- •Foreword
- •Preface the purpose of this book
- •Intended audience
- •Book organization
- •About b2t training
- •Chapter 1: Possess a Clear Understanding of Business Analysis overview
- •What is business analysis?
- •Business Analysis vs. Software Development
- •The Role of the Business Analyst
- •Business Analyst Traits
- •History of Business Analysis
- •Where Do Business Analysts Come From?
- •From it
- •Case in Point
- •From Business
- •Case in Point
- •Where Do Business Analysts Report?
- •Who makes a great business analyst?
- •Case in Point
- •Business Analyst Suitability (- відповідність) Questionnaire
- •Suitability Questionnaire
- •Answers
- •Business Analyst Career Progression
- •Key business analysis terms/concepts
- •What Is a Requirement?
- •Iiba Business Analysis Body of Knowledge® (babok®) definition of requirement:
- •Core Requirements Components
- •Why Document Requirements?
- •Why Do Requirements Need to Be Detailed?
- •High-Level Requirements Are Interpreted Differently
- •Many Analysts Only Use Text to Document Requirements
- •Complex Business Rules Must Be Found
- •Requirements Must Be Translated
- •Case in Point
- •What Is a Project?
- •What Is a Product?
- •What Is a Solution?
- •Case in Point
- •What Is a Deliverable?
- •System vs. Software
- •It Depends
- •Business analysis certification
- •Iiba babok®
- •Summary of key points
- •Bibliography
- •Chapter 2: Know Your Audience overview
- •Establish trust with your stakeholders
- •With whom does the business analyst work?
- •Executive or Project Sponsor
- •Case in Point: Giving the Sponsor Bad News
- •Project Manager
- •Why Does a Project Need a Project Manager and a Business Analyst?
- •Project Manager and Business Analyst Skills Comparison
- •Tips for Those Performing Both Roles
- •Other Business Analysis Professionals
- •Subject Matter Experts and Users
- •Getting to Know Your Subject Matter Experts
- •A Manager Who Does Not Understand His or Her Employees’ Work
- •When the Expert Is Not Really an Expert
- •When the Expert Is Truly an Expert
- •The Expert Who Is Reluctant to Talk
- •The Expert Who Is Angry about Previous Project Failures
- •The Expert Who Hates His or Her Job
- •Quality Assurance Analyst
- •When “qa” Is a Bad Word in Your Organization
- •Usability Professional
- •It Architect
- •Case in Point
- •It Developer
- •Case in Point
- •The Developer Who Is Very Creative
- •The Developer Who Codes Exactly to Specs
- •The Developer’s Industry Knowledge
- •Data Administrator/Architect/Analyst
- •Database Designer/Administrator
- •Stakeholder Analysis
- •Balancing stakeholder needs
- •Case in Point
- •Understanding the Political Environment
- •Working with dispersed teams
- •Physical Distance
- •Time Zone Differences
- •Nationality/Cultural Differences
- •Language Differences
- •Using Team Collaboration Tools
- •Using a Shared Presentation
- •Sharing a Document
- •Summary of key points
- •Bibliography
- •Chapter 3: Know Your Project
- •Why has the organization decided to fund this project?
- •Business Case Development
- •Case in Point
- •Project Initiated Because of a Problem
- •Case in Point
- •Project Initiated to Eliminate Costs (Jobs)
- •Project Initiated by Outside Regulation
- •Project Initiated by an Opportunity
- •Projects for Marketing or Advertising
- •Case in Point
- •Projects to Align Business Processes
- •Strategic planning
- •Portfolio and Program Management
- •How Does Your Project Relate to Others?
