BABoK_V2_Business_Analysis_Planning_and_Monitoring_KA_Overview

A Guide to the Business Analysis Body of Knowledge (BABoK) Knowledge Area

Business Analysis Planning & Monitoring

By Amjad Shaikh

What is Business Analysis Planning & Monitoring all about?

The Business Analysis Planning & Monitoring (BAP&M) knowledge area describes the tasks, activities and techniques that are required for successful definition and planning of business analysis project phase to achieve controlled start

By failing to prepare, you are preparing to fail.

Benjamin Franklin

Enterprise

Analysis

Business Analysis

Planning &

Monitoring

Requirements

Elicitation

Requirements

Analysis

Solution

Assessment &

Validation

Underlying

Competency

Requirements

Management &

Communication

Techniques Concepts

(BABoK)

BA

Bo

K

Vers

ion

2 R

ele

ase

2009

Defining and determining business analysis processes

Identifying stakeholders

Defining roles and responsibilities of stakeholders in the business analysis effort

Developing estimates for business analysis tasks

Planning how the business analyst will communicate with stakeholders

Planning how requirements will be approached, traced, and prioritized

Determining the deliverables that the business analyst will produce

Determining the metrics that will be used for monitoring business analysis work

[2.1] Plan Business Analysis Approach

[2.2] Conduct Stakeholder Analysis

[2.3] Plan Business Analysis Activities

[2.4] Plan Business Analysis Communication

[2.5] Plan Requirement Management Process

[2.6] Monitor Business Analysis Performance

Tasks Inputs

Business Need

Enterprise Architect

Organizational Process Asset

Expert Judgment

Business Analysis Performance

Metrics

Outputs

[2.1] Business Analysis Approach

[2.2] Stakeholder list, roles and responsibilities

[2.3] Business Analysis Plan

[2.4] Business Analysis Communication Plan

[2.5] Requirement Management Plan

[2.6] Business Analysts Performance Assessment

[2.7] Business Analysis Process Assets

Tasks Providing Inputs

5.1

Tasks Using Outputs

2.3 2.5

2.3 2.4 3.1 4.1 6.1

2.4 2.5 2.6

2.6 3.2 4.1 4.2 6.1

2.3

Organizational Process Assets

4.4 4.5

Input sources are external to BABOK V2

Overview map of Knowledge Area

Refer appendix for overview of BABOK V2 task layout to understand the numbering system

TASKS

The Purpose of the task

Identify the stakeholders

Describe the overall process for work on a given initiative

How and when tasks will be performed

The techniques used and deliverables produced

Layout of the task

Business Need Expert Judgement Organisational Process Assets

Input

Plan Business Analysis Approach

Task

Business Analysis Approach

Output

Techniques

Decision Analysis Structured Walkthrough Process Modelling

Stakeholders

Customer Project Manger Regulator

Sponsor Subject Mater Expert

Tester End User

Key Elements

Plan Driven

Change Driven

Impact of Plan Vs Change on Business Analysis

When to perform business analysis?

Plan Driven Change Driven

Most BA Work at the beginning Or during one specific phase

Initial list of high-level requirements (requirements envisioning)

Product backlog updated throughout project

Prioritized and reprioritized

Highest priority will have detailed requirements

Level of details in the deliverables?

Plan Driven Change Driven

Significant amount of formality and detail

Formal document/s

Standard template

Relevant stakeholders approve documents before work starts

Defining requirements through team interaction

Gathering feedback on a working solution

Often limited to a prioritized requirements list

Additional documentation is discretionary

Often produced after solution is implemented

How change is managed?

Plan Driven Change Driven

Changes only occur when they are genuinely necessary

Clearly justified

Mini Project

Impacts solution and project scope

Formal process

Normally increase near end of project

Presume difficult to identify all requirements

No separate change management process

Changes simply prioritized as per normal list items

When & How to communicate with stakeholders?

