Solution Assessment and Validation (BABOK KA)

As Business Analysts, when we’re at the sharp end of solution delivery that doesn’t match a customers needs, at that time it just can’t be rectified and we can’t help thinking that we might have been able to prevent this at the early stages. In this article we’ll explore 3 ways to get out the trap of being solution oriented up front to shift more into the problem and needs to get better requirements. 

We hear the buzzword “business transformation” everywhere. It has become almost expected of any organization to announce they are on their digital transformation journey. What does it mean?

There are many definitions of digital transformation. This abundance points to a broad interpretation of the term. The ambiguity of these statements reflects vague expectations of many organizations embarking on their “digital transformation journeys”.

When engaging on projects we need to lead our clients to get the outcomes we need for analysis. If we act passively and don’t take charge then they’ll take things all over the place and create chaos. In this article we’ll explore how a problem statement acts as a powerful tool to keep control of our engagement and analysis right through the project lifecycle.

Business knowledge is simply knowing your business—its facets, strengths, weaknesses, competition, challenges, positioning within the market, and readily available solutions to its daily problems. Strong business knowledge should inform everything you do.  So, what you learn and hear in discovery should be filtered through your business knowledge. What you define in your requirements should also be informed by your business knowledge. As one business analysis writer puts it, “I’ve always been of the opinion that I’d like to know as much as I can about whatever I can because you never know when something you learned may come in handy.”^[2] The following four areas are the ones, specifically, according to BABOK, that you’ll want to apply yourself to.

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.

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.

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.

The success of process improvement projects is greatly influenced by good planning for gathering requirements or user stories. Part of the planning is identifying which of the analysis techniques will be effective for the elicitation of business needs with stakeholders. One objective for these techniques is to enhance project team collaboration by establishing a common understanding of the business process, thus providing a knowledge basis for developing changes. This article explores using job task instructions as an analysis technique for supporting project team collaboration by providing a platform to keep team members informed with the decisions on workplace changes.

A requirement is “a condition or capability needed by a user to solve a problem or to achieve an objective” (AKA a goal). Thinking in terms of problems and goals thus is a core competence for the requirements engineer. But what in fact is a problem or a goal? This may seem to be a rather philosophical question. As requirements engineers we should be quite specific on this point as the problems and goals of our clients are the raison d’être for our work.

Business analysis is a broad discipline and we have a whole range of tools and techniques at our disposal. We may get involved within projects, but also outside of them. Many BA teams are actively seeking earlier engagement—when we are engaged prior to a project being initiated we can work with our stakeholders to ensure that the problem space is thoroughly understood. We can encourage stakeholders to think about many possible solution options, and can work with them to ensure that the option that is chosen is the best fit and has the best chance of delivering maximum benefit. Early engagement also helps us avoid the 'first solution trap'.

I take the approach that as Business Analysts, the line between requirements and design is an imaginary line. We need to be pragmatic (abandon purist thinking) and not be afraid to wear the design cloak, to adopt design thinking. 

 

So how do we incorporate design thinking in Business Analysis in a value-add way? Take the following thoughts into consideration when working on your next project that involves building or significantly updating a customer-centric application.

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Author: Michael Roy, Business Analysis Professional / Requirements Leader

Michael is a solutions-focused Business Analysis professional with extensive experience leading change initiatives at a tactical and strategic level.

 

The context diagram and the use case diagram are two useful techniques for representing scope. This article describes two other methods for documenting scope: feature levels and system events.

So you’ve developed a set of requirements for some portion of your next systems development project. Now what? Experienced project managers and software developers understand the value of translating requirements into rational project plans and robust designs. These steps are necessary whether the next release represents 1 percent or 100 percent of the final product. As shown in Figure 1, requirements serve as the foundation for project plans, designs, code, and tests. In addition to these connections, there is a link between the requirements for the software to be built and other project and transition requirements. Those include data migrations, training design and delivery, business process and organizational changes, infrastructure modifications, and others.

Every software team talks about project scope and team members often complain about unending scope creep. Unfortunately, the software industry lacks uniform definitions of these terms, and the requirements literature is short on clear guidance regarding how to even represent scope. I confront scope head-on in this series of three articles...

Gathering and documenting requirements to develop software is often seen by business analysts as their core task. Actually, they are there to deliver value to the business—everything else is secondary.