CCBA Certification PDF

CCBA® Exam Preparation Course
Lesson 1 – Introduction to IIBA ® and CCBA ® Certification
CBAP, CCBA and BABOK are registered certification marks owned by International Institute of Business Analysis
WHAT’S IN IT FOR ME
About IIBA ®
Benefits of IIBA® Professional

Certification
Eligibility for CCBA ® certification
The exam application process
The exam outline
CCBA ® recertification
ABOUT IIBA®
International Institute of Business Analysis
Defines standards for business

Through the BABOK® Guide
analysis
Identifies the skills necessary Through the IIBA® Business

IIBA® to be effective in the role of a Analysis Competency Model
business analyst and Self-assessment Tool
Recognizes business analysis Through the ECBA®, CCBA®,

professional and CBAP® certifications
IIBA ® MEMBERSHIP BENEFITS
• Volunteer with the organization

• Develop communication skills
Develop
leadership
skills
• Attend networking
• BABOK® Guide IIBA® and chapter events
• Join online
• Competency Membership
Model community
Elevate Expand
• BBC Conference • Learn from experts
your skill your
• IIBA® Webinar • Meet professional
set network
Series contacts
• Online Library
BENEFITS OF CCBA ® CERTIFICATION
INDIVIDUAL
ORGANIZATION
BENEFITS OF CCBA ® CERTIFICATION (contd.)
INDIVIDUAL
Benefits to the individual
INDIVIDUAL Competence in the principles

Participation in a recognized Recognition of professional
and practices of business
professional group competence
analysis
Improved overall performance,

Personal satisfaction of
Advanced career potential removal of uncertainty, and
accomplishing a milestone
wider market opportunities
Recognition for having

Helps ensure continuous self-
Potential for higher income invested in a business
improvement
analysis career
ORGANIZATION
BENEFITS OF CCBA ® CERTIFICATION (contd.)
ORGANIZATION
Benefits to the organization
Enables establishment and implementation of

INDIVIDUAL Professional development, advancement, and
business analysis practices as outlined in the
recognition for staff
BABOK Guide
Ensures more reliable and higher quality results

Demonstrates use of industry-standard
are produced with increased efficiency and
business analysis practices
consistency
Helps identify professional business analysts to

Demonstrates that business is run effectively
clients and business partners
ORGANIZATION Improves staff responsibility, commitment, and Demonstrates commitment to the field of business
motivation analysis
ELIGIBILITY CRITERIA
FOR CCBA ®
Criteria Requirement
Work Experience Minimum 3750 Hours of Business Analysis experience in the last 7 Years
Knowledge Area Expertise Minimum 900 hours in two of the six knowledge areas or 500 hours in four of the six
knowledge areas
Professional Development 21 Hours in the last 4 Years
References 2
Signed Code of Conduct Yes

APPLICATION AND EXAM PROCESS
Step 5
Step 4 Take the

exam
Step 3 Prepare for
the exam
Step 2
Register for
Step 1 the exam
Pay for the
Apply for and exam
pay for the
certification
APPLICATION AND EXAM FEES
• Application and Exam Fees

Fee Member Non-member
Application Fee (non-refundable) $125 $125
Exam Fee – English and Japanese $325 $450
Exam Fee – German *$770 $880
• Other Fees
Fee Member Non-member
Exam Cancellation Fee (CBT) $50 $50
Exam Re-write Fee – English and Japanese $250 $375
Exam Re-write Fee – German *$430 $540
NOTE:
• *IIBA® is partnering with The European Association of Business Analysis (EABA) and, in a joint effort, is now offering business analysis certification exams
in German-speaking Europe and at all test center locations where IIBA exams are offered.
• All fees are payable in U.S. dollars (USD) plus GST/HST if you are a Canadian resident or a GST/HST registrant.
• The application fee is not refundable regardless of whether an application is approved or approved pending audit and if an application audit is not passed.
PREPARING FOR THE EXAM
The CCBA ® exam is a 3.5-hours long exam and consists of 150 multiple choice questions with four possible
answers to select from.
To prepare for the exam:
Find opportunities to practice tasks by

Review the IIBA® BABOK® Guide
following the BABOK® Guide
Review the BABOK® Learning Guide

found in the Online Library on the Find a business analysis mentor
Community Network
Review Frequently Asked Questions

Join a study group
(FAQ) on the IIBA website
Review recommended resources on the

Attend local IIBA® Chapter meetings
IIBA® website
Attend training as needed Review available study guide(s)

CCBA EXAM BLUEPRINT
Domain Percentage
Business Analysis Planning and Monitoring 12%
Elicitation and Collaboration 20%
Requirements Life Cycle Management 18%
Strategy Analysis 12%
Requirements Analysis and Design Definition 32%
Solution Evaluation 6%
RECERTIFICATION
REASONS
The CCBA® Recertification program helps individuals demonstrate an ongoing professional commitment to
the business analysis profession.
Ensures that the Business Analysis Ensures that the Business

Professional is keeping up with
Recertification
Analysis Professional
changes in the profession Program contributes to the profession
RECERTIFICATION
PURPOSE
The Recertification program supports the ongoing professional development of individuals who have attained
the CCBA® designation.
Encourages the ongoing Encourages and recognizes

professional development of Recertification individualized learning
CCBA® recipients
Program
Offers a standard and objective

Encourages the efforts of
mechanism for recording
CCBA® recipients to give
professional development
back to the profession
activities
Sustains the global recognition

and value of the CCBA®
designation
RECERTIFICATION
NOTES
All CCBA® recipients are required to meet continuing proficiency requirements to maintain their designation.
CERTIFICATION RENEWAL ADDITIONAL NOTES CDU CATEGORIES
To ensure receiving all IIBA® 1. Formal Academic Education

communication:
- Update your email address in
IIBA® certification to be renewed profile on IIBA® website.
every three years 2. Professional Development
- Check bulk mail folders
- Add certification@iiba.org to
personal address book 3. Professional Activities
4. Self-directed Learning
CCBA® Recertification Report 60 accepted CDUs and

submit the recertification 5. Volunteer Service
Handbook and related forms are application prior to the end of the
posted on the IIBA® website three year cycle
6. Professional Experience
KEY TAKEAWAYS
The International Institute of Business Analysis or IIBA® assists
business analysts by defining standards for business analysis,
identifying the skills needed for business analysis, and recognizing
business analysis professionals.
With an IIBA® membership, business analysts can elevate their skill
set, develop leadership skills, and expand their network.
Membership of IIBA® provides several benefits, both to the

individual as well as to organizations.
To prepare for the exam, business analysts can review the
BABOK® Guide, review the FAQs on the IIBA® website, attend
trainings as needed, practice tasks by following the BABOK®
Guide, find a BA mentor, and review available study guides.
Applying and taking the exam is a 5-step process.
Eligibility for the CCBA certification includes specified levels of work

experience, knowledge area expertise, and professional
development.
The CCBA exam is a 3.5-hours long exam and consists of 150

multiple choice questions with four possible answers to select from.
This concludes “Introduction to CCBA Certification.”
The next lesson is “Introduction to BABOK® Guide Version 3.”

THANK YOU
Lesson 2 - Introduction to BABOK® V3
CBAP, CCBA and BABOK are registered certification marks owned by International Institute of Business Analysis.
What is business analysis?
What does a business analyst do?
Business Analysis Core Concept Model

Model TM — the Knowledge Areas
defined in BABOK® Version 3
What are the underlying competencies
of a business analyst?
Techniques and perspectives in

business analysis
INTRODUCTION – WHY BUSINESS ANALYSIS
INTRODUCTION – WHY BUSINESS ANALYSIS (contd.)
Lesson 2: Introduction to BABOK® V3
Topic 2.1: Key Concepts of Business Analysis
Who is a Business Analyst?

Business Analysis Core Concept Model
Business Analysis Knowledge Areas
Defect per Unit
Requirements classification
Requirements and Design
Who is a Stakeholder?
BUSINESS ANALYSIS
WHAT IS BUSINESS ANALYSIS
Where?
Define
Needs
Why?
Enable
When?
Business
Analysis Recommend
Solutions
BUSINESS ANALYSIS
WHO IS A BUSINESS ANALYST
Elicits the
needs from
stakeholders
Discovers, Investigates
synthesizes, and clarifies
and analyzes stakeholder
information desires
Performs Determines
tasks defined issues and
in the BABOK® their causes
Guide
BUSINESS
ANALYST
BUSINESS ANALYSIS
BUSINESS ANALYSIS CORE CONCEPT MODEL TM
The act of transformation in response to need

Change
Need Solution
Way to satisfy one or more needs
A problem or opportunity
in a context
Circumstances that influence or are

A group or individual related to a change,
influenced by, and provide
need, or solution
Stakeholder Context understanding of change
Value
Usefulness to a stakeholder
within a context
BUSINESS ANALYSIS BODY OF KNOWLEDGE
KNOWLEDGE AREAS
1. Business Analysis Planning and Monitoring
2. Elicitation and Collaboration
3. Requirements Lifecycle Management
4. Strategy Analysis
5. Requirements Analysis and Design Definition
6. Solution Evaluation
BUSINESS ANALYSIS BODY OF KNOWLEDGE (contd.)
KNOWLEDGE AREAS
2. Elicitation and Collaboration It describes the tasks to be performed to

organize and co-ordinate the effort of business
analysts and stakeholders.
Output from this knowledge area tasks is used
3. Requirements Lifecycle Management as a key input or as guidelines for the tasks
performed in other knowledge areas.
KNOWLEDGE AREAS

It describes the tasks to be performed to
prepare for elicitation, conduct the elicitation
activity, and confirm elicitation results. It also
3. Requirements Lifecycle Management explains how communication of business
analysis information and ongoing collaboration
must be done with the stakeholder.
KNOWLEDGE AREAS

manage and maintain requirements and design
3. Requirements Lifecycle Management information from inception to retirement.
KNOWLEDGE AREAS
It describes the tasks to be performed for

3. Requirements Lifecycle Management collaboration with the stakeholder to identify
the real need and enable the organization to
address that need. It also explains the tasks to
align the resulting strategy for the change with
4. Strategy Analysis higher- and lower-level strategies to address
the need.
KNOWLEDGE AREAS

4. Strategy Analysis structure and organize requirements
discovered during the elicitation activity,
specify and model requirements and design,
validate and verify information, and identify
solution options that meet the business need.
KNOWLEDGE AREAS
4. Strategy Analysis It describes the tasks to be performed to assess

the performance of and value delivered by a
solution and recommend actions to be taken to
realize the full value of the solution.
BUSINESS ANALYSIS BODY OF KNOWLEDGE
KNOWLEDGE AREAS – RELATIONSHIPS
Business Analysis
Planning and
Monitoring
Requirements
Strategy Analysis Analysis and
Design Definition
Requirements
Elicitation and
Lifecycle
Collaboration
Management
Solution Evaluation
REQUIREMENTS
REQUIREMENTS CLASSIFICATION
Statements of goals, objectives, Describe the needs of the

and outcome that describe why Business Stakeholder stakeholders that must be met to
Requirements Requirements
a change has been initiated achieve the business requirements
Describe the capabilities and Describe the capabilities that the

qualities of a solution that meets Transition
solution must have to facilitate
Solution
stakeholder requirements; can be Requirements transition of the organization from
Requirements
Functional requirements or Non- the current state to the future state
functional requirements
REQUIREMENTS (contd.)
REQUIREMENTS DOCUMENTS
Business Requirements Documents

BRD
that comprise both business and
stakeholder requirements
Requirements
Requirements
Documents FSD
Documents
Functional Specification Document
SRS
Solution Requirements Specification

REQUIREMENTS AND DESIGN
DESIGN CYCLE
Needs
Requirements lead to design.
Requirements may be used to define design.

Requirements
Requirements are focused on needs and design

is focused on the solution.
Design
Requirements and design could be recursive.
A Business Analyst reviews designs to ensure Solution

they align with the requirements.
BABOK® GUIDE SPECIFICATIONS
STAKEHOLDERS
A stakeholder is an individual or group that a Business Analyst is likely to interact with directly or indirectly.
Supplier
Domain SME
Tester
Customer
Business Operational
Sponsor
Analyst Support
End User Implementation

SME
Project
Manager
Regulator
Topic 2.2: Competencies of a Business Analyst
Competencies of a business analyst

Defect per Unit
COMPETENCIES OF A BUSINESS ANALYST
CATEGORIES
Business
Knowledge Communication
(5) Skills
(4)
Behavioral
Characteristics Interaction
(5) Skills
(5)
Competencies
Analytical
Thinking and
Tools and
Problem-
Technology
Solving Skills
(3)
(7)
COMPETENCIES OF A BUSINESS ANALYST (contd.)
ANALY TICAL THINKING AND PROBLEM SOLVING
Decision Making
Analytical Thinking and Creative Thinking
Ability to understand the
Problem-Solving Skills Ability to generate new ideas
criteria needed to make
and approaches to solve
decisions
problems
Problem Solving System Thinking

Learning Ability to understand the Ability to understand the
Ability to quickly absorb new underlying cause of a interactions between people,
and different types of problem and use problem- process, and technology
information solving techniques
Visual Thinking
Conceptual Thinking Ability to visually
Ability to understand how communicate complex
disparate information fits concepts and models to
into a larger picture stakeholders
BEHAVIORAL CHARACTERISTCS
Ethics Personal Accountability

Behavioral Characteristics
Enable a business analyst to Enables a business analyst to
earn the respect of achieve target goals
stakeholders
Organization and Time

Management
Helps perform tasks
effectively and use work time
efficiently
Trustworthiness
Perception that one is Adaptability
worthy of trust Ability to adjust behavioral
style, methods, and
approach to the environment
BUSINESS KNOWLEDGE
Business Knowledge
Business Acumen Industry Knowledge

Ability to understand Understanding how a
business principles and company is positioned within
practices and apply them at an industry
work
Organization Knowledge
Competencies Solution Knowledge
Understanding solutions that
Understanding the will help expedite the Methodology Knowledge
management structure and discovery of potential Enables a business analyst to
the business architecture of changes through elicitation quickly adapt to, and
the enterprise perform in, a new
environment
COMMUNICATION SKILLS
Communication Skills
Nonverbal Communication
Verbal Communication Enables sending and receiving
Used to convey ideas, messages through body
concepts, facts, and opinions movements, postures, facial
to stakeholders expressions, gestures, and eye
contact
Communication skills refers to the
ability to communicate effectively.
Competencies
Written Communication
Practice of using text, Listening
symbols, models, pictures, or Enables accurate
sketches to convey and share understanding of verbal
information communication
INTERACTION SKILLS
Interaction Skills
Leadership and Influencing

Facilitation Involves motivating people to
Ability to moderate act in ways that enable them
discussions within a group to work together
Interaction Skills
include the ability
Negotiation
to relate to and co- CompetenciesInvolves mediating
operate and Teamwork discussions and resolving Teaching
communicate with Enables working with team differences in teams Enables a business analyst to
different kinds of members effectively effectively communicate
people. business information, concepts,
ideas, and issues
TOOLS AND TECHNOLOGY SKILLS
Tools and Technology Office Productivity

Skills Helps document and track
information and artifacts
Business Analysis
Helps model, diagram,
document, and manage the
output of business analysis
activities
Competencies
A business analyst uses a variety of software to support Communication
Helps perform business
communication and collaboration, create and maintain analysis activities, manage
teams, and collaborate with
requirement artifacts, and increase overall productivity. stakeholders
Topic 2.3: Business Analysis Techniques
Techniques referred to by BABOK V3

Defect per Unit
BUSINESS ANALYSIS TECHNIQUES
50 TECHNIQUES
10.1 Acceptance and
10.11 Concept Modelling 10.21 Focus Groups 10.31 Observation 10.41 Scope Modelling
Evaluation Criteria
10.22 Functional
10.2 Backlog Management 10.12 Data Dictionary 10.32 Organizational Modelling 10.42 Sequence Diagrams
Decomposition
10.43 Stakeholder List, Map, or
10.3 Balanced Scorecard 10.13 Data Flow Diagrams 10.23 Glossary 10.33 Prioritization
Personas
10.4 Benchmarking and Market
10.14 Data Mining 10.24 Interface Analysis 10.34 Process Analysis 10.44 State Modelling
Analysis
10.5 Brainstorming 10.15 Data Modelling 10.25 Interviews 10.35 Process Modelling 10.45 Survey or Questionnaire
10.6 Business Capability
10.16 Decision Analysis 10.26 Item Tracking 10.36 Prototyping 10.46 SWOT Analysis
Analysis
10.7 Business Cases 10.17 Decision Modelling 10.27 Lessons Learned 10.37 Reviews 10.47 Use Cases and Scenarios
10.28 Metrics and Key 10.38 Risk Analysis and

10.8 Business Model Canvas 10.18 Document Analysis 10.48 User Stories
Competencies
Performance Indicators (KPIs) Management
10.39 Roles and Permissions
10.9 Business Rules Analysis 10.19 Estimation 10.29 Mind Mapping 10.49 Vendor Assessment
Matrix
10.30 Non functional
10.10 Collaborative Games 10.20 Financial Analysis 10.40 Root Cause Analysis 10.50 Workshops
Requirements Analysis
Topic 2.4: Business Analysis Perspectives
Business Analysis perspectives

Defect per Unit
BUSINESS ANALYSIS PERSPECTIVES
FIVE BUSINESS ANALYSIS PERSPECTIVES
Perspectives provide focus to tasks and techniques specific to the context of an initiative.
Perspectives are not mutually exclusive. Most initiatives are likely to engage one or more perspectives.
BABOK® includes five perspectives.
Competencies
Agile Business Information Business Business
Intelligence Technology Architecture Process
Management
BUSINESS ANALYSIS PERSPECTIVES (contd.)
Agile Business Information Business

Business Process
Intelligence Technology Architecture Management
An Agile initiative involves:

• An agile mindset
• Agile values and principles
Competencies
• Progressive elaboration of business planning, elicitation, analysis, design, and construction of
solution
A Business Analyst is an active member of an Agile team.


Business Process
Business Intelligence:
• Highlights the characteristics of business analysis in the context of transformation, integration, and
enhancing data Competencies
• Is the transformation of data into valuable information
• Helps stakeholders make informed decisions
• Helps stakeholders manage strategic, tactical, and operational performance

Business Process
Information Technology:
• This perspective highlights the characteristics of business analysis in the context of the impact of
Competencies
change on IT systems in an organization.
• Organizations need to undertake initiatives to upgrade or replace IT systems.
• A business analyst plays the role of a translator between business and technology teams in the
change process.

Business Process
Business Architecture:
• Highlights the unique characteristics ofCompetencies
business analysis in the context of business architecture
• Involves analytical thinking and applying architectural principles at the enterprise level
• Supports ongoing business transformation efforts
• Could include changes to business, operational model, or structure

Business Process
Business Process Management:

• Highlights the characteristics of business analysis in the context of developing or improving
Competencies
business processes
• Focuses on how an organization works across multiple functional areas to improve business
processes
• Is an integral part of ongoing management and operations of an organization
Quiz
QUIZ Which of the following is NOT a component of the Business Analysis Core Concept Model
TM (BACCMTM)?
1
a. Change
b. Solution
c. Content
d. Stakeholder
QUIZ Which of the following is NOT a component of the Business Analysis Core Concept Model
TM (BACCMTM)?
1
a. Change
b. Solution
c. Content
d. Stakeholder
The correct answer is c.

Explanation: Content is not a component of Business Analysis Core Concept Model TM (BACCM). The
components are Change, Need, Solution, Stakeholder, Value, and Context.
QUIZ
_____ are focused on the needs, and _____ are focused on the solution.
2
a. Problems; Requirements
b. Requirements; Designs
c. Solutions; Requirements
d. Designs; Requirements
QUIZ
_____ are focused on the needs, and _____ are focused on the solution.
2
a. Problems; Requirements
b. Requirements; Designs
c. Solutions; Requirements
d. Designs; Requirements
The correct answer is b.

Explanation: According to the Requirements and Design Cycle, Requirements are focused on the needs
and Designs are focused on the solution.
QUIZ
Which of the following is a business analysis knowledge area?
3
a. Elicitation and Collaboration
b. Enterprise Analysis
c. Solution Assessment and Validation
d. Requirements Analysis and Management

QUIZ
Which of the following is a business analysis knowledge area?
3
a. Elicitation and Collaboration
b. Enterprise Analysis
c. Solution Assessment and Validation
d. Requirements Analysis and Management
The correct answer is a.

