ITU Business Analysis PMI-PBA Course1

Business analysis
PMI-PBA Course
Sudatel Telecommunications Academy (Sudacad)

Welcome To BA Course
Let us discuss the following concepts !!!
Do you know what Business Analysis

means?
Do you have a Project Management

Knowledge / Certificate?
BUSINESS ANALYSIS | PMI-PBA COURSE
Sudatel Telecommunications Academy (Sudacad) 2

Why Business Analysis?
The number one reason for

troubled projects is related to
. requirements
Strategies for Project Recovery (PM 2011

.Solutions)
Source: The State of Requirements Management Report

2011 PMI Resources

Business Analysis Context

What is Business Analysis?
The application of knowledge, skills, tools, and techniques to:

In short, business analysis
Determine problems and identify is the set of activities
;business needs performed to identify
business needs and
recommend relevant
Identify and recommend viable solutions solutions; and to elicit,
;for meeting those needs document, and manage
.requirements
Elicit, document, and manage stakeholder requirements
;in order to meet business and project objectives
Facilitate the successful implementation of the product, service, or end

.result of the program or project

Organizational Context
Organization Environment Idea

Organizational Strategy External
Key Business Value Opportunities Environment
Benefits Initiatives
Organizational Project Environment

Boundaries Deployed Designed
Business
Organizations
Units Development
Logical Flow of Business Case
Work Operations SOW
Constructed
Solution
Project , Program
Deliverables Management

The relationship between BA and PM
serve in critical leadership roles

on programs and projects.
When these roles work in

partnership and collaborate
effectively together, a project will
have a much higher chance of
being successful
Business Analyst 19 %
The number of business analysis jobs
Is any person who performs business increase rate by 2022.
analysis activities.
U.S. Bureau of Labor Statistics.

Business Analysis for Practitioners
Provides guidance on how to apply effective business

analysis practices on programs and projects and to drive
successful business outcomes.
The Structure of the BA Practice Guide

Needs Assessment
Gap
Analyze a current business Analysis
problem or opportunity.
It is used to assess the current internal and external environments and current capabilities of
the organization in order to determine the viable solution options that, when pursued, would
help the organization meet the desired future state.
It is the needs assessment and business case that build the foundation for
.determining the project objectives and serve as inputs to a project charter

BA Needs Assessment Tasks

Identify Problem or Opportunity
Identify the problem being solved or the

opportunity that needs to be addressed.
To avoid focusing on the solution too soon.
Elicit information to uncover the data necessary

to fully identify the problem or opportunity.

Identify stakeholders
A stakeholder is an individual, group, or organization that may affect,

be affected by, or perceive itself to be affected by a decision, activity,
or outcome of a program or project.
Sponsor who is initiating and responsible for the project,

Stakeholders who will / May:
benefit from an improved program or project,
articulate and support the financial or other benefits of a solution,
use the solution,
whose role and/or activities performed may change as a result of the
solution,
regulate or otherwise constrain part or all of a potential solution,
implement the solution, and
support the solution.

Categorize stakeholders
The affected stakeholders can be categorized using a responsibility

assignment matrix such as a RACI model:
RResponsible. Person performing the needs assessment,

AAccountable. Person(s) who approves the needs assessment,
including the business case, when warranted,
CConsult. Person or group to be consulted for input to understand

the current problem or opportunity,
IInform. Person or group who will receive the results of the needs
assessment.

Categorize stakeholders
Example RACI for Assessing Business Need

Source: Business Analysis for Practitioners: A Practice Guide

Investigate the Problem or Opportunity
focuses on learning enough about the problem or opportunity to

adequately understand the situation,
but avoids conducting a complete requirements analysis at this stage.
conduct interviews with stakeholders

review any existing documentation about current processes,
methods, or systems
Use the process modeling technique to document current as is
processes of the business
monitor or observe the business performing their work in order to
discover elements of the current as-is process. (Observation)

Gather Relevant Data
To Evaluate the Situation sizing up the situation
The lack of data can result in proposing solutions that

are either too small or too large compared to the
problem at hand.
When no internal data exists or when it cannot be

feasibly collected, benchmarking may be performed.
Once the desired data is assembled, techniques such as

Pareto analysis and trend analysis can be used to
analyze and structure the data.

