\Vhere? Why?'

Hov/l

1•

•••1•

•Demonstrate exactly a current state versus the future state1•

Organize analysis

Continue to drive

information from high level to detail level

the discovery of critical requirements that would

1•

otherwise be missed1•

Verify and validate requirements1•

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

138

Organization

Model

QUAD-HBoard of Directors

Ima VeepVP Patient Care

Keypen BookVP Admin Services

John HouseDir Physician

Florence NightingaleDir Nursing Ops

Technology

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

139

PhysiciansNursingSupervisors

Nurses

John Hipa Manager Patient

Record Mgmt

I T SysrunninMgr Information

AdministrativeClerks

System designers/ Programmers

Services

RaymondXavier

Dir Radiology

Clair Pharma Dir Hospital Pharmacy

E Murge Ansi Dir Emergency

Medicine

Medical TechnicianSupervisors

Pharmacists

MedicalTechnicians

Location

Model

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

140

East CampusWest

Campus Off Campus

Primary CareBuilding Clinics Doctors’ Homes

ClinicalCenter

Veterans’ PrivateLaboratoriesFacility

Pharmacy Pharmacy

EmergencyRoom

Doctors’Offices

Laboratory

Doctors’ Offices

QUAD-H

Process

Model:Workflow

Decision

Stop

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

141

Task 3

Task 2

Task 1

Process

Model:SwimmingLaneDiagram

Insu

ranc

eCo

mpa

nyBi

lling

Cler

kPa

tient

PRAD

A

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

142

Request PatientAccount info

Determine AuthorizeAmount Owing Bill

Provide Patient<

Requestuninsured>

Account info Payment

<insured>

ReceiveBill

ReceiveElectronic Bill

Business

UseCase

Diagram

Doctor

Patient

Laboratory

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

143

Maintain and ViewPatient Medical Data

Maintain and ViewAdministration Data

Bill Patients

System

UseCase

Diagram

Administrator

Doctor

BillingManager

Nurse

Mail Room

BillingClerk Insurer

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

144

Regular Patient

Request Assessment or

Test

Authorize/ Refuse Treatment

Add PatientDiagnosis

Record Assessment or

Test Result

View PatientDemographics

Change PatientDemographics

Enter Bill Dispute

Bill Patient/ Insurer

Use Case Scenario• Main Scenario for Bill Patient/Insurer:

1.2.3.4.5.6.7.8.9.

Clerk requests Billing page.Billing page opens.Clerk enters patient identification.System populates Bill and provides uniqueAuthorized Payer field activates.Clerk enters authorized payer.

identification for Bill.

System offers Save, Correct, or Delete options.Clerk chooses Save.System confirms Bill has been sent to authorized payer.

10.The use case ends.

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

145

CRUD Matrix

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

146

Partial CRUD Analysis Role

Information Doctor NurseBillingClerk

BillingManager

Access to Medical Data

Patient history CRU RU R R

Test result R R

Treatment result R R

Treatment authorization CRUD R

Access to Administrative Data

Patient demographics R RU RU RU

Patient registration CRUD R R

Billing

Patient bill CRU CRUD

State Diagram

[pay bill]

[pay bill]

[determine >60 daysoutstanding]

[determine >90 daysoutstanding]

[register patient]

Good Standing Overdue In Collection

[determine if 5 yr inactive] [determine if uncollectable]

[close account]Closed Written Off

[archive account data]

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

147

Business

RulesAnalysis

Business goal

• Compliance with government tax legislature

Business policies

• Charge tax to customer

Business rules

• Calculate the tax owed by multiplying the total cost of the product by the tax rate as determined by the state or province where the sale is made

Functional requirements: The system shallcalculate and charge all state and provincial

taxes where applicable.

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

148

f

Data Flow Diagram

DFD• The DFD shows how

information is input,processed, stored andoutput from the system(solution)

• It is a visual presentationhow information movedthrough the application.

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

149

ERD

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

150

DOCTORtreats

PATIENT hasINTERVENTION

is treated byis for

has

TREATMENT

is for

Specify and Model

Requirement

1. Requirements (Stated)2. Requirements Structure

1. Requirements [Analyzed]

1.2.3.4.5.6.7.8.9.10.11.12.13.14.

Acceptance and Evaluation Criteria DefinitionBusiness Rules AnalysisData Dictionary and GlossaryData Flow DiagramsData ModelingFunctional DecompositionInterface AnalysisMetrics and KPIsNon-functional Requirements AnalysisOrganization Modeling Process Modeling PrototypingScenarios and Use CasesSequence Diagrams 15. State

Diagrams 16. User Stories

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

151

Tools and Techniques

analyze the stakeholder and solution requirement and the

current state of the organization, to support the development and implementation of the solution,

communication with the stakeholder, and team training

Output

Process

Input

Define Assumptions

andconstraints

1. Stakeholder Concerns 1. Assumptions andconstraints

1. Problem Tracking2. Risk Analysis

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

152

Tools and Techniques

Define and document the project assumptions and constraints

(business and Technical)

Output

Process

Input

Elements• Assumptions

• Are factors that are correct but wecorrect. We use it for the planning

don’t havepurpose.

time and money to prove that it is

• Constraints• Are factors that limit our options.