- •Enterprise Architecture
- •Business Architecture
- •The Organizational Chart
- •Locations
- •Swot (Strengths, Weaknesses, Opportunities, Threats)
- •Products
- •Information Architecture
- •Application Architecture
- •Technology Architecture
- •Case in Point
- •Security Architecture
- •Communicating Strategic Plans
- •Project Identification
- •Project initiation
- •Naming the Project
- •Initiation
- •Approach or Methodology
- •Statement of Purpose
- •Objectives
- •Problems/Opportunities
- •Stakeholders
- •Business Risks
- •Items Out of Scope
- •Assumptions
- •Scope of the Business Area
- •Scoping the Analysis Area Using a Context-Level Data Flow Diagram
- •Area of Study
- •High-Level Business Processes
- •Scoping the Analysis Area Using a Use Case Diagram
- •Project Initiation Summary Revisit Scope Frequently
- •Scope Creep
- •Summary of key points
- •Bibliography
- •Chapter 4: Know Your Business Environment overview
- •Case in Point
- •How does a business analyst learn about the enterprise?
- •Read the Company’s Marketing Materials
- •Read the Company’s Financial Reports
- •Review the Corporate Strategic Plan
- •Seeing things from the business perspective
- •Case in Point
- •Prioritizing Requests
- •Case in Point
- •How a business analyst learns the business: elicitation techniques
- •Review Existing Documentation
- •Case in Point
- •Observation
- •Case in Point
- •Case in Point
- •Interviews
- •Surveys and Questionnaires
- •Facilitated Sessions
- •Why Use a Facilitated Session?
- •Challenges for the Business Analyst as the Facilitator
- •Focus Groups
- •Competitive Analysis
- •Interface Analysis
- •Learn the current (as is) system
- •Case in Point
- •What is a business process?
- •Essential Analysis
- •Perfect Technology
- •No Storage Limitations or Constraints
- •Case in Point
- •Completely Error-Free Processing
- •Case in Point
- •No Performance Limitations
- •Technology Is Available at No Cost
- •Case in Point
- •Summary of Perfect Technology
- •Essential Business Processes
- •Case in Point
- •What Is the Difference between a Process and a Use Case?
- •Describing a Process
- •Seeing Things from the Top and from the Bottom
- •Implementation Planning
- •Training
- •Rollout Plan
- •Schedule
- •Metrics
- •Procedures/Organizational Changes
- •Summary of tips for learning your business
- •Summary of key points
- •Bibliography
- •Chapter 5: Know Your Technical Environment overview
- •Case in Point
- •Why does a business analyst need to understand the technical environment?
- •Understand Technology, But Don’t Talk Like a Technologist
- •Case in Point
- •What does a business analyst need to know about technology?
- •Software Development/Programming Terminology
- •Does a Business Analyst Need to Know How to Develop Software?
- •Software Development Methodologies
- •Methodology/Software Development Life Cycle
- •Waterfall
- •Planning Phase
- •Analysis Phase
- •Design Phase
- •Construction Phase
- •Testing Phase
- •Information Engineering
- •Joint Application Development/Design
- •Rapid Application Development
- •Iterative/Incremental Development Approaches
- •Object-Oriented Analysis and Design
- •Rational Unified Process
- •Agile Development Approaches
- •An Organization’s Formal Methodology
- •Why Don’t Most Methodologies Detail the Business Analysis Approach?
- •An Organization’s Informal Standards
- •Technical Architecture
- •Operating Systems
- •Case in Point
- •Computer Networking
- •Data Management
- •Relational Database
- •Structured Query Language
- •Software Usability/Human Interface Design
- •Software Testing
- •Case in Point
- •Software Testing Phases
- •Unit Testing
- •Integration Testing
- •System Testing
- •Regression Testing
- •Case in Point
- •User Acceptance Testing
- •Post-Implementation User Assessment
- •Working with it Communicating with Developers
- •When to Get it Involved in a Project
- •It Corporate Culture
- •Summary of key points
- •Bibliography
- •Chapter 6: Know Your Analysis Techniques overview
- •Case in Point
- •Categorizing and presenting requirements Collecting and Managing Requirements
- •What Is a Requirement?
- •Categorizing Requirements
- •Case in Point
- •Why Categorize Requirements?