Draft the Situation Statement
the business analyst should draft a situation

statement by documenting the current problem that
needs to be solved or the opportunity to be
explored.
The format of a situation statement is as follows:

Problem (or opportunity) of a
Has the effect of b
With the impact of c

Obtain Stakeholder Approval
Once the situation statement is drafted, agreement is

obtained from the affected stakeholders that were
previously identified to ensure that the situation
statement correctly defines the situation.
Approval may be formal or informal, depending on the

preferences of the organization.
The business analyst leverages skills such as facilitation,

negotiation, and decision making to lead stakeholders
through this process.

Assess Current State of the Organization
Analyzed problem or The big

picture
opportunity in greater
detail to discover
important components
such as the root causes of
the problems identified in
the situation statement.

Assess Organizational Goals and Objectives
broad-based and may span one or

Goals more years.
enable goals; these are more specific and

Objectives tend to be of shorter term than goals, often
with durations of 1 year or less.
An organization accomplishes its objectives in various

ways, including through programs and projects.
The most common link between goals and objectives

and programs and projects is the business case.

Assess Organizational Goals and Objectives
Review the organization, business strategy documents to

acquire an understanding of:
the industry and its markets,
the competition, Business
products and services currently available, requirements
potential new products or services, and
other factors used in developing organizational
strategies.
In the absence of such plans, it may be necessary to

interview stakeholders to determine this information.
Remember, the objectives should be SMART

SWOT Analysis

Relevant Criteria
Goals and objectives provide criteria that may be used

when making decisions regarding which programs or
projects are best pursued.
For example:
Revenue Generation expand markets or add new
products.
Decrease Costs improvement or cost elimination.
Customer Loyalty add new
related products, improve support
services.
Max. Market Share explore new
markets, add new offers.

Perform Root Cause Analysis
This practice guide will treat root cause analysis and

opportunity analysis as one topic.
Five Whys
The objective of Five Whys is to ask for

the cause of a problem up to five times or
five levels deep to truly understand it.
Cause-and-Effect Diagrams
Fishbone Diagrams
Interrelationship Diagrams

, Fishbone Diagram Formally called Ishikawa diagrams

Cause-and-Effect Diagrams Interrelationship Diagram

Process Flow with Root Cause Analysis Example

Determine Required Capabilities
The business analyst will recommend suitable capabilities

based on discoveries made during the root cause analysis or
based on the concepts and contributors to success that were
identified when analyzing an opportunity.
Capability Table
Solution
Affinity Diagram Scope
Benchmarking
Practice Tip:
These three tasks are
executed concurrently

Capability Table
Capability Table Example

Affinity Diagram
shows categories and subcategories of ideas that cluster or have an affinity to
each other.
Affinity Diagram Example

Assess Current Capabilities
Common methods for assessing the current

capability state include, but are not limited to the
following:
Process flows
Enterprise and business architectures
Capability frameworks

Identify Gaps in Organizational Capabilities
Capability Table with Gaps Listed

Recommend Action to Address Business Needs
Solution Scope,
features and
components
High-Level Approach for Adding Capabilities

Suggested path for adding the capabilities
Utilize existing Hardware/Software

Purchase or Lease From Supplier
Design and Develop
Add Resources or Make Organizational Change
Change Biz Procedure/Process
Partner with or Outsource to Others

Provide Alternative Options
Alternative Options
Multiple approaches for adding new capabilities
Recommended solution options
for Each Option, identify:

Constraints limitations on a teams options
Assumptions factors that are considered
to be true, without actual proof
Risks uncertain events or
conditions that may have a positive or
negative effect if they occur

Assess Feasibility and Organizational Impacts
Assess Feasibility and Organizational Impacts of

Each Option
Operational Feasibility
how well the proposed solution :
fits the business need,
can be sustained after it is implemented.
Technology/System Feasibility
technical skills exist or can be affordably obtained
compatibility with other parts of the technical
infrastructure

Assess Feasibility and Organizational Impacts
Assess Feasibility and Organizational Impacts of