• Types of Constraints:• Business constraints limit the solution or the current organizational state. They

tend to be focused on the available time, money, and resources for your projectTechnical constraints focus on architecture decisions that limit the solution design. They tend to be inflexible and unchanging, and they can impact your solution implementation

•

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

153

Verify Requirements1. Requirements (Any Except

Stated)1. Requirements (Verified)

1. Acceptance and EvaluationCriteria Definition

2. Checklists3. Problem Tracking4. Structured Walkthrough

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

154

Tools and Techniques

a quality check of the analyzed requirements, to make sure that the requirements are correct and complete, and that they meet the

quality standards.

Output

Process

Input

VerifyingandValidating

duringRequirements

Analysis

Presenting Eliciting

VerificationAnd

ValidationModeling Organizing

Analyzing

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

155

Verification

andValidation Techniques

Desk checking

Walkthrough

Peer review

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

156

Characteristics of Requirement Quality

process.

solution or a solution component.

development process

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

157

Characteristic DescriptionCohesive requirements are a set of requirements relating to one particular thing, such as a business

Complete The goal is to produce a complete set of requirements defining what is needed for a

Consistent requirements do not contradict or conflict with one another

Correct Correctness must be determined and targeted across all steps of the requirements

Feasible Feasibility of requirements relates to implementation

Modifiable Requirements should be written and structured to allow easy changes

Unambiguous the requirements should not be interpreted in more than one way

Testable

Acceptance & Evaluation Criteria Definition• Acceptance criteria

• is the minimal set of requirementto be worth implementing.

that must be met in order for a certain solution

• Evaluation criteria• is the set of requirement that will be used to choose between multiple solutions.

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

158

Validate Requirements1. Business Case2. Stakeholder, Solution, or

Transition3. Requirements (Verified)

1. Requirements (Validated)

1. Acceptance and EvaluationCriteria Definition

2. Metrics and KPIs3. Prototyping4. Risk Analysis5. Structured Walkthrough

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

159

Tools and Techniques

a quality check of the analyzed requirements, to make sure that the requirements are correct and complete, and that they meet the

quality standards.

Output

Process

Input

Validate Requirements• Validating requirements ensures that the requirements align to the

business requirements and the business objectives for the project.•• Valid requirements contribute directly or indirectly to the project’s

business case.

• Requirements validation is ongoing across the project life cycle; itensures that each level of detail added to the requirements aligns withthe big picture.

• Validate requirement support the delivery of value to the business.

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

160

Group ExerciseIn group of 3 to 5 members, for a Car Licensing Authority

Office

• Develop the following models:•••••

Organization diagramSwimming Lane for the Car License Renewal process Develop a Use Case Diagram and Use Case Scenario Develop the CRUD diagramPlan for requirement verification and validation

• Present your team result in a flip chart.

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

161

Solution Assessment and Validation1.2.3.4.5.6.

Assess Proposed SolutionAllocate RequirementsAssess Organization Readiness Define Transition Requirement Validate SolutionEvaluate Solution Performance

TAS1<

Guide Knowledge

Areas

- Interaction

II I

II

Oper.atJOiilS

Business Analysis Plarnnlng and Monitoring I

·--~----iiiiiiiiil----~----iiiiiiiiiii----~----iiiiiiiiiii----iiiiiiiiil----~----iiiiiiiiil---i[:::~~:::~~:

::~~:::~ I

IEllcltatlon I

I I

I I

and ValldatloraI

I

'----------------------~--------------------------

I

I IRequ I rem e nts

Management and Communication

163

I·-

I

·-----·------------------------------

----------------------------·----.-------- I

I

~I ---------~---------~---------~---------~------I

.I~.-..--·-----~---~~---~l-liii-ill-·--

~-li-i·i-ll-l-ii-illl&iii-ll-------

~·-----l-l-l-ii-i-i-li-l----i·i-i--i-

ililii-ii&il--_-_- I

Re q 1JJ1 u irements Analysls

Soll.W11orn Assessment ---·----lliiiil·---·-----~----iiliiiilil·---·----

iiiiili----·----lliiiill--J

I

Sc11.1t10t1 to

ControlledEnd

I I

Close tlhe

Tiiams o- n-

0 going

Conrtr10. I ledlStart

I

~rfmm Pir.a-PlcJect

A.ctlv . @S

ProJ@Cii: a nel

Business Analysls Work

I

I

lnltJam

asna

IPia

Ov~all

IN@;,;:t

St:ag €!