Explanation: Elicitation and Collaboration is one of the business analysis knowledge areas.
.
QUIZ Which of the following is NOT a category of business analyst competencies as defined in
4 BABOK®?
a. Analytical Thinking and Problem Solving
b. Communication
c. Organizational Knowledge
d. Interaction
QUIZ Which of the following is NOT a category of business analyst competencies as defined in
4 BABOK®?
a. Analytical Thinking and Problem Solving
b. Communication
c. Organizational Knowledge
d. Interaction

Explanation: Organizational Knowledge is not a category of business analyst competencies. It is, in
fact, a core competency of the Business Knowledge category.
KEY TAKEAWAYS
A business analyst is a person who performs business analysis

tasks described in the BABOK® Guide.
Business analysis is the practice of enabling change in an
enterprise by defining needs and recommending solutions that
deliver value to stakeholders.
The Business Analysis Core Concept Model TM (BACCMTM) defines

the conceptual framework for the practice of business analysis.
The BABOK® Guide groups business analysis tasks into six

knowledge areas.
The BABOK® GUIDE describes 29 business analysis competencies,

50 techniques, and 5 perspectives.
This concludes Introduction to BABOK® V3.
The next lesson is “Business Analysis Planning and Monitoring.”
THANK YOU
Lesson 3 - Business Analysis Planning and Monitoring
How to plan the Business Analysis

Approach
How to plan Stakeholder Engagement
How to plan Business Analysis Information

Management and Governance
How to identify Business Analysis

Performance Improvements
Understand tools and techniques used

in Business Analysis Planning and
Monitoring
INTRODUCTION
BUSINESS ANALYSIS PLANNING AND MONITORING
INTRODUCTION
The act of transformation in response to need

Change
Need Solution
Way to satisfy one or more
A problem or opportunity
needs in a context
A group or individual Circumstances that influence or are

related to a change, need, or solution influenced by, and provide understanding
Stakeholder Context of change
Value
Usefulness to a stakeholder
within a context
BUSINESS ANALYSIS PLANNING AND MONITORING
INPUT, TASKS, AND OUTPUT
Plan Business Analysis • Business Analysis Approach

Approach
• Stakeholder Engagement Approach

Plan Stakeholder Engagement
Internal External Plan Business Analysis • Governance Approach

Needs
Influences Influences Governance
Plan Business Analysis • Information Management Approach

Information Management
Identify Business Analysis • Business Analysis Performance Assessment

Performance Improvements
Lesson 3: Business Analysis Planning and Monitoring
Topic 3.1: Plan Business Analysis Approach
define overall method to conduct business analysis activities
Defect per Unit

PLAN BUSINESS ANALYSIS APPROACH
PURPOSE
• Creation or
Selection of • Who will
Planning of Business perform
Need Business Methodology Analysis
• Identify BA • Timing
Analysis Approach • Sequencing
Deliverables
• Define Activities
and Tasks
ELEMENTS
Planning methods falls between Predictive and Adaptive
approaches
Formality and level of details of BA deliverables are based

on the planning approach
Identify and break down activities into tasks
Timing for the business analysis tasks to be performed
Complexity and size of the change, and overall risk
Business analysis approach reviewed and agreed upon by

key stakeholders
GUIDELINES AND TOOLS
Business Analysis Performance

Assessment
Guidelines and Tools
while planning BA
approach
Stakeholder Engagement Approach
Business Policies
Guidance while
planning BA Methodologies and Framework
approach
Expert judgement
TECHNIQUES
Functional
Business Cases Estimation Decomposition Item Tracking
2 4 6 8
1 3 5 7
Brainstorming Document Analysis Financial Analysis Interviews
Risk Analysis and Survey and

Process Modeling Management Questionnaire
10 12 14
9 11 13 15
Lessons Learned Reviews Scope Modeling Workshops

TECHNIQUE – LESSONS LEARNED – WHY?
Successes
Lessons
Learned
WHY? Opportunities for improvement
Failures
Recommendations for
improvement
TECHNIQUE – LESSONS LEARNED - OVERVIEW
Also known as
Retrospective
Lessons Formal or Informal

Learned
Reinforcing positive
experiences and
successes
Participants may be reluctant to document and discuss

! problems. Honest discussion may not occur.
TECHNIQUE – LESSONS LEARNED - ELEMENTS
Business
analysis
activities and
deliverables
Recommendations
The final solution,
for behavioral
service or product
approaches
Root cause of Impact to

results impacting organizational
performance processes
Positive or Performance
negative expectations
variance and results
STAKEHOLDERS
Domain Subject Matter

Project Manager
Expert
Stakeholders
Regulator Sponsor
Topic 3.2: Plan Stakeholder Engagement
plan an approach for establishing and maintaining effective working relationship

with stakeholders
Defect per Unit
PLAN STAKEHOLDER ENGAGEMENT
PURPOSE
Plan an approach for establishing and Plan Stakeholder

Needs and BA
maintaining effective working Engagement
Approach
relationship with stakeholders Approach
Identify Stakeholder
Analyze Stakeholder
Characteristics
Consider Stakeholder complexity while planning for stakeholder

engagement.
ELEMENTS
Roles
Perform Attitude
Stakeholder
Decision Making Authority
Analysis
Level of Power or Influence
Stakeholder
Communication
Needs
Planning
Stakeholder
Collaboration
Business Analysis Performance Assessment

while planning Change Strategy
Stakeholder Engagement
Current State Description

TECHNIQUES
Business Rules
Analysis Interviews Mind Mapping
2 4 6
1 3 5 7
Brainstorming Document Analysis Lessons Learned Organizational

Modeling
Risk Analysis and Stakeholder List,

Map or Personas Workshops
Management
9 11 13
8 10 12
Process Modeling Scope Modeling Survey &
Questionnaire
ORGANIZATIONAL MODEL
PURPOSE
Organizational Modeling Organizational Model
• Describe the roles, responsibilities, • Boundaries of a group

and reporting structure • Formal relationships between
• Align these structures with the members
organizational goals • Functional role of each person
• Interfaces between unit or
stakeholders
• Common in most organizations
ELEMENTS (1 of 2)
Functionally oriented
Types of Organizational
Models Market oriented
Matrix model
Organization unit includes number of Interfaces with other organization units

roles
ELEMENTS (2 of 2)
Box depicts organization units, roles and

Organization people
Chart
Line depicts reporting or formal
communication channel
Identify informal lines of communication which can influence business analysis activities
EXAMPLE
Business Unit
Head
Program Human Sales and

Development Operations Finance Purchase
Management Resource Marketing
Sr. Human
Sr. Project Development Operations Sr. Finance Marketing Sr. Purchase
Resource
Manager Manager Manager Manager Manager manager
Manager
Development Infrastructure On boarding

Project Manager Auditor Brand Manager Vendor Manager
Lead Manager specialist
Quality Analyst Logistics Sales Manager
Architect Event Manager

STAKEHOLDER LIST, MAP, OR PERSONAS
OVERVIEW
Identify Stakeholder List of

Stakeholder Analysis stakeholders
• Identifying
stakeholders
Stakeholder characteristics
• Level of authority within the domain of change
• Attitude toward or interest in the change
• Attitude toward business analysis activities
• Level of decision-making authority

STAKEHOLDER LIST, MAP OR PERSONAS
ELEMENTS
Stakeholder Map
• Stakeholder Matrix
• Stakeholder Onion Diagram
RACI Matrix (Responsible, Accountable, Consulted and Informed)
Personas
STAKEHOLDER LIST, MAP, OR PERSONAS
EXAMPLE
High
Work closely with stakeholders
Ensure stakeholders remain
and engage with them
satisfied
effectively
Influence of
Stakeholder
Monitor to ensure stakeholder Keep stakeholders informed as

interest or influence does not they are likely to be very
change concerned
Low
Low Interest / Impact of High

Stakeholder
STAKEHOLDER ONION DIAGRAM
Customers, suppliers,
regulators, and others
Affected External Stakeholders

Sponsors, executives,
Organization or Enterprise domain SMEs, and others
who interact with the
affected group
Affected Organizational Unit

End users, help desk, and
other whose work changes
when solution is delivered
Solution
Delivery
Project team and others
directly involved with
creating the solution
RACI – RESPONSIBLE, ACCOUNTABLE, CONSULTED, INFORMED
Project Implementation Business

Task Sponsor Operations Regulators
Manager Team Analyst
Identify problem or R R C R A I
opportunity
Identify risk associated with R R R R A I
business analysis work
Conduct feasibility study C R R C A
Recommend solution R C R R A I
Approve Business Analysis A C C C R I
Deliverables
Analyze Requirements I I C I A
Communicate Requirements I C I I A I
and Design
Assess solution performance C C C A R C
PERSONAS
Role
What is your job role?
What is a typical day like?
What skills, knowledge, and tools do you require?
Who reports to you and whom do you report to?
Goals
What are you responsible for?
Paul Atkins, Challenges
Marketing Manager What are your biggest challenges in your work?
(Health Care) Company
32 Years, Which industry does your company work in?
Married, One Child What is the total revenue of your company?
How many employees work in your company?
Personal Background: Age, Family (single, married, children),
Education
Preferences
How do you prefer to interact (email, phone, in person)?
STAKEHOLDERS
Customer
Domain Subject
End User
Matter Expert
Project Manager
Supplier
Sponsor Regulator
Topic 3.3: Plan Business Analysis Governance
define how decisions are made about requirements and designs, including reviews,
change control, approval and prioritization
Defect per Unit
PLAN BUSINESS ANALYSIS GOVERNANCE
PURPOSE
BA Approach and How decisions are made about

Stakeholder requirements and designs, including Governance
Engagement reviews, change control, approval and Approach
Approach prioritization.
ELEMENTS
Change Plan
Control Prioritization
Process Approach
Elements
Decision Plan for

Making Approval
Business Analysis Performance

Assessment
Guidelines and Tools Business Policies

while planning
Business Analysis
Governance Current State Description
Legal / Regulatory Information

TECHNIQUES
Interviews Workshops
2 4
1 3 5
Brainstorming Survey & Document Analysis
Questionnaire
Lessons Learned Process Modeling
7 9
6 8 10
Item Tracking Organizational Reviews
Modeling
STAKEHOLDERS
Domain Subject
Matter Expert
Sponsor Project Manager
Regulator
Topic 3.4: Plan Business Analysis Information Management
Storing and accessing business analysis information
Defect per Unit

PLAN BUSINESS ANALYSIS INFORMATION MANAGEMENT
PURPOSE
• Business Analysis Approach

• Stakeholder Engagement How to develop business
Business analysis information
Approach analysis information
management approach
management plan
• Governance Approach
ELEMENTS
Organization of
Business Analysis
information
Requirements Level of
Attributes Abstraction
Storage and Plan Traceability

Access Approach
Plan for
Requirements
Reuse
Business Analysis Performance Assessment
Business Policies
Guidelines and Tools while
planning Business Analysis
Information Management
Information Management Tools
Legal / Regulatory Information

TECHNIQUES
Interviews Workshops
2 4
1 3
Brainstorming Surveys and
Questionnaires
Lessons Learned Process Modeling
6 8
5 7
Item Tracking Mind Mapping

STAKEHOLDERS
Regulator
Topic 3.5: Identify Business Analysis Performance Improvements
Assess business analysis work and to plan to improve processes where required
Defect per Unit

IDENTIFY BUSINESS ANALYSIS PERFORMANCE IMPROVEMENTS
PURPOSE
BA Approach, and Assess Business Analysis Work and Business Analysis

Performance Objectives Plan to Improve Processes Performance Assessment
ELEMENTS
Performance
Analysis
Analyze Results
Recommend
Assessment
Actions for
Measures
Improvements
Organizational Performance Standards includes details of

performance metrics or expectations for business analysis
work mandated by the organization.
TECHNIQUES
Interviews Lessons Learned Observation
2 4 6
1 3 5 7
Brainstorming Item Tracking Metrics and Key Process Analysis
Performance
Indicators (KPIs)
Risk Analysis and Surveys and

Process Modelling Management Questionnaires
8 10 12
9 11 13
Reviews Root Cause Analysis Workshops
METRICS AND KEY PERFORMANCE INDICATORS (KPIs)
OVERVIEW
Metrics and Key Performance Indicators (KPIs) measure the performance of

solutions, solution components, and other matters of interest to
stakeholders.
A Metrics is quantifiable level of an indicator.
A Key Performance Indicator (KPI) measures progress towards a strategic

goal or objective. KPIs derive from metrics.
KPIs to measure the effectiveness of business analysis.
Reporting is the process of informing stakeholder of metrics or indicators in

specified format and specified intervals.
METRICS AND KEY PERFORMANCE INDICATORS (KPIs)
ELEMENTS
Characteristics of Quality of metrics

Metrics Structure Reporting
Indicator and KPIs
• Clear • Specific point • Monitoring • Baseline • Reliability

• Relevant • Threshold • Evaluation • Current and • Validity
• Economical • Range Target metrics • Timeliness
• Adequate
• Quantifiable
• Trustworthy and
Credible
STAKEHOLDERS
Domain
Subject
Matter
Expert
Stakeholders
Project
Sponsor
Manager
CASE STUDY EXERCISE
Defect per Unit

CASE STUDY
OVERVIEW
Customers switching to
Unable to deliver
competitor products
products on time
BATONICS Pharma
Company
CASE STUDY
BUSINESS ANALYSIS ACTIVITIES
Identified the business analysis deliverables:

Documentation of existing supply chain management
process
Root cause analysis
Solution options
Recommendation of tools and technologies
Recommended optimal solution
CASE STUDY
You have identified and You have gone through existing documents, meetings with subject You have also estimated the
analyzed the stakeholders matter experts and people involved in this process and come up task and who are involved in
involved in the process. with the activities and task. performing the task.
You have established the You have determined how are you going to store and retrieve You have had meetings with the
process of decision making, business analysis information. key stakeholders to review and
change control, prioritization, get approval on the business
and approval. analysis approach.
CASE STUDY
EXERCISE
Questions Response
1 Which document is created to define decision making, Information Management Approach
change control, prioritization and approval process? BA Governance Approach
2 Which methodology is used to define business analysis Adaptive
approach? Predictive
3 Which document specifies the level of responsibility RACI Matrix
expected from each stakeholder? Stakeholder Matrix
4 Which technique is used to identify roles and Organizational Modeling Technique
responsibilities within the organization? BA Performance Assessment
5 Which document indicates how stakeholder is involved with Stakeholder Matrix
the solution? Stakeholder Onion Diagram
6 Which task is performed to identify and analyze the Plan Stakeholder Engagement
stakeholders? Personas
7 Among stakeholders, who are not likely to get involved in Regulators
this initiative? Domain Subject Matter Expert
CASE STUDY
ANSWERS
Questions Answers
1 Which document have your created to define decision making, BA Governance Approach
change control, prioritization and approval process?
2 Which methodology is used to define business analysis approach? Adaptive
3 Which document specifies the level of responsibility expected from RACI Matrix
each stakeholder?
4 Which technique is used to identify roles and responsibilities within Organizational Modeling
organization?
5 Which document indicates how stakeholder is involved with the Stakeholder Onion Diagram
solution?
6 Which task is performed to identify and analyze stakeholders? Plan Stakeholder Engagement
7 Among stakeholders, who are not likely to get involved in this Regulators, Customers
initiative?
Quiz
QUIZ
What does RACI stand for?
1
a. Responsible, Accountable, Collaborate, Informed
b. Responsible, Author, Consulted, Informed
c. Responsible, Accountable, Consulted, Informed
d. Responsible, Authorized, Consulted, Informed

QUIZ
What does RACI stand for?
1
a. Responsible, Accountable, Collaborate, Informed
b. Responsible, Author, Consulted, Informed
c. Responsible, Accountable, Consulted, Informed
d. Responsible, Authorized, Consulted, Informed

Explanation: RACI stands for Responsible, Accountable, Consulted, Informed
QUIZ
Which one of the following is not a characteristics of an indicator
2
a. Relevant
b. Economical
c. Transparent
d. Adequate
QUIZ
Which one of the following is not a characteristics of an indicator
2
a. Relevant
b. Economical
c. Transparent
d. Adequate
The correct answer is c

Explanation: Transparent is not a characteristics of an indicator. Characteristics of an indicator are
Clear, Relevant, Economical, Adequate, Quantifiable, Trustworthy and Credible
QUIZ Which one of the following is not an input to plan business analysis information
management approach?
3
a. Business Analysis Governance Approach
b. Business Analysis Approach
c. Stakeholder Engagement Approach
d. Business Analysis Traceability Approach

QUIZ Which one of the following is not an input to plan business analysis information
management approach?
3
a. Business Analysis Governance Approach
b. Business Analysis Approach
c. Stakeholder Engagement Approach
d. Business Analysis Traceability Approach
The correct answer is d

Explanation: Business Analysis Traceability Approach is not an input to plan business analysis
information management approach. Traceability approach is one of the element of Business Analysis
Information Management Approach
KEY TAKEAWAYS (1 of 2)
BA approach or plan documents -

BA approach, Stakeholder engagement approach, BA
governance approach, and BA information management
approach.
Business Analysis approach or plan is developed based on
need, methodology, complexity, size and risk.
The stakeholder engagement, governance, and information

management plan can be separate or part of the business
analysis plan, depending on the size of the initiative or
organizational standard.
Output of business analysis planning and monitoring
knowledge area governs other tasks in all knowledge area.
KEY TAKEAWAYS (contd.)
Business analysis plan documents are reviewed and

approved by key stakeholders.
Performance baseline, metrics and KPIs, and the process of

monitoring and evaluation are defined to improve
performance of business analysis work.
Business Analysis performance assessment is used as a

guideline in all planning tasks.
Business analysis techniques – Lessons Learned,

Organizational Modeling, Stakeholder List, Map or Persona,
RACI Matrix, Metrics and Key Performance Indicators or KPIs
– are used when performing business analysis tasks.
This concludes “Business Analysis Planning and
Monitoring.”
The next lesson is “Elicitation and Collaboration.”
THANK YOU
Elicitation and Collaboration
Prepare and Conduct Elicitation
Confirm Elicitation Results
Communicate Business Analysis

Information
Manage Stakeholder Collaboration
ELICITATION AND COLLABORATION KNOWLEDGE AREA
OVERVIEW
Change
Need Solution
Stakeholder Context
Value
ELICITATION AND COLLABORATION KNOWLEDGE AREA (contd.)
OVERVIEW
• Identify the characteristics of the change
• Identify stakeholders concerns
• Determine the extent of elicitation and collaboration
Change required
Need Solution
• Elicit, confirm and communicate
needs Elicit, confirm and communicate desired
• Needs may evolve over time characteristics of proposed solutions
Manage collaboration with the Identify business analysis information

stakeholders Stakeholder Context about the context that may effect the
change
Value
Assess the relative value of information

provided during elicitation
TASKS AND OUTPUT
Tasks
1. Prepare for Elicitation
2. Conduct Elicitation
3. Confirm Elicitation
Results
4. Communicate Business
Analysis Information
5. Manage Stakeholder
Collaboration
TASKS AND OUTPUT
Inputs Tasks
• Needs 1. Prepare for Elicitation
• Business Analysis 2. Conduct Elicitation Sequential tasks

Information
Input from other Knowledge 3. Confirm Elicitation

Areas Results
• Stakeholder Engagement
Approach 4. Communicate Business
Analysis Information
• Business Analysis
5. Manage Stakeholder
Performance Assessment
Collaboration
TASKS AND OUTPUT
Inputs Tasks Outputs
• Needs 1. Prepare for Elicitation Elicitation Activity plan
• Business Analysis Elicitation Results

2. Conduct Elicitation
Information (unconfirmed)
Input from other Knowledge 3. Confirm Elicitation Elicitation Results

Area Results (confirmed)
4. Communicate Business Business Analysis Information
Approach
Analysis Information (communicated)
• Business Analysis
5. Manage Stakeholder Stakeholder Engagement
Performance Assessment
Collaboration
Lesson 4: Elicitation and Collaboration
Topic 4.1: Prepare for Elicitation
Overview
Elements
Defect per Unit
Techniques
Stakeholders
PREPARE FOR ELICITATION
OVERVIEW
Purpose
Understand the scope of elicitation activity
Select appropriate technique
Plan for supporting material and resources
Needs Elicitation Activity Plan:

I O
N Stakeholder Engagement Logistics U
P Approach
T
Scope of the elicitation activity
U P
T Selected techniques U
S T
Supporting Material S
ELEMENTS
Understand Scope
Select Technique
Set up Logistics
Secure Supporting
Material
Prepare Stakeholders
Business Analysis Approach Business Objectives
Existing Business Analysis Potential Value

PREPARE FOR ELICITATION (contd.)
Provides a general strategy to Provides directions towards

be used as a guide future state
Existing Business Analysis Potential Value
Provides better understanding Describes the value to be

of scope realized
TECHNIQUES
Stakeholder List, Map, or

Data Mining
Personas
Brainstorming Estimation
Mind Mapping Interviews
Risk Analysis and

Document Analysis
Management
TECHNIQUES
Stakeholder List, Map or Identify information

Who needs to be Data Mining
Personas for further
consulted? investigation
Identify existing
Brainstorming Estimation Estimate time, effort
business analysis
information and cost
Select elicitation
technique
Mind Mapping Interviews
Identify concern
Risk Analysis and

Document Analysis Identify source of Identify and assess
Management
supporting material risk
STAKEHOLDERS
Domain SME
Business Analyst
Project Manager
Sponsor
STAKEHOLDERS
Provides
supporting
material and
guidance.
Domain SME
Ensures the Approves or

appropriate denies a
people and planned
resources are Project Manager elicitation
available event
Sponsor
Business Analyst
Topic 4.2: Conduct Elicitation
Overview
Elements
Defect per Unit
Techniques
Stakeholders
CONDUCT ELICITATION
OVERVIEW
Purpose
Information relevant to change:
Draw out
Explore
Identify
Supporting material Unconfirmed Elicitation Results

I
Resources O
N
U
P Activity Plan
T
U
P
T
U
S
T
CONDUCT ELICITATION (contd.)
OVERVIEW
Collaborative Research Experiments
Interacts with the stakeholder Discovers information from Discovers information without
Relies on the stakeholders’ documents stakeholders or documents
experience Stakeholders may not know about Prototyping or Proof of concept
this information
CONDUCT ELICITATION
ELEMENTS
Guide the elicitation session
Capture elicitation results
Engage someone else to

scribe
CONDUCT ELICITATION
Existing Business Analysis

Business Analysis Approach
Information
Supporting Materials
Approach
Existing Business Analysis