Each Option
Cost-Effectiveness Feasibility
a high-level assessment of the financial feasibility
(is not a complete cost-benefit analysis)
Time Feasibility
can be delivered within time constraints

Recommend the Most Viable Option
When faced with two or more feasible options for

solutions, the remaining choices can be rank-ordered
based on how well each one meets the business need.
Weighted Ranking
Ranking two or more options can be done using weighted
ranking matrix

Conduct Cost-Benefit Analysis
Payback Period (PBP)

time needed to recover a project investment, usually
in months or years
The longer the PBP, the greater the risk
Organizations threshold

Return on Investment (ROI)

percentage return on an initial project investment
net benefits dividing by the initial project cost
does not take into account ongoing costs
Organizations hurdle rates (ROI to exceed)

Internal Rate of Return (IRR)

projected annual yield of a project investment,
incorporating both initial and ongoing costs.
estimated growth rate percentage that a given project is
expected to attain
interest rate corresponding to a 0 (zero) net present
value
The higher IRR the better
Organizations hurdle rates

Net Present Value (NPV)

future value of expected project benefits expressed in
the value those benefits have at the time of investment.
Any NPV greater than zero is considered to be a
worthwhile investment

Assemble the Business Case
A common set of components in any business case

should minimally include the following: Value of the Business
Problem/Opportunity Case
situation statement
When a business case is created,
Analysis of the Situation
it becomes a valued input to
Organizational goals and objectives, root cause(s), project initiation, providing the
needed capabilities project team with a concise and
Recommendation comprehensive view of the
feasibility analysis, constraints, assumptions, risks, business need and the approved
and dependencies, cost-benefit Analysis, solution to that need.
implementation approach, including milestones,
dependencies, roles, and responsibilities. It may be necessary to review and
update a business case based on
Evaluation
what is discovered as a program
plan for measuring benefits realization or project progresses over time.

REQUIREMENTS ELICITATION AND ANALYSIS
Requirements Elicitation and Analysis
iterative work to:

plan, prepare, and conduct the elicitation
of information from stakeholders,
analyze and document the results of that What it Means to Elicit Information?
work, and
Is More than Requirements Collection or
Gathering
eventually define a set of requirements
in sufficient detail to enable the Drawing out information from stakeholders
definition and selection of the preferred and other sources
solution

Requirement
Definition, Responsibility and Types
Definition
a condition or capability that is required to be present in a product, service, or result to satisfy a contract or other
formally imposed specification.
Source: PMBOK Guide Fifth Edition
Responsibility
Business Analyst Project Manager
Defining, elicitate, analysis Ensuring that requirements-related

requirements work is accounted

Requirement
Requirement Types
Business Requirements
.higher-level needs of the organization as a whole

such as business issues or opportunities, and reasons why a
.project has been undertaken
Stakeholder Requirements
needs of a stakeholder or stakeholder group.

anyone with a material interest in the outcome of an initiative, and could include customers, suppliers,
and partners, as well as internal business roles

Requirement
Requirement Types
Solution Requirements
,features, functions, and characteristics of a product, service

.or result that will meet the business and stakeholder requirements
Functional Nonfunctional
Requirements Requirements
Describe the environmental conditions or
Describe the behaviors of
.qualities required for the product to be effective
.the product

Requirement
Requirement Types
Transition Requirements
temporary capabilities, needed to transition from the current state to the

future state.
such as data conversion and training requirements, and operational changes
Two other types of requirements, that are part of the project work and
are typically the responsibility of the project manager:
Project requirements
A quality requirement

Requirements Elicitation, Analysis Tasks

Importance of Eliciting Information
Failing to elicit enough too much

information information
erroneous conclusions hinder the teams ability to

an increased number of move forward

assumptions
The art of elicitation
obtain enough information to be able to validate requirements in order to

confirm that the project team is delivering the right solution

Plan for Elicitation
How to conduct elicitation,
Finding Information
Which stakeholders to involve,
Which order to schedule an individual | a Model
elicitation sessions other documented reference
Develop the Elicitation Plan Techniques for Eliciting