I

ContfolledMlddle

I Con

I EII Formally

I IPreJ@t.i:"t

I I

Mon110 r .andCcntrcl Pr~oct

·work :er Sac: nStage

P@rlommif'Kli"I 1ca1

?roJ.a.ctWork

Solution Assessment and Validation• This knowledge area focuses on ensuring the solution can be

successfully implemented within the organization in order to meet thebusiness need driving your project.

• The Solution Assessment and Validation focuses on assessing andvalidating proposed, in progress, and implemented solutions before,during, and after

the project life cycle.

164

Four different assessments• Proposed Solution or Solutions Assessment

• assesses the value delivered by each proposed solution and recommends the bestsolution

• Solution Validation Assessment• assesses the solution’s ability to meet the business need at an acceptable level

ofquality

• Organizational Readiness• assesses the stakeholder readiness to accept the change associated with a

solutionand their ability to use the solution effectively

• Solution Performance Assessment• assesses how the operational solution is performing

objectivesrelative to business goals and

TAS1<

Solution Assessment

andValidation ,-·-·-·-·-·-

·-·-·-·-·-·-·,

~!!"""""""l!!!""""""''!!-'!'!""""""'!'~!-111-!~'!l!""""""'!'-!!'l"""""""I,

1III

I

01utp,uts

Inputs

I

,.-,.,-,.,-.,,_,. ,,.,-

,.,_,

,.,,

Tasks ,--·-----..,i ,,----, As~ess

ment ofIPropo~edSolution

IdentifiedDetects

Assumptions andCons.tralnts

Enterprise

Architecture,

Mltlga1Ung

Requllrements 7,

1Ass1ess

ProposedSoluti

on~--· -===---j

'7f2

Allocate

Requiremen

ts.

AcUonsI·

II

·· ~i.I

~--··

-===-·~r 7,

3Asses.s Org1

.

~····---~Ij

t ·····

Orga ni~atlonaI

Requl rem ents

[Allocated]

Transition

Requirements

Solutlon

[Cons.tructed,.

Deployed, or

De.signed

~

SolutlonOpUon(sl

Solution

~erfo:rma nee·

Met~](S,

11 dlle· nes.·s

!I

1 1

"----~. -a - j

ReadinessAssessnient

----1 '

··,

1

'\ II

7.5

Valldate

Solution

Evaluate SolutionPerfo:rmance,'!-···-·-··-··----,·-·-·--·---·---~

Solution

P1erfo:rma1n

GeAssessment

Solution

ValldatlonAssessment

SolurUon Scope Stakeholder

Concerns \,•-oe~!'-'!!!_!'_•-1!-!'-'!'_!l'_•-•~I'

1,5

7.6

,JJ5.4,

7,37f

4Define

Tramrnlon

R1equlrnments.

7.5

,A

Assess Proposed

Solution

1. Assumptions andConstraints

2. Requirements (Prioritized

and Approved)

3. Solution Option(s)

1. Assessment of ProposedSolution

1. Acceptance and EvaluationCriteria

Definition2. Decision Analysis3. Vendor Assessment

PMP

Exam

Pre

para

tion,

bas

ed o

n th

e PM

BOK

Guid

e 5t

h ed

ition

167

Tools and Techniques

assess all the proposed solutions in order to determine how closely

they meet the stakeholder requirements and solution

requirements

Output

Process

Input

Elements••

Ranking of solution optionsIdentification of additional potential capabilities

Allocate Requirements1. Requirements (Prioritized

and Approved)2. Solution (Designed)3. Solution Scope

1. Requirements (Allocated)

1. Acceptance and EvaluationCriteria Definition

2. Business Rules Analysis3. Decision Analysis4. Functional Decomposition5. Process Modeling6. Scenarios and Use Cases

Tools and Techniques

allocate the stakeholder and the solution requirements to the

solution components and release

Output

Process

Input

• •Elements

Business Rules Analysis•

••Solution components Organization’s business policies

are directives that support businessgoals.Business rules, by contrast, are actionable and testable directives that support the business policies. Complex business rules are often represented as a decision tree or table.Business rules are independent of their implementation within the organization

Release planning

•Business goal

• Compliance with government tax legislature

Business policies

• Charge tax to customer

•

Business rules

• Calculate the tax owed by multiplying the total cost of the product by the tax rate as determined by the state or province where the sale is made

•

Functional requirements: The systemshall calculate and charge all state and

provincial taxes where applicable.