Business Analysis Approach
Information
Influences elicitation techniques Guides questions to be asked

and business analysis during elicitation
deliverables
Supporting Materials
Approach
Provides collaboration and Prepares the business analyst,

communication approach for participants and equipment for
elicitation elicitation
CONDUCT ELICITATION
TECHNIQUES
Benchmarking
Collaborative Business Rules
and Market Prototyping Data Mining
Games Analysis
Analysis
Document Interface Concept

Workshops Process Analysis
Analysis Analysis Modeling
Process
Observation Focus Groups Interviews
Modeling
Survey and
Brainstorming Mind Mapping Data Modeling
Questionnaire
CONDUCT ELICITATION
DOCUMENT ANALYSIS - OVERVIEW
Strengths Limitations
Elicit business analysis information

Wide range of sources make it time
Understand the context of a business consuming
need
Outdated documents may cause
Understand the solution currently confusion
being implemented
Validate findings from other
elicitation efforts
Engage effectively with stakeholders
CONDUCT ELICITATION
DOCUMENT ANALYSIS - ELEMENTS
Source document:
Preparation • Relevant, current and has data
or information required
Source document:
Document Review • Detailed review and recording notes
and Analysis • Identify conflicting or duplicated notes
• Appropriate level of detail

• Present information to
Record Findings
improve understanding
CONDUCT ELICITATION
OBSERVATION - OVERVIEW
View and understand activities May be disruptive to the day-to-

Job shadowing day operations
Approaches: Participants may alter their work
Active / Noticeable practices
Passive / Unnoticeable Unsuitable for knowledge based
activities
Gain Realistic and practical insights
CONDUCT ELICITATION
OBSERVATION - ELEMENTS
Define the objectives of the

observation
Prepare for observation
Conduct observation session
Confirm and present

observation session findings
CONDUCT ELICITATION
BRAINSTORMING - OVERVIEW
Produce numerous ideas and a diverse Effectiveness depends on:

set of options in a short span of time Individual creativity
Focus on the topic or problem Willingness to participate
Encourage participants to use new
ways
Foster creativity with a non-
judgmental environment
CONDUCT ELICITATION
BRAINSTORMING - ELEMENTS
Session
Re-iterate session details

Share ideas
Record ideas
Build on each other ideas
Preparation Wrap-Up
Elicit many ideas
Define area of interest

Discuss and evaluate
Determine time limit
Create list
Identify participants
Rate ideas
Establish evaluation criteria
Distribute final list
CONDUCT ELICITATION
COLLABORATIVE GAMES - OVERVIEW
Encourages collaboration in building Game environment may make some

common understanding participants uncomfortable
Follows adaptive or agile Time consuming
methodology Unproductive if objectives are unclear
Sets rules to focus on objectives
CONDUCT ELICITATION
COLLABORATIVE GAMES - ELEMENTS
? Purpose Process Outcome
Opening
Learn Rules
Exploration Generate ideas
Closing Assess and Select idea

COLLABORATIVE GAMES - ELEMENTS
Product Box Affinity Map Fishbowl

Identify features of a product Identify related or similar features Identify hidden assumptions
Product
CONDUCT ELICITATION
WORKSHOPS - OVERVIEW
Most common technique Availability of stakeholders difficult

Focused event Success depends on facilitator’s
Collaboration to achieve predefined knowledge of participants
goals Too many participants slows down the
Make decisions and gain mutual process
understanding Too few participants can lead to
Requires short period of time overlooking of needs
Requires low cost
CONDUCT ELICITATION
WORKSHOPS - ELEMENTS
o Sponsor
?
o Facilitator
Prepare
o Scribe
o Timekeeper
Identify roles o Participants
Conduct
Post workshop
Distribute outcome
CONDUCT ELICITATION
FOCUS GROUPS - OVERVIEW
Interactive group environment Trust issues in participants

Pre-qualified participants More vocal participants may
Homogenous or Heterogeneous influence the result
group
Qualitative research
Cost effective
CONDUCT ELICITATION
FOCUS GROUPS- ELEMENTS
o Location
?
o Budget
Define objectives
o Timelines
o Outcomes
Plan o Participants
Prepare guide
After the focus group –
Transcribe the results as
Assign moderator and soon as possible
recorder
Conduct post-discussion
activities
CONDUCT ELICITATION
SURVEY AND QUESTIONNAIRE - OVERVIEW
Distribution, collection and analysis Response may be low for statistical

Elicit business information about significance
customer, product, work practices and Ambiguous questions not
attitudes in a structured way and in a answered
short period of time Open-ended questions need more
Quick and relatively inexpensive to analysis
administer
Effective and efficient across
geographies
Closed and open ended questions
CONDUCT ELICITATION
SURVEYS AND QUESTIONNAIRES - ELEMENTS
o Objective
Prepare the survey or
questionnaire o Target group
o Appropriate survey type
o Sample group
Define o Distribution and collection
method
o Set target level and response
Select time
o Determine if individual
Assign moderator and interviews are required
recorder
Conduct and Post discussion

activities
CONDUCT ELICITATION
PROTOT YPING - OVERVIEW
Iterative process Stakeholders may develop

Creation of a model or design unrealistic expectations
requirements Stakeholder may focus on the
Optimizes user experience to evaluate design of the solution
design options Focus of discussions may be on
Basis of the final business solution how are we going to build rather
Identifies missing and incorrect than what
requirements Underlying technology needs to be
Early inputs and feedback understood
CONDUCT ELICITATION
PROTOT YPING - ELEMENTS
Throw-away prototypes Evolutionary prototype is

are discarded once the incrementally built to the
Determine Approach learning from the final solution.
developed prototype and
purpose are achieved.
Examples Proof of Concept Usability prototype Visual prototype Functional prototype
Methods Storyboarding Paper prototyping Workflow modeling Simulation

CONDUCT ELICITATION
INTERFACE ANALYSIS - OVERVIEW
? What
? Why
? When
? Where Identify ? How
An Interface is a
connection between two
components or solutions.
Most solutions require
one or more interfaces.
• External interface to the ATM

solution
• Business processes
• Data interface between systems
• Application Programming
Interfaces (APIs) Laptop
• Hardware devices
Mobile
Provide context for eliciting

more detailed functional Use scope modelling,
requirements observation and interviews
Provide interface of the

Understand interfaces used in
solution with a context
existing business processes
diagram
INTERFACE ANALYSIS - ELEMENTS
Prepare for identification
Conduct identification Name

Coverage
Exchange method
Message format
?
Exchange frequency
Define
CONDUCT ELICITATION
INTERVIEWS - OVERVIEW
A systematic approach to elicit business analysis information by asking relevant questions and documenting
the responses from a person or a group of people. One-on-one interviews are the most common. Interviews
Definition can be synchronous, asynchronous, conducted face-to-face or through video conferencing.
• Structured interview - Questions are pre-defined

Types
• Unstructured interview - Questions may vary based on the interviewee response
• Interviewers - Domain knowledge, experience and skills for documenting the discussion
Success • Interviewees - Readiness, degree of clarity about the goal of the interview
• Rapport of the interviewer with the interviewee
Constraint Significant time is required to plan and conduct interviews.

CONDUCT ELICITATION
INTERVIEWS - ELEMENTS
Plan Execute Follow-up
Design Arrange
Define goals questions logistics
Organize and
Communicate
confirm results
goals
Questions:
5W + 1H
Closed-ended
Identify questions Flow: Open –
interviewees During- Close
Open-ended
questions
CONDUCT ELICITATION
MIND MAPPING - OVERVIEW
Articulate Non-linear
Used to
Structure
and logic
Capture
Note
ideas
MIND MAPPING taking
Main Topic Branches
Taxonomy
Topic Color
Sub-Topic
Images
CONDUCT ELICITATION
MIND MAPPING - ELEMENTS
CONDUCT ELICITATION
STAKEHOLDERS
Customer End User
Other Stakeholder Domain SMEs
Implementation
Sponsor
SMEs
Business Analyst
Topic 4.3: Confirm Elicitation Results
Overview
Elements
Defect per Unit
Techniques
Stakeholders
CONFIRM ELICITATION RESULTS
OVERVIEW
Purpose
Check gathered information
Confirm accuracy and consistency with other information
Elicitation Results Elicitation Results (Confirmed)

(Unconfirmed)
I O
N U
P T
U P
T U
T
ELEMENTS
Confirmed elicitation results
Against source With other

information elicitation results
Elicitation Activity Plan Existing Business Analysis

TECHNIQUES
Document Analysis Interviews
Reviews Workshops
CONFIRM ELICITATION RESULTS (contd.)
TECHNIQUES
Document Analysis Interviews
• Confirm elicitation results with

existing documents
• Conduct review of elicitation

results and solicit feedback
Reviews Workshops
STAKEHOLDERS
Experience
Knowledge Expertise
Domain SME Any Stakeholder

Topic 4.4: Communicate Business Analysis Information
Overview
Elements
Defect per Unit
Techniques
Stakeholders
COMMUNICATE BUSINESS ANALYSIS INFORMATION
OVERVIEW
Purpose
Stakeholders have a shared understanding of business analysis information
Business Analysis Business Analysis Information

I Information (communicated)
O
N Stakeholder U
P Engagement
T
U Approach
P
T
U
S
T
ELEMENTS
Determine objectives and

format of communication
May be:
Formal documentation
Information documentation
Form of Package Presentation
Depends on the business analysis

approach Communicate business
Predictive analysis package
Adaptive
Business Analysis Approach Information Management

TECHNIQUES
Interviews
Reviews
Workshops
COMMUNICATE BUSINESS ANALYSIS INFORMATION (contd.)
TECHNIQUES
Communicate
Interviews information
Review business
Reviews analysis information
Build consensus and

Workshops seek approval
STAKEHOLDERS
End User Domain SME
Common Understanding Implementation

Customer
SME
All Stakeholders
Tester
Topic 4.5: Manage Stakeholder Collaboration
Overview
Elements
Defect per Unit
Techniques
Stakeholders
MANAGE STAKEHOLDER COLLABORATION
OVERVIEW
Purpose
Encourage stakeholders to work towards a common goal
Stakeholder Engagement Stakeholder engagement

I Approach
O
N Business Analysis U
P Performance Assessment
T
U
P
T
U
S
T
ELEMENTS
Time commitment
Gain agreements on Resource commitment
commitments
Maintain the free flow of

information
Promote shared effort to
Monitor the participation and Monitor Stakeholder resolve problems
performance of stakeholders Engagement Achieve desired results
Monitor for risk related to
stakeholder engagements
Collaboration
Future State Description Recommended Actions Risk Analysis

MANAGE STAKEHOLDER COLLABORATION (contd.)
Describes the level of Provides directions towards

engagement future state
Future State Description Recommended Actions Risk Analysis
Defines the desired future state Provides action to earn the Provides action to ensure
and expected value support and focus of stakeholder collaboration
stakeholder
TECHNIQUES
Collaborative Games
Lessons Learned
Risk Analysis and

Management
Stakeholder list, Map or

Personas
MANAGE STAKEHOLDER COLLABORATION (contd.)
TECHNIQUES
Collaborative Games Teamwork and

collaboration
Lessons Learned Stakeholder satisfaction

or dissatisfaction
Risk Analysis and Stakeholder participation

Management and engagement risk
Stakeholder list, Map or Who needs to be

Personas involved?
STAKEHOLDERS
Domain Implementation
SMEs SMEs
End User
Customer
Sponsor
Other
All Stakeholders involved during change Stakeholder
Lesson 4: ELICITATION AND COLLABORATION
CASE STUDY EXERCISE
Defect per Unit

CASE STUDY
PROBLEM STATEMENT
Unable to deliver Customers switching to

products on time competitor products
BATONICS Pharma
Company
CASE STUDY
ACTIVITIES
The business analyst performed the following activities:
Created a list of questions

Spent some time going Created a high level context for stakeholders to
through existing documents diagram understand their needs
Documented all the collected

Scheduled a couple of
information and organized and analyzed
meetings with stakeholders
the information
CASE STUDY
EXERCISE
Questions Response
1 Which technique has Paul used to create o Document Analysis
supporting material like a list of questions, As-Is o Interviews
process or any other?
2 What Business Analysis Approach is used to build o Adaptive
the proposed system? o Restrictive
3 Which elicitation technique is used to design o Prototyping

screens to capture customer information? o Group Discussion
4 Which elicitation technique is used to understand o Interface Analysis

the flow of information between systems and o Workshops
users?
CASE STUDY
EXERCISE
Questions Response
5 Who is the end user of the proposed system? o Field Sales Agents
o Underwriters
6 Which technique is used to understand how o Process Analysis

stakeholders are interacting in the process to o Customer Analysis
complete their tasks or achieve goals?
7 Who will be using the saved information of the o Underwriters
customer and the quote? o Stakeholder
CASE STUDY
ANSWERS
Questions Answers
1 Which technique has Paul used to create supporting material like a list of Document Analysis
questions, As-Is process or any other etc.?
2 What Business Analysis Approach is used to build the a proposed Adaptive

system?
3 Which elicitation technique is used to design screens to capture Prototyping
customer information?
4 Which elicitation technique is used to understand the flow of Interface Analysis

information between systems and users?
5 Who is the end user of the proposed system? Field Sales Agents
6 Which technique is used to understand how stakeholders are interacting Process Analysis
in the process to complete their tasks or achieve goals?
7 Who will be using the saved information of the customer and the quote? Underwriters
KEY TAKEAWAYS
Elicitation is defined as “to draw forth or bring out”

information.
There are 3 tasks associated with Elicitation, 1 task
with Communicate Business Analysis Information, and
1 task with Manage Stakeholder Collaboration.
There are 18 commonly used Elicitation techniques.
Select the appropriate technique or set of techniques

based on the need and Business Analysis Approach.
Each Elicitation technique has the following tasks -

prepare, execute or conduct, and wrap-up or close
Measure performance of Elicitation activities tasks.
throughout the project.
Frequently communicate Business Analysis

Information and Manage Stakeholder Collaboration
and communication during Elicitation activities.
Quiz
QUIZ
In which elicitation technique is Discussion Guide used?
1
a. Interviews
b. Focus Groups
c. Brainstorming
d. Workshops
QUIZ
In which elicitation technique is Discussion Guide used?
1
a. Interviews
b. Focus Groups
c. Brainstorming
d. Workshops

Explanation: Discussion Guide is used in Focus Group Sessions. Discussion Guide contains session
objectives, topics for discussion, and scripts of specific questions.
QUIZ Which of the following elicitation techniques uses survey distribution and response
2 collection?
a. Workshop
b. Concept Modeling
c. Surveys and Questionnaires
d. Interviews
QUIZ Which of the following elicitation technique uses survey distribution and response
2 collection?
a. Workshop
b. Concept Modeling
c. Surveys and Questionnaires
d. Interviews

Surveys and Questionnaires is a technique in which first the surveys are distributed and then
responses are collected for further analysis.
QUIZ
Which one of the following is not an output element of the task ‘Prepare for elicitation’?
3
a. Supporting material
b. Participant list
c. Elicitation technique
d. Elicitation results
QUIZ
Which one of the following is not an output element of the task ‘Prepare for elicitation’?
3
a. Supporting material
b. Participant list
c. Elicitation technique
d. Elicitation results
The correct answer is d.

Explanation: Elicitation results is not an output element of the task ‘Prepare for elicitation’.
.
QUIZ
Which one of the following is not a common type of elicitation?
4
a. Collaborative
b. Research
c. Experiments
d. Exploratory
QUIZ
Which one of the following is not a common type of elicitation?
4
a. Collaborative
b. Research
c. Experiments
d. Exploratory

Explanation: Exploratory is not a common type of elicitation. As per BABOK TM, there are three
common types of elicitation – Collaborative, Research, and Experiments.
This concludes “Elicitation and Collaboration”
The next lesson is “Requirements Life Cycle Management”
THANK YOU
Requirements Life Cycle Management
Trace requirements
Assess changes to requirements
Maintain requirements
Approve requirements
Prioritize requirements
INTRODUCTION
Information Requirements
Elicitation and Collaboration To update Elicitation results status
• At start: The status of elicitation • Know the origin of the requirement or design.
results is unconfirmed • Know whether one requirement is related or
Business Analyst • Confirm elicitation results: The results has dependency with other requirements.
are confirmed • Know which solution components fulfill the
• Update status of elicitation results i.e. requirements.
requirements or designs: All other • Know which test cases will verify the
knowledge areas functionality of the solution.
• Know what will help you in assessing changes
to the requirements.
INTRODUCTION
Trace requirements Prioritize requirements
Reuse requirements Assess requirements
Approve requirements Allocate requirements

Business Analyst
• The requirements need to be maintained throughout the project life cycles.

The requirements
Changes needhence
are inevitable, to be you
maintained
need to throughout the project
assess changes to the life
cycles. Changes
requirements andare inevitable
design, and recommend appropriate actions
Changesto
• Changes tothe
therequirements
requirementsandandthe
theapproval
approvalprocess
processdepend
dependupon
uponthe
the
projectmethodology
project methodology
INTRODUCTION
Prioritize
Trace requirements
requirements
The Requirements Life Cycle

Management knowledge area
describes the tasks that the
business analysts performs in
order to manage and maintain
the requirements and design
information from the point of Business Analyst
inception till retirement.
Maintain Approve
requirements requirements
REQUIREMENTS LIFE CYCLE MANAGEMENT
OVERVIEW
Change
Need Solution
Stakeholder Context
Value
OVERVIEW
Evaluate requirements and designs

Change
Need Solution
Trace, prioritize and maintain
requirements Trace requirements and designs to solution
components
Work closely with key stakeholders Support tracking and prioritization

Stakeholder Context activities
Value
Maintain requirements for reuse

TASKS AND OUTPUT
Tasks
Trace requirements
Maintain requirements
Assess requirements changes
TASKS AND OUTPUT
Requirements
• Requirements Trace requirements • Traced, maintained,
and prioritized
Designs
• Designs Maintain requirements • Traced, maintained,
and prioritized
Assess requirements changes
TASKS AND OUTPUT
• Requirements
• Requirements Trace requirements o Traced, maintained,
and prioritized
• Designs
• Business Analysis Maintain requirements o Traced, maintained,
Information and prioritized
• Proposed changes Prioritize requirements • Requirements Change

Assessment
• Design Change
Assess requirements changes Assessment
TASKS AND OUTPUT
Requirements
• Requirements Trace requirements • Traced, maintained,
and prioritized
Designs
• Business Analysis Maintain requirements • Traced, maintained,
Information and prioritized
• Proposed changes Prioritize requirements • Requirements Change

Assessment
• Design Change
Input from other Knowledge
Assess requirements changes Assessment
Areas
• Requirements (verified) • Requirements approved

Approve requirements • Design approved
Lesson 5: Requirements Life Cycle Management
Topic 5.1: Trace Requirements
What is traceability?
Overview
Elements
Defect perand
Guidelines UnitTools
Techniques
Stakeholders
TRACE REQUIREMENTS
OVERVIEW
Purpose
Ensure requirements and designs at different levels are aligned to one another
Manage effects of change
Requirements Traced requirements

I O
Designs Traced designs
N U
P T
U P
T U
S T
S
TRACE REQUIREMENTS
ELEMENTS
Origin Low level High level
Backward traceability Forward traceability
Consider:
• Value that each traceability link
delivers
• Use of specific relationship
created
!
Effort increases with:
• Number of requirements and
• Level of formality
TRACE REQUIREMENTS
ELEMENTS
Origin Low level High level
Backward traceability Forward traceability
Derive Depend
Consider:
• Value that each traceability link
delivers
• Use of specific relationship One requirement is derived from One requirement is dependent on
another requirement another requirement
created
Satisfy
Validate
!
Effort increases with:
• Number of requirements and
Solution components are
• Level of formality Implementation of test cases
implemented
TRACE REQUIREMENTS
Domain knowledge Information management

approach
Legal or regulatory Requirements

information management tool or
repository
TRACE REQUIREMENTS
TECHNIQUES
Business rules analysis Functional decomposition
Process modelling Scope modelling

TRACE REQUIREMENTS
TECHNIQUES
Business rules analysis Functional decomposition
Trace the requirements to Decompose solution scope

the business rules into smaller components
Process modelling Scope modelling
Show requirements tracing Show the scope of the

to future state process business analysis work
TRACE REQUIREMENTS
STAKEHOLDERS
Domain Implementation Operational

SME SME support team
Project Manager Tester

Customers
Business Analyst
Supplier End user

Sponsor
Topic 5.2: Maintain Requirements
What is requirements maintenance?

Overview
Elements
Defect perand
Guidelines Unit
Tools
Techniques
Stakeholders
MAINTAIN REQUIREMENTS
OVERVIEW
Purpose
Maintain accuracy and consistency of requirements
Support reuse of requirements
Requirements Maintained requirements

I O
Designs Maintained designs
N U
P T
U P
T U
S T
S
ELEMENTS
Maintain requirements Maintain attributes Reused requirements
Correctness, accuracy, relationship Source, category, requested by, Clearly label, define, and store
etc. created date, updated date, priority,
complexity, status, target date,
reusability etc.
Business Analyst
Information management
approach
Manage
requirements for
reuse
TECHNIQUES
Business rules Use cases and
analysis scenarios
Data flow
User stories
diagrams
Document
Data modeling
analysis
Process Functional
modeling decomposition
TECHNIQUES
Business rules Use cases and
scenarios Document
analysis
analysis
Data flow User stories Analyze existing document to

diagrams provide a basis for maintaining
and reusing requirements
Process
Data modeling
modeling
Functional
decomposition
Identify which business rules,
information flows, data structures,
processes and requirements are
reusable. Identify requirements associated
with components and available
for reuse
STAKEHOLDERS
Domain
Operational
SME
support team
Business Analyst Tester
Regulators
Topic 5.3: Prioritize Requirements
What is prioritizing requirements?