What information to elicit Information
Where to find that information
How to obtain the information
Sequencing the Elicitation Sequencing the Elicitation
Activities Activities
dependencies that constrain the
timing of elicitation activities

Example of Elicitation Plan

Prepare for Elicitation
Determine the Objectives

set an objective for each session the reason why the elicitation
activity is being undertaken.
Determine the Participants

divided the long list of stakeholders identified into groups or classes.
Determine the Questions for the

Session
Prepare some questions prior to conducting the elicitation in order to
ensure the session objectives are achieved

Conduct Elicitation Activities
Introduction sets the stage, the pace, and establishes the overall
purpose for the elicitation session
where the questions are asked and the

Body answers are given
Close provides a graceful termination to

the particular session
Follow-Up where the information is

consolidated and confirmed
with the participants

Elicitation Techniques
Brainstorming
Document Analysis
Facilitated Workshops requirements workshops
Focus Groups
Interviews
Structured, Unstructured
Synchronous, Asynchronous
Observation Passive, Active, Participatory and Simulation.
Prototyping
Low-fidelity prototype
High-fidelity prototyping Throwaway, Evolutionary prototypes
Questionnaires and Surveys

Document Outputs from Elicitation Activities
Formally or informally.
The results may come in the form of sketches, diagrams,
models, flipcharts, sticky notes, or index cards, to name a
few
Complete Elicitation
BA determines when the elicitation stops and the
analysis starts and for how long the work continues.
when the results are vague and open to interpretation,

additional questions need to be asked and more
elicitation sessions are then conducted.

Elicitation Issues and Challenges
some elicitation challenges
The business analyst cannot gain access to the right stakeholders

Stakeholders do not know what they want
Stakeholders are having difficulty defining their requirements
Stakeholders are not providing sufficient detail to develop the
solution

Analyze Requirements
Analysis understand, complete, and

Defined improve information
Plan for Thinking activities, types of models

Analysis Ahead and techniques
What to the correct information

Analyze

Model and Refine Requirements
Models are used during elicitation sessions to

refine requirements with stakeholders or subject
matter experts.
keep the models as simple as possible for

stakeholders to read and understand.
Analysis models are organized into specific

categories, defined mostly by the primary subject
matter represented

Models Organized by Category

Requirements Modeling
Example
The examples for the models are based on a mock project called recipe box for a grocery chain. This is
a mobile application project that allows users to select recipes, look up grocery stores that have the
ingredients, and then map the location of the ingredients in the store. A new recipe is sent daily by email
to participating customers. Ingredients for the recipe are on sale at each of the grocery stores. Customers
can use a mobile device to run the Recipe Box application to display the current and past recipes. The
application also shows the location of the items for the recipe at the store selected by the customer.

Scope Models Goal Model and Business Objective Model

Scope Models Ecosystem Map

Scope Models Context Diagram

Scope Models Feature Model

Scope Models Use Case Diagram

Process Models Process Flow , swimlane diagrams, process maps, process diagrams, or
process flow charts.

Process Models Use Case
Common fields of use case include:
o Name. A verb phrase that indicates the goal of the use case.
o Description. A simple explanation of the use case.
o Actors. Roles that are active participants in the use case.
o Organizational benefit. Describes why the use case is important to the project or organization; used for
prioritization.
o Trigger. The event that causes the use case to start.
o Preconditions. Describes everything that should be in place prior to the use case starting in order for the
use case to succeed.
o Normal flow. The normal course of steps to move from the preconditions to the post conditions.
o Post conditions. Everything that has changed in the environment at the end of a use case.
o Alternate flows. Alternative sets of steps an actor can take to achieve the goal other than what is
described in the main flow. These flows are often branch points from steps in the main flow.
o Exception flows. Errors or disruptions in the normal flow that require an actor or system to perform a
different action to respond to the exception. These are often branch points from steps in the main flow
and will usually terminate a use case. Exception flows result in failure or non-achievement of the goal.