Assess Organizational

Readiness

1. Enterprise Architecture2. Solution (Designed)3. Solution Scope4. Stakeholder Concerns

1. Organizational ReadinessAssessment

1. Acceptance and Evaluation CriteriaDefinitionData Flow DiagramsFocus GroupsForce Field AnalysisInterviewsOrganization Modeling Problem Tracking Process ModelsRisk Analysis

2.3.4.5.6.7.8.9.10. Survey/Questionnaire

11. SWOT Analysis

Tools and Techniques

involves communicating the impacts that a new solution will

have on the business.This allows everyone to be prepared for the upcoming

changes versus being surprised by them.

Output

Process

Input

Elements•••

Culture assessmentOperationalStakeholder

or technical assessmentimpact analysis

eld AnalysisForce

Fi

6 3

45

66

17 13

Define Transition

Requirement

1. Organizational ReadinessAssessment

2. Requirements (Stated)3. Solution (Deployed)4. Solution (Designed)

1. Transition Requirements

1. Business Rules Analysis2. Data Flow Diagrams3. Data Modeling4. Organization Modeling5. Process Modeling

define what needs to be done to transition from the existing

solution to the new solution. The capabilities defined in the transition requirements target

making a smooth transition from the old solution to the new

solution.

Tools and Techniques

Output

Process

Input

Elements•••

DataOngoing workOrganizational

change

Validate Solution1. Requirements (Prioritized

and Approved)2. Solution (Constructed)

1. Identified Defects2. Mitigating Actions3. Solution Validation

Assessment

1. Acceptance and EvaluationCriteria

Definition2. Problem Tracking3. Root Cause Analysis

validate that the constructed solution (the new solution) will

meet the required business need and to find the most suitable way to solve the identified problem.

Tools and Techniques

Output

Process

Input

Elements••

Investigate Defective Solution OutputsAssess Defects and Issues

Evaluate Solution

Performance

1. Business Requirements2. Identified Defects3. Solution (Deployed)4. Solution Performance

Metrics

1. Solution PerformanceAssessment

1. Decision Analysis2. Focus Groups3. Observation4. Survey / Questionnaire

is performed after the actual implementation of the new

solution, to understand the real value delivered by the new

implemented solution.

Tools and Techniques

Output

Process

Input

Elements•••

Understanding the Value Delivered by the SolutionValidating the Solution MetricsConsidering Solution Replacement or Elimination••••

Ongoing Cost versus Initial InvestmentOpportunityNecessity

Cost

Sunk Cost

Group ExerciseIn group of 3 to 5 members, for a Car

Licensing

AuthorityOffice

• Develop the following models:•••

Proposed Solution Assessment planRequirement Validation planUp to 3 Transition Requirements

• Present your team result in a flip chart.

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

180

Requirement Management & Communication1.2.3.4.5.

Manage Solution Scope & RequirementsManage Requirements Traceability Maintain Requirements for Re-Usability Prepare Requirements PackageCommunicate Requirements

TAS1<

Guide Knowledge

Areas

- Interaction

II I

II

Oper.atJOiilS

Business Analysis Plarnnlng and Monitoring I

·--~----iiiiiiiiil----~----iiiiiiiiiii----~----iiiiiiiiiii----iiiiiiiiil----~----iiiiiiiiil---i[:::~~:::~~:

::~~:::~ I

IEllcltatlon I

I I

I I

and ValldatloraI

I

'----------------------~--------------------------

I

I IRequ I rem e nts

Management and Communication

182

I·-

I

·-----·------------------------------

----------------------------·----.-------- I

I

~I ---------~---------~---------~---------~------I

.I~.-..--·-----~---~~---~l-liii-ill-·--

~-li-i·i-ll-l-ii-illl&iii-ll-------

~·-----l-l-l-ii-i-i-li-l----i·i-i--i-

ililii-ii&il--_-_- I

Re q 1JJ1 u irements Analysls

Soll.W11orn Assessment ---·----lliiiil·---·-----~----iiliiiilil·---·----

iiiiili----·----lliiiill--J

I

Sc11.1t10t1 to

ControlledEnd

I I

Close tlhe

Tiiams o- n-

0 going

Conrtr10. I ledlStart

I

~rfmm Pir.a-PlcJect

A.ctlv . @S

ProJ@Cii: a nel

Business Analysls Work

I

I

lnltJam

asna

IPia

Ov~all

IN@;,;:t

St:ag €!

I

ContfolledMlddle

I Con

I EII Formally

I IPreJ@t.i:"t

I I

Mon110 r .andCcntrcl Pr~oct

·work :er Sac: nStage

P@rlommif'Kli"I 1ca1

?roJ.a.ctWork

Requirement Management & Communication• This knowledge area focuses on managing and sharing the solution

scope and the project requirements with the project stakeholders.

