Requirements Analysis (BABOK KA)

Integration requirements are critical for any Project’s success when Business Processes flow across multiple systems. As a Business Analyst it’s our responsibility to understand the end-to-end Business and Systems Process flow and document the hand off as part of the requirements gatherings process. A systematic approach to gather the requirements for integration between systems will ensure that there is a smooth interaction between the systems and hence the Business Process flow. The below Framework on Integration Requirements Analysis provides a systematic approach to document requirements for an Integration Project

     Continuity planning can occur at many levels including at the project, department, organizational, or enterprise level. At the project level, a business analyst considers what will happen if a project solution fails or underperforms. This is usually documented in the form of transition requirements. At the higher levels, a business analyst collaborates with organizational leaders in key areas to determine the steps that need to be taken in the occurrence of major events that significantly disrupt business operations. With that said, I’ll be discussing the role a business analyst can play in developing an effective continuity plan.

     First, let’s discuss what a business continuity plan is. Essentially, this is a comprehensive plan to make operational changes that will allow an organization to continue business or services through a crisis, disaster, or operational disruption. The process of developing and maintaining this plan is known as business continuity planning. Typically, business continuity consists of the following three key areas...

The intention of this article is to identify and specify the artifacts listed in the BABOK. These artifacts are listed within the Outputs section of the BABOK tasks. Outputs are described by a paragraph of text within each task. In this article I attempted to expand on these descriptions by adding detail to their content.

It is assumed that each activity produces a tangible output^[2] which is consistent with the layout of the BABOK. Those outputs are classed as artifacts with attributes. Each artifact’s attribute description is taken from the element description of the tasks that output that artifact. The BABOK element descriptions provide guidelines for activity that produces the attribute, without necessarily defining the information contained in the attribute.That information has been derived from the element description.

Artifacts are derived from the BABOK Output sections. Artifact attributes are derived from the BABOK Element sections. A useful addition to the BABOK might be examples or templates of the outputs.

 Not every manager is convinced that his team needs to do a better job on requirements development and management or that such an investment will pay off. Numerous industry studies, however, indicate that requirements issues are a pervasive cause of project distress. Let’s see why investing in better requirements is a smart business decision for any organization.

Consider the situation where you are the business analyst who is planning project work according to the BABOK guidelines. The project manager wants to plan their time spent on business analysis activities. You produce a report of the BABOK that shows tasks that the project manager is expected to contribute to.

This article describes an analysis I performed of the Business Analysis Body Of Knowledge v3 (BABOK). The result of this analysis is a model contained in the Visual Paradigm modeling tool. This model captures 461 pages of the BABOK, from the Business Analysis Key Concepts chapter through to the end of the Techniques To Tasks Mapping chapter.

Requirements management is a critical function for business analysis. Requirements management is focused on ensuring that the business users and stakeholders have the following information available...  But the more important question to have answer to and where the real business value is delivered in requirements life cycle management is answering the following questions:

1. Are the requirements impacting critical business processes?
2. Which processes have recurring change?
3. Are the requirements priorities aligned to key business processes?
4. Which process will be impacted by which requirements?

In the world of software development Use Cases are one of many very powerful techniques often used these days.  Use cases describe how a person or a system interacts with the solution being modeled/built to achieve a goal. Basically, it’s a step by step explanation of what a user can do and how the solution must respond.

As any other business analysis technique, use cases have their advantages and disadvantages. One of the main disadvantages of use cases is that this technique is not graphical – a use case diagram is but use case descriptions are not, and use case descriptions really lack of visualization especially if there are multiple alternative flows and exception flows that branch out and then loop back into the main one.

This final article in the Requirements in Context series discusses detailed requirements for a fully automated business activity. ‘Fully automated’ means that the business information system (BIS) is expected to perform the activity from start to finish without user involvement. A simple example is the system automatically posting a monthly fee against customer accounts. A more complex example is the system utilizing customer-specific pricing details to determine the amount charged for a purchase made by a customer.

 

First of all, any operating system or solution contains two types of requirements: functional and non-functional. The solution works as a clock, which requires each gear within the solution to be properly functioning. Based on the theory of constraints, any process throughput can only be improved when the constraint or bottleneck is resolved.

Therefore, no matter how fast the train can run and how many passengers it can carry in one trip (the functional requirements), as long as the NFRs are not met, the performance of the solution (subway system) can only be as good as the non-functional requirements.

Second, if NFRs are not considered during the business analysis process, it is very likely they were not part of the criteria for solution evaluation. Without consideration of NFRs, the proposed solution may not be evaluated accurately. What was thought to be the best solution may not be a suitable solution at all.

It’s important for business analysts to recognize that there is a significant amount of non-technical (i.e. business) detail associated with a system interface capability. The interface is either importing data that’s needed and available in electronic format from another system, or exporting data in electronic format when it’s needed by some other system or organization. The data is either needed in real time or can be processed as a batch job.

The intention of these viewpoints is to make it easier to see and understand the real business problem. This article focuses on the fourth viewpoint, the Future-How, which looks at the solution to the business problem. It does this by assessing alternatives, and then choosing the best solution to that real business problem.

For business analysts working in an environment where there is a gap between SMEs and the delivery of an IT-based solution for business needs, requirements are documented to bridge that gap. You are reading this because you are a business analyst responsible for documenting detailed requirements and, in the case of this article, business needs involving one or more user interfaces (UIs) or reports.

The objective of this article is to answer the question, “How much detail is necessary?” Spoiler alert – quite a bit. This is to avoid, as much as possible, a BA having to go back to a SME when designers or developers have business-level questions about a UI or report. Or worse – designers or developers not asking questions. Instead, making assumptions about what the business needs and proceeding to deliver the solution based on those assumptions.

Requirements documents are used to communicate the aims of a project in a clear, concise way to ensure all stakeholders are on the same page.  When we talk about a requirements document we are often referring to a Business Requirements Document - or a BRD.  But as well as a BRD, there are 9 other types of requirements documents that a business may want to use while pushing a project through its stages of completion. The type of format to be used depends on the result of the project itself, whether it’s a product, service or system, and the particular requirements it has.

The previous article in this series discussed ensuring that high-level requirements (HLRs), within the context of an IT-based project, were properly high level. The remainder of articles in the series will look at detail requirements and the need for them to be sufficiently detailed. The objective of this article is to demonstrate how a data dictionary (DD) can be used as a tool for capturing the appropriate level of detail representing data-specific business needs.

The purpose of the Trips-R-You Flight Booking Case Study is to provide an integrated, end-to-end set of requirement examples. In IIBA® BABOK® V3 terminology, end-to-end means from Business Requirements to Stakeholder Requirements to Solution and Transition Requirements. This case study, and associated artefacts, use the more traditional business terms Goals, High-level Requirements (HLRs), and Detail Requirements. Only functional requirements are addressed, and only within the context of a project chartered to deliver an IT-based solution.