Overview
Elements
Defect perand
Guidelines Unit
Tools
Techniques
Stakeholders
PRIORITIZE REQUIREMENTS
OVERVIEW
Purpose
To rank requirements in the order of relative importance to maximize value delivery
Requirements Prioritized requirements

I O
Designs Prioritized designs
N U
P T
U P
T U
S T
S
ELEMENTS
? Factors Challenges
Benefit Dependencies Relative value Stakeholders
Time
Penalty
sensitivity
Process
Cost Stability
Regulatory or Ongoing
Risk policy compliance
Business constraints
Change strategy
Domain knowledge
Governance approach
Requirements architecture
Requirements Management Tools /
Solution scope Repository

TECHNIQUES
Backlog management Interviews
Business cases Workshops
Risk analysis and

Decision analysis
management
Estimation Item tracking
Financial analysis Prioritization

TECHNIQUES
Assign weights (1 to 9) to factors benefit, penalty, cost and risk associated to a feature.
Derive the total value using the formula as defined by Karl Weigers in relative weighting
process.
Benefit Penalty
Cost Risk
BACKLOG MANAGEMENT - OVERVIEW
Backlog Backlog
Record • What work should be formally
management included
Track
Prioritize remaining work items • How to describe the work item
• How to track the work items

Items at the top have the highest
business value and priority • How to periodically review and
prioritize the work items in relation
to all other items
• How to select the work items to

work on
• How to remove the work items

BACKLOG MANAGEMENT - ELEMENTS
Use cases, user stories, change requests, defects, maintenance work

Items in the backlog records, documentation work records, functional requirements, non-
functional requirements.
Prioritization
New or changed requirements are identified
and added to the backlog and ordered
Estimation relative to the other items already there.
Always emerging;
Managing changes to backlog Items are removed when they are
completed or it is decided not to
work on the item.
ESTIMATION - OVERVIEW
Forecast cost
and effort Support
decision
making
Iterative
process
Communicate
constraints
Communicate
assumptions
ESTIMATION - ELEMENTS
Rough order of
Parametric
Top down Bottom up estimation
estimation
(ROM)
Rolling wave Three-point

Delphi
estimation
• Accuracy
Program • Source
evaluation and • Precision
review • Reliable
• Deterring
TOP DOWN Vs BOTTOM UP
Analogous estimation and expert judgment Three point, Parametric or Analogous

Used when quick estimates are required with estimation
low level of accuracy Estimate require higher level of accuracy
Fast Higher level of accuracy

No need to decompose work in greater detail Better team buy-in and commitment
Less costly to create and Best for complex projects
Good for similar projects Provides more accurate baseline to track.
Low level of accuracy Takes more time and incurs more expenses
Requires expertise and historical data Work needs to be defined in great detail
THREE POINT AVERAGE AND PERT ESTIMATION
Optimistic – Most likely – Pessimistic PERT = Program (or Project) Evaluation and
Optimistic – Best case Review Technique
Pessimistic – Worst case
Triangular distribution: Uses weighted average of three points

Estimate based on the three points, optimistic, It’s more accurate than 3-point average
most likely and pessimistic
Final estimate is the average of all three PERT is also referred as a “Beta Distribution”
estimates OR “Double Triangular Distribution”
THREE POINT AVERAGE AND PERT ESTIMATION
THREE POINT AVERAGE PERT ESTIMATION
Most
Optimistic
likely
Pessimistic Optimistic 4* Most Pessimistic
likely
3 6
Optimistic: 3 days, Most Likely: 5 days and Pessimistic:

10 days
Pessimistic Optimistic
3 5 10
6
3
Applying weighted average formula the final
Then the final estimate, with averaging formula is 6 estimate = 5.5 days
days Standard deviation = 1.167
PARAMETRIC AND ROLLING WAVE ESTIMATION
Uses a mathematical model. Iterative estimation

Rough Order of Magnitude (ROM) estimate
for overall initiative or project.
Extremely accurate
Reduces overall risk
High level of accuracy - Activities performed
Based on historical information are in the near term
Low level of accuracy – Activities performed
Takes time, are in the longer duration
Requires expensive tools, This estimation approach is used in change

Requires considerable experience driven plans or adaptive or agile plans, also
when planning is iterative, and hence is
Difficult for calculating “soft” costs referred to as rolling wave planning.
Difficult for broadly defined projects
PRIORITIZATION - OVERVIEW
Backlog
management
Provides a framework for the Business Analyst:
• To facilitate stakeholder decisions
• To understand the relative importance of business analysis information
Importance of business analysis information is based on:

Value, Risk, Difficulty of implementation
Business analyst revisit priorities when changes occur in the business environment, stakeholder needs
PRIORITIZATION - APPROACHES
Grouping Business analysis information is classified into

categories such as, high, medium and low priority.
Business analysis information is ordered based on

Ranking relative importance.
Business analysis information is prioritized based on

Time boxing or the amount of work a project team can deliver in
Budgeting given time or budget.
Negotiation Requirements are prioritized based on the

consensus among stakeholders.
ITEM TRACKING - OVERVIEW
Backlog
management
• Item tracking is used to capture and assign responsibility for issues and stakeholder concerns
• Viable stakeholder concern is classified into specific item types
• Item types are Actions, Assumptions, Constraints, Dependencies, Defects, Enhancements, and Issues
• Items are assigned to one or more stakeholders who are responsible for its resolution
• Item tracking may be shared with stakeholders to ensure transparency and visibility into the status
ITEM TRACKING - ELEMENTS
Resolver or
Item-identifier Identified by
assigned to
Summary or
Impact Agreed strategy
Description
Category Priority Status
Resolution
Type Resolution date
updates
Date identified Owner Escalation matrix

STAKEHOLDERS
Implementation
Project manager
SMEs
End user Regulator
Customer Sponsor
Business Analyst
Topic 5.4: Assess Requirements Changes
How changes to the requirements are assessed?

Overview
Elements
Defect perand
Guidelines Unit
Tools
Techniques
Stakeholders
ASSESS REQUIREMENTS CHANGES
OVERVIEW
Purpose
Evaluate the implications of proposed changes to requirements and designs
Proposed changes Requirements change assessment

I O
Existing Designs change assessment
N requirements U
P T
U Existing designs P
T U
S T
S
ELEMENTS
Assessment Impact
formality analysis
Assess the impact by considering:

Predictive Adaptive Review related requirements • Benefit
Approach approach and components
• Cost
• Schedule
• Impact
• Urgency
Impact resolution
• All proposed changes need to be approved, rejected or
deferred
• All impacts and resolutions are documented and
communicated to the stakeholders.
Change strategy Domain knowledge
Governance approach Legal or regulatory

information
Requirements
Solution scope
architecture
TECHNIQUES
Business case Document analysis
Estimation Interface analysis
Financial analysis Business rules analysis
Risk analysis and

Item tracking
management
Workshops and interviews Decision analysis

STAKEHOLDERS
Customer
Domain SME
End user
Operational Project
support manager
Regulator
Business Analyst
Sponsor Tester
Topic 5.5: Approve Requirements
How are requirements approved?

Overview
Elements
Defect perand
Guidelines Unit
Tools
Techniques
Stakeholders
APPROVE REQUIREMENTS
OVERVIEW
Purpose
To obtain agreement on requirements and designs
To obtain approval on requirements and designs
Verified requirements Approved requirements

I O
Verified designs Approved designs
N U
P T
U P
T U
S T
S
ELEMENTS
Understand Who need to be involved in decision making

stakeholder roles Who are authorized for sign-off
Conflict and issue Resolve conflicts, build consensus, make

management stakeholders understand
Facilitate communication between

Gain consensus stakeholders, they may have different view
points and conflicting priority
Obtain approvals from the stakeholder Record

Track and communicate
the approval decisions
approval
Maintain change log
Governance approach Change Strategy
Legal or Regulatory Requirement

information Management Tools /
Repository
Solution scope
TECHNIQUES
Acceptance and evaluation

criteria
Decision analysis
Item tracking
Reviews
Workshops
ACCEPTANCE AND EVALUATION CRITERIA - OVERVIEW
Backlog
Acceptance criteria – management
• Used to define the requirements, outcome or conditions that must be met in order to consider
solution to be acceptable to the key stakeholders.
• Minimum set of requirements that must be met. It’s typically used when only one possible solution is
being evaluated.
Evaluation criteria –
• Used to assess a set of requirements in order to choose between multiple solutions.
• May be cost, performance, usability, performance etc.
ACCEPTANCE AND EVALUATION CRITERIA - OVERVIEW
Strengths
Limitations
• All requirements with testable acceptance criteria

• Agreement upon acceptance criteria required • Acceptance criteria may express contractual
• Acceptance criteria is necessary in case of contractual obligation
obligations • Achieving agreement on evaluation criteria
• Evaluation criteria assist in the delivery of potential value for different needs can be challenging
• Evaluation criteria helps in defining priorities

ACCEPTANCE AND EVALUATION CRITERIA - ELEMENTS
Usability, security, reliability, scalability, performance,

Value attributes availability of specific feature, ability to perform
specific operations etc.
Testability User acceptance testing
Continuous or
Measures
discrete scale
STAKEHOLDERS
Customer
Domain SME
End user
Operational Project
support manager
Regulator
Business Analyst
Sponsor Tester
KEY TAKEAWAYS
5 Tasks in the Requirements Life Cycle Management

Knowledge Area.
Trace requirements and designs at different levels, to
ensure alignment to one another. Maintain backward
traceability and forward traceability.
Maintain requirements for reusability. Retain
requirements accuracy and consistency throughout
Prioritize requirements and design in the order of the entire requirements life cycle.
relative importance to maximize value delivery.
Assess implications of proposed changes to

requirements and designs.
Obtain agreement on and approval of requirements
and designs for business analysis work to continue
solution construction.
Analysis, specification, modelling, verification,
validation, and communication of requirements are
performed in other knowledge areas.
CASE STUDY EXERCISE
Defect per Unit

CASE STUDY
PROBLEM STATEMENT
.....
….
….
To deliver a solution for improving ‘customer

connect’ that:
Reduces the time between the customers
search for a policy and the field agent’s
response
Ensures that the customer’s questions are
clarified as they are searching for the policy
actively (Hot Lead).
CASE STUDY
PROBLEM STATEMENT
There were conflicts among the stakeholders on the

prioritization process.
Key stakeholders were not invited for the prioritization
The out of scope requirements weremeeting.
allocated to the solution component.
Unable to implement one of

the approved requirements.
Implementation has taken more time.
CASE STUDY
ACTIVITIES
The key stakeholder has decided to design,

The high level scope and release plan are in place.
develop, and implement the solution
incrementally.
Requirements are Requirements that can be used

progressively elaborated. in future projects have been
identified.
CASE STUDY
EXERCISE
Questions Response
1 In the given case study, what is the approach for Iterative Approach
business analysis? Incremental Approach
Predictive
Adaptive
2 What should Paul do when he identifies a couple of Hold for the next projects
requirements, which can be used in future Label and store for reusability
projects? Out of scope as it is general
requirement
None of the above
3 What can be reason for the requirements, which Change control process was not effectively
are not in scope have been approved and allocated implemented
to a solution component for implementation? Impact Analysis was not performed
Missing traceability
Stakeholder urgency
CASE STUDY
EXERCISE
Questions Response
4 What can be the reason for missing to invite key Forgot to invite
stakeholders for the prioritization meeting, when Prioritization approach was not adequately
they are required for providing approvals? defined in the business analysis approach
Prioritization approach was not adequately
defined in the business analysis governance
approach
Prioritization approach was not adequately
defined in the business analysis information
management approach
5 When requirements are prioritized based on only No impact
value, what flaw does the approach have? Must prioritize high value requirements
Missed considering relationship with other
requirements
None of the above
CASE STUDY
ANSWERS
Questions Answers
1 In the given case study, what is the approach for business analysis? Adaptive
2 What should Paul do when he identifies a couple of requirements, Label and store for reusability
which can be used in future projects?
3 What can be reason for the requirements, which are not in scope Missing traceability
has been approved and allocated to solution component for
implementation?
4 What can be the reason for missing to invite a key stakeholder, who Prioritization approach was not
is required for an approval into prioritization meeting? adequately defined in the business
analysis governance
approach.
5 When requirements are prioritized based on only value, what flaw Missed considering relationship with
does the approach has? other requirements.
Quiz
QUIZ Which one of the following business analysis technique is not used when prioritizing
1 requirements?
a. Decision Analysis
b. Item Tracking
c. Brainstorming
d. Workshops
QUIZ Which one of the following business analysis techniques is used when prioritizing
1 requirements?
a. Decision Analysis
b. Item Tracking
c. Brainstorming
d. Workshops
The correct answer is a, b and d.

Explanation: Decision analysis, item tracking and workshops are the techniques used to prioritize
requirements.
QUIZ What is Double Triangular Distribution? If most likely is 9, best case is 5 and worst case
2 estimate is 11.
a. 8
b. 8.66
c. 8.33
d. 1
QUIZ What is Double Triangular Distribution? If most likely is 9, best case is 5 and worst case
2 estimate is 11.
a. 8
b. 8.66
c. 8.33
d. 1

Explanation: Double Triangular Distribution or PERT uses weighted average of three points.
(O + 4 * M + P) / 6 = (5 + 4 * 9 + 11) / 6 = 8.66
QUIZ
Which one of the following is not a basis for prioritization?
3
a. Value
b. Penalty
c. Stability
d. Necessity
QUIZ
Which one of the following is not a basis for prioritization?
3
a. Value
b. Penalty
c. Stability
d. Necessity

Explanation: Necessity is not a basis for prioritization. Basis for prioritization are Benefit, Penalty, Cost, Risk,
Dependencies, Time Sensitivity, Stability, Regulatory or Policy Compliance
.
QUIZ
Which one of the following is an input to the approve requirements task?
4
a. Requirements (Verified)
b. Requirements (Communicated)
c. Requirements (Prioritized)
d. Requirements (Validated)
QUIZ
Which one of the following is an input to the approve requirements task?
4
a. Requirements (Verified)
b. Requirements (Communicated)
c. Requirements (Prioritized)
d. Requirements (Validated)

Explanation: Requirements (Verified) is an input to the approve requirements task.
This concludes “Requirements Life Cycle Management”
The next lesson is “Strategy Analysis”
THANK YOU
Lesson 6 – Strategy Analysis
Analyze Current State
Define Future State
Assess Risks
Define Change Strategy

INTRODUCTION
The Strategic Analysis knowledge area describes the

business analysis work that must be performed to
collaborate with stakeholders in order to:
• identify a need of strategic or tactical importance

(the business need)
• enable the enterprise to address that need, and
• align the resulting strategy for the change with
higher and lower level strategies.
BUSINESS ANALYSIS VALUE SPECTRUM
Requirements
Strategy Analysis Analysis and Design Solution Evaluation
Definition
Potential Actual
Value Need Solution Value
Scope - Proof of Concept or
- Requirements Prototype
- Design - Pilot or Beta
- Operating
STRATEGY ANALYSIS
OVERVIEW
Change
Context Need
Value Solution
Stakeholder
STRATEGY ANALYSIS
OVERVIEW
Defines the future state and develops a change

Change
strategy to achieve the future state.
Considers the context of the Context Need Identifies needs within the current
enterprise in developing a change state and prioritizes needs to
strategy determine the desired future state.
Examines the potential value of the Defines the scope of a solution as a

solution to determine if a change is part of developing the
justified. Value Solution change strategy.
Collaborates with stakeholders to Stakeholder

understand the business needs,
develops a change strategy that
meets those needs.
STRATEGY ANALYSIS
Tasks
1. Analyze: Current State
2. Define: Future State
3. Assess: Risks
4. Define: Change Strategy

STRATEGY ANALYSIS (contd.)
Tasks
Understand the business need
1. Analyze Current State and current state to set a
baseline and context for the
change
• Define future goals

• Identify the part of the
enterprise that needs to 2. Define Future State
change
• Understand the uncertainties

3. Assess Risks • Recommend actions to
address risks
• Perform a gap analysis

• Assess options for reaching
the future state 4. Define Change Strategy
• Recommend the highest
value approach
STRATEGY ANALYSIS (contd.)
Input INPUT, TASKS, AND OUTPUT Output
Tasks
• Needs • Current State Description
• Elicitation Results (confirmed) 1. Analyze Current State • Business Requirements
• Business Requirements • Business Objectives

2. Define Future State • Future State Description
• Potential Value
• Business Objectives
• Elicitation Results (confirmed)
• Influence (Internal & External) • Risk Analysis Results
3. Assess Risks
• Potential Value
• Requirements (prioritized)
• Current State Description

• Future State Description • Change Strategy
• Risk Analysis Results 4. Define Change Strategy • Solution Scope
Approach
ANALYZE CURRENT STATE
PURPOSE
The purpose of this task is to understand: Context for change:

Why an enterprise needs to change • Existing stakeholders
• Processes
How it operates • Technologies
What would be affected by the change • Policies
• Market conditions
O
I Needs U
N Current State Description T
P Elicitation Results (Confirmed) P
U Business Requirements U
T T
ANALYZE CURRENT STATE (contd.)
ELEMENTS
Org. Structure Capabilities and Technology and Business Internal External

Business Needs Policies
and Culture Processes Infrastructure Architecture Assets Influences
• Problems of • Org. Structure • Capabilities are • The Principles to: Different Tangible and Influences
strategic represents the essential Information - guide decision elements of the intangible outside the
relevance. lines of functions of an Systems used making, current state assets of an organization
• Identified at communication organization for executing - support support each organization imposing
following levels: • Org. Culture is • Processes processes. governance, other in an constraints on
- Top Down the value support • Infrastructure - guide behavior organization the current
- Bottom Down structure and business comprises of and actions state
- Middle operating norms functions the physical
Management components.
- External
- Other sources
Business Analysis Solution Performance Stakeholder Analysis

Solution Goals
Approach Limitation Results
Enterprise Organizational Solution Performance

Limitation Strategy Measures
Business
Enterprise Solution Organizational
Analysis
Limitation Limitation Strategy
Approach
Helps in Helps in Provides a direction

Describes how to
understanding understanding and vision for future
analyze current state
current challenges current challenges state
Solution Solution Stakeholder

Performance Performance Analysis Results
Goals Measures
Describe current
Serve as a baseline
state and are the Help in identifying the
for setting future
baseline for future stakeholder
goals
goals
TECHNIQUES
FUNCTIONAL DECOMPOSITION - OVERVIEW
Functional Decomposition Benefits

• It helps manage complexity and reduces
It is the process of breaking uncertainty.
down processes, systems, • It helps in analyzing each part independently.
functional areas, or • It allows scaling, tracking, measuring work effort
deliverables into sub- and evaluation of the success of each sub-
components. component.
FUNCTIONAL DECOMPOSITION - OVERVIEW
Representing Decomposition
results
Nested Flow Component Decision

Diagrams Notations
Diagrams Diagrams Trees
Tree Case Mind Cause-Effect
Diagrams State Maps
Diagrams Decision Diagrams
Transition
Models
Diagrams
FUNCTIONAL DECOMPOSITION - ELEMENTS
Decomposition Objectives Subject of Decomposition
• Business Outcomes
• Designing
• Work to be done
• Analyzing
• Business Processes
• Estimating and Forecasting
• Functions
• Reusing
• Business units
• Measuring and Managing
• Solution components
• Optimizing Business Analyst
• Activities
• Substituting
• Products and Services
• Encapsulating
• Decisions
FUNCTIONAL DECOMPOSITION - EXAMPLE
Course
Administration
Course Course Course

Enrolment Completion Attendance
Course Course Course Course

Registration Payment Assessment Certification
FUNCTIONAL DECOMPOSITION - EXAMPLE
Course
Administration
Course Course Course

Enrolment Completion Attendance
Course Course Course Course

Registration Payment Assessment Certification
Group Individual Cash Online

Registration Registration Payment Payment
PROCESS ANALYSIS- OVERVIEW
A process is a systematic series of It is used for:

actions or steps taken to achieve a • Recommending a more efficient process
particular end. • Determining gaps between the current and future state.
• Understanding the factors to be included in a contract
negotiation.
• Understanding how data and technology are used in a process.
Process Analysis is used to assess a • Analyzing the impact of pending changes to the process.
process for efficiency, effectiveness,
and to identify opportunities for
change.
PROCESS ANALYSIS- SIPOC
Is a systematic series of actions or steps taken to

achieve a particular end
PROCESS
Suppliers Inputs Process Outputs Customers

PROCESS ANALYSIS- SIPOC
Internal or External to
the organization
Suppliers Inputs Process Outputs Customers
• Training • Trainer • Conduct • Knowledge • Employees

Company Training
• Workshop • Participants
Material
• Expert’s Advice
• One or more in
number
• Materials
• Services
• Information
ROOT CAUSE ANALYSIS - OVERVIEW
Used to identify and evaluate the underlying causes of a problem
Focuses on the origin of the problem
The causes of problems could be People, Physical, or Organizational

ROOT
CAUSE
ANALYSIS
Can be used for reactive or proactive analysis
Helps maintain an objective perspective
May be difficult to use for solving complex problems