• The objective of this knowledge area is to have a commonunderstanding among all the stakeholders.

TAS1<

Requirement Management & Communication·-·-·-·-·-·-·-·-·~

Out,purts

Inputs

.r-·· -··-·· ---·· -- -··-·· ---- ----Tasks,

-·,I

I'

III

I

4,.2,

Manage, Re,q1tsTrac,eablllty

------

4.1

Managre SolutionScope

and Req11ts

BA

Communlcatl!on

Pllan

Or1ganlzatlonalProcess Assets

Requirements

Requ llrement

s[Communicated]

Req ullrements

1

[Alppmved].

r:----~4,.4

P'repa re I~)

eqItsPackage,

4.3

Maintain

R.eq'ts for

Re-use

111••···~

~u•••~

Requ11r·ement

s[Traced]

Req ullr1eme1

1ts[Maintained &Reusable]

Requllremernt

sManagement

Pllan

RequirementsStructure

Sollutlon

Scope

4.5

CommunicateRequ I reme nts,

Stak,ehollder

List Rolles,

andResponslbllltles

-·-·-·-·-·-·-·-·-·-·----~

Requirements

P,ackage

,

... _li_liii_'i_ili_ili_li_ll_ill_ili_li_li_li~

4.4

2.5

4,1JL

C'

4,.1

2,4

Manage Solution Scope

& Requirements

1. Requirements ManagementPlanSolution ScopeStakeholder List, Roles, andresponsibilitiesStakeholder, Solution, orTransition Requirements(Communicated or Traced

1. Requirement [Approved]

2.3.

4.

1.2.3.

Problem TrackingBaseliningSignoff

185

Tools and Techniques

secure the approval of requirements from stakeholders

who have the appropriate authority.

Output

Process

Input

Elements••••

Solution scope managementConflict and issue managementPresentingApprovals

requirement for review

Solution Scope• Identifies the new capabilities to be implemented and the methods to

deliver those capabilities, and it identifies the part(s) of the organizationthat will be impacted by the new capabilities.

Baselining• A baseline is a view of the reviewed and agreed

a specific point in time.– upon requirements at

• Baselined requirements are considered to be thework.

basis for future project

• Any changes to the baselined requirements must go through a formalchange control process.

Stakeholders••••

Domain SMEImplementation SMEProject ManagerSponsor

Manage Requirements

Traceability

1. Requirements ManagementPlanRequirements (all)

1. Requirement [Traced]

2.

1. Coverage Matrix

190

Tools and Techniques

The ability to identify and document the lineage of each requirement, backward traceability (derivation) or forward traceability (allocation):• project requirements• work products• solution components

Output

Process

Input

Elements•••

Impact AnalysisConfigurationRelation

Management System

Requirements Traceability Matrix• A Requirements Traceability Matrix is a table used to track the various attributes

requirements throughout the project life cycle.of

• It uses information from the Requirements Documentation and traces how thoserequirements are addressed through other aspectsof the project.

• It provides information to:••

Product AcceptanceChange Requests

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

192

Requirements Traceability Matrix

Requirement Information Relationship Traceability

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

ID Requirement Priority Category Source Objective

WBS Deliver

ableMetric Validation

193

Stakeholders•••

Implementation SMEProjectTester

Manager

Manage Requirements

forRe-Use

1.2.

OPARequirements

1. Requirements (Maintainedand Reusable

NON

195

Tools and Techniques

Requirements that may be reused on other projects must be named,

defined, and easily available to other business analysts in the

organization.

Output

Process

Input

Elements• Ongoing requirement

•••

SLAQuality standardBusiness process

Stakeholders•••

Implementation SMEDomain SMEBusiness Analyst

Prepare Requirement

Package

1. Business AnalysisCommunication PlanOrganizational ProcessAssets (OPAs)Requirements (Any)Requirements Structure

1. Requirements Package

2.

3.4.

1. RequirementsDocumentation Requirements for Vendor Selection

2.

198

Tools and Techniques

a set of requirements that you are getting ready for an important

project’s stakeholder to review, this information should be communicated clearly and

unambiguously.

Output

Process

Input

Elements• The objectives are:

••

Formal presentation of requirements for reviews and approvalsProof of conformance with contractual and regulatory obligations

• Producing Work Products•••••

MoMIssue Log Status reports PresentationNotes

••

DeliverablesFormat

Stakeholders••••••

Domain SMEsEnd UsersImplementationRegulators

SMEs

ProjectTester

Manager

Communicate Requirement1. Business Analysis

Communication PlanRequirements (Any)Requirements Package

1.Requirements[communicated

2.3.

1.2.