Process Models User Story
Epic: As a customer, I want to go to the store and easily buy ingredients needed for a recipe.
User Story Acceptance Criteria

As a customer, I want to be 1. Customer can search for past recipes
able to find past recipes so I 2. Search terms can be by recipe name, ingredient, or date
can prepare them again. 3. A search can return 0, 1, or many results
4. For one or many results, a user can choose a recipe from
the list
ensure quality of the user stories: (elements of the INVEST)
Independent | Negotiable | Valuable | Estimable | Small | Testable

Rule Models Business Rules Catalog
identify and document the business rules, business policies, and decision frameworks that need to be supported by the
solution.

Rule Models Decision Tree and Decision Table

Rule Models Decision Tree and Decision Table

Data Models Entity Relationship Diagram (ERD)

Data Models Data Flow Diagrams

Data Models Data Dictionary

Data Models State Table and State Diagram

Data Models State Table and State Diagram

Interface Models Report Table

Interface Models System Interface Table

Interface Models User Interface Flow

Interface Models Wireframes and Display-Action-Response
. Compatibility
. Consistency
. Memory
. Structure
. Feedback
. Workload
. Individualization

Interface Models Wireframes and Display-Action-Response

ITU Business Analysis PMI-PBA Course1

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Business analysis

Sudatel Telecommunications Academy (Sudacad)

Let us discuss the following concepts !!!

Do you know what Business Analysis

Do you have a Project Management

BUSINESS ANALYSIS | PMI-PBA COURSE

Sudatel Telecommunications Academy (Sudacad) 2

The number one reason for

Strategies for Project Recovery (PM 2011

Source: The State of Requirements Management Report

Sudatel Telecommunications Academy (Sudacad) 3

Sudatel Telecommunications Academy (Sudacad) 4

The application of knowledge, skills, tools, and techniques to:

Facilitate the successful implementation of the product, service, or end

BUSINESS ANALYSIS | PMI-PBA COURSE

Sudatel Telecommunications Academy (Sudacad) 5

Organization Environment Idea

Organizational Project Environment

Sudatel Telecommunications Academy (Sudacad) 6

serve in critical leadership roles

When these roles work in

BUSINESS ANALYSIS | PMI-PBA COURSE

Sudatel Telecommunications Academy (Sudacad) 7

Provides guidance on how to apply effective business

The Structure of the BA Practice Guide

Sudatel Telecommunications Academy (Sudacad) 8

BUSINESS ANALYSIS | PMI-PBA COURSE

Sudatel Telecommunications Academy (Sudacad) 9

Sudatel Telecommunications Academy (Sudacad) 10

Identify the problem being solved or the

To avoid focusing on the solution too soon.

Elicit information to uncover the data necessary

BUSINESS ANALYSIS | PMI-PBA COURSE

Sudatel Telecommunications Academy (Sudacad) 11

A stakeholder is an individual, group, or organization that may affect,

Sponsor who is initiating and responsible for the project,

BUSINESS ANALYSIS | PMI-PBA COURSE

Sudatel Telecommunications Academy (Sudacad) 12

The affected stakeholders can be categorized using a responsibility

RResponsible. Person performing the needs assessment,

CConsult. Person or group to be consulted for input to understand

BUSINESS ANALYSIS | PMI-PBA COURSE

Sudatel Telecommunications Academy (Sudacad) 13

Example RACI for Assessing Business Need

BUSINESS ANALYSIS | PMI-PBA COURSE

Sudatel Telecommunications Academy (Sudacad) 14

focuses on learning enough about the problem or opportunity to

conduct interviews with stakeholders

BUSINESS ANALYSIS | PMI-PBA COURSE

Sudatel Telecommunications Academy (Sudacad) 15

To Evaluate the Situation sizing up the situation

The lack of data can result in proposing solutions that

When no internal data exists or when it cannot be

Once the desired data is assembled, techniques such as

BUSINESS ANALYSIS | PMI-PBA COURSE

Sudatel Telecommunications Academy (Sudacad) 16

the business analyst should draft a situation

The format of a situation statement is as follows:

BUSINESS ANALYSIS | PMI-PBA COURSE

Sudatel Telecommunications Academy (Sudacad) 17

Once the situation statement is drafted, agreement is

Approval may be formal or informal, depending on the

The business analyst leverages skills such as facilitation,

BUSINESS ANALYSIS | PMI-PBA COURSE