ROOT CAUSE ANALYSIS - ELEMENTS
Techniques used for Root Cause Analysis Main activities in Root Cause Analysis
Problem Statement
Fishbone Diagrams/
Definition
Ishikawa/ Cause-Effect
Diagrams
Data Collection
Questioning process with
5 ‘Whys’.
Cause Identification
Action Identification
ROOT CAUSE ANALYSIS - ELEMENTS
Man Material
Labor Availability Fuse Box

Water allowed
to go cold Lack of skill
No Power Power Cut Admin Error
Training
Tea allowed Electricity Cut off
Kettle not Too much
to go cold milk added Bill Payment
switched on
My tea was cold
Kettle not Socket

working Fuse Excessing time taken
Plug
Machine Method
STAKEHOLDERS
End User Operational Domain SME

Customer Tester
support
Implementation
Business Analyst SME
Project Regulator Sponsor Supplier
Manager
Lesson 6: Strategy Analysis
Topic 6.2: Define Future State
Purpose
Elements
Guidelines and tools
Defect per Unit
Techniques
Stakeholders
DEFINE FUTURE STATE
PURPOSE
Purpose
To determine the set of necessary conditions

for meeting the business needs
The Business Analyst needs to
I O
ensure that the future state of the
N U
Business Objectives enterprise is:
T
P Business Requirements Future State Description • well defined
Potential Value P
U • feasible for implementation
T U
agreed upon by the key
T
stakeholders
DEFINE FUTURE STATE
ELEMENTS
Business Goals & Objectives Technology & Infrastructure
Scope of Solution Space Policies
Constraints Business Architecture
Organizational Structure & Culture Internal Assets
Capabilities & Processes Identify Assumptions
Potential Value
DEFINE FUTURE STATE
Current State Organizational

Metrics & KPIs Strategy
Description
DEFINE FUTURE STATE
Current State Metrics and KPIs Organizational

Description
Strategy
Provides the context within Determines if the future Describes the path to
which work needs to be state has been achieve the desired
completed. achieved. future state.
DEFINE FUTURE STATE
TECHNIQUES
DEFINE FUTURE STATE
TECHNIQUES
DEFINE FUTURE STATE
BALANCED SCORECARD - OVERVIEW
Dimensions of BSC
Learning with
Balance Scorecard (BSC) Customer
growth
• Is a strategic performance management tool
• Is supported by design methods and automation
tools
Measures should be:
• Is used by managers to keep track of the execution • Quantitative
of activities and monitor the consequences arising • Linked to strategy
from these actions • Easily understood by
• Is used to manage performance in any business stakeholders
model, organizational structure, or business
process
Business
Financial
Process
DEFINE FUTURE STATE
BALANCED SCORECARD - ELEMENTS
Measures on:
Metrics showing:
• Employee training Learning with
Customer • Customer focus
• Product/Service Innovation growth • Satisfaction
• Corporate Culture
• Delivery of value
Organization • Measures
Vision and • Targets
Strategy • Initiatives
Metrics showing: Metrics showing:

• Enterprise performance. Business • Revenue growth
Financial
• Products meeting customer’s needs Process • Added economic value
DEFINE FUTURE STATE (contd.)
BALANCED SCORECARD - ELEMENTS
Learning with
Customer
growth
The Balanced Scorecard allows the

organization to establish a • Active A Balanced scorecard can be used
monitoring process and • Changing or at multiple levels within an
measuring progress against the evolving organization.
objectives and to adapt strategy • Interdependent
as needed.
Business
Financial
Process
DEFINE FUTURE STATE
BENCHMARKING AND MARKET ANALYSIS - OVERVIEW
Benchmarking and Market Analysis is used Benchmarking and Market

Analysis:
• To improve organizational operations • Is time-consuming
• To increase customer satisfaction • Is expensive
• Requires expertise
• To increase value to the stakeholders
Benchmarking Market Analysis

• May be performed against standards for • Involves researching customers in order to determine
compliance the products and services that they need
• Results from this study may initiate change • Helps in determining when to exit a market
within an organization
• May be used to determine viable alternatives for an
enterprise - partnering, merging, or divesting
DEFINE FUTURE STATE
BENCHMARKING AND MARKET ANALYSIS - ELEMENTS
Benchmarking Market Analysis
1 Identify customers and understand their

1 Identify the areas to be studied preferences
2 Identify enterprises that are leaders in the 2 Identify opportunities to increase value
sector
3 Conduct survey 3 Identify competition
4 Gather information about capabilities using RFI 4 Look for market trend
5 Arrange visits 5 Define appropriate business strategy
Determine gaps between current and best 6

6 Gather Market Data
practices
Develop a project proposal for best Review data to determine trends and draw
7 7
practices conclusion
DEFINE FUTURE STATE
SWOT ANALYSIS - OVERVIEW
STRENGHS WEAKNESSES OPPORTUNITIES THREATS
Actions or functions
Anything that the External factors that can External factors that can
performed poorly or not
organization is doing well be taken advantage of negatively impact
performed
SWOT Analysis
• It is used to evaluate an organization’s strengths, weaknesses,
opportunities and threats.
Internal to an External to an
• It can be performed at any level, individual to enterprise.
Organization Organization
• The results of SWOT analysis provides high level view. A more detailed
analysis is needed.
DEFINE FUTURE STATE
SWOT ANALYSIS - ELEMENTS
SWOT Opportunities Threats
SO Strategies ST Strategies
Strengths
• Use Strengths to • Use Strengths
exploit towards Threats
• Opportunities • Turn Threats into
• Best case scenario Opportunities
WO Strategies WT Strategies
Weaknesses
• Use Opportunities • Avoid threat

to eliminate or • Get out of market
mitigate • Worst Case
weaknesses Scenario
DEFINE FUTURE STATE
SWOT ANALYSIS - EXAMPLE
STRENGTHS OPPORTUNITIES
• What does your organisation do better than others? • What PEST changes could be favourable to you?
• What are your unique selling points? • Are there any current demand gaps in the market or unfulfilled
• What do your competitors and customers perceive as your demands?
strengths? • What new innovation could your organisation bring to the
• What is your organisations competitive edge? market?
WEAKNESSES
THREATS
• What do other organisations do better than you?
• What PEST changes could be unfavourable to you?
• What elements of your business add little or no value to
• What challenges do you face?
the stakeholders?
• What is your competition doing that could negatively impact
• What do competitors and customers perceive as your
you?
weakness?
DEFINE FUTURE STATE
BUSINESS MODEL CANVAS - OVERVIEW
Business Model Canvas
• It describes how an enterprise creates, delivers, and captures

value for its customers. Limitation:
• It can be used as diagnostic and planning tool for strategy and It does not account for alternative
measures of values such as the
initiatives.
impact of social and environmental
• It is also used to understand and optimize business models.
factors.
• It helps in understanding where the efforts of various
departments and work groups fit and align to the overall
strategy of an enterprise.
DEFINE FUTURE STATE
BUSINESS MODEL CANVAS - ELEMENTS
Key Partnership Key Activities Value Proposition Customer Customer
Relationship Segments
- Sharing of - Activities critical - What a customer is - Customer -Based on

proprietary to creation, willing to exchange for Acquisition common needs
information, delivery and having his/her needs - Customer and attributes
technology to maintenance met Retention
maximize value
and minimize risk
Key Resources Channels
- Assets needed - Communication

to execute oriented
activities. - Delivery Oriented
- Physical/Financi
al/Intellectual/H
uman
Cost Structure Revenue Streams
- Every entity within an enterprise has an associated cost - Ways of revenue coming in.
- Reducing costs may increase profitability - One-Time Purchase and Ongoing Support are two
revenue streams
DEFINE FUTURE STATE
BUSINESS MODEL CANVAS - EXAMPLE
DEFINE FUTURE STATE
STAKEHOLDERS
Implementation Operational
End User Domain SME
Customer support
SME
Project
Business Analyst Manager Regulator Sponsor Supplier Tester
Topic 6.3: Assess Risks
Purpose
Elements
Defect per Unit
Techniques
Stakeholders
ASSESS RISKS
PURPOSE
Purpose
Understand the undesirable consequences of internal and external forces on the enterprise
during a transition to the future state
I Business objectives Risk analysis results O

(provide an understanding of the risks
N Elicitation results (confirmed)
associated with achieving the future state U
P Influences
and mitigation strategies) T
Potential value
U Requirement (prioritized) P
T U
T
ASSESS RISKS
ELEMENTS
Unknown:
• Historical • Constraints
• Assumptions Negative impact on
information,
• Dependencies value
• Lessons learned
Risk tolerance:
• Risk aversion Categories of
• Neutrality Recommendations
• Risk seeking
Pursue the benefit of a Pursue the benefit of a Increase the benefit of a

Do not pursue the
change regardless of the change and invest on change to outweigh the
benefit of a change
risk reducing risks risk
ASSESS RISKS
Identified risks Business Current state and

analysis future state
approach
Change strategy Business policies Stakeholder

engagement
ASSESS RISKS (contd.)
Identified risks Business Current state and

analysis future state
approach
Guides business Used to determine

Starting point for analyst on
risk assessment associated risks
analyzing risks
Change strategy Business policies Stakeholder

engagement
Understand risks Defines the limit

associated with Identify and assess
for making
the change potential impact
decisions
ASSESS RISKS
TECHNIQUES
ASSESS RISKS
TECHNIQUES
ASSESS RISKS
RISK ANALYSIS AND MANAGEMENT - OVERVIEW
Risk analysis and management Risk management
A systematic way of: Ongoing activity of:

Identifying Identifying new risks
Analyzing Monitoring identified risks
Evaluating
Developing ways to deal with
uncertainties
Risk appetite
Risk tolerance level

Risk averse
Risk neutral
Risk seeker
ASSESS RISKS
RISK ANALYSIS AND MANAGEMENT - ELEMENTS
• Ongoing activity Residual risk:

Identification • Describe risks in a risk register
• Remaining risk on which a

response treatment has
• Qualitative and quantitative analysis been performed
• Understand the risks
Analysis • Estimate the likelihood of occurrence and impact • Assign risk owner, once risk
response strategy or
approach is finalized for
each risk
• Compare the results with the potential value of the
change • At periodic intervals, review
Evaluation and re-analyze the risk
• Determine if the level of risk is acceptable or not
register
• Acceptable or Not
Treatment • Negative risk - Avoid, transfer, mitigate, or accept
• Positive risk - Accept, exploit, enhance, or share
ASSESS RISKS
RISK REGISTER
ID Risk Description Consequences Trigger Probability Impact* Risk Risk Owner

(0 %to 100%) (1 to 5) Level
1 Subject Matter Experts are Scope and quality shall be Elicitation 40% 5 2.0 Paul
not available during reduced, and delivery date may
elicitation activities be pushed back
2 Delay in adjusting Business may not realize the Enterprise 30% 4 1.2 John
organization structure per potential value of the solution Readiness
new business process
3 Delay in infrastructure setup Delivery date may be pushed Enterprise 20% 4 0.8 Francis
may impact schedule back Readiness
4 Change in job description is Planned staff change will not Change 30% 3 0.9 Marie
not acceptable occur implementat
ion
5 Constructed solution doesn’t Realized value may reduce Validation 20% 3 0.6 Karl
meet all aspects of business
needs
ASSESS RISKS
STAKEHOLDERS
Domain Operation
SMEs support Project
manager
Implementation
SMEs
Sponsor Tester
Business Analyst Regulator
Supplier
Topic 6.4: Define Change Strategy
Purpose
Elements
Defect per Unit
Techniques
Stakeholders
DEFINE CHANGE STRATEGY
PURPOSE
Purpose
Develop and assess alternative approaches to change
Select the recommended approach
Current state description Change strategy

I O
Future state description Solution scope
N U
P Risk analysis results T
U P
T Stakeholder engagement approach U
S T
S
ELEMENTS
Enterprise readiness
Gap analysis identifies the
assesses whether the
Solution scope defines the difference between current
enterprise is ready to use,
boundaries of the solution. state and future state
sustain, and realize value
capabilities.
from the solution.
Transition states and release

Change strategy is a high- level
planning determines which
plan to transform the
requirements to include in each
enterprise from the current
phase, or iteration of the
state to the future state.
change.
Business analysis
approach
Design
options
Solution
recommendations
DEFINE CHANGE STRATEGY (contd.)
Business analysis
approach
Design
options
Define a change
strategy
Solution
recommendations
Different ways to
satisfy the business
needs
Identify solutions and
recommendations from
SMEs
TECHNIQUES
TECHNIQUES
BUSINESS CAPABILIT Y ANALYSIS - OVERVIEW
What is Business capability analysis? Business capabilities:
Are the building blocks

Scope business analysis
Represent stable business functions
Plan business analysis
Are unique and independent
Are abstracted from the organizational
What does a business do?
model
Capture the business’s interests
Strength Assessing organizations ability to Limitation Requires cross-functional

offer new products and services collaboration in defining the
capability model
BUSINESS CAPABILIT Y ANALYSIS - ELEMENTS
The ability of an enterprise to perform or transform something Strategic planning

Capabilities that helps achieve a business goal or objective
At the strategic level, capabilities should
support an enterprise in establishing and
maintaining a sustainable competitive
Through increasing or decreasing revenue, improving advantage
service, or achieving compliance
Impact on value?
Capabilities can be assessed to identify explicit performance

Performance expectations Capability maps
expectations?
“A model of the firm associating the
business capabilities, processes, and
functions required for business success
o Business risk with the IT resource that enables them.”
o Technology risk
Related risks o Organizational risk (Definition from Forrester research)
o Market risk
FINANCIAL ANALYSIS - OVERVIEW
Financial analysis
Understand financial aspects of an:

Investment
Solution or solution approach Recommend based on the analysis of:
Initial cost and time frame in which costs are incurred

Expected financial benefit and time frame in which they will be
realized
Ongoing costs of using and supporting the solution
Risks associated with the change
Ongoing risks to business value by using that solution
FINANCIAL ANALYSIS - ELEMENTS
Expected cost of building or acquiring a solution and Financial calculations

Cost of change transitioning the enterprise from current state to future state
Return on Investment (ROI)

Discount Rate
Cost of acquisition, using and supporting the solution for Present Value (PV)
Total cost of expected duration
ownership Net Present Value (NPV)
Internal Rate of Return (IRR)
Payback Period (PBP)
Value realized over time
Value realization
Prediction of the expected net benefit

Cost benefit
analysis
BUSINESS CASE - OVERVIEW
Business case:
Provides a justification for a course of

action based on the benefits to be
realized A Business case is used to:
Define the need

Determine the desired outcomes
Assess constraints, assumptions and risks
Recommend solutions
Provide guidance for ongoing decision making throughout the
initiative
BUSINESS CASE - ELEMENTS
Identifies the problem or the potential opportunity Financial calculations

Need assessment
Return on Investment (ROI)
Discount Rate
Describe the state which may result if the need is fulfilled Present Value (PV)
Desired
outcomes Net Present Value (NPV)
Internal Rate of Return (IRR)
Payback Period (PBP)
Identifying various alternative solutions:
Assess Scope, feasibility, assumptions, risk and constraint, financial
alternatives analysis and value assessment
Most desirable way to solve the problem or leverage the

Recommend opportunity
solution
STAKEHOLDERS
Domain
End users SMEs
Customer
Implementation
SMEs
Project Manager
Operational
support
Regulator
Business Analyst
Supplier
Sponsor Tester
KEY TAKEAWAYS
Strategy Analysis is the process of developing a strategy for a

business by researching the business and the environment in
Strategy Analysis provides a context to requirements analysis and which it operates.
design definition for a given change. It is an ongoing activity and an
adjustment to the change strategy may be required as the context
changes.
Strategy Analysis includes tasks like ‘Analyze Current State’, ‘Define
Future State’, ‘Assess Risks’, and ‘Define Change Strategy’.
A Business Analyst needs to understand the current capabilities,
processes, technologies, infrastructure, policies, business
architecture, internal assets, and external influences in order to
analyze the current state. A Business Analyst’s job is to ensure that the future state of the
enterprise is well defined, that it is well achievable with the
available resources, and all the key stakeholders agree on the
It is important to understand the undesirable consequences or description of the future state.
risks of the internal and external forces, acting upon the
enterprise, during a transition to the future state.
Define change strategy means to develop and assess alternative
approaches to the change and then select the most recommended
approach.
CASE STUDY EXERCISE
Defect per Unit

CASE STUDY
PROBLEM STATEMENT
Quick facts:
Established in 1990
Leading Mutual Funds
Business
One of the largest teams
of research analysis
Diversified and sector
specific equity schemes.
Services through
distributors
CASE STUDY
PROBLEM STATEMENT
Investors are not able to Investors are switching to

transact online/mobile competitors
CASE STUDY
ACTIVITIES
Paul has defined the:
Analytics model based on limited parameters
Lack of expertise to develop an advanced
Current State analytics solution
Description Distributed portal and limited functionality
website
Online request submission for redemption and

additional purchases
Future State
Manage funds using analytics model based on
Description multiple parameters
Use of CRM capability and Digital marketing
tools
CASE STUDY
EXERCISE
Questions Response
1 Which of the given options is the most unlikely From external driver
business driver? From middle management
From the bottom-up
From the top-down
2 Which technique is not likely to be used while Vendor assessment

defining the future state? Workshops
Process modelling
Use case diagram
3 Which one of the stakeholders is the most Supplier

important while defining the future state? Tester
Regulator
Project manager
4 What factors must be considered while selecting Timelines to make the change
the change strategy from the available options? Major costs and investments to make the change
Alignment to the business objectives
All of the above
CASE STUDY
ANSWERS
Questions Answers
1 Which of the given options is the most unlikely business driver? From the top down
2 Which technique is not likely to be used while defining the future Use case diagram
state?
3 Which one of the stakeholders is the most important while defining Supplier
the future state?
4 What factors must be considered while selecting the change All of the above
strategy from the available options?
Quiz
QUIZ
What is the SIPOC model?
1
a. Supplier, Input, Product, Output, Customer
b. Source, Input, Process, Output, Customer
c. Supplier, Input, Process, Output, Customer
d. Supplier, Input, Process, Outcome, Customer

QUIZ
What is the SIPOC model?
1
a. Supplier, Input, Product, Output, Customer
b. Source, Input, Process, Output, Customer
c. Supplier, Input, Process, Output, Customer
d. Supplier, Input, Process, Outcome, Customer

Explanation: SIPOC Model is Supplier, Input, Process, Output, Customer
QUIZ
A business need ________________.
2
a. Is something a particular stakeholder wants
b. Is a capability the current system does not provide
c. Defines the problem to be solved
d. Describes the solution approach

QUIZ
A business need ________________.
2
a. Is something a particular stakeholder wants
b. Is a capability the current system does not provide
c. Defines the problem to be solved
d. Describes the solution approach

Explanation: A business need defines the problem to be solved.
QUIZ
What are the outputs of ‘Define Change Strategy’?
3
a. Change Strategy, Potential Value
b. Potential Value, Business Case
c. Change Strategy, Future State
d. Change Strategy, Solution Scope

QUIZ
What are the outputs of ‘Define Change Strategy’?
3
a. Change Strategy, Potential Value
b. Potential Value, Business Case
c. Change Strategy, Future State
d. Change Strategy, Solution Scope

Explanation: The outputs of ‘Define Change Strategy’ are Change Strategy and Solution Scope
.
QUIZ When considering the best solution for a business problem it is necessary to
4 ______________.
a. Use Benchmarking
b. Use Gap analysis
c. Use Focus Group
d. Use Observation
QUIZ When considering the best solution for a business problem it is necessary to
4 ______________.
a. Use Benchmarking
b. Use Gap analysis
c. Use Focus Group
d. Use Observation

Explanation: When considering the best solution for a business problem it is necessary to use Gap
Analysis.
This concludes “Strategy Analysis”
The next lesson is “Requirements Analysis and Design Definition”
THANK YOU
Lesson 7 – Requirements Analysis and Design Definition
Specify and Model Requirements
Verify Requirements
Validate Requirements
Define Requirements Architecture
Define Design Options
Analyze Potential Value and

Recommend Solutions
INTRODUCTION
Requirements Analysis and Design Definition knowledge area:
• Describes the tasks that the business analyst performs to:

o Structure and organize the requirements discovered during elicitation
$$ activities,
o Specify and model requirements and designs,
o Validate and verify information,
o Identify solution options that meet business needs, and
o Estimate the potential value that could be realized for each solution option.
• Covers the incremental and iterative activities ranging from the initial concept and
exploration of the need through the transformation of those needs into a particular
recommended solution
• Is the core knowledge area for a business analyst

Business Analyst
Requirements
Strategy Analysis Solution Evaluation
Analysis and Design
Definition
Potential Actual
Value Need Solution Requirements Design Proof of Concept / Pilot / Beta Operating Value
Scope Prototype
REQUIREMENTS ANALYSIS AND DESIGN DEFINITON
OVERVIEW
Transform elicitation results into requirements and design

Change to define change
Need Solution
Analyze the needs to recommend a
solution that meets the needs Define solution options and recommend
the most viable solution
Tailor the requirements and designs so Model and describe the context in
that they are understandable and formats that are understandable and
Stakeholder Context
usable by stakeholder groups usable by stakeholder groups
Value
Analyze and quantify the potential value of

the solution options
REQUIREMENTS ANALYSIS AND DESIGN DEFINITON (contd.)
INPUT, TASKS, AND OUTPUT— OVERVIEW
Input
Tasks Output
Inputs from other
Knowledge Areas
• Specify and Model Requirements