Requirements WorkshopsStructured Walkthrough

201

Tools and Techniques

Have a common understanding among stakeholders, via iterative and ongoing formal or informal

communication, including conversations, notes, documents,

presentations, and discussions. usually done in parallel with most

of the other business analysis tasks.

Output

Process

Input

Elements• General Communication

• Presentation••

FormalInformal

Group ExerciseIn group of 3 to 5 members, for a Car Licensing

AuthorityOffice

• Develop the following models:••••

Requirement Approval planRequirement Traceability Matrix Requirement Communication Plan Requirement Configuration Management

• Present your team result in a flip chart.

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

203

Enterprise Analysis1.2.3.4.5.

Define Business NeedAssess Capability Gap Determine Solution Approach Define Solution ScopeDefine Business Case

TAS1<

Guide Knowledge

Areas

- Interaction

II I

II

Oper.atJOiilS

Business Analysis Plarnnlng and Monitoring I

·--~----iiiiiiiiil----~----iiiiiiiiiii----~----iiiiiiiiiii----iiiiiiiiil----~----iiiiiiiiil---i[:::~~:::~~:

::~~:::~ I

IEllcltatlon I

I I

I I

and ValldatloraI

I

'----------------------~--------------------------

I

I IRequ I rem e nts

Management and Communication

205

I·-

I

·-----·------------------------------

----------------------------·----.-------- I

I

~I ---------~---------~---------~---------~------I

.I~.-..--·-----~---~~---~l-liii-ill-·--

~-li-i·i-ll-l-ii-illl&iii-ll-------

~·-----l-l-l-ii-i-i-li-l----i·i-i--i-

ililii-ii&il--_-_- I

Re q 1JJ1 u irements Analysls

Soll.W11orn Assessment ---·----lliiiil·---·-----~----iiliiiilil·---·----

iiiiili----·----lliiiill--J

I

Sc11.1t10t1 to

ControlledEnd

I I

Close tlhe

Tiiams o- n-

0 going

Conrtr10. I ledlStart

I

~rfmm Pir.a-PlcJect

A.ctlv . @S

ProJ@Cii: a nel

Business Analysls Work

I

I

lnltJam

asna

IPia

Ov~all

IN@;,;:t

St:ag €!

I

ContfolledMlddle

I Con

I EII Formally

I IPreJ@t.i:"t

I I

Mon110 r .andCcntrcl Pr~oct

·work :er Sac: nStage

P@rlommif'Kli"I 1ca1

?roJ.a.ctWork

Enterprise Analysis• This knowledge area focuses on defining and documenting the business

requirements for a project to justify, why a particular project should beinitiated to address a particular business need.

• It define the problem or the opportunity and the solution that meet therequirement of the stakeholder

I

TAS1<

Enterprise Analysisr Inp

uts( ,- i - • - •. ' - '

Outputs

• - • _, ; '\

I

I'

IAssumptions andConstraints

Business Goa1llsand Objectives,

Enterprise

ArcMtecture

Busines:s

Case

Busines:s

NeedI

i

IIr " ..~

I

-·· ...

.,.I

. """===="'I

5,.4

Define

Solution

Scope

5.3

Determiine

Solution

.I

i,

.I'

j

, Approach

OrganizationalIProc1essAssets,

So!lutio

nP1

@rforma nee

As5e~~rnenr

t

Requirements[Stated]

SoluUonApproach

Required

Ca1pabiliti@s

Ii

I

1·.._

---~-----1

·.

'I

i

J Sc-ope

StalkeholderConcerns

Soliutiion

}·-·-·-·-·-·-·-·-·

I

}~,B~l~IIJ~lll~'l~l~l~l!l~lll~l~l'~ll'~'lll~'I

SJ

,J

!J

Define Business

Need

1. Business Goals andObjectivesRequirements (Stated)

1. Business Need

2.

1.2.3.4.5.6.

BenchmarkingBrainstormingBusiness Rules AnalysisFocus GroupsFunctional DecompositionRoot Cause Analysis

208

Tools and Techniques

why the organization need to make a change to its current

status.To define the problem and/or the

opportunity that the business analyst need to develop a solution

for it.

Output

Process

Input

Elements•••

Business goals and objectivesBusiness problem and opportunityDesired outcome••••

Increase customer satisfactionIncrease employee satisfactionImproveImprove

safetyrevenue and sales

Assess Capability

Gaps

1.2.3.

Business NeedEnterprise ArchitectureSolution PerformanceAssessment

1. Required capabilities

1.2.

Document AnalysisSOWT Analysis

210

Tools and Techniques

Assess capability gaps define the new capabilities required in

order to meet that business need and deliver the desired outcomes

or business benefits.

Output

Process

Input

Elements• Current capability analysis

• New capability assessment••••

Business processSoftware application Service to be delivered product

• Assumptions

SWOT Analysis• SWOT analysis is a strategic

planning method used to evaluatethe Strengths, Weaknesses,Opportunities, and Threats involvedin a project or in a business venture.