- •Developing a System for Organizing Requirements
- •Iiba babok Categories
- •A Recommended Categorization System
- •Business Requirements
- •Functional Requirements
- •Technical Requirements
- •Core requirements components
- •Overview of Core Requirements Components Data (Entities and Attributes)
- •Processes (Use Cases)
- •External Agents (Actors)
- •Business Rules
- •Case in Point
- •Core Requirements Component: Entities (Data)
- •Core Requirements Component: Attributes (Data)
- •Attribute Uniqueness
- •Mandatory or Optional
- •Attribute Repetitions
- •Core Requirements Component: Processes (Use Cases)
- •Core Requirements Component: External Agents (Actors)
- •Internal vs. External
- •Core Requirements Component: Business Rules
- •Finding Business Rules
- •Analysis techniques and presentation formats
- •Glossary
- •Workflow Diagrams
- •Why Use Workflow Diagrams?
- •Entity Relationship Diagramming
- •Why Build a Logical Data Model?
- •Business Process Modeling with the Decomposition Diagram
- •Why Build a Decomposition Diagram?
- •Use Case Diagram
- •Use Case Descriptions
- •Why Use Use Cases?
- •Case in Point
- •Prototypes/Simulations
- •Why Use Prototypes/Simulations?
- •Other Techniques Event Modeling
- •Entity State Transition/uml State Machine Diagrams
- •Object Modeling/Class Modeling
- •User Stories
- •Traceability Matrices
- •Gap Analysis
- •Data Flow Diagramming
- •Choosing the Appropriate Techniques
- •Using Text to Present Requirements
- •Using Graphics to Present Requirements
- •Using a Combination of Text and Graphics
- •Choosing an Approach
- •Case in Point
- •Business Analyst Preferences
- •Case in Point
- •Subject Matter Expert Preferences
- •Case in Point
- •Developer Preferences
- •Project Manager Preferences
- •Standards
- •Case in Point
- •As is vs. To be analysis
- •Packaging requirements How Formally Should Requirements Be Documented?
- •What Is a Requirements Package?
- •Case in Point
- •Request for Proposal Requirements Package
- •Characteristics of Excellent Requirements
- •Getting Sign-Off
- •Requirements Tools, Repositories, and Management
- •Summary of key points
- •Bibliography
- •Chapter 7: Increase Your Value overview
- •Build your foundation Skill: Get Started
- •Skill: Think Analytically
- •Skill: Note Taking
- •Technique: Brainstorming
- •Skill: Work with Complex Details
- •Case in Point
- •How Much Detail? Just Enough!
- •Case in Point
- •Time management Skill: Understand the Nature of Project Work
- •Skill: Work on the Most Important Work First (Prioritize)
- •Case in Point
- •Technique: Understand the 80-20 Rule
- •Technique: Timeboxing
- •Build your relationships and communication skills Skill: Build Strong Relationships
- •Skill: Ask the Right Questions
- •Case in Point
- •Skill: Listen Actively
- •Barriers to Listening
- •Listening for Requirements
- •Skill: Write Effectively
- •Case in Point
- •Skill: Make Excellent Presentations
- •Skill: Facilitate and Build Consensus
- •Skill: Conduct Effective Meetings
- •Prepare for the Meeting/Select Appropriate Attendees
- •Meeting Agenda
- •Conducting the Meeting
- •Tips for Conducting Successful Meetings
- •Follow-Up/Meeting Minutes
- •Skill: Conduct Requirements Reviews
- •How to Conduct a Review
- •Step 1. Decide on the Purpose of the Review
- •Step 2. Schedule Time with Participants
- •Steps 3 and 4. Distribute Review Materials and Have Participants Review Materials Prior to the Session
- •Case in Point
- •Step 5. Conduct the Review Session
- •Steps 6 and 7. Record Review Notes and Update Material
- •Step 8. Conduct a Second Review If Necessary
- •Typical Requirements Feedback Corrections
- •Missing Requirements
- •Unclear Sentences
- •Scope Creep
- •Keep learning new analysis techniques Technique: Avoid Analysis Paralysis!