• Verify Requirements
• Validate Requirements
• Define Requirements Architecture
• Define Design Options
• Analyze Potential Value and
Recommend Solution
INPUT, TASKS, AND OUTPUT — OVERVIEW
Input
Tasks Output
Inputs from other
Knowledge Areas
• Requirements (specified and

• Elicitation Results (any
• Specify and Model Requirements modeled)
state)
Input
Tasks Output
Inputs from other
Knowledge Areas
• Requirements (specified • Verify Requirements

• Requirements (verified)
and modeled)
INPUT, TASKS AND OUTPUT — OVERVIEW
Input
Tasks Output
Inputs from other
Knowledge Areas
• Requirements (specified • Validate Requirements • Requirements (validated)

and modeled)
Inputs
Tasks Output
Inputs from other
Knowledge Areas
• Requirements (any state)

• Information Management • Define Requirements Architecture • Requirements Architecture
Approach
• Solution Scope
Inputs
Tasks Output
Inputs from other
Knowledge Area
• Requirements (validated)
• Define Design Options • Design Options
• Change Strategy
• Requirements Architecture
Inputs
Tasks Output
Inputs from other
Knowledge Area
• Analyze Potential Value and

• Potential Value • Solution Recommendation
• Solution Scope Recommend Solution
Topic 7.1: Specify and Model Requirements
Lesson 7: Requirements Analysis and Design Definition
Purpose of the task

Elements
Defect per Techniques
Unit
Stakeholders
SPECIFY AND MODEL REQUIREMENTS
PURPOSE
The purpose of this task is to analyze, synthesize, and refine

elicitation results into a set of requirements and designs.
Input Focus of the Task Output
Requirements
Elicitation results
Understanding the need (specified and
(any state)
modeled)
SPECIFY AND MODEL REQUIREMENTS (contd.)
ELEMENTS
Modeling Matrices
format Diagrams
- People and
Roles
- Rationale
Model
Categories - Activity Flow
- Capability
- Data and
Information
Analyze
Requirement
s
Requirements
and Attributes
Level of
Abstraction
GUIDELINES and TOOLS
Modeling Notations / Standards
Modeling Tools
Requirements Architecture
Requirements Life Cycle Management Tools
Solution Scope
TECHNIQUES
Non-Functional
Acceptance and Organizational Stakeholder List, Roles and
Requirements
Evaluation Criteria Modeling Map, or Personas Permission Matrix
Analysis
Concept Business Model Root Cause

Scope Modeling Decision Modeling
Modeling Canvas Analysis
Business Rules Sequence Use Cases and

Process Modeling User Stories
Analysis Diagrams Scenarios
Business Functional
Prototyping Data Dictionary Glossary
Capability Analysis Decomposition
Data Flow
Data Modeling State Modeling Interface Analysis
Diagrams
NON-FUNCTIONAL REQUIREMENTS AND ANALYSIS
OVERVIEW
• Defines performance of functional

requirements
• Used to specify criteria to judge the
Non-Functional Requirements operation of a system
or • Expressed in textual formats as declarative
Quality Attributes statements
or • States the constraints that apply to a set of
Quality of Service (QoS) functional requirements
NON-FUNCTIONAL REQUIREMENTS AND ANALYSIS (contd.)
ELEMENTS
Categories of Measurement of Context of Non-

Non-Functional Non-Functional Functional
Requirements Requirements Requirements
• Availability • Security
• Compatibility • Usability
• Functionality • Certification
• Maintainability • Compliance
• Performance Efficiency • Localization
• Portability • Service Level
• Reliability Agreements (SLA)
• Scalability • Extensibility
NON-FUNCTIONAL REQUIREMENTS AND ANALYSIS (contd.)
EXAMPLES
ID Type Non Functional Requirement
NF01 Availability The website should be available 24 Hours x 7 Days, except during schedule
maintenance work.
NF02 Compatibility The website should be compatible with Explorer, Chrome, Firefox, and Mozilla.
NF03 Performance A webpage should load within 10 seconds on a standard DSL connection.
NF04 Localization The website by default is in English. It should redirect to localized pages based on the
users’ location.
NF05 Security Secured pages should be displayed for authenticated and authorized users only.
BUSINESS RULES ANALYSIS
OVERVIEW
Business Rules Analysis is used to identify, express, validate, refine, and organize the rules that shape day-
to-day business operations and guide decision making.
Complex
Business Policy Business Rule Structural Rules Operatives Rules
Business Rules
• Non-actionable • Specific • Represented • Cannot be • Frequently

directive actionable using decision changed changed
• Supports testable directive tree or table
business goal • Supports
business policy
BUSINESS RULES ANALYSIS (contd.)
ELEMENTS — BASIC PRINCIPLES
Based on standard business vocabulary
Express the rules separately from how they will be enforced
Define the rules at the atomic level and in declarative format
Separate the rules from processes
Map the rules to decisions
Maintain the rules

ELEMENTS — DEFINITIONAL RULES
Definitional Rules are intended to make operational business

decisions during some processes or events.
Represent
operational Examples:
knowledge of
an •
organization Local tax must be calculated as based on
the tax rate applicable for each items.
• Service tax must be calculated on the

local tax based on local service tax.
Definitional
Rules
Calculations Cannot be
based on the violated, but
information may be
available misapplied
ELEMENTS — BEHAVIOURAL RULES
Behavioral Rules are intended to guide the actions of people working

within the organization.
Various levels
Can be Behavioral of
violated Rules enforcement
may be
applied
Examples:
•
Delivery invoice must not be accepted if it doesn’t contain the purchase order
number.
• Order must not be accepted, when there is mismatch in billing address and
address provided by the credit card provider.
DECISION MODELING - OVERVIEW
Shows how repeatable business decisions are made
Shows how data and knowledge are combined to make a specific decisions
Is linked to processes, performance measures, and organization
Decision tables and decision trees — define how a specific decision is made
DECISION MODELING - ELEMENTS
Types of Models Decision Requirements Diagrams

and Notations
Knowledge Business
Decision
Source Knowledge
Decision Tables Decision Trees

Business Decision Input Data
Knowledge
Input Data
EXAMPLE — DECISION TABLE
Condition 1 - Age Condition 2 – Smoking Condition 3 – Pre-Existing Outcome or Decision (Eligibility, Base
Yes/No Diseased or Operated Price and Loading)
> 0 and <= 15 Years Not Applicable Yes Base Price (BP0) * 150%
Not Applicable No Base Price (BP0)
>15 and <= 30 Years No No Base Price (BP15)
Yes Yes Not Eligible
No Yes Base Price (BP15) * 150%
Yes No Base Price (BP15) * 120%
>60 No No Base Price (BP60)
No Yes Not Eligible
EXAMPLE — DECISION TREE
No Discount 5%
Gold
Membership Discount 10%
Platinum
Discount 20%
<= 5,000
No Discount 10%
> 5,000 and <=10,000 Gold
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CONCEPT MODELING
OVERVIEW
Used to organize the business vocabulary needed to

consistently and thoroughly communicate the knowledge of a
domain
Starts with a glossary
Goal is to support the expression of natural language

statements
Provides design-independent definitions

CONCEPT MODELING (contd.)
ELEMENTS
Noun Concepts Verb Concepts
Other Connections
• Categorizations
• Classification
• Partitive
connection
• Roles
DATA DICTIONARY
OVERVIEW
Used to standardize
Used to standardize a usage and meanings of
definition of a data data element between
element solutions and between
stakeholders
Requires regular Data Known as metadata

maintenance Dictionary repositories
Used in conjunction with

Single repository of
Entity Relationship
corporate metadata
Diagram
DATA DICTIONARY (contd.)
ELEMENTS
• The data dictionary describes data

element characteristics
Data Elements
• Name
• Aliases
• Values/Meaning
Primitive Data
Elements • Description
• Sequence
• Repetitions
Composite • Optional Elements
Data Elements
DATA DICTIONARY (contd.)
EXAMPLE
Primitive Data
Data Element 1 Data Element 2 Data Element 3 Data Element 4 Data Element 5 Data Element 6
Elements
Name First Name Middle Name Last Name International Country Code Phone Number
Dialing Code
Alias Given Name Middle Name Sur Name ISD STD Landline Number
Value / Meaning Minimum 2 Optional Minimum 1 Numeric Numeric Numeric

Character Character
Description First Name Middle Name Family Name International Country Code Phone Number
Dialing Code
Composite Employee Name = First Name + Middle Name + Last Name Telephone Number: ISD + STD + Phone Number
GLOSSARY
OVERVIEW
Defines key terms

and synonyms
relevant to business
domain
Glossary
Organized and
continuously
Common language
accessible to all
stakeholders
GLOSSARY (contd.)
ELEMENTS
• The term is unique to a domain

A term is included in • Multiple definitions exist
the glossary when • The definition is outside of term’s common
use
• There are chances of misunderstanding
• All definitions should be clear, concise, and

brief
When developing a • Acronyms should be spelled out
glossary • There must be easy and reliable access
• Editing should be limited to specific
stakeholders
DATA FLOW DIAGRAM (DFD)
OVERVIEW
Data Flow
Diagram
(DFD)
Shows:
• Where the data comes from
Illustrates movement and transformation of
• Which activities process the data
data between external entities and
• If the output results are stored or
processes
utilized by another activity or external
entity
DATA FLOW DIAGRAM (DFD) (contd.)
OVERVIEW
Three simple rules of Data Flow Diagrams:
Rule 1: Inputs (data) must either come directly from an external party or be created by another
process.
Rule 2: Every process must have at least one input and one output.
Rule 3: Every output must flow to another process, external party, or data store.
DATA FLOW DIAGRAM (DFD) (contd.)
ELEMENTS
Externals
(Entity,
Data Store Process Data Flow
Source,
Destination)
1
External External Data
Data Store Data Store
Agent Process 1 Agent Process
Verb/Noun
Gane-Sarson Yourdon
DATA MODELING
OVERVIEW
A data model describes the entities, classes, or data objects relevant to a domain, the
attributes that are used to describe them, and the relationships among them to provide
a common set of semantics for analysis.
Conceptual Data
Model
Variations of Data Logical Data

Models Model
Physical Data
Model
DATA MODELING (contd.)
CONCEPTUAL DATA MODEL
Includes important entities and the relationship between them
Does not specify attributes and primary keys
Can be used as the foundation for logical data models

LOGICAL DATA MODEL
Includes all entities and relationships between them
Specifies attributes and a primary key for each entity
Specifies foreign keys, which identify the relationship

between different entities
Involves normalization
PHYSICAL DATA MODEL
Specifies all tables and columns
Includes foreign keys to identify relationships between tables
May include denormalization, depending on user

requirements
May be significantly different from the logical data model

ELEMENTS
Attribute
• Name Relationship or
Entity or Class
• Value or Meaning Association
• Description
Diagrams
• Entity Relationship
Cardinality and Ordinality Metadata Diagram or Crow’s Foot
Notation
• UML Database Notation
ENTITY RELATIONSHIP DIAGRAMS
Crow’s Foot Notation UML Database Notation
Entity Name
Entity Name
PK Attribute Name
PK Attribute Name
Attribute Name
Attribute Name
Attribute Name
Attribute Name
Zero to Must be
Zero to exactly X
Many
Many
Only One
One to One to
Many Any Number
Many from X to Y
Zero to One
Cardinality Multiplicity
PROCESS MODELING
OVERVIEW
Process Modeling is a standardized graphical model used to show how work is

carried out. It is a foundation for process analysis.
Used to describe a Business Process, System Process, and Program Process
Can be constructed on multiple levels, High (Enterprise or context) to Low

(Operational)
Used to define current state of process (as-is model) or potential future state (to-be
model)
Process model includes
• Participants
• Business Event (trigger)
• Steps or Activities
• Path
• Decision Points
• Result of the process
PROCESS MODELING (contd.)
ELEMENTS
Flowcharts and
Value Stream
Mapping (VSM) Activity
Data Flow Role Event

SIPOC and Value Diagrams (DFD)
Stream Analysis and Unified
Types of Process Modeling Components
Language (UML) of Process
Models and
Notations Models
Directional
Link
Flow
Integrated
Definition (IDEF) Decision
Business Process
notation and Input,
Model and Point
Guide, Output,
Notation (BPMN)
Enabler (IGOE)
diagrams
SCOPE MODELS
OVERVIEW
Scope Models define the nature of one or more limits or boundaries and
place elements inside or outside those boundaries.
Basis for
Elements may understanding
include the boundaries Scope of control
In-scope of
Scope of need
Out-of-scope
Scope of solution
Both
Scope of change
SCOPE MODELS (contd.)
ELEMENTS
Objective
Scope of
change and
context
Level of detail
• Parent-child or
composition Relationship
subset
• Function
Responsibility
• Supplier Assumptions
Consumer
• Cause Effect
• Emergent Scope
Modeling
Results
USE CASES AND SCENARIOS
OVERVIEW
Use cases and scenarios describe how a person or system interacts with the solution being
modeled to achieve a goal.
A use case describes several scenarios.
Use Cases Scenarios

A scenario describes just one way that an actor
can accomplish a particular goal.
Interaction
Goal
Primary Solution or
Actor Secondary actors
Use Case Diagrams
Use case diagrams are graphical representations

of the relationships between actors and one or
more use cases supported by the solution.
Actors or Solution
USE CASES AND SCENARIOS (contd.)
ELEMENTS
Use Case
Diagram
• Name
• Goal
• Actors
Relationships • Preconditions
• Trigger
Use Case • Flow of Events
Description • Post-conditions
Extend Include
USE CASE DIAGRAM
EXAMPLE
Cash Deposit Machine
Collect
Cash
System
Maintenance Generate
<<Extend>> Report
Administrator System
Reset
Health
System <<Include>> Check
Balance
Login Enquiry
Customer Transaction
Mini
Statement
Cash Bank
Pin
Deposit
Change
USE CASE DESCRIPTION
EXAMPLE
Use Case ID Unique ID
Name Verb + Noun
Description Short Description
Goals Goal / Benefit of the use case
Actors Primary / Secondary / Supporting actors
Trigger Trigger point
Precondition Pre-condition
Main Flow Steps / Actions between two parties
Alternate Flow Alternate Flow
Post Conditions Post conditions once all steps executed / actions performed
Related Use Case Related Use Case IDs
Business Rules Business Rules ID
Frequency of How frequently it is triggered

occurrence
Notes Any other notes – Assumptions, Constraints, etc.

SEQUENCE DIAGRAM
OVERVIEW
Sequence diagrams are used to model the logic of usage scenarios by showing the
information passed between the objects in the system through the execution of the
scenarios.
Shows how processes or objects interact during a Does not show how objects are related to each
scenario other
A Sequence Diagram
or Event Diagram
Shows how user interface components or The order of messages is represented in a

software components interact top-down and left-to-right sequence
SEQUENCE DIAGRAM (contd.)
ELEMENTS
Objects or
Classes
Message
• Synchronous
Call Elements Lifeline
• Asynchronous
Call
Activation Box
SEQUENCE DIAGRAM (contd.)
EXAMPLE
Token Account
Customer Banker
System Master
Request for Token
Token Issued
Display / Call Token

Number
Get Balance
Request for Demand Draft
Balance
Rejects if insufficient balance,

Issue Demand Draft if
sufficient balance
STATE MODELING
OVERVIEW
A state modeling is used to describe and analyze the different possible states of an entity
within a system, how that entity changes from one state to another, and what can happen to
the entity when it is in each state.
A State Model describes
A set of possible states for an entity
The sequence of states that the entity can be in
How an entity changes from one state to another
The events and conditions that cause the entity to change states
The actions that can or must be performed by the entity in each state
STATE MODELING (contd.)
ELEMENTS AND STAKEHOLDERS
State Initial State

State 1 State 2
Transition
State State State 3

Tables Elements Transition
State
Diagram
Final State
Stakeholder Any stakeholder

Topic 7.2: Verify Requirements
Lesson 7: Solution Evaluation
Purpose of the task

Elements
Unit
Stakeholders
VERIFY REQUIREMENTS
PURPOSE
The purpose of this task is to ensure that the requirements and the designs
specifications and models meet quality standards and are usable for the purpose.
High quality
model
High quality
specification
Input Focus of the Task Output
Requirements
Requirements
(specified and Verifying the requirements
(verified)
modeled)
VERIFY REQUIREMENTS
ELEMENTS
Characteristics
of Requirements Verification
Checklists
and Designs Activities
Quality
VERIFY REQUIREMENTS (contd.)
ELEMENTS
Characteristics
Checklists
Quality
• Atomic
• Complete
• Consistent
• Concise
• Feasible
• Unambiguous
• Testable
• Prioritized
• Understandable
ELEMENTS
Characteristics
Checklists
Quality
• Performed iteratively
throughout the requirements
analysis process
• Requirements are verified for
the following:
• Compliance with
organizational standards
• Correct usage of
modeling notations and
templates
• Consistency between
models
• Understandable
terminology for
stakeholders
ELEMENTS
Characteristics
Checklists
Quality
• Used for quality control

when verifying
requirements or designs
• Include a set of quality
elements that business
analyst use to verify
requirements
VERIFY REQUIREMENTS
GUIDELINES AND TOOLS — TECHNIQUES
Guidelines and Tools Requirements Life Cycle Management Tools
Techniques
Acceptance and Metrics and Key

Evaluation Item Tracking Performance Reviews
Criteria Indicators (KPIs)
VERIFY REQUIREMENTS
REVIEWS — OVERVIEW
Reviews are used to evaluate the content of a work product.
An overview of the work Checklists and reference

product and review materials that can used by
objectives reviewers
Reviews
can include
Reviewing the work

product and documenting Verifying any rework
the findings
VERIFY REQUIREMENTS
REVIEWS — ELEMENTS AND STAKEHOLDERS
Element
s
Objectives Techniques Participants
Formal Single issue

walkthrough review (also
Informal Pass
Inspection (also known known as Desk check Ad hoc
walkthrough around
as Team Technical
Review) Review)

Topic 7.3: Validate Requirements
Purpose of the task

Elements
Unit
Stakeholders
VALIDATE REQUIREMENTS
PURPOSE
Requirements validation is an ongoing process to ensure that the stakeholders,

solution, and transition requirements align to the business requirements.It also
validate the designs to ensure they satisfy the stated requirements.
TASK OUTPUT
INPUT
Requirements Validated
Specified and Modeled Validation Requirements
Requirements
VALIDATE REQUIREMENTS (contd.)
ELEMENTS
Define
Evaluate
Identify Measurable
Alignment with
Assumptions Evaluation
Solution Scope
Criteria
Business Objectives
Future State Description
Potential Value
Solution Scope
TECHNIQUES AND STAKEHOLDERS
• Acceptance and Evaluation Criteria
• Document Analysis
• Financial Analysis
• Item Tracking
• Metrics and Key Performance Indicators (KPIs)
• Reviews
• Risk Analysis and Management

Topic 7.4: Define Requirements Architecture

Purpose of the task
Elements
Techniques
Defect per Unit
Stakeholders
DEFINE REQUIREMENTS ARCHITECTURE
PURPOSE
The purpose of the Define Requirements Architecture task is to ensure that the
requirements collectively support one another to fully achieve the objectives.
INPUT TASK OUTPUT

• Information Management
Approach Define
• Requirements (any state) Requirements Architecture
Requirements
• Solution Scope Architecture
DEFINE REQUIREMENTS ARCHITECTURE (contd.)
ELEMENTS
Relate and Business

Requirements
Template Verify Analysis
Viewpoints Completeness
Architecture Requirements Information
and Views
Relationships Architecture
ELEMENTS
A viewpoint is a set of conventions that define how the requirements will be represented and organized.
Relate and Business

Requirements
and Views
The actual
requirements and
designs for a
Collection of
particular solution Views
from a specific
viewpoint
Requirements
Viewpoint Architecture for a
specific solution
ELEMENTS
An architectural framework is a collection of viewpoints that are standard across the industry, sector, or
organization.
Relate and Business

Requirements
and Views
Architectural framework -
used as a template to start
defining the architecture
ELEMENTS
Relate and Business

Requirements
and Views
An architecture helps ensuring

that a set of requirements is
complete
ELEMENTS
Relate and Business

Requirements
and Views
• Defined
• Necessary
• Correct
• Unambiguous
• Consistent
ELEMENTS
Relate and Business

Requirements
and Views.
Structure of the business

analysis information is known
as Information architecture
Architecture
Management
Software
Legal /
Regulatory
Information
Methodologies
and
Frameworks
TECHNIQUES
Functional
Decomposition
Workshops Data Modeling
Organizational
Interviews
Modeling
Scope
Modeling
STAKEHOLDERS
Domain Subject
Matter Expert
Implementation
Any stakeholders Subject Matter
Expert
Stakeholders
Tester Project Manager
Sponsor
Topic 7.5: Define Design Options
Purpose of the task

Elements
Techniques
Stakeholders
DEFINE DESIGN OPTIONS
PURPOSE
The purpose of this task is to define the solution approach, identify opportunities to improve the
business, allocate requirements across solution components, and represent design options.
INPUT TASK OUTPUT