• Originated bythe 1960s.

Albert S Humphrey in

• SWOT MatrixIE Matrix.

is sometimes called an

Determine Solution

Approach

1.2.3.

Business NeedOPARequired capabilities

1. Solution Approach

1.2.3.4.5.6.

BenchmarkingBrainstormingDecision AnalysisEstimationSWOT AnalysisFeasibility Analysis

213

Tools and Techniques

how you will create or acquire the required capabilities (the solution) in order to meet the business need, could be:• Partnering or outsourcing• Making organizational changes• Changing business processes• Adding business resources• Update existing software and/or

hardware capabilities• Purchasing or leasing software and/or

hardware

Output

Process

Input

Elements•••

Alternative generationAssumption and constrainsRanking and selection of approaches

Feasibility Analysis• •Feasibility analysis focuses on

identifying and analyzing potentialsolution options to determine themost viable solution.

When assessingapproaches, thebe considered:

possible solutionfollowing factors to

••••••••

OperationalEconomic Technical Schedule - based Organizational CulturalLegalMarketing

• Feasibility study, the output ofFeasibility analysis, presents apreliminary analysis of solutionalternatives, evaluating how eachoption will deliveroutcome (businessthe business need.

the desiredbenefits) and meet

Define Solution

Scope

1.2.3.4.

Business NeedSolution ApproachRequired capabilitiesAssumptions

1. Solution Scope

1.2.3.4.5.

Functional DecompositionInterface AnalysisScope ModelingUser StoriesProblem or VisionStatement

216

Tools and Techniques

defines “the set of capabilities a solution must deliver in order to

meet the business need”.It is derived from the business need,

the desired outcome (business benefits), and the required

capabilities including the major functions, features, options.

Output

Process

Input

Elements•••

Solution scope definitionImplementation approachDependencies

Problem or Vision Statement• Problem or Vision Statement describes the positive impact that meeting

a business need will have on key project stakeholders.

• The recommended contents for a problem or vision statement include:••••

A description of the problem or visionList of affected stakeholdersImpacts the problem or vision will have on each listed stakeholderKey benefits of a successful solution

Define Business

Case

1.2.3.4.

Business NeedSolution ScopeStakeholder ConcernsAssumptions &

1. Business Case

1.2.3.

Decision AnalysisEstimationMetrics and KeyPerformance IndicatorsRisk AnalysisSWOT AnalysisVendor Assessment

4.5.6.

219

Tools and Techniques

Business case is used to justify the costs of doing a project in terms of the value the project adds to the

business and the associated business benefits.

A business case must look at both sides of the equation, comparing both the costs and benefits of a

proposed solution.

Output

Process

Input

Elements••••

BenefitsCostRisk AssessmentResult Measurement

Group ExerciseIn group of 3 to 5 members, for a Car

Licensing

AuthorityOffice

• Develop the following models:•••

Identify the Business NeedDevelop Vision & Scope statementDevelop Business Case

• Present your team result in a flip chart.

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

221

Underlying CompetenciesUnderlying Competencies are the behaviors, characteristics, qualities.

knowledge, and personal

1.2.3.4.5.6.

Analytical thinking and ProblemBehavioral characteristicsBusiness knowledgeSoftware knowledgeInteraction skillsCommunication skills

solving

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

222

Analytical Thinking

andProblem

Solving1.2.3.4.5.

Creative ThinkingDecision Making Learning Problem SolvingSystems Thinking

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

223

1- Creative Thinking• Creative thinkers are able to generate new ideas, concepts,

andalternative solutions when solving business problems.

• The business analyst also need to ask questions and challengeassumptions in order to foster creative thinking in his other teammembers and stakeholders.

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

224

2- Decision Making• The business analyst must understand what is involved in making a

good decision and be able to help other project team membersstakeholders make good decisions.

and

• The decision making should include:•••

Gathering and breaking down relevant informationMaking comparisons and evaluating tradeoffs between optionsIdentifying the option that is most desirable

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

225

3- Learning••

Learning is to know something new.The business analyst should absorb new business information so that he

theircan translate these

information into the project requirements andresulting solution.

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

226

4- Problem Solving• Problem Definition

• make sure that the problem or business need being addressedand understood by stakeholders

is clearly defined

• Alternatives Identification• suggest more than one way to address the problem

• Decision Making• Tradeoff decision

problem or needmaking may be required to selectthe best solution to the

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

227

5- Systems Thinking• Looks at your ability to:

••

put all of the pieces together andunderstand the properties, behaviors, and characteristics of the system as a wholeacross people, processes,and technology.

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

228

Behavioral Characteristics1.2.3.