- •Technique: Root Cause Analysis
- •The Five Whys
- •Case in Point
- •Skill: Intelligent Disobedience
- •Continually improve your skills
- •Skill: Make Recommendations for Solutions
- •Understand the Problem
- •Imagine Possible Solutions
- •Case in Point
- •Evaluate Solutions to Select the Best
- •Skill: Be Able to Accept Constructive Criticism
- •Case in Point
- •Skill: Recognize and Act on Your Weaknesses
- •Technique: Lessons Learned
- •Business analysis planning
- •Technique: Map the Project
- •Examples of Mapped Projects
- •Skill: Plan Your Work
- •Technique: Assess Business Impact
- •Case in Point
- •Factors That Determine Business Impact
- •Case in Point
- •Technique: Conduct Stakeholder Analysis
- •Technique: Plan Your Communications
- •Skill: Choose Appropriate Requirements Deliverables
- •Skill: Develop a Business Analysis Task List
- •Skill: Estimate Your Time
- •Summary of key points
- •Bibliography
Book organization
This book is divided into chapters based on seven steps to mastering business analysis:
Chapter 1: Possess a Clear Understanding of Business Analysis
Chapter 2: Know Your Audience
Chapter 3: Know Your Project
Chapter 4: Know Your Business Environment
Chapter 5: Know Your Technical Environment
Chapter 6: Know Your Analysis Techniques
Chapter 7: Increase Your Value
Each chapter, or step, covers a significant skill area for the successful business analysis professional. The chapters do not need to be read in order; they can be referred to as needed.
About b2t training
B2T Training was established in 2000 by Barbara Carkenord and Tina Joseph to provide educational experiences focused on developing individuals into master business analysts. The company offers a full complement of courses and products designed to equip business analysis professionals with a wide range of skills, techniques, and approaches. The comprehensive curriculum is supported by useful templates, a reference manual for guidance beyond the courses, mentoring opportunities, and online resources. In addition, B2T Training offers certification for those who can demonstrate a thorough understanding of business analysis knowledge areas and the ability to successfully apply that knowledge.
The company’s vision is to deliver the highest quality training available in order to provide business analysis professionals with strong foundational skills to fully perform their role, as well as additional offerings to help individuals mature in their career. Organizations that promote the continued development of business analysts benefit by being able to gather better project requirements, which leads to improved business processes and technology solutions. These benefits help meet the demands of stakeholders and overall organizational goals.
B2T Training developed the first comprehensive business analysis training program in North America, which has served as a model for other training organizations. To remain as the top in the field, the company continues to focus solely on business analysis rather than branching out to related topics. B2T Training is a founding partner of the
International Institute of Business Analysis (IIBA™), formed in 2004 to promote the profession, establish standards, and create an industry certification. The company is extensively involved in the development of The Guide to the Business Analysis Body of Knowledge® (BABOK®), a document of business analysis standards, and has chaired various committees and held board positions within the IIBA.
B2T Training is excited about the growing recognition of the role of business analysis professional and continues to serve as an advocate for the profession. It is our goal, with this book, to equip business analysts with a reference and critical insight into the complexity of mastering the business analyst’s role.
Chapter 1: Possess a Clear Understanding of Business Analysis overview
This book is intended to help business analysis professionals master their profession. In order to master business analysis, you must first possess a clear, complete understanding of the essential skills of a business analyst (BA). Business analysis involves very complex and sophisticated thinking patterns and advanced communications. Describing and defining the role is very difficult. What is it that makes a BA successful?
Is it being an expert on workflow diagrams?
Is it having a strong technical programming background so as to be able to design software that will meet business needs?
Is it being a strong facilitator, in order to lead requirements elicitation sessions with large groups of people?
Yes and no. A successful BA is all of these things and something more. There is something special and rare about the people who can combine technical knowledge, business acumen, analytical skills, and the communication skills necessary to be successful in this role. Excellent BAs bring value to their organizations by understanding true business opportunities, making realistic recommendations, and facilitating the successful implementation of these solutions. This chapter will give you insights into the skills and knowledge that successful BAs share.