Plan Driven Change Driven

Rely on formal communication methods

In writing and pre-defined forms

All documentation normally archived as project history

Focus on frequency of communication

Less formal communication takes precedence

Official communication in writing

Frequently occurs after implementation

Key Techniques

Note: Only covering few technique in this presentation Planning for complete presentation on techniques

Using Decision Analysis for Business Analysis Approach - Example

Business Analysis Approach

Agile Approach

Waterfall Approach

Change in Requirements

Stable Requirements

Change in Requirements

Stable Requirements

Rework (at least 70%)

Min Rework (10%)

Min Rework (10%) Waste Deliverables (10%)

Min Rework (20%) Waste Deliverables (10%) Probability 90%

Probability 90%

Probability 10%

Probability 10%

Know people side of change

Identify Stakeholders Analyze

Stakeholders

Devise Stakeholders

Management Plan

Review/Revise

Stakeholder

Management Strategies

Complete this during Approach Definition

Project Inception Phase Project Execution Phase

Layout of the task

Business Need Enterprise Architecture Organisational Process Assets

Input

Conduct Stakeholder Analysis

Task

Stakeholder List, Roles, and Responsibilities

Output

Techniques

Acceptance and Evaluation Criteria Definition Brainstorming Interviews Organization Modeling

RACI Matrix Stakeholder Map Process Modelling Requirements Workshops

Risk Analysis Scenarios and Use Cases User Stories Scope Modeling Survey/Questionnaire

Stakeholders

Customer Project Manger

Subject Mater Expert Regulator

End User

Customer

End User

Sponsor Implementation SME

Regulator

Business Analyst

Operation Support

Project Manager

Tester

Domain SME

Supplier

Categorization of stakeholders

Meet their needs Key player

Least important Show consideration

Pow

er

Of In

fluence

Interest

Stakeholder

Stake in the project

Potential impact on Project

What does the Project expect the Stakeholder to provide?

Perceived attitudes and/or risks

Stakeholder Management Strategy

Responsibility

Additional Information that you might want to capture about each stakeholder

Assign responsibilities and accountability RACI Matrix

Responsible

This is the person or role responsible for creating or developing the product or performing the task. In Figure, for example, a business analyst is responsible for creating the interview notes.

Accountable

This is the person or role who will carry the can for the quality of the product or task. The project sponsor, for instance, must ultimately be accountable for the business case for a project.

This is the person or role responsible for creating or developing the product or performing the task. In Figure, for example, a business analyst is responsible for creating the interview notes.

Consulted

These stakeholders are informed about a product or task, although they may not have contributed directly to it. For example, the project sponsor has the right to be kept informed about any of the products created during the project

Informed

Key Elements

The points while performing stakeholder analysis

Complexity of Stakeholder Group

Attitude and Influence

Authority Levels For Business Analysis Work

The Purpose of the task

Scope of Business Analysis work

Deliverables required

Estimate effort to complete the work by scheduled dates

Identify management tools required to measure progress of work and deliverables

Layout of the task

Business Analysis Approach Stakeholder Lists, Roles and Responsibilities Business Analysis Performance Assessment Organizational Process Assets

Input

Plan Business Analysis Activities

Task

Business Analysis Plans

Output

Techniques

Estimation Functional Decomposition Risk Analysis

Stakeholders

Customer Project Manger

Subject Mater Expert Regulator

End User Operation Support

Key Elements

Review following aspect while planning Business Analysis activities

Geographic Distribution of Stakeholders

Type of Project or Initiative

Business Analysis Deliverables

Key Techniques

Note: Only covering few technique in this presentation Planning for complete presentation on techniques

Example of Functional Decomposition

Define Detail Requirements

Elicit Requirements

Conduct Workshop

Document Requirements

Business Process Maps

Create FSD Define NFR

Prioritize Requirements

Conduct JAD Session

Define Usecase

The Purpose of the task

What needs to be communicated?

When the communication should occur?

Who is the appropriate audience?

How message will be delivered?