• Change Strategy
• Requirements (validated, Design Options
prioritized) Define Design
Options
• Requirements
Architecture
DEFINE DESIGN OPTIONS (contd.)
ELEMENTS
Identify
Define solution Requirements Describe
improvement
approaches allocation design options
opportunities
ELEMENTS
Identify
improvement
opportunities
• Create
• Purchase
• Combination of both
ELEMENTS
Identify
improvement
opportunities
• Increase efficiencies
• Improve access to
information
• Identify additional
capabilities
ELEMENTS
Identify
improvement
opportunities
The process of assigning

requirements to solution
components and releases
ELEMENTS
Identify
improvement
opportunities
• Design options are developed

considering the desired future
state
• Solution performance
measures are defined for each
solution option
Existing Solutions Future State Description Requirements (traced)
Solution Scope
TECHNIQUES
Root Cause
Brainstorming Document Analysis
Analysis
Benchmarking and Vendor

Interviews
Market Analysis Assessment
Lessons Learned Workshops
Survey and
Mind Mapping
Questionnaire
VENDOR ASSESSMENT
OVERVIEW
A vendor assessment is used to determine the ability of a vendor to meet commitments

regarding the delivery and consistent provision of a product or service.
• Non-functional requirements can be used to define service levels expected.
• Certification from an independent authority may be requested.
• The assessment may be informal or formal through the submission of the following:
• A Request for Information (RFI)
• A Request for Quote (RFQ)
• A Request for Tender (RFT)
• A Request for Proposal (RFP)
• Organization standard, project complexity, and solution criticality may influence the level of formality.
VENDOR ASSESSMENT (contd.)
ELEMENTS
Vendor
Knowledge Licensing and Vendor Market Terms and Experience,
and Expertise Pricing Models Position Conditions Reputation,
and Stability
ELEMENTS
Vendor
and Stability
Vendors can provide

knowledge and expertise
which are not available
within the organization.
ELEMENTS
Vendor
and Stability
These need to be
considered when a
solution or solution
component is purchased
from a third party.
ELEMENTS
Vendor
and Stability
Compare each vendor

with its competitors to
understand the market
position.
ELEMENTS
Vendor
and Stability
Investigate the vendor’s

licensing terms,
intellectual property
rights, and technology
ELEMENTS
Vendor
and Stability
Vendor’s experience with

other customers may
provide valuable
information
STAKEHOLDERS
Domain Subject Matter Expert
Implementation Subject Matter Expert
Operational Support
Project Manager
Supplier
Topic 7.6: Analyze Potential Value and Recommend Solution
Purpose of the task

Elements
Techniques
Stakeholders
ANALYZE POTENTIAL VALUE AND RECOMMEND SOLUTION
PURPOSE
The purpose of this task is to estimate the potential value for each design option and
establish which one is the most appropriate to meet the enterprise requirements.
INPUT TASK OUTPUT

• Potential value
• Design Options Analyze potential Solution recommendation
value and
recommend solution
ELEMENTS
Assess Design
Options and
Expected Benefits Expected Costs Determine Value
Recommend
Solution
ELEMENTS
Assess Design
Options and
Recommend
Solution
Describe the positive

value that a solution is
intended to deliver to the
stakeholders
ELEMENTS
Assess Design
Options and
Recommend
Solution
Include any potential

negative value
associated with a
solution
ELEMENTS
Assess Design
Options and
Recommend
Solution
The potential value of a

solution is based on the
expected benefits and
costs.
The business analyst

considers the potential
value from the point of
view of the stakeholders.
ELEMENTS
Assess Design
Options and
Recommend
Solution
• Available Resources
• Constraints on the
solution
• Dependencies
between requirements
• Proposed vendors
• Dependencies on
other initiatives
• Corporate culture
• Cash flow for
investment
Business Objectives
Current State Description
Future State Description
Risk Analysis Results
Solution Scope
TECHNIQUES
Business Model
Focus Groups Business Cases
Canvas
Metrics and Key

Backlog
Interviews Performance Estimation
Management
Indicators (KPIs)
Survey and Acceptance and

Financial Analysis SWOT Analysis
Questionnaire Evaluation Criteria
Risk Analysis and

Workshops Brainstorming Decision Analysis
Management
DECISION ANALYSIS — OVERVIEW
Decision analysis formally assesses a problem and possible decisions to determine the value
of alternate outcomes under conditions of uncertainty.
Decision Analysis Approach

Decision Value
Activities
ANALYZE POTENTIAL VALUE AND RECOMMEND SOLUTION(contd.)

Decision Value
Activities
Act of choosing a single

course of action from several
uncertain outcomes with
different values

Decision Value
Activities
Form of financial value,

scoring, or a relative ranking
depending on the approach,
level of uncertainty, quality of
information, and evaluation
criteria

Decision Value
Activities
Define problem statement
Define alternatives
Evaluate alternatives
Choose alternative to
implement
Implement choice
DECISION ANALYSIS — ELEMENTS
Decision Matrix
Elements
DECISION ANALYSIS — TOOLS AND TECHNIQUES
Pro versus Con Comparison Totally-partially-

considerations analysis not (TPN)
Multi-criteria Analytical
Force field
decision analysis hierarchy
analysis
(MCDA) process (AHP)
Computer-based
Decision tables Decision tree simulations and
algorithms
COMPONENTS OF DECISION ANALYSIS
Decision to be
made or problem Decision maker Alternative Decision criteria
statement
Decision matrix – a decision table where each criterion is evaluated for each
alternative and the total the number of criteria is matched for each alternate
Decision tree – a method of assessing the preferred outcome where multiple

sources of uncertainty may exist
Trade-offs – are relevant when a decision problem involves multiple

conflicting objectives
STAKEHOLDERS
End User
Sponsor Customer
Domain Subject
Regulator
Matter Expert
STAKEHOLDER
Implementation
Project Manager Subject Matter
Expert
KEY TAKEAWAYS
The Requirements Analysis and Design Definition knowledge area covers
the incremental and iterative activities ranging from the initial concept
and exploration of the need through the transformation of needs into a
Both requirements and designs are important. The main difference particular recommended solution.
between the requirements and designs is in how they are used and by
whom. Both may be high level or very detailed.
The form, level of details and what is being modeled are dependent on
the context, audience, and purpose.
Six tasks are performed in the Requirements Analysis and Design

Definition knowledge area. Elicitation results in any state are specified
and modeled, then verified and validated using business analysis
techniques.
Requirements architecture is used to structure all requirements and
designs considering the solution scope and information management
approach.
The business analyst defines design options based on the change strategy,
requirements architecture, and validated and prioritized requirements.
The most appropriate solution is recommended based on an evaluation of

all defined design options. Solution recommendation is further used as an
input to the task define change strategy.
CASE STUDY EXERCISE
Defect per Unit

CASE STUDY
OVERVIEW
ABOUT BATONICS
• A leading international financial services company
• Established in 1990
• One of leading mutual funds business managing assets of a large investor base
• Solution options - diversified and sector specific equity schemes
• Has one of the largest team of research analysts in the industry
• Provides services through the distributors
• Industry is regulated by the regulators
Existing investment process

must be improved Investors are switching
to competitors
Poor performance in the

Unable to transact
last 6 months
online through website
and mobile interfaces
BATONICS - International
Financial Services
Company
CASE STUDY
OVERVIEW – CURRENT STATE
Existing investor Lacks expertise to

needs to submit design and develop
transaction slips for advanced analytics
redemption and solution
additional purchases
BATONICS - International
Financial Services
Current analytics Company Website also has
models are based on distributed portal
limited parameters and with limited
data from limited functionality
sources
CASE STUDY
OVERVIEW – FUTURE STATE
Fund Managers
Able to transact online proactively manage
for redemption and funds
additional investment
Distributor services
to investor
BATONICS - International improved using
Analytics models
Financial Services CRM capability and
based on multiple
Company Digital marketing
parameters
tools
CASE STUDY
BUSINESS ANALYSIS ELICITATION ACTIVITIES
Specified and modeled the

requirements
Analyzed the requirements Verified the requirements
Validated the requirements

CASE STUDY
BUSINESS ANALYSIS AND DESIGN ACTIVITIES
Identified solution options Analyzed potential value Recommended a solution

CASE STUDY
EXERCISE
Questions Options
1 In the case study, which is the most important stakeholder while defining o Suppliers
design options? o Implementation SME
o Domain SME
o Project Manager
2 In the case study, which technique is likely to be used while defining solution o Vendor Assessment
options? o Workshop
o Brainstorming
o All of the above
3 In the case study, which technique is not likely to be used while specifying o Interface Analysis
and Modeling requirements? o Glossary
o Prototyping
o Brainstorming
4 Which of the following is not a likely factor to be considered while assessing o Available resources
each design options in the task “Analyze Potential Value and Recommend o Constraints on the solution
Solution”? o Dependencies between
requirements
o Stakeholder value
CASE STUDY
ANSWERS
Questions Response
1 In the case study, which of the stakeholders is most important while defining Suppliers
design options?
2 In the case study, which technique is likely to be used while defining solution All of the above
options?
3 In the case study, which technique is not likely to be used while specifying and Brainstorming
Modeling requirements?
4 Which of the following is not a likely factor to be considered while assessing each Stakeholder Value
design options in the task “Analyze Potential Value and Recommend Solution”?
Quiz
QUIZ
To validate requirements, they must be _____.
1
a. Specified and Modeled
b. Prioritized
c. Approved
d. Verified
QUIZ
To validate requirements, they must be _____.
1
b. Prioritized
c. Approved
d. Verified

Explanation: Requirements must be specified and modeled to validate requirements.
QUIZ
To verify requirements, they must be _____.
2
b. Prioritized
c. Approved
d. Maintained
QUIZ
To verify requirements, they must be _____.
2
b. Prioritized
c. Approved
d. Maintained

Explanation: Requirements must be specified and modeled to verify requirements.
QUIZ
Which techniques would be most useful when designing a new business process?
3
a. Business Rules Analysis, Data Flow Diagram, Metrics, and KPIs
b. Business Rules Analysis, Process Modeling, and State Diagram
c. Business Rules Analysis, Functional Decomposition, and Process Modeling
d. Data Flow Diagram, Interface Analysis, and Process Flow Diagram

QUIZ
Which techniques would be most useful when designing a new business process?
3
a. Business Rules Analysis, Data Flow Diagram, Metrics, and KPIs
b. Business Rules Analysis, Process Modeling, and State Diagram
c. Business Rules Analysis, Functional Decomposition, and Process Modeling
d. Data Flow Diagram, Interface Analysis, and Process Flow Diagram

Explanation: Business Rules Analysis, Functional Decomposition, and Process Modeling would be most useful when
designing a new business process. Business Rules analysis is necessary to ensure the new process enforces the correct
rules. Functional decomposition is useful for breaking down processes. Process modeling is used to describe new business
processes.
QUIZ
A use case diagram includes _____.
4
a. Actors, Use Cases, and Association
b. Users, Cases, and Diagrams
c. Features to be included in the system
d. System, Interfaces, and Use Cases

QUIZ
A use case diagram includes _____.
4
a. Actors, Use Cases, and Association
b. Users, Cases, and Diagrams
c. Features to be included in the system
d. System, Interfaces, and Use Cases

Explanation: A use case diagram includes Actors, Uses Cases and Association.
This concludes “Requirements Analysis and Design Definition.”
The next lesson is “Solution Evaluation.”

THANK YOU
CBAP® Exam Preparation Course
Lesson 8 – Solution Evaluation
Measure solution performance
Analyze performance measures
Assess the limitations of the solution
Assess the limitations of an enterprise
Recommend actions to increase solution

value
INTRODUCTION
The Solution Evaluation Knowledge area

Assesses the performance of an
enterprise solution
$$
Assesses the value delivered by the
enterprise solution
Business Analyst
ACTION Recommends action for improving

the value
SOLUTION EVALUATION
Solution Evaluation
Requirements Analysis
Strategy Analysis and Design Definition
Potential Actual
Value Need Solution Requirements Design Proof of Concept Pilot Operating
Scope or Prototype release or Solution
Value
Beta
SOLUTION EVALUATION
OVERVIEW
Recommend a change to be made either to the solution

or the enterprise in order to realize the potential value of a
Change
solution
Need Solution
Evaluate how the solution or solution
component is fulfiling the need Assess the performance of the solution
Elicit information from the stakeholders Consider the context in determining

about solution performance and value solution performance measures and
Stakeholder Context
delivery any limitations within the context
Value
Determine if the solution is delivering the
potential value and examine why value may not
be realized
SOLUTION EVALUATION
INPUTS, TASKS, AND OUTPUT
1 4 5
2 3
Measure Assess Recommend
Analyze Assess
Solution Enterprise Actions to
Performance Solution
Performance Limitations Increase
Measures Limitations
Value
SOLUTION EVALUATION (contd.)
• Business Objectives
• Implemented solution
(External)
I
N
P
U
T
S
1 2 3 4 5
Measure Analyze Assess Assess Recommend
O Enterprise
Solution Performance Solution Actions to
U Limitations
Performance Measures Limitations Increase
T
Solution Value
P
U
T
Solution performance
measure
• Potential value
I measures
N
P
U
T
S
1 2 3 4 5
Solution O Performance Solution Enterprise Actions to
Performance U Measures Limitations Limitations Increase
T Solution Value
P
U
T
analysis
I analysis
N
P
U
T
S
1 2 3 4 5
Solution Performance O Solution Enterprise Actions to
Performance Measures U Limitations Limitations Increase
T Solution Value
P
U
T
Solution limitation
analysis
I • Current state description
N
P
U
T
S
1 2 4 5
Measure Analyze 3 Assess Recommend
Solution Performance Assess O Enterprise Actions to
Performance Measures Solution U Limitations Increase
Limitations T Solution Value
P
U
T
Enterprise limitation
• Solution limitation
• Enterprise limitation
I
N
P
U
T
S
1 2 5
Measure Analyze 3 4 Recommend
Assess O
Solution Performance Assess Actions to
Enterprise U
Performance Measures Solution Increase
Limitations T
Limitations P Solution Value
U
T
Recommend actions
Topic 8.1: Measure Solution Performance
Purpose
Elements
Guidelines
Defect per and
Unit Tools
Techniques
Stakeholders
MEASURE SOLUTION PERFORMANCE
PURPOSE
Define performance measures
Use the data collected to evaluate the effectiveness of a

solution
1
Measure
Solution
Performance Select a measure based on the solution and the context
Assess solution performance through KPIs

MEASURE SOLUTION PERFORMANCE (contd.)
PURPOSE
• Business Objectives Business objectives provide measureable results that the enterprise wants to
achieve.
• Implemented
solution (External)
I The implemented solution or solution components may be in any form.
N
P
U
T
S
1
Measure
O Solution
U Performance
T
P
U
T
measure
ELEMENTS
1
Measure
Solution
Performance
DEFINE VALIDATE COLLECT
Solution performance measures
• Include:
o Business goals
o Objectives
o Processes
• Can be:
o Quantitative – Numerical
or countable
o Qualitative - Subjective
o Both
ELEMENTS
1
Measure
Solution
Performance
Validate performance measures:
• The Solution Performance

measures are validated with
the stakeholders.
• The decision on the measure

to be used resides with the
sponsor.
ELEMENTS
1
Measure
Solution
Performance
To collect performance measures:
• Consider volume or sample

size
• Consider frequency and timing

The business analyst may use the following guidelines and tools.
Help determine value of the

Requirements (Validated) solution
Sets the boundaries to

1 Solution Scope measure and evaluate
Measure
Solution
Performance
Provides expected potential
Future State Description value
Used to implement potential

Change Strategy value
TECHNIQUES
There are 13 techniques for measuring solution performance.
Used to define measures, acceptance levels, and outcome of the solution
1. Acceptance and Evaluation Criteria

1
Measure
Solution
Performance 2. Benchmarking and Market Analysis
3. Non-Functional Requirements
Analysis
4. Use Cases and Scenarios

TECHNIQUES
Used to define performance measures for a proposed solution
5. Business Cases
1
Measure
Solution
Performance
TECHNIQUES
Used to collect large amounts of data about solution performance
6. Data Mining
1
Measure
Solution
Performance
TECHNIQUES
Used to help stakeholders take decisions on ways to measure solution

performance
7. Decision Analysis
1
Measure
Solution
Performance
TECHNIQUES
Used to gather opinions, feedback, and attitudes toward solution performance
8. Observations
1
Measure
Solution
Performance
9. Surveys and Questionnaires
10. Focus Groups

TECHNIQUES
Used to simulate the solution in order to determine solution performance
11. Prototyping
1
Measure
Solution
Performance
TECHNIQUES
Used to measure solution performance
12. Metrics and Key Performance Indicators

1
Measure
Solution
Performance
TECHNIQUES
Used to evaluate and select performance measures of vendors that must be

included in the solution performance assessment
13. Vendor Assessment

1
Measure
Solution
Performance
STAKEHOLDERS
Project Manager
Domain SME
End User Sponsor
1
Measure
Solution
Performance
Business Analyst
Customer Regulator
STAKEHOLDERS
Project Manager
Domain SME
End User Sponsor
Provide
feedback
Business Analyst
Customer Regulator
Provides
STAKEHOLDERS
potential
measures
Project Manager
Domain SME
End User Sponsor
Business Analyst
Customer Regulator
STAKEHOLDERS
Maintains schedules
and executes
performance tasks
Domain SME Project Manager
End User Sponsor
Business Analyst
Customer Regulator
STAKEHOLDERS
Project Manager
Domain SME
Approves
End User Sponsor measures
Business Analyst
Customer Regulator
STAKEHOLDERS
Project Manager
Domain SME
End User Sponsor
Prescribes
constraints and
Business Analyst guidelines
Customer Regulator
Topic 8.2: Analyze Performance Measures
Purpose
Elements
Defect per Unit
Techniques
Stakeholders
ANALYZE PERFORMANCE MEASURES
PURPOSE
Analyze
Provide collected
insights into measures to
the derive
performance actionable
of the solution items
Consider
enterprise
goals and
objectives
2
Analyze
Performance
Measures
Consider the
risk
associated
with the
Consider Consider the solution
other stated risk tolerance
targets of the
enterprise and
stakeholders
PURPOSE
• Potential value
I measures
N
P
U
T
S
2 Potential value can be used as a benchmark against which

Analyze solution performance can be evaluated.
O Performance
U Measures
T
P
U
T
analysis
ELEMENTS
2
Analyze
Performance
Measures
SOLUTION PERFORMANCE PERFORMANCE
RISKS TRENDS ACCURACY
Vs VARIANCES
DESIRED VALUE
The business analyst

assesses the performance of
the solution and helps
stakeholders understand its
value.
ANALYZE PERFORMANCE MEASURES (contd.)
ELEMENTS
2
Analyze
Performance
Measures
Vs. VARIANCES
DESIRED VALUE
New risks may be uncovered

while assessing solution
performance and must be
managed.
ELEMENTS
2
Analyze
Performance
Measures
Vs. VARIANCES
DESIRED VALUE
The data collection period is

an important factor to be
considered when analyzing
performance data.
ELEMENTS
2
Analyze
Performance
Measures
Vs. VARIANCES
DESIRED VALUE
The results of performance

measures should be
reproducible and repeatable to
ensure accuracy.
ELEMENTS
2
Analyze
Performance
Measures
Vs. VARIANCES
DESIRED VALUE
Variance is the difference

between expected and actual
performance.
To understand the causes of
variance, root cause analysis
must be performed.

Solution Scope measure and evaluate
2 Provides expected potential

Analyze Future State Description value
Performance
Measures
Provide overall level of risk

Risk Analysis Results and planned risk responses
TECHNIQUES
There are 9 techniques for analyzing performance measures.
Used to determine the expected value of a solution
1. Interviews
2
Analyze
Performance
Measures 2. Surveys and Questionnaires
TECHNIQUES
Used to determine risks, trends, and variance
2 3. Benchmarking and Market Analysis

Analyze
Performance
Measures
4. Data Mining
TECHNIQUES
Used to identify, analyze, and develop a risk response plan
2 5. Risk Analysis and Management

Analyze
Performance
Measures
TECHNIQUES
Used to define acceptable solution performance through acceptance criteria
2 6. Acceptance and Evaluation Criteria

Analyze
Performance
Measures
TECHNIQUES
Used to determine how well a solution contributes to goals
2 7. Metrics and Key Performance Indicators

Analyze
Performance
Measures
TECHNIQUES
To observe a solution in action
2 8. Observations
Analyze
Performance
Measures
TECHNIQUES
Used to determine causes of performance variance
2 9. Root Cause Analysis

Analyze
Performance
Measures
DATA MINING
Data Mining:
• Is an analytical process of examining large amounts of data from different perspectives.
• Results describe the underlying patterns and relationships in the data.
• Is used to improve decision making by finding insights from data.
Descriptive Enables finding patterns in a set of data
Diagnostic Shows why a pattern exists in a set of data
DATA MINING
Enables calculating the probability of a

Predictive
particular scenario occurring in the future
DATA MINING – STRENGTHS AND LIMITATIONS
• Requires specialized
DATA MINING Can reveal hidden patterns knowledge
and can provide insights • Applying techniques without
during analysis understanding them may
result in erroneous
judgements during analysis
DATA MINING - PROCESS
Requirements Data Data

Deployment
Elicitation Preparation Analysis
DATA MINING
PROCESS
• Data mining is performed for identified
business decisions or in a functional area.
• A decision modeling technique is used as

a top-down data mining strategy.
• A pattern discovery exercise is used as a

bottom-up data mining strategy.

Deployment
DATA MINING
PROCESS
• Data mining tools work on analytical data
sets.
• Therefore, data sets must contain data of

appropriate types, volume, and quality.