EthicsTrustworthinessPersonal Organization

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

229

1- Ethics• Consider the interests of all stakeholders when making decisions and

are sure to clearly articulate theunderstands.

basis of their decisions so everyone

• Any conflicts of interest should be promptly and fully disclosed.

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

230

2- Trustworthiness• Stakeholders trust the business analyst to do the right thing at the right

time on the project and to keep their interests front and center in thedecisionwork.

- making process during the project and business analysis

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

231

3- Personal Organization• Ability to effectively managing his time, tasks, and information has an

impact on how the business analysis team members and otherstakeholders perceive the business analyst.

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

232

Business Knowledge1.2.3.4.

Business Principles and PracticesIndustry KnowledgeOrganization knowledgeSolution Knowledge

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

233

1- Business Principles and Practices• Business principles are defined as the characteristics common

organizations of similar purpose and structure, such as:•••

human resources,finance, andinformation technology functions.

• In contrast, business practices orprocesses vary basedon what anorganization does and the size of that organization.

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

234

2- Industry Knowledge• The business analyst should be aware of:

•••

major competitors,partners, andcustomer segments.

• The business analyst knowledge should also encompass theorganization’s common products and product types.

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

235

3- Organization knowledge• Includes the entire business architecture:

••••

business models,organizational structure, business unit relationships, andthe key project stakeholders,

• Includes recognizing the informal lines of communication, authority,and internal politics that are in play relative to your project.

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

236

4- Solution Knowledge• Business analysts are familiar with existing solutions and their

capabilities within the organization, this allows them to effectivelyidentify, assess

,and implement changes to those solutions.

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

237

Software Applications1.2.

General purpose Software ApplicationsSpecialized Software Applications

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

238

1- General purpose Software Applications• Office productivity tools used

information such as:to store, capture, and distribute

•••••••

Word processingSpreadsheetsPresentation software tools Document repositories WikisDiscussion forumsEmail and instant messaging

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

239

2- Specialized Software Applications• Requirements development tools used to develop, validate, and

implement formal models, anddocumentation.

build/manage requirements

••••••

Diagramming toolsModeling tools Requirements management Change controlTraceability

tools

Configuration management

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

240

Written

Communication Skills1.2.3.

CommunicationCommunicationTeaching

ModelTypes

Communicationskills

Activelistening

Verbal

Teaching

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

241

1-Communication

Model

Effective communication means transferring the intended ideas orinformation to the target audience.

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

242

2-Interpersonal

Communication

Types

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

243

Formal Informal

Verbal

Non-Verbal

Oral Presentations, speeches Meetings, conversations

Written Complex problems, pm plans, Memos, emails, notes charter, communicating over long

distance, formal letters, contract, CR

body In formal use, like Aerospace, The extent to which an individual likeslanguage factories, etc. another and is interested in his or her

viewsThe relative perceived status betweena sender and receiver

Meaning of facial expression and physical distance words

3 - Teaching• Use teaching to ensure that the ideas and information effectively

communicated to and understood by the stakeholders.

• Types of learners:•••

Visual learners who learn best by seeing something doneAuditory learners who learn best by hearing or reading thingsKinestheticthemselves

(tactile) learners are those who learn best by doing something for

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

244

Interaction Skills

Facilitation Negotiation Leadership Influencing Motivating

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

245

1- Facilitation and Negotiation• Facilitating many different types of interactions between stakeholders,

such as resolving disagreements regarding the priority andrequirements.

nature of

• Moderate any number of group discussions and meetings.

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

246

2- Leadership and Influencing• •Leadership is about: Directing

••••

•Developing a vision &Establishing directionAligning people

strategy telling people what to do• Coaching

• giving needed instructionsMotivating and inspiring • Facilitating

• coordinating input of others• Supporting

• giving assistance along the way• Consultative

• Inviting ideas from others• Team Building

• helping the group to workinterdependently & achieveteamwork

laissez Faire

good

•

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

247

3- ConflictManagement

Techniques

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

248

4- DouglasMcGregor(Theory

X & Y)

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

249

Thank you …

Mohamed AbuSenPM, ITSM and BPM Coach © Mohamed AbuSen, All

Rights reserved, 2015.mohamed.abusen@gmail.com

MBA, MSc, BSc Engineering,PM Diploma, PMI-PMP , PMI-RMP, Prince 2 Practitioner, Prince 2 Agile, Project Management Governance Manager ISO 21500,ITIL Expert, IT Governance Manager ISO 38500,Disaster Recovery Manager ISO 24762,6 Sigma-BB, CIBAP and TQM

mohamed.abusen+201006439499

Busin

ess A

naly

sis -

CIBA

P Ex

am P

repa

ratio

n, b

ased

on

the

250