Layout of the task

Business Analysis Approach Business Analysis Plan Organizational Process Assets Stakeholders List, Role and Responsibilities

Input

Plan Business Analysis Communication

Task

Communication Plan

Output

Techniques

Prepare Requirements Package Communicating Requirements (Skill)

Structured Walk Through

Stakeholders

Customer Project Manger Tester

Subject Mater Expert Regulator

End User Operation Support

Key Techniques

Note: Only covering few technique in this presentation Planning for complete presentation on techniques

Create packages based on the need, project type & audience

Executive/ Non-Technical End User

Developer/ Testers

Presentation Prototype Business Process High-level Usecase

Detail Usecase Workflows UML Diagrams Data Models

Presentation Prototype Functional Usecase UAT Test cases/ Scenarios

Only an example

The Purpose of the task

Determine the appropriate requirements process

Determining whether and how requirements are changed

Determine what attributes to be captured for requirement

Determine tracking mechanism for requirements

Layout of the task

Business Analysis Approach Business Analysis Plan Organizational Process Assets

Input

Plan Requirements Management Process

Task

Requirements Management Plan

Output

Techniques

Decision Analysis Risk Analysis Problem Tracking

Stakeholders

Customer Project Manger Tester

Subject Mater Expert Regulator

End User Operation Support

Key Elements

Elements to consider when planning requirements management

Repository of requirements

Traceability

Select requirements attributes for capturing process

Requirements prioritization methods/ process

Change management process

Key Considerations

Note: Only covering few technique in this presentation Planning for complete presentation on techniques

Key considerations

Process for requirements change

Assess need for requirements traceability

Requirements Attributes

Example

Requirement

Identifier Date Captured/ Stated

Source of Requirement

Status Dependencies

Priority

Category

Author

Updated By/Date

This is how requirements looks like when in requirements management tool (RTM)

Requirements repository within RTM

Requirements attributes

The Purpose of the task

Determine metrics for business analysis performance measure

Identify performance issue and plan corrective actions

Business analysis process & performance improvement

Layout of the task

Business Analysis Performance Metrics Business Analysis Plan(s) Organizational Performance Standards Requirements Management Plan

Input

Business Analysis Planning & Monitoring

Task

Business Analysis Performance Assessment Business Analysis Process Assets

Output

Techniques

Interviews Lessons Learned Metrics & Key Performance Indicator

Process Modelling Root Cause Analysis Survey & Questionnaire

Problem Tracking Variance Analysis

Stakeholders

Customer Project Manger

Subject Mater Expert Regulator

End User

Metrics for measuring business analysis performance

Knowledge area summary

Stakeholders, Types

of requirements,

Organizations

standards formality

Identify

Stakeholder roles

and responsibilities

Define Estimates to

complete required

business analysis

tasks

Develop

Stakeholder

communication

How requirements

will be approached,

traced and prioritized

Plan

BA

Bo

K

Vers

ion

2 R

ele

ase

2009

BABOK V2 - Business Analysis Knowledge Areas & Tasks Layout

[2] Business Analysis Planning & Monitoring

[3] Elicitation [4] Requirements Management & Communication

[5] Enterprise Analysis [6] Requirement

Analysis

[7] Solution Assessment &

Validation

[2.1] Plan Business Analysis Approach

[3.1] Prepare for Elicitation

[4.1] Manage Solution Scope and Requirements

[5.1] Define Business Need [6.1] Prioritize Requirements

[7.1] Assess Proposed Solution

[2.2] Conduct Stakeholder Analysis

[3.2] Conduct Elicitation Activity

[4.2] Manage Requirement Traceability

[5.2] Assess Capability Gap [6.2] Organize Requirements

[7.2] Allocate Requirements

[2.3] Plan Business Analysis Activities

[3.3] Document Elicitation Results

[4.3] Maintain Requirement for Re

[5.3] Determine Solution Approach

[6.3] Specify and Model Requirements

[7.3] Assess Organization Readiness

[2.4] Plan Business Analysis Communication

[4.4] Prepare Requirement Package

[5.4] Define Solution Scope [6.4] Define Assumptions

& Constraints [7.4] Define Transition

Requirements

[2.5] Plan Requirement Management Process

[4.5] Communicate Requirements

[5.5] Define Business Case [6.5] Verify Requirements [7.5] Validate Solution

[2.6] Manage Business Analysis Performance

[6.6] Validate Requirements

[7.6] Evaluate Solution Performance

[3.4] Confirm Elicitation Results