Deployment
DATA MINING
PROCESS
• A wide variety of statistical measures are
applied and visualization tools are used.
• Examples of tools used:

o Classification and Regression Trees
o C5
o Linear and Logistic Regression
o Neural Networks
o Support sector Machines
o Predictive Scorecards

Deployment
DATA MINING
PROCESS
• Models must be deployed to be useful.
• Models support human decision-making

processes or automated decision-making
systems.
STAKEHOLDERS
Project Manager
2
Analyze
Performance Domain SME
Measures
Business Analyst
Sponsor
STAKEHOLDERS
Project Manager
2
Analyze
Measures Identify risks
Business Analyst and provide
insights into
the data
Sponsor
STAKEHOLDERS
Responsible
for risk
management
and may
Project Manager
participate in
risk analysis
2
Analyze
Measures
Business Analyst
Sponsor
Topic 8.3: Assess Solution Limitations
Purpose
Elements
Defect per Unit
Techniques
Stakeholders
ASSESS SOLUTION LIMITATIONS
PURPOSE
I analysis
N
P
U
T The purpose of the task is to determine factors internal to the
S solution that restrict the full realization of its value.
3
Assess
O Solution
U Limitations
T
P
U
T
Solution limitation
ELEMENTS
3
Assess
Solution INVESTIGATE
ASSESS
Limitations IDENTIFY INTERNAL SOLUTION SOLUTION
IMPACT
COMPONENT DEPENDENCIES PROBLEMS
A solution may have internal

dependencies that limit the
performance of the entire
solution.
ASSESS SOLUTION LIMITATIONS (contd.)
ELEMENTS
3
Assess
Solution
INVESTIGATE ASSESS
Limitations IDENTIFY INTERNAL SOLUTION IMPACT
SOLUTION
COMPONENT DEPENDENCIES PROBLEMS
Problems must be analyzed to

identify their source.
ELEMENTS
3
Assess
Solution
Limitations IDENTIFY INTERNAL SOLUTION INVESTIGATE ASSESS
COMPONENT DEPENDENCIES SOLUTION IMPACT
PROBLEMS
Identified problems must be

assessed to evaluate their effect
on the solution’s capability to
deliver potential value.


3 Change Strategy value
Assess
Solution
Limitations
TECHNIQUES
There are 11 techniques for assessing solution limitations.
Used to see up to what level the solution meets the defined acceptance criteria
3 1. Acceptance and Evaluation Criteria

Assess
Solution
Limitations
TECHNIQUES
Used to see if other organizations are experiencing similar solution challenges

Assess
Solution
Limitations
TECHNIQUES
Used to illustrate current business rules and decisions, and the changes required
to achieve the potential value of the change
3 3. Business rules Analysis

Assess
Solution
Limitations
4. Decision Analysis
TECHNIQUES
Used to identify the factors constraining the solution
3 5. Data Mining
Assess
Solution
Limitations
TECHNIQUES
Help in performing problem analysis
3 6. Interviews
Assess
Solution
Limitations

TECHNIQUES
Used to identify underlying causes of the solution problems

Assess
Solution
Limitations
TECHNIQUES
Used to record stakeholder concerns on why the solution is not meeting potential
value
3 9. Item Tracking
Assess
Solution
Limitations
TECHNIQUES
Used to identify what can be learned from the previous stages of solution
development
3 10. Lessons Learned

Assess
Solution
Limitations
TECHNIQUES
Used to identify, analyze, and manage the risks related to potential limitations of
the solution.

Assess
Solution
Limitations
STAKEHOLDERS
Regulator
Domain SME
End User Sponsor
3
Assess
Solution
Limitations
Business Analyst
Customer Tester
STAKEHOLDERS
Regulator
Domain SME
End Users Sponsor
Review and
provide
feedback
Business Analyst
Customer Tester
STAKEHOLDERS
Identifies the potential
limitations to realization of
the solution’s value
Regulator
Domain SME
End Users Sponsor
Business Analyst
Customer Tester
STAKEHOLDERS
Is consulted about the
planning and potential
value of a solution
Regulator
Domain SME
End Users Sponsor
Business Analyst
Customer Tester
STAKEHOLDERS
Regulator
Domain SME Approves the
potential value
and the change
End Users Sponsor to the potential
value
Business Analyst
Customer Tester
STAKEHOLDERS
Regulator
Domain SME
End Users Sponsor
Identifies solution
problems during
Business Analyst construction and
Customer Tester
implementation
Topic 8.4: Assess Enterprise Limitations
Purpose
Elements
Defect per Unit
Techniques
Stakeholders
ASSESS ENTERPRISE LIMITATIONS
PURPOSE
• Current state description
• Implemented or constructed
solution (external)
I
• Solution performance analysis
N
P
U
T The purpose of the task is to determine how factors external to the
S solution are restricting value realization.
4
Assess
Enterprise
O Limitations
U
T
P
U
T
Enterprise limitation
ELEMENTS
4
Assess
Enterprise
Limitations ORGANIZATION
ENTERPRISE CULTURE STAKEHOLDER OPERATIONAL
STRUCTURE
ASSESSMENT IMPACT ANALYSIS ASSESSMENT
CHANGES
This element is used to

determine the cultural changes
required to better realize value
from a solution.
ASSESS ENTERPRISE LIMITATIONS (contd.)
ELEMENTS
4
Assess
Enterprise
STRUCTURE
CHANGES
This element provides

information on how the solution
will affect a particular
stakeholder group.
ELEMENTS
4
Assess
Enterprise
STRUCTURE
CHANGES
This element helps a business

analyst assess how the
organization structure will be
impacted by a solution.
ELEMENTS
4
Assess
Enterprise
STRUCTURE
CHANGES
This element helps to determine

if the enterprise will be able to
adapt or effectively use a
solution.
Help determine solution

Business Objectives performance

4 Provides expected potential

Future State Description value
Assess
Enterprise
Limitations

TECHNIQUES
There are 18 techniques for assessing enterprise limitations.
Help in identifying organizational gaps or stakeholder concerns
1. Brainstorming
4
Assess
Enterprise 2. Interviews
Limitations
3. Surveys or Questionnaires
4. Workshops
TECHNIQUES
Used to understand the organization structure, its culture, and its operations
4 5. Document Analysis
Assess
Enterprise
Limitations
TECHNIQUES
1 2
Used to identify possible opportunities to improve solution performance
5 3
4
4 6. Process Analysis
Assess
Enterprise
Limitations
TECHNIQUES
Used to illustrate current or changed business processes to achieve the potential

value of the solution
4 7. Process Modeling
Assess
Enterprise
Limitations
TECHNIQUES
Used to assist in making decisions under uncertain conditions
4 8. Decision Analysis
Assess
Enterprise
Limitations
TECHNIQUES
Used to identify the underlying causes of enterprise limitations

Assess
Enterprise
Limitations
TECHNIQUES
Used to ensure that issues identified during assessments are tracked and resolved
4 10. Item Tracking

Assess
Enterprise
Limitations
TECHNIQUES
Used to identify previous initiatives and enterprise interactions with the solution
4 11. Lessons Learned

Assess
Enterprise
Limitations
TECHNIQUES
! the enterprise

Assess
Enterprise
Limitations
TECHNIQUES
Used to identify existing enterprise interactions

Assess
Enterprise
Limitations
TECHNIQUES
Used to identify the factors constraining the performance of the solution
4 14. Data Mining

Assess
Enterprise
Limitations
TECHNIQUES
Used to observe the interactions between the enterprise and the solution
4 15. Observations
Assess
Enterprise
Limitations
TECHNIQUES
Used to identify the required changes to the organization’s structure
4 16. Organizational Modeling

Assess
Enterprise
Limitations
TECHNIQUES
Used to determine stakeholder roles and permissions
4 17. Roles and Permissions Matrix

Assess
Enterprise
Limitations
TECHNIQUES
S W Used to demonstrate how a change will help the organization maximize its
O T strengths and minimize its weaknesses
4 18. SWOT Analysis

Assess
Enterprise
Limitations
ROLES AND PERMISSIONS MATRIX
Roles
Purchase
Purchase
Accounts
Accounts
Manager
Manager
Roles and
Officer
Officer
Officer
Stores
Permissions Matrix
Create Account
X X
Modify Account
X
Create Organization
Activities X
Create Order
X X
Edit Order
X X
View Order
X X X X X
• Is used to ensure that all the activities are covered by delineating

responsibilities and identifying roles
• Provides procedural checks and balances and data security
ROLES AND PERMISSIONS MATRIX - ELEMENTS
To create the Roles and Permissions Matrix, the business analyst needs to perform the following:
Identify Roles Identify Authorities
• Organizational models • Identify the level of authority

• Job descriptions for each role
• User guides • Delegations
• Procedural manuals • Inheritance
Identify Activities
• Functional decomposition
• Process modeling
• RACI Matrix
• CRUD Matrix
ASSESS ENTERPISE LIMITATIONS
STAKEHOLDERS
Domain SME
End Users Regulator
4
Assess
Enterprise
Limitations
Business Analyst
Customer
Sponsor
ASSESS ENTERPISE LIMITATIONS (contd.)
STAKEHOLDERS
Domain SME
End Users Regulator
May interact with

the organization
in the use of the Business Analyst
Customer
solution
Sponsor
STAKEHOLDERS
May be
Domain SME
customers or
employees
End Users Regulator
Business Analyst
Customer
Sponsor
STAKEHOLDERS
May provide inputs on

how the organization
interacts with the solution
Domain SME
End Users Regulator
Business Analyst
Customer
Sponsor
STAKEHOLDERS
Domain SME May have unique

inputs to
organizational
End Users Regulator assessment
Business Analyst
Customer
Sponsor
STAKEHOLDERS
Domain SME
End Users Regulator
Authorizes and
Business Analyst ensures funding
Customer for solution
Sponsor delivery
Topic 8.5: Recommend Actions to increase Solution Value
Purpose
Elements
Defect per Unit
Techniques
Stakeholders
RECOMMEND ACTIONS TO INCREASE SOLUTION VALUE
PURPOSE
• Solution limitations
• Enterprise limitations
I
N
P
The purpose of the task is to:
U
T
• enable identifying factors causing the gap between potential
S
value and actual value.
5 • identify alternatives to improve solution performance and value
Recommend realization.
Actions to
O
Increase
U
Solution
T
Value
P
U
T
Recommended actions
ELEMENTS
5
Recommend
Actions to
Increase
Solution PROVIDE FACTORS IMPACT
ADJUST SOLUTION
Value PERFORMANCE MEASURES RECOMMENDATIONS DECISIONS
The business analyst defines

appropriate measures when the
solution performance is not
supporting business goals and
objectives.
RECOMMEND ACTIONS TO INCREASE SOLUTION VALUE (contd.)
ELEMENTS
5
Recommend
Actions to
Increase
ADJUST SOLUTION
To increase solution performance,

recommendations may include:
• Do nothing
• Make an organizational change
• Reduce complexity of interfaces
• Eliminate redundancy
• Avoid waste
• Identify additional capabilities
• Retire the solution
ELEMENTS
5
Recommend
Actions to
Increase
ADJUST SOLUTION
Factors that impact the decision:
• Ongoing cost versus initial investment
• Opportunity cost
• Necessity
• Sunk cost
Help determine solution

Business Objectives performance
5
Recommend Sets the boundaries to
Actions to Solution Scope measure and evaluate
Increase
Solution
Value
Provides the context in which
Current State Description work needs to be completed
TECHNIQUES
There are 9 techniques for recommending actions to increase solution value.
Used to identify the factors constraining the performance of the solution
5
Recommend 1. Data Mining
Actions to
Increase
Solution
Value
TECHNIQUES
Used to make decisions under conditions of uncertainty
5
Recommend 2. Decision Analysis
Actions to
Increase
Solution
Value
TECHNIQUES
1 2
Used to identify possible opportunities to improve performance
5 3
4
5
Recommend 3. Process Analysis
Actions to
Increase
Solution
Value
TECHNIQUES
Used to assess the potential costs and benefits of a change
5
Recommend 4. Financial Analysis
Actions to
Increase
Solution
Value
TECHNIQUES
Used to gather opinions, feedback, and attitudes to determine if value has been
met or exceeded
5
Recommend 5. Focus Groups
Actions to
Increase
Solution
Value
TECHNIQUES
Used to ensure identification of the required changes to the organization structure
5
Recommend 7. Organizational Modeling
Actions to
Increase
Solution
Value
TECHNIQUES
Used to identify the relative value of different actions to improve solution

performance
5
Recommend 8. Prioritization
Actions to
Increase
Solution
Value
TECHNIQUES
the solution
5
Recommend 9. Risk Analysis and Management
Actions to
Increase
Solution
Value
STAKEHOLDERS
Domain SME
End Users Regulator
5
Recommend
Actions to
Increase
Solution
Value
Business Analyst
Customer
Sponsor
STAKEHOLDERS
Domain SME
End Users Regulator
May interact with

the organization
in the use of the Business Analyst
Customer
solution
Sponsor
STAKEHOLDERS
May be
Domain SME
customers or
employees
End Users Regulator
Business Analyst
Customer
Sponsor
STAKEHOLDERS
May provide inputs on
how to change the
solution in order to
increase value
Domain SME
End Users Regulator
Business Analyst
Customer
Sponsor
STAKEHOLDERS
Domain SME May have unique

inputs to
organizational
End Users Regulator assessment
Business Analyst
Customer
Sponsor
STAKEHOLDERS
Domain SME
End Users Regulator
Authorizes and
ensures funding
Business Analyst for implementation
Customer
of recommended
Sponsor actions
KEY TAKEAWAYS
Solution evaluation is the process of assessing performance and

value delivered by a solution in use by the enterprise, and to
recommend removal of barriers or constraints that prevent the full
Solution or a solution component may be in any form - prototype or realization of the value.
proof of concept, pilot or beta release, or operational release.
Measure solution performance is to define performance measures

and use the data collected to evaluate effectiveness of a solution.
The collected measures are analyzed to derive meaning and

actionable items.
The business analysts shall determine the factors internal and

external to the solution that restrict the full realization of value.
The business analyst shall recommend appropriate actions to
increase solution value, keeping in mind solution and enterprise
limitations.
It’s not necessary that recommendations are always made for

increasing solution performance. Depending on the reason, it may
be reasonable to take no action, adjust factors external to the
solution, or reset expectations from the solution.
Lesson 8: SOLUTION EVALUATION
CASE STUDY EXERCISE
Defect per Unit

CASE STUDY
OVERVIEW
Quick facts:
Established in 1990
Leading Mutual Funds
business
Has one of the largest
teams of research
analysts
Diversified and sector
specific equity schemes
Services through
distributors
CASE STUDY
OVERVIEW – CURRENT STATE
Investors need to submit

transaction slips for redemption
and additional purchases.
Current analytics models are

based on limited parameters
and data from limited sources.
Current State
CASE STUDY
OVERVIEW – FUTURE STATE
Investors are able to submit Fund Managers proactively

request online for redemption manage funds using analytics
and additional purchases. model based on multiple
parameters.
Future State Distributor services to existing

and new investors improves
using CRM capability and digital
marketing tools.
CASE STUDY
Activities in Elicitation, Analysis, and Design:
Business analyst identifies Requirements are elicited, Implementation team is

solution options, analyzes analyzed, specified, modeled, develops the solution
potential value, and verified, validated, and incrementally to enhance
recommends a solution. allocated to solution investor and distributor services.
components.
The in-house team integrates the analytics

Vendors provide analytics solution with the existing solution.
solutions to the fund managers.
CASE STUDY
Activities in Requirements Management and Communication and Solution Evaluation:
The business analyst analyzes

The business analyst prioritizes performance measures and assesses
the requirements and the solution and enterprise limitations.
communicates them iteratively.
The business analyst is also involved

in validating the incremental solution
to ensure value delivery.
CASE STUDY
EXERCISE
Questions Response
1 In the case study, what is the type of solution Create
approach used? Purchase
A combination of both
None of the above
2 Which of the following should a business analyst Solution limitation

know to recommend actions to increase solution Current state description
value? Enterprise limitation
All of the above
3 Which one of the following is most likely a factor Existing system interfaces
limiting the vendor solution performance? Fund manager skills
Distributor skills
None of the above
4 Which one of the following is not a likely to be Skill and Training Needs
considered while performing operational Tools and Technology that support a solution
assessment in the task ‘Assess Enterprise Policies and Procedures
Limitations’? Organizational Culture
CASE STUDY
ANSWERS
Questions Answers
1 In the case study, what is the type of solution approach used? A combination of both
2 Which of the following should a business analyst know to All of the above
recommend actions to increase solution value?
3 Which one of the following is most likely a factor limiting the vendor Existing system interfaces
solution performance?
4 Which one of the following is not a likely to be considered while Organizational Culture
performing operational assessment in the task ‘Assess Enterprise
Limitations’?
Quiz
QUIZ
Which one of the following should the business analyst not consider when collecting performance
measures?
1
a. Sample Size
b. Objective
c. Frequency
d. Timing
QUIZ
Which one of the following should the business analyst not consider when collecting performance
measures?
1
a. Sample Size
b. Objective
c. Frequency
d. Timing
Explanation: The business analyst need not consider the objective when collecting performance measures. The business analyst shall consider Volume or Sample
Size, Frequency, and Timing when collecting performance measures.
QUIZ
What does CRUD stand for?
2
a. Create, Restore, Update, Delete
b. Create, Read, Update, Delete
c. Create, Restore, Upload, Download
d. Customer, Regulator, User, Developer

QUIZ
What does CRUD stand for?
2
a. Create, Restore, Update, Delete
b. Create, Read, Update, Delete
c. Create, Restore, Upload, Download
d. Customer, Regulator, User, Developer
Explanation: CRUD Stands for Create, Read, Update, Delete

QUIZ
Which one of the following should not be considered while taking decisions regarding replacing a solution?
3
a. Necessity
b. Sunk Cost
c. Ongoing Cost
d. All of the above

QUIZ
Which one of the following should not be considered while taking decisions regarding replacing a solution?
3
a. Necessity
b. Sunk Cost
c. Ongoing Cost
d. All of the above
Explanation: Sunk Cost should not be considered while taking decisions regarding replacing a solution.
Sunk Cost is the money and effort already committed to an initiative, which cannot be recovered. So, the business analyst should not consider sunk cost when
considering future action.
QUIZ
Which one of the following is a common input to the tasks solution limitations and enterprise limitations?
4
a. Current State Description
b. Future State Description
c. Potential Value
d. Solution Performance Measure

QUIZ
Which one of the following is a common input to the tasks solution limitations and enterprise limitations?
4
a. Current State Description
b. Future State Description
c. Potential Value
d. Solution Performance Measure
Explanation: Solution Performance Measure is an input to both the tasks, solution limitations and enterprise limitations.
QUIZ
Which one of the following is not a type of data mining techniques?
5
a. Prescriptive
b. Descriptive
c. Predictive
d. Diagnostic
QUIZ
Which one of the following is not a type of data mining techniques?
5
a. Prescriptive
b. Descriptive
c. Predictive
d. Diagnostic
Explanation: Data mining is a general term that covers three types of techniques - Descriptive, Diagnostic, and Predictive .
This concludes “Solution Evaluation.”
The next lesson is “The Agile Perspective.”

THANK YOU

CCBA Certification PDF

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CCBA® Exam Preparation Course

Lesson 1 – Introduction to IIBA ® and CCBA ® Certification

Benefits of IIBA® Professional

Eligibility for CCBA ® certification

The exam application process

The exam outline

Defines standards for business

Identifies the skills necessary Through the IIBA® Business

Recognizes business analysis Through the ECBA®, CCBA®,

• Volunteer with the organization

Benefits to the individual

INDIVIDUAL Competence in the principles

Improved overall performance,

Recognition for having

Benefits to the organization

Enables establishment and implementation of

Ensures more reliable and higher quality results

Helps identify professional business analysts to

Professional Development 21 Hours in the last 4 Years

Signed Code of Conduct Yes

Step 4 Take the

• Application and Exam Fees

Application Fee (non-refundable) $125 $125

Exam Fee – English and Japanese $325 $450

Exam Fee – German *$770 $880

Exam Cancellation Fee (CBT) $50 $50

Exam Re-write Fee – English and Japanese $250 $375

Exam Re-write Fee – German *$430 $540

To prepare for the exam:

Find opportunities to practice tasks by

Review the BABOK® Learning Guide

Review Frequently Asked Questions

Review recommended resources on the

Attend training as needed Review available study guide(s)

Business Analysis Planning and Monitoring 12%

Elicitation and Collaboration 20%

Requirements Life Cycle Management 18%

Strategy Analysis 12%

Requirements Analysis and Design Definition 32%

Ensures that the Business Analysis Ensures that the Business

Encourages the ongoing Encourages and recognizes

Offers a standard and objective

Sustains the global recognition

CERTIFICATION RENEWAL ADDITIONAL NOTES CDU CATEGORIES

To ensure receiving all IIBA® 1. Formal Academic Education

CCBA® Recertification Report 60 accepted CDUs and

Membership of IIBA® provides several benefits, both to the

Applying and taking the exam is a 5-step process.

Eligibility for the CCBA certification includes specified levels of work

The CCBA exam is a 3.5-hours long exam and consists of 150

The next lesson is “Introduction to BABOK® Guide Version 3.”

What is business analysis?

What does a business analyst do?

Business Analysis Core Concept Model

Techniques and perspectives in

Who is a Business Analyst?

The act of transformation in response to need

Circumstances that influence or are

1. Business Analysis Planning and Monitoring

2. Elicitation and Collaboration

3. Requirements Lifecycle Management

5. Requirements Analysis and Design Definition

1. Business Analysis Planning and